SAP Market Development Representative reviews

The Market Development team has gone through a roller coaster of management in the past 2-3 years. The current regime has caused a severe downturn in morale, productivity, and trust in the process, and unfortunately Concur as a whole. The rest of the managers have a lot of potential, but are forced to abide by upper management's leadership style. The major issue that I ran into was that I constantly was being talked to like a child rather than a working professional. An awesome pro of working for Concur was their benefits including 25 days PTO, however if you take a vacation, and do not hit your goal (which is astronomically high, while only increasing) you will be chastised. In fact, some were asked "do you really think you should take that PTO over Christmas with how your month is going?" The job itself is difficult enough, cold calling is difficult enough. The job of leadership is to be selfless, to be a part of the grind, and to MOTIVATE people, rather than showing up late, leaving early, taking constant PTO, but then belittling their employees when they want the same (or similar) freedoms. You will also need to be in seat for a minimum of 1 year, while attaining the high quota consistently to be eligible for a promotion. Elsewhere in the organization it is based on merit and production for a promotion, however in Market Dev the leadership (primarily directors) were more worried about hitting their own numbers, and how much you can help pad their pockets than your career development. They will do whatever they can to keep the top performers on their team to help themselves, rather than helping you progress in your career within Concur. One final con: At Concur, and now SAP Concur you are a part of an incredible organization that strives to change businesses and lives of their employees as well as yours as an employee of SAP Concur. In Market Development, you are told NOT to attend the all hands meetings, the team celebration lunches, etc. because that time is better suited with you on the phone. This completely secludes the MDR teams from the bigger picture, and thus makes you feel like nothing but a number

*** FACT: The Market Development department has had over 100% turnover in 2017. I think that number speaks for itself. *** >> Excluding direct management, the directors within Market Development run their department with a "Hero to Zero" mentality if you are not the top performer that month you aren't even worth making eye contact with (when they even make an appearance on the floor which is maybe once every other week to once a month). Directors run their meetings like camp counselors, playing loud music, cheering while you walk into the meetings until they drop bombs on the MDRs discussing new processes that make your job more difficult and rolling out unattainable goals to make it impossible to hit your quota. At first, this "Camp Counselor" leadership style and over the top unauthentic speech is appealing you eventually realize they are constantly speaking to you like children and have no true respect for you as a career professional. Don't ever believe you have a chance to move into a leadership role within the Market Development department. Directors lead MDRs on; whom are more than overqualified, been with the company for multiple years and proven themselves worthy of leadership roles; to think that they have a chance at the roles opening up within the MDR department and then hire externally or in different departments because again, they have no respect for MDRs as career professionals, with one exception, a 23year old that they gave a manager position too because one of the directors had a personal relationship with that MDR. ** Note: Management just handed that MDR the management position without considering any other prospects or making it available to any applicants** - - It's also been discussed that employees applying for internal roles outside of the department have been sabotaged by directors approaching the hiring department telling them not to hire that MDR because they are a top performer and want them to sit in the department and make them more money till they're burned out and leave - - :: Also, there's a "rule" that you have to sit in seat in the Market Development department for at least 1 year before being eligible to move throughout the company. No this is not in your job contract or discussed throughout the interview process you find this out after you're hired and are stuck. :: >> Now to discuss the job itself... You are a telemarketer that can be replaced and rotated out. There is no strategy, you do not create relationships with your Sales Execs because you have 25-40 that you support. You used to strategically work with 4 Sales Execs and support their specific territories going after top accounts and helping them bring in quality customers. They changed this process because of the massive turnover they're seeing in the department and now the sales pipeline won't skip a beat with MDRs constantly leaving. You have call center metrics you have to meet every day and if you don't meet them you are interrogated on the reasons why you didn't meet them that day. The micromanaging is absolutely out of control, there's no faith in you that you are a professional that can do your job and run your business properly. This job requires no relationship building just endlessly calling prospects to see if they have 10min to learn about Concur and passing off anyone who says yes to the Sales Exec assigned too the account then getting back on the phones to find another prospect to say yes. ::: Warning: DO NOT TAKE A SMALL BUSINESS POSITION although the direct manager seems great and doing what he can to make the most of that segment, the goals are wildly unattainable compared to the Inbound, MidMarket and National segments. With the consistent failure, the directors put pressure on this segment and constantly question the failure to meet quota when the quotas are near impossible to hit. ::: >> Unfortunately, because of the way that the directors have built this department and treat their employees you see valuable workers losing belief and confidence in themselves and their abilities. It also is quite obvious that this has spread to other departments so moving internally throughout Concur is becoming more an more difficult. It's heartbreaking to see these quality and overqualified employees being so discouraged and leaving this company after buying into the "Concur dream" because there truly is value in this company, just not in the Market Development department. There are people that have taken massive pay cuts and steps down in their career to buy into this dream and leave lost, beaten down and regretful they ever left their previous job to become part of this department.