What Is The Average Salary of a SaaS Sales Rep?

— May 2, 2017

As a member of the frontline of a SaaS program, a huge amount of pressure is given to a sales development representative to deliver results. But that’s not to say that their hard work won’t be compensated accordingly. With the contributions one is able to impart, they do of course deserve to be rewarded along with the company’s growth. So, how much do sales development representatives really make?


When looking to take on this job, remember that certain factors may drastically alter how much a company would be willing to offer. Points like geography, industry, skill, experience, and performance are greatly considered when allotting a budget for a SaaS sales development rep salary.


The Average Salary of a SaaS Sales Rep


The sales development salary, as previously mentioned, varies. If a sales development rep from New York—who would typically receive a $ 45,000 salary—encouraged a hopeful from Cleveland—which has SaaS companies that usually offer around $ 38,000—the latter would most likely be discouraged, or would rather seek opportunities in the former’s location.


PayScale’s 2017 salary report suggests that US-based SaaS companies have base salaries ranging from$ 35,338 to $ 97,299; with the median pegged at $ 35, 869. With spiffs included—bonuses going from $ 2,013 to $ 38, 530, profit sharing staple at $ 2,250, and commissions varying from $ 6,755 to as much as $ 76, 876—a sales development rep for an American SaaS company would be getting an annual salary of anywhere between $ 36, 199 to $ 131, 011.


PayScale also shares that certain companies provide additional incentives like: medical coverage and dental insurance that are not calculated alongside the gross annual salary stated above.


The Basic Functions of a SaaS Sales Rep


Businesses of today are lucky to be maneuvering within an industry that is heavily aided by technology. Technological trends in businesses appear in a rapid rate that can potentially disrupt rather weak sales operations. SaaS sales reps are employed to find companies who need tech support to optimize their sales operations. Here are specific areas you need to be knowledgeable in:



  • Executing proven processes to generate new sales opportunities
  • Strategizing with top-producing sales managers
  • Mapping prospective accounts around organizational structure, people and existing technology
  • Engaging executives in targeted prospect accounts
  • Orchestrating discussions with senior execs around their business needs
  • Managing and maintaining a pipeline of interested prospects
  • Leveraging CRM tools to prospect into specific geographic territories and sectors

The Characteristics of a Well-Performing Sales Rep


You might have the educational background, and the technical know-how that forms a good SaaS sales rep, but do you have the right traits that will help you stay in the profession? Grab a pen, and see which of these listed characteristics you have:



  • Be well-versed in using any technological platform to be able to provide efficient assistance to your clients.
  • Be able to discuss your product well in order to educate your clients about its competitive advantage against other brands.
  • Be adept in profiling your clients, whether they’re worth going through the whole sales process with, and if they’re going to be beneficial to your own company’s growth.
  • Be equally empathetic towards your clients’ individual success, as well as hitting your own quota.
  • Be proficient in communicating a sincere voice with your clients using e-mails, phone calls, or video chats to forge strong connections.

The Inefficacy of Sales Reps with Reaching Their Quotas and How Employers Can Solve It


According to a report by The Bridge’s Group, producing desired number of clients is the perennial and primary hindrance to a sales reps’ success. Having an average estimate of 13 opportunities and 21 leads per month; and with an expected ramp time of three months, only two-thirds are successful in reaching their quotas. Just for 2016, The Bridge’s Group tallied a 1-year-and-4-month tenure average for most sales reps.


This statistic should not bother aspiring SDR’s however. Based on research conducted by The Bridge’s Group, the main reasons for the inability of most reps to reach their quotas are factors caused by their own employers. From the study, the group found that common culprits for this inefficient performance include: unreasonable quotas, unclear job descriptions, lack of supervision, impractical expectations, and the wrong hiring process. For companies experiencing troubles with their reps, here are a couple of tips to troubleshoot this predicament.



  • Some companies tend to set quotas that are unfounded. If you find your reps’ performances going on a downward spiral, it’s probably high-time for you to check your quota. Make sure that the quota you set is something that is reasonable in the context of your company’s own past performances.
  • Never spread your reps too thin, by making sure that you give them clear cut job descriptions. It always helps to keep them focused on what they do, and allows them be more efficient contributors to your sales process.
  • As their mentor, you are looked up to by your reps to fine-tune their performances. To assist you with developing your reps, you can use devices such as: rep’s sales funnel conversion, role playing with the sales manager, reinforcement of qualification standards, and across-the-board training on demos.
  • Make it a point to equip your reps with a personalized daily reminder of what their individual goals should be. This will help in their personal alignment to your company’s mission, and their eventual improvement.
  • The hiring process is the most crucial part of creating a sales team, yet sometimes, employers tend to overlook this part. There are a lot of aspiring reps out there, but not everyone is cut to be one. Create a rubric to guide you as to what to look for in a sales rep, and this will lead you to choosing people who are actually fit for the job.
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