Should BDRs Start In Enterprise or SMB?

Ever felt like you’re juggling flaming torches while walking a tightrope? That’s kind of what assigning your BDRs to the right sales segment feels like—one wrong move, and you’re in for a disaster.

Your BDR team is the backbone of your sales org, feeding the pipeline that keeps the lights on. But where should they focus their efforts? Should they tackle the marathon of enterprise sales, or sprint through the fast-paced world of SMB? Choosing the right path isn’t just about filling seats—it’s about aligning talent, training, and timelines with your sales goals. Let’s dive into the factors that make or break this decision.

Enterprise vs. SMB: What’s the Real Difference?

When it comes to sales segments, enterprise and SMB couldn’t be more different—kind of like choosing between a road trip and a cross-country flight. Both get you where you’re going, but the journey looks very different.

The Distinction

• Enterprise: Long decision cycles, bigger budgets, and more stakeholders than a family Thanksgiving dinner.
• SMB: Quicker decisions, smaller budgets, and fewer cooks in the kitchen.

The Skills Each Requires

• Enterprise BDRs: Patience, consultative selling, and the ability to navigate organizational mazes.
• SMB BDRs: Speed, agility, and a talent for juggling a high volume of outreach.

Think of it this way: Enterprise sales is like fishing with a spear—precise and targeted. SMB sales? More like casting a wide net and reeling fast.

Should You Hire New Enterprise BDRs Without Experience?

Let’s get one thing straight: hiring someone brand-new for a high-stakes enterprise role can feel like betting on a rookie in the Super Bowl. But sometimes, that gamble pays off big.

The Upside of Fresh Talent

• Open-mindedness: New hires bring fresh energy and are often more coachable.
• Innovation: Without preconceived notions, they might spot opportunities your veterans miss.

The Downside

• Ramp-Up Time: Learning your product, prospecting strategies, and enterprise cycles takes time.
• Short-Term Impact: Early wins might be slow, which can affect quotas and morale.

Think of this approach as planting a seed—it takes time to grow, but with the right care, it could turn into a towering oak.

Promoting SMB BDRs to Enterprise Roles: A Strong Move or a Risky Gamble?

Promoting internally is like upgrading your favorite pair of sneakers—they’re already broken in, but will they hold up under new demands?

Why It’s a Smart Play

• Proven Track Record: SMB BDRs know your product and have shown they can crush quotas.
• Loyalty and Retention: A promotion sends the message that hard work pays off.

What Can Go Wrong

• The Learning Curve: Longer sales cycles and higher stakes can be frustrating for reps used to faster wins.
• Burnout Risk: Without proper training, even your star SMB reps could struggle with enterprise complexity.

It’s all about readiness. Some reps thrive on the challenge, while others might crack under the pressure.

The “Sink or Swim” Philosophy: Does It Work?

Throwing someone in the deep end can reveal unexpected strengths—or leave you scrambling to fish them out.

When It Works

• High-growth companies with strong support systems can benefit from challenging reps to rise to the occasion.
• It’s ideal for reps who show resilience and adaptability.

When It Backfires

• Without enough training or mentorship, your BDR might drown in frustration and confusion.

If you’re considering this strategy, think of it like teaching someone to swim—don’t just toss them in the water; make sure there are lifeguards nearby.

Metrics Matter: The Hidden Impact of BDR Segmentation

Your segmentation strategy doesn’t just affect your reps—it shapes your entire sales pipeline.

Quota Creation

Misaligned talent leads to quotas that feel like climbing Mount Everest without oxygen. Make sure your expectations match the realities of each segment.

Ramp-Up Periods

Enterprise roles need longer onboarding and ramp times, while SMB reps can hit the ground running. Plan your forecasts accordingly.

Forecasting Risks

Promoting or hiring for new roles creates uncertainty. Treat forecasts as flexible and build in extra room for error while your reps find their footing.

What If You Get It Wrong?

Let’s face it: no strategy is foolproof. But making mistakes doesn’t mean failure—it means you’re learning.

How to Course-Correct

• Analyze outcomes quickly and adjust.
• Offer additional training or reassign reps to roles where they’re more likely to succeed.

The key is adaptability. Even if your first attempt at segmentation misses the mark, you can always pivot.

Final Take: Balance Is Everything

Assigning your BDRs isn’t about choosing the perfect formula—it’s about finding the right balance for your unique team. Whether you’re hiring fresh talent or promoting from within, consider your team’s strengths, your sales goals, and your company’s growth stage.

Remember: success isn’t about getting it perfect from the start. It’s about progress, learning, and supporting your team through the ups and downs.

Ready to Optimize Your BDR Strategy?

Take the first step by evaluating your current team. Look for growth potential, analyze your resources, and experiment with segmentation strategies. With the right balance of talent and training, you’ll keep your pipeline flowing and your forecasts on track.

Let’s make your next move the right one.

FAQs

What’s the ideal experience level for a BDR in an enterprise sales role?

Enterprise roles often involve long sales cycles, deeper product knowledge, and highly personalized outreach. But “ideal” doesn’t always mean ten years of experience. Hiring for potential and investing in solid training can yield strong results, especially if your organization provides robust mentorship.

How can I set realistic expectations when promoting a BDR to an enterprise role?

Provide structured onboarding, personalized coaching, and time to adjust. Consider adjusting quotas to factor in ramp-up periods. Communicate clearly that enterprise sales is a different beast.

Should I hire new BDRs for SMB or enterprise roles?

It depends on your risk tolerance and resources. SMB roles can deliver quicker wins, which is great for building momentum. Enterprise roles require patience, more extensive training, and a willingness to nurture that rep’s long-term potential.

What’s the best approach to forecasting when BDRs are in transition?

Treat forecasts as living documents. Build in flexibility for the learning curve and unknowns, whether you’re hiring new BDRs or promoting internally. Adjust often as you gather new data about ramp-up performance.

What challenges do BDRs face when transitioning between segments?

Common pain points include adapting to longer sales cycles, more complex organizational structures, and the higher stakes of enterprise deals. Offer targeted training, and encourage knowledge-sharing to ease the learning curve.