AM Marketing Group Inc.
SDR
Pipeline
Playbook
Build the operating system between a good prospect and an opportunity Sales can advance.
01 / Start with the constraint
More meetings only help when the right meetings move forward.
If SDR activity is rising while accepted opportunities stay flat, inspect the journey in order: account fit, reason to engage, meeting attendance, Sales acceptance, and the next buyer commitment. Each failure calls for a different intervention.
Before the meeting
Does this company fit? Is the contact relevant to the problem? What evidence makes a conversation timely? What useful insight earns the invitation?
After the meeting
Did the buyer attend? Did Sales accept the opportunity? Is the problem confirmed? Is there a next step with a named owner and date?
02 / Set the operating agreement
Six decisions Marketing and Sales must share.
- Account gate: Define the customer conditions you can serve, disqualifiers, and acceptable evidence. Funding and hiring are signals to investigate, not proof of buying intent.
- Contact gate: Identify the problem owner, likely champion, approver, and relevant functions. A senior title alone does not establish authority for this purchase.
- Outreach premise: Record the observed fact, the problem hypothesis, and the practical insight offered. Keep observation separate from inference.
- Meeting standard: Document what makes a conversation worth Sales time. Do not require every early buyer to know budget and timing before discovery.
- Handoff and response: Assign one receiving owner, an agreed response window by lead type, and an escalation path for unowned records. Track actual response time.
- Disposition loop: Sales accepts, returns with a reason, or routes to nurture. Define re-entry criteria so good future buyers do not vanish.
03 / Diagnose before prescribing
Find the first broken transition.
| Observed pattern | Check first | Next useful action |
|---|---|---|
| Replies, few meetings | Reply sentiment, relevance of ask, and buyer role | Separate positive interest from objections; offer a next step tied to their question. |
| Meetings booked, low attendance | Meeting promise, scheduling delay, and confirmation | Make the expected value explicit and review attendance by source. |
| Meetings held, low acceptance | Fit evidence and agreement on qualification | Review returned meetings together and recode reasons. |
| Accepted, no progression | Confirmed problem, stakeholders, proof, and next commitment | Inspect discovery and the buyer decision process. |
These are investigation paths, not diagnoses from a metric alone. Compare consistent cohorts and allow time for opportunities to mature.
04 / Use the handoff brief
Give the next person enough context to advance.
Fictional example: A workflow software company announced an enterprise offering. That is an observed signal. A possible need for buying-group proof is a hypothesis until the buyer confirms it. The handoff should say both, then capture what discovery actually established.
Working fields stay in this page session and are not submitted to AMG. Copy your notes before leaving.
05 / What to measure
Follow quality through to progression.
- Positive replies ÷ unique people contacted, with the same counting rules each period.
- Meetings held ÷ meetings booked; report reschedules separately.
- Sales-accepted opportunities ÷ meetings held, with return reasons.
- Accepted opportunities reaching the next agreed stage, by mature cohort.
- Response time, unowned handoffs, and cost per accepted opportunity.
Review these by segment and source. Keep counts beside percentages; a small sample can move a rate sharply.
Continue the work.
Choose the resource that supports your next decision.
Are conversations missing relevance?
Revisit ICP, role-specific priorities and the benefit you can substantiate.
ICP, Positioning & Messaging →Recommended next: connect the operating motion to the target.
Check how accepted opportunities, win rates, timing and weekly capacity support the revenue plan.
Marketing Investment & Pipeline Planner →Does one opportunity involve several buying roles?
Build an account-level plan instead of treating every contact as a separate deal.
ABM Account-to-Revenue →Turn the playbook into a working SDR motion.
AMG connects qualification, buyer messaging, SDR enablement, handoffs, and revenue reporting around the opportunities your team can actually advance.
Discuss your SDR and pipeline priorities →