Latest / What is Business Development? / Episode 82: BD-BOK Chapter 12 The Best Business Developer Archetype?

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Episode 82: BD-BOK Chapter 12 The Best Business Developer Archetype? · What is Business Development?

• 0:00
  Speaker 1: Welcome back to the deep dive. We're taking a stack
• 0:02
  Speaker 1: of your essential reading material and cutting straight to the
• 0:06
  Speaker 1: knowledge nuggets you need to be well informed.
• 0:09
  Speaker 2: And today, yeah, we're diving into a topic that's causing
• 0:12
  Speaker 2: some let's say, major turbulence in the sales world. You've
• 0:16
  Speaker 2: probably seen the headlines. They're kind of everywhere.
• 0:18
  Speaker 1: Oh yeah, robots are taking SDR jobs.
• 0:20
  Speaker 2: That exact one makes it nervous, right.
• 0:22
  Speaker 3: It does.
• 0:23
  Speaker 1: But look if that gives you cold sweats, just take
• 0:25
  Speaker 1: a breath, because our source material immediately clarifies something important.
• 0:30
  Speaker 3: That statement. It's only half right, exactly.
• 0:32
  Speaker 2: Yes, automation is systematically removing you know, the low skill,
• 0:36
  Speaker 2: high volume, repetitive tasks stuff associated with early prospecting.
• 0:41
  Speaker 1: But crucially, what it is not doing is taking over
• 0:44
  Speaker 1: business development entirely.
• 0:45
  Speaker 3: Actually, quite the opposite.
• 0:47
  Speaker 2: Automation is really accelerating the urgent need for high skill
• 0:52
  Speaker 2: b D professionals, people who can do more than just dial.
• 0:56
  Speaker 1: So what this signifies is actually a powerful i'd say
• 0:59
  Speaker 1: positive evolution for people already working in this space.
• 1:02
  Speaker 2: It really is. Yeah, the opportunity is ripe for traditional
• 1:05
  Speaker 2: SDRs to transition to level up into true BDRs. Mastering,
• 1:10
  Speaker 2: strategic prospecting, trust building, and that crucial early activation phase.
• 1:15
  Speaker 1: And the data backs this up pretty dramatically, doesn't it.
• 1:18
  Speaker 1: This evolution can result in what ten to twenty percent
• 1:21
  Speaker 1: higher earnings, ok, for the professionals who make that jump.
• 1:25
  Speaker 2: That's what the numbers show. It's a significant incentive to upskill.
• 1:28
  Speaker 1: So if you're a business developer listening right now, or
• 1:31
  Speaker 1: maybe a sales leader, or even just curious about where
• 1:34
  Speaker 1: that high value human interaction is shifting, well, our mission
• 1:37
  Speaker 1: today is to give you the analytical framework.
• 1:40
  Speaker 2: Right, We're going to give you two specific models, the
• 1:42
  Speaker 2: CSM and CATA models that show you exactly where to
• 1:46
  Speaker 2: invest your skills and importantly, how to structure successful teams
• 1:50
  Speaker 2: in this newly automated environment.
• 1:52
  Speaker 1: And here's a quick foundational insight we pulled from the
• 1:54
  Speaker 1: sources that kind of sets the stage nicely.
• 1:56
  Speaker 2: I think, oh, yeah, this was interesting. Think about those
• 1:58
  Speaker 2: really high end sectors like advanced management consulting or maybe
• 2:02
  Speaker 2: specialized accounting.
• 2:04
  Speaker 1: Right, they never really have those typical entry level, high
• 2:07
  Speaker 1: volume BD roles, did they never?
• 2:09
  Speaker 2: And why? Because their go to market model always demanded
• 2:13
  Speaker 2: advanced human judgment, deep expertise, trust building, right from the
• 2:18
  Speaker 2: very first contact.
• 2:19
  Speaker 1: That complexity, that's the barrier automation just can't easily cross.
• 2:23
  Speaker 2: Precisely, it's the fire break.
• 2:24
  Speaker 1: Okay, so let's unpack this more. Our first major takeaway
• 2:28
  Speaker 1: seems simple on the surface. BD isn't just surviving automation,
• 2:32
  Speaker 1: no far from it.
• 2:33
  Speaker 2: It is cited in the research as one of the
• 2:35
  Speaker 2: fastest growing and best paid functions in the entire go
• 2:39
  Speaker 2: to market ecosystem is.
• 2:40
  Speaker 3: Booming, and this is the big boom.
• 2:42
  Speaker 1: But you only get access to that boom if you
• 2:44
  Speaker 1: bring the right skills to the table.
• 2:46
  Speaker 2: Right. Absolutely, the research makes it crystal clear. Talent costs,
• 2:51
  Speaker 2: they are directly proportional to the skill level required. If
• 2:54
  Speaker 2: you want a genuinely high skilled b D professional.
• 2:57
  Speaker 1: You have to be ready to pay for that. Sophistication
• 2:59
  Speaker 1: makes sense, it does. So what defines that highly skilled,
• 3:02
  Speaker 1: high cost BD professional today in twenty twenty four. It's
• 3:05
  Speaker 1: definitely not just about hitting quotas.
• 3:07
  Speaker 2: Anymore, not at all. The required proficiencies detailed in our
• 3:11
  Speaker 2: sources are well expansive. You need a foundational history of
• 3:16
  Speaker 2: generating measurable revenue. Of course, those kind of table.
• 3:19
  Speaker 1: Stakes now right, baseline expectation.
• 3:21
  Speaker 3: But beyond that general sales history, the.
• 3:24
  Speaker 2: Bar is raised significantly on technical competence. You have to
• 3:28
  Speaker 2: possess deep technical knowledge of your own product. Yes, bit
• 3:32
  Speaker 2: equally important comprehensive knowledge of your key competitor's.
• 3:37
  Speaker 1: Products so you can contrast and compare strategically, not just
• 3:40
  Speaker 1: pitch features exactly.
• 3:42
  Speaker 2: And that strategical level it extends beyond the product itself.
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  Speaker 2: The role demands deep knowledge of the industry's history, its
• 3:49
  Speaker 2: current trends, the key players in the prospects market.
• 3:52
  Speaker 1: You need to walk in and speak their language, the
• 3:54
  Speaker 1: highly specialized language of the customer's world.
• 3:56
  Speaker 2: You got it and don't forget the operational side either.
• 3:59
  Speaker 2: Proficiency with all the modern selling tools and tactics is assumed.
• 4:02
  Speaker 1: But the requirement that really signals the shift, I think,
• 4:05
  Speaker 1: is the need for a proven history of effective collaboration.
• 4:08
  Speaker 2: Oh, absolutely critical. High skill BD professionals are nexus points now.
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  Speaker 2: They have to connect the dots between marketing's initiatives, the
• 4:16
  Speaker 2: prospecting team's leads, and the downstream sales team's closure process.
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  Speaker 1: It's definitely not a soloist role anymore. You have to
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  Speaker 1: be a connector. Okay, So that need for a complex
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  Speaker 1: and specific skills mix that brings us neatly to our
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  Speaker 1: first core analytical tool, the Customer Acquisition Skills Mix Model ORSM.
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  Speaker 2: Right, And here's where it gets really interesting, because the
• 4:39
  Speaker 2: CSM model tells us to while stop focusing so much
• 4:43
  Speaker 2: on that tired old distinction.
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  Speaker 3: I mean B to B versus B two C.
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  Speaker 2: That's the one. That distinction is becoming essentially irrelevant for
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  Speaker 2: this analysis. The CSM model posits that the true differentiator,
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  Speaker 2: the thing that really defines what skills you need and
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  Speaker 2: where you deploy them, is the intent threshold of the.
• 4:59
  Speaker 1: Customer intent threshold.
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  Speaker 2: Okay, break that down. It's about how ready the customer is.
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  Speaker 2: Do they arrive with very high intent to purchase something specific,
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  Speaker 2: or do you the BDR, have to spend significant time
• 5:10
  Speaker 2: and effort building that intent, maybe defining the problem establishing
• 5:14
  Speaker 2: trust often from a pretty cold start.
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  Speaker 3: Got it.
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  Speaker 1: So let's look at the two extremes this intent threshold creeds.
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  Speaker 1: First up the high intent threshold scenario. Hi, T give
• 5:25
  Speaker 1: us an example of a hit product.
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  Speaker 2: Okay, I think highly customized enterprise software, or maybe complex
• 5:31
  Speaker 2: medical devices, large scale financial services deals. These are complex products, right.
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  Speaker 1: Right, and often complex buyers too, multiple stakeholders, long decision cycles.
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  Speaker 2: Exactly because of that inherent complexity, high BD skill is
• 5:45
  Speaker 2: required very early, right there in the activation phase, just
• 5:48
  Speaker 2: to build that initial trust and navigate the organization effectively.
• 5:52
  Speaker 1: Okay, now here's the paradox, the bit that really challenged
• 5:54
  Speaker 1: my assumptions reading this stuff. The CSM model suggests that
• 5:58
  Speaker 1: in that HIIT scenario where the prospector the BDR has
• 6:01
  Speaker 1: done all that heavy lifting, managing complexity, building trust, right,
• 6:05
  Speaker 1: the subsequent salesperson who actually closes the deal requires lower
• 6:09
  Speaker 1: sales skills. That seems backwards it.
• 6:11
  Speaker 2: Does initially, but think it through. If that initial BD
• 6:14
  Speaker 2: professional has successfully navigated the let's call it the political
• 6:17
  Speaker 2: landscape and built the foundational trust needed for that complex sale,
• 6:21
  Speaker 2: then the closing salesperson's job becomes much more about efficient
• 6:25
  Speaker 2: execution and conversion. The really high skill value. The heavy
• 6:29
  Speaker 2: lifting was front loaded into that discovery and activation process.
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  Speaker 1: Wait, hold on, so you're saying the most valuable skill
• 6:36
  Speaker 1: the one deserving the highest pay in a complex sale.
• 6:39
  Speaker 1: It might not be the closer anymore. It's the opener,
• 6:42
  Speaker 1: the trust builder.
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  Speaker 2: In many hit scenarios. Yes, that's what the model.
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  Speaker 1: Implies why why is that upfront work suddenly so much
• 6:49
  Speaker 1: more valuable than getting the final signature?
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  Speaker 2: Because in a true HIIT scenario, the core problem often
• 6:56
  Speaker 2: isn't getting the signature itself. The real challenge is defining
• 7:00
  Speaker 2: the actual problem correctly, securing buy in across multiple departments,
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  Speaker 2: building credibility with all those stakeholders who are naturally risk averse.
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  Speaker 1: Things automation can't easily do exactly.
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  Speaker 2: Automation can schedule meetings, maybe send follow ups. It cannot
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  Speaker 2: handle nuanced political navigation or design a truly customized solution
• 7:18
  Speaker 2: architecture on the fly. That human complexity is the value.
• 7:22
  Speaker 3: Okay, that clicks. That makes sense.
• 7:23
  Speaker 2: Let's flip it.
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  Speaker 1: What about the low intent threshold scenariolit.
• 7:27
  Speaker 2: So LIT means simpler products, much shorter sales cycles, and
• 7:31
  Speaker 2: often really high prospect volume. Think of certain consumer sauce trials,
• 7:37
  Speaker 2: maybe highly standardized B to B commodities.
• 7:39
  Speaker 1: Where conversion efficiency is king totally.
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  Speaker 2: So here you often use lower skill prospectors, people primarily
• 7:46
  Speaker 2: focused on just generating a massive volume of leads and
• 7:50
  Speaker 2: scheduling those initial meetings. It's volume over deep strategy.
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  Speaker 1: Okay, So in that case, following the logic, the subsequent
• 7:57
  Speaker 1: seller must possess much higher skills.
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  Speaker 2: Precisely because they're receiving a large volume of maybe lower
• 8:03
  Speaker 2: quality or at least lower intent prospects. If the prospector
• 8:06
  Speaker 2: is lower skill and focused purely on volume, the conversion
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  Speaker 2: rate per lead will likely be lower. So the seller
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  Speaker 2: has to be incredibly efficient and effective at handling objections,
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  Speaker 2: qualifying quickly, and driving closure across a large, varied pool
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  Speaker 2: of prospects.
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  Speaker 1: So the high skill heavy lifting happens much later in
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  Speaker 1: the cycle, at the point of conversion, where that efficiency
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  Speaker 1: is absolutely paramount.
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  Speaker 2: You got it. It's all about strategically balancing where you
• 8:29
  Speaker 2: deploy that expensive, high skill talent based on the customer
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  Speaker 2: starting point.
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  Speaker 3: Makes sense.
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  Speaker 1: Now, speaking of deployment, the sources did briefly touch on
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  Speaker 1: a few instances where we see full cycle business developers.
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  Speaker 1: You know, where the prospector and the seller are the
• 8:43
  Speaker 1: same person.
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  Speaker 2: Yeah, that's still common, especially in the startup phase right
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  Speaker 2: where resources are tight and often the founders or very
• 8:50
  Speaker 2: early employees are doing both jobs out of necessity. Sure,
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  Speaker 2: but the sources note that even later during the growth phase,
• 8:56
  Speaker 2: if the product category happens to position itself where the
• 9:00
  Speaker 2: necessary seller skill curve intersects nicely with the prospect or.
• 9:03
  Speaker 1: Skill curve, meaning the complexity level stays pretty consistent throughout
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  Speaker 1: the cycle.
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  Speaker 2: Exactly. If that's the case, that full cycle model can
• 9:10
  Speaker 2: actually remain highly effective. But again, it all comes back
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  Speaker 2: to knowing your intent threshold. First. You have to diagnose
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  Speaker 2: before you prescribe the structure.
• 9:19
  Speaker 1: Okay, so moving from the required skills mix to the
• 9:21
  Speaker 1: actual type of human insight needed. This brings us to
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  Speaker 1: our second critical model, the customer acquisition team archetypes.
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  Speaker 2: The Kata model right, and the Kata model is I
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  Speaker 2: think a brilliant synthesis. It essentially blends that intent threshold
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  Speaker 2: idea from KSM with the famous sellar archetypes presented way
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  Speaker 2: back in twenty fifteen by former Force Your VP Andy Hohore.
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  Speaker 2: He wrote that really influential article death of a B to.
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  Speaker 1: B Salesman hold on twenty fifteen. That's nearly a decade ago.
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  Speaker 1: Why are we relying on research that old to define
• 9:55
  Speaker 1: the future of BD? Isn't that counterintuitive?
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  Speaker 2: You think so? But Whore's work was incredibly prescient. It
• 10:02
  Speaker 2: wasn't just analyzing the state of playback. Then it actually
• 10:05
  Speaker 2: predicted the rate of change that automation and digitization would cause. Ah,
• 10:09
  Speaker 2: I see, and those predictions are now proving chillingly accurate.
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  Speaker 2: He essentially defined the roles most vulnerable to technology, and crucially,
• 10:18
  Speaker 2: those most likely to survive and thrive.
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  Speaker 1: Okay, fair enough, So let's break down those four archetypes
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  Speaker 1: in the catamodel. It's based on skill type versus intent, right, correct.
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  Speaker 2: So on low skill end you have two roles that
• 10:29
  Speaker 2: are generally high volume and frankly highly vulnerable to automation. First,
• 10:33
  Speaker 2: there's the explainer. Okay, the explainer this is a low
• 10:36
  Speaker 2: skill salesperson. Yeah. Their main job is just finding and
• 10:39
  Speaker 2: sharing basic product information, usually for prospects who already have
• 10:43
  Speaker 2: relatively high intent hiit think basic demos, feature lists, got it.
• 10:48
  Speaker 3: And the second low skill one.
• 10:50
  Speaker 2: That's the order taker. This is more of a low
• 10:52
  Speaker 2: skill prospector role. They're quickly converting buyers who have already
• 10:56
  Speaker 2: clearly declared their intent and their ability to buy.
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  Speaker 1: Very transaction like processing an inbound request, where the decisions
• 11:03
  Speaker 1: basically made exactly.
• 11:04
  Speaker 2: Now let's look at the high skill side, much more interesting. First,
• 11:09
  Speaker 2: you have the navigator.
• 11:10
  Speaker 1: The navigator sound like they guide people.
• 11:12
  Speaker 2: They do. This is a highly skilled salesperson. They handle
• 11:15
  Speaker 2: the complex logistics later in the cycle, finding detailed specific information,
• 11:19
  Speaker 2: recommending the best next actions for prospects who are already
• 11:22
  Speaker 2: pretty well informed but need help navigating the final stages.
• 11:25
  Speaker 1: Guiding the ship into port efficiently as it were.
• 11:28
  Speaker 2: Good analogy. Yeah, but the archetype that are sources really
• 11:33
  Speaker 2: leaning on horror predictions single out as the undisputed future
• 11:36
  Speaker 2: growth engine. That's the consultant.
• 11:38
  Speaker 3: The consultant.
• 11:39
  Speaker 1: Okay, this sounds like the BDR role we were discussing earlier.
• 11:42
  Speaker 2: It is. This is the highly skilled prospector or BDR.
• 11:45
  Speaker 2: They don't just explain the product, They provide genuine, deep expertise.
• 11:49
  Speaker 2: They help the prospect diagnose and solve complex, often unstructured
• 11:54
  Speaker 2: business problems. They manage incredibly complex internal buying processes for
• 11:59
  Speaker 2: the custom.
• 12:00
  Speaker 1: This is where that indispensable human judgment comes in, the
• 12:03
  Speaker 1: part that commands higher compensation.
• 12:05
  Speaker 2: Absolutely, this is the role least vulnerable to automation because
• 12:09
  Speaker 2: it thrives on ambiguity and complexity.
• 12:12
  Speaker 1: Okay, so here is where the prescience of that twenty
• 12:15
  Speaker 1: fifteen research becomes well stunningly clear because the statistics Horror
• 12:20
  Speaker 1: predicted back then seemed to perfectly mirror the massive shift
• 12:23
  Speaker 1: we're actually experiencing right now.
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  Speaker 2: It's quite remarkable. He predicted a dramatic, almost violent realignment
• 12:29
  Speaker 2: of the sales workforce based on these archetypes.
• 12:31
  Speaker 1: And this is the absolute key takeaway for professionals listening
• 12:34
  Speaker 1: right now, Isn't it the numbers?
• 12:36
  Speaker 2: This is the core message. Horror predicted that the consultant archetype,
• 12:40
  Speaker 2: that high skill BDR role, would grow by ten percent.
• 12:44
  Speaker 2: It's the only archetype the data showed growing significantly.
• 12:47
  Speaker 1: Only ten percent growth for the only growing role.
• 12:50
  Speaker 2: That sounds small, Well, consider the other side of the coin.
• 12:53
  Speaker 2: This is a truly chilling part. He predicted that all
• 12:56
  Speaker 2: the other archetypes, the explainer, the order taker, and even
• 12:59
  Speaker 2: the high skill navigator would see a collective massive decrease,
• 13:04
  Speaker 2: oh massive, a staggering seventy three percent decrease in the
• 13:08
  Speaker 2: total volume of those roles combine.
• 13:10
  Speaker 1: Seventy three percent.
• 13:12
  Speaker 2: Wow. If you work in business development or sales, you
• 13:15
  Speaker 2: simply cannot ignore that number. We are witnessing the rapid
• 13:18
  Speaker 2: automation or elimination of nearly three quarters of traditional selling.
• 13:21
  Speaker 3: Tasks and why what's driving that huge drop?
• 13:24
  Speaker 2: It's really two things forsaw coming. First, technology increasingly enables
• 13:29
  Speaker 2: customers to self navigate most of their early buying journey.
• 13:32
  Speaker 2: They can find product info, pricing reviews, often without needing
• 13:36
  Speaker 2: a human explainer.
• 13:37
  Speaker 1: Right the information is readily available.
• 13:39
  Speaker 2: And second technology is also automating many of those low
• 13:43
  Speaker 2: skill lead generation and qualification tasks previously handled by order
• 13:48
  Speaker 2: takers and lower level SDRs.
• 13:50
  Speaker 1: So the core message boiling it all down is that
• 13:53
  Speaker 1: while automation is definitely eradicating low skill repetitive.
• 13:57
  Speaker 2: Selling, it is mercilessly.
• 13:59
  Speaker 1: The high skill function true business development focus on trust,
• 14:03
  Speaker 1: complexity management, and that consultative human insight. That's unequivocally the
• 14:08
  Speaker 1: path forward. That's where the growth and value are.
• 14:11
  Speaker 2: It's actually a very exciting time, I think, but it's
• 14:13
  Speaker 2: one that demands immediate, really intentional professional adaptation. You have
• 14:18
  Speaker 2: to consciously decide which category you're building your career towards.
• 14:22
  Speaker 2: Aim for consultant.
• 14:23
  Speaker 1: Okay, let's try and quickly wrap up this deep dive
• 14:25
  Speaker 1: for you, the business developer listening. Let's give you the
• 14:28
  Speaker 1: three most critical takeaways distilled from these castimm and catamodels.
• 14:31
  Speaker 2: That's good. The first takeaway driven home by those stark
• 14:34
  Speaker 2: statistics is absolute skill is king. Low skill selling is
• 14:38
  Speaker 2: demonstrably disappearing. Simple as that pretty much. If you want
• 14:42
  Speaker 2: to access those ten twenty percent higher earnings we talked about,
• 14:45
  Speaker 2: you must focus on mastering, strategic prospecting, genuine trust building,
• 14:49
  Speaker 2: and effective activation. That is the new definition of the
• 14:53
  Speaker 2: modern high paid BDR.
• 14:55
  Speaker 3: Okay take away number two.
• 14:56
  Speaker 2: Number two, Intent dictates team structure. Use the CSM model
• 15:01
  Speaker 2: we discussed as your analytical tool. Really analyze your products
• 15:04
  Speaker 2: in tent threshold? Is it typically high intent HIIT or
• 15:07
  Speaker 2: low intent alit?
• 15:09
  Speaker 3: Because that diagnosis is critical.
• 15:11
  Speaker 2: It's absolutely critical to correctly balancing your resources. You have
• 15:15
  Speaker 2: to know if you need to invest your high cost
• 15:16
  Speaker 2: talent primarily in prospecting upfront to manage complexity, or if
• 15:21
  Speaker 2: you need those high skill selling resources focus downstream for
• 15:24
  Speaker 2: phicient conversion. Get it wrong and you're wasting money and effort.
• 15:26
  Speaker 3: Makes perfect sense.
• 15:27
  Speaker 2: And the final takeaway, and finally number three, the consulting
• 15:30
  Speaker 2: future is frankly non negotiable. Andy Horre's data from way
• 15:34
  Speaker 2: back in twenty fifteen is proving true right now the
• 15:37
  Speaker 2: consultant archetype is the only significant growth engine predicted to
• 15:41
  Speaker 2: expand by ten percent.
• 15:42
  Speaker 1: While the majority of other traditional selling roles are shrinking
• 15:45
  Speaker 1: drastically by that staggering seventy three percent figure.
• 15:49
  Speaker 2: Exactly. So, if your professional development plan your personal upskilling
• 15:53
  Speaker 2: doesn't center around building genuine consultative problem solving expertise, are
• 16:00
  Speaker 2: are essentially aiming your career at one of the shrinking categories.
• 16:04
  Speaker 2: Is a conscious choice you need to make.
• 16:06
  Speaker 1: So what does this all mean for you right now today?
• 16:08
  Speaker 1: Here's a final provocative thought. We want to leave you
• 16:11
  Speaker 1: with something to chew on as you go about your day.
• 16:14
  Speaker 2: Yeah, think about this. If your current BD role relies primarily,
• 16:18
  Speaker 2: maybe solely on being an explainer or an order taker.
• 16:21
  Speaker 1: Meaning you're currently handling mostly low complexity, maybe repetitive tasks.
• 16:25
  Speaker 2: Ask yourself, what specialized knowledge, what unique perspective, or what
• 16:29
  Speaker 2: structural complexity are you actively building into your offering, into
• 16:32
  Speaker 2: your personal value proposition today?
• 16:35
  Speaker 1: What are you doing to make your specific human insight
• 16:38
  Speaker 1: truly indispensable tomorrow?
• 16:40
  Speaker 2: Because the age of the human robot, the person just
• 16:43
  Speaker 2: executing repeatable tasks, that's officially over in this field. The
• 16:47
  Speaker 2: age of the expert consultant, the trusted advisor that has
• 16:52
  Speaker 2: truly begun.
• 16:53
  Speaker 1: Thank you for going deep with us into your source
• 16:56
  Speaker 1: material today. We really appreciate you tuning in.
• 16:58
  Speaker 2: Yeah, thanks for listening.
• 16:59
  Speaker 3: We'll catch next time on the Deep Dive