SummaryIn this episode of Lunch Money, Scott Schnaars and Edan Gottlib delve into the age-old debate of whether Business Development Representatives (BDRs) and Sales Development Representatives (SDRs) should report to sales or marketing. They explore the implications of each structure on pipeline management, accountability, and career growth, while also discussing the challenges and potential solutions for organizations. The conversation emphasizes the importance of management quality over organizational structure in determining the success of these roles.TakeawaysThe reporting structure of BDRs and SDRs significantly impacts pipeline management.Inbound SDRs should ideally report to marketing for better lead qualification.Outbound BDRs may thrive better under sales due to closer alignment with sales goals.Blending BDR and SDR roles can lead to performance issues due to differing skill sets.Effective management is crucial for the success of BDRs and SDRs, regardless of reporting structure.Career growth opportunities for BDRs and SDRs are influenced by their reporting lines.The rise of CROs may change how BDRs and SDRs are managed within organizations.SMBs may have different structures for SDRs and BDRs compared to larger companies.Clear communication and shared metrics are essential for cross-functional alignment.The future of SDRs and BDRs may evolve with changes in sales processes and technology.Chapters00:00 Introduction to the Go-To-Market Debate03:03 Defining BDRs and SDRs06:10 The Case for Marketing Reporting09:00 The Case for Sales Reporting11:53 Challenges of Reporting Structures15:13 The Role of RevOps and Company Size18:09 Career Growth and Future of SDRs/BDRs21:07 Conclusion and Key Takeaways23:01 Shorts Outro.mp4

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