Cuando las empresas consideran subcontratar su desarrollo de ventas, SalesHive suele ser una de las mejores opciones. Su sitio web está pulido, su argumento de venta es seguro y sus afirmaciones sobre la escala y los resultados suenan convincentes. Sin embargo, esta revisión de SalesHive se basa en mi experiencia directa como cliente de pago, y la realidad estaba lejos de lo prometido.
I am publishing every detail because the numbers tell the whole story, and other companies deserve to know what they are risking before committing thousands of dollars to an underperforming sales vendor.
Cuando Michael Dodge, el representante de ventas de SalesHive, se acercó a mí por primera vez, el discurso sonaba convincente y directo:
The monthly package costs $7,250. That is not a small investment. In just two months, I paid over $14,500. Michael Dodge assured me that the return on investment would justify this expense. I was promised a proven process, experienced SDRs, and measurable results.
Confié en esa promesa. Eso fue un error.
Cuando paga miles de dólares mensuales por ventas subcontratadas, espera que los gerentes de la campaña sean precisos, responsables y orientados a los resultados. En cambio, el equipo con el que traté desperdició mi tiempo y dinero.
Another red flag throughout the engagement was the lack of authenticity in how the SalesHive team presented themselves. En mi experiencia, el equipo a menudo usaba imágenes que parecían ser generadas por IA y nunca encendían sus cámaras, lo que me pareció poco profesional. For a service that claims to be relationship-driven and people-powered, hiding behind stock-style AI imagery and blank screens was unprofessional and downright cringeworthy. It set the tone for the lack of transparency and accountability that defined the entire experience.
Michael Dodge was the SalesHive sales representative who sold me the Growth plan at $7,250 monthly. Durante el proceso de ventas, me dijeron que esperara 5 clientes potenciales en el primer mes y hasta 20 en el tercero. Mis registros muestran que no sucedió. He also emphasized that SalesHive had extensive experience with web development and marketing companies, which was supposed to make my campaign a strong fit.
The reality was starkly different. After two months and more than 8,600 touches across calls and emails, SalesHive generated zero qualified opportunities. The results did not meet the benchmarks that Michael Dodge had set as expectations during the sales process.
Elle Rogers fue mi directora de campaña, responsable de la segmentación de cuentas y la ejecución de SDR. Si bien no dijo mucho directamente, los resultados de su descuido hablan por sí mismos.
Out of 2,965 calls and 5,708 emails in the first month, her targeting resulted in three meetings in total, two no-shows and one unqualified lead with no budget. That means zero viable results. The industries and accounts selected under her management were entirely misaligned with my market, which resulted in thousands of wasted touches and weeks.
Cuando mi equipo y yo proporcionamos comentarios específicos sobre qué empresas seguir, esos ajustes fueron ignorados. En lugar de correcciones de rumbo, la campaña se mantuvo fija en los objetivos equivocados. El bajo rendimiento refleja una ruptura en el papel mismo que se supone que debe tener un gerente de campaña.
Jordan Bresson era el manager de Elle, y le escalé mis preocupaciones cuando la campaña fracasó. Su respuesta fue impactante, especialmente en comparación con las promesas hechas por Michael Dodge durante el proceso de venta.
In my initial conversations with their sales rep, I was told to expect 5 leads in month one, 10–12 in month two, and up to 20 in month three. Jordan stated that I should consider myself "lucky to get 1 lead the first month" and that he did not believe I would get more than 1 the second month. This was a complete reversal of expectations and a direct contradiction of the original SalesHive sales pitch.
En mi opinión, las conversaciones con Jordan se sintieron evasivas, similar a cómo los políticos a veces evitan responder preguntas directas. Los datos que presenté no fueron reconocidos.
Esta cadena de liderazgo, caracterizada por la promesa excesiva de Michael, la mala ejecución de Elle y la evasión de la responsabilidad por parte de Jordan, fue una receta para el fracaso total.
Aquí están los resultados brutos de mi primer mes con SalesHive:
Calls made: 2,965
Conversations: Almost every call logged as 00:00:00 duration, meaning virtually no live connects took place
Meetings booked: 3 total. Two were no-shows. One was unqualified and had no budget. That left 0 viable meetings.
Emails sent: 5,708
Over two months, SalesHive touched more than 8,600 prospects through calls and emails. The result was zero qualified opportunities.
Así es como mis resultados se comparan con los puntos de referencia aceptados para los equipos de SDR:
| Métrico | Estándar de la industria | Mis resultados |
|---|---|---|
| Tasa de conexión de llamadas en frío | 5–13% - Gong.io and EBQ | Near 0% |
| Tasa de conversión de llamada a reunión | ~1–2% Focus Digital and Cognism | <0.1% (3/2965 calls, none viable) |
| Reuniones por DEG al mes | 12–15 – (Asamblea de ventas) | 0 viable |
| Tasa de respuesta de correo electrónico en frío | 5–10% – (Belkins), RemoteReps247, Mailforge | 0–1% |
| Reuniones por correo electrónico | 2–5% – Bridgely Se esperan entre 20 y 50 reuniones de 5.700 correos electrónicos |
0 |
| Tasa de presentación de reuniones | 70–80% - (Salesloft) | 0% (2 no-shows, 1 unqualified) |
When I raised benchmarks and concerns, leadership did not acknowledge them or make adjustments in response. Instead of acknowledging the gap between my results and widely accepted standards from sources like Gong, Cognism, and Belkins, she acted like the benchmarks were irrelevant and even asked if I "used" them as if that somehow mattered. It was a hypocritical stance from a team that hides behind AI-generated headshots, never turns on their cameras, and still tries to sell themselves as experts in building authentic sales relationships. Rather than facing complex data, SalesHive's leadership dodges accountability while continuing to bill for failure.
SalesHive review after one month: Proactive leadership could have addressed the lack of results. Instead, SalesHive's internal handling made everything worse.
Cuando escalé esto a Jordan Bresson, no había propiedad de los datos ni plan para corregir el rumbo. En lugar de rendir cuentas, me encontré con la negación y la evasión.
By the end of two months, I had paid over $14,500. SalesHive did not issue a refund. They did not honor any concession. I did not dispute the charge, meaning I had to eat the cost. This was the ultimate insult: not just a failed performance, but the expectation that I would continue to pay for more of the same.
SalesHive's reporting dashboard displayed a "CRUSH %" metric that supposedly measured campaign effectiveness. In my case, this figure hovered around 75%. On paper, it looked like progress. In reality, the program produced zero qualified meetings.
Este tipo de métrica es una pelusa basada en la actividad. Se registraron llamadas, correos electrónicos y toques, pero los resultados fueron inexistentes. Como Forrester Research ha señalado en sus Wave Reports sobre inteligencia conversacional, los cuadros de mando sin resultados empresariales no tienen sentido.
My experience was not unique. A quick scan of SalesHive's 1-star Opiniones de Trustpilot shows the same complaints:
SalesHive employees themselves confirm what clients like me experienced. On Puerta de cristal, the company has a 3.3 out of 5 rating with just 54% saying they would recommend it to a friend (Glassdoor). The reviews reveal a consistent pattern of disorganization, poor management, and a lack of accountability.
What employees report:
Esta retroalimentación interna se alinea con mi experiencia como cliente. SalesHive falla en el liderazgo, la responsabilidad y la entrega de resultados. La misma disfunción que los clientes observan en el exterior es confirmada por quienes trabajan adentro.
SalesHive focuses heavily on activity metrics, such as calls made, emails sent, and dashboards filled. But activity is not an outcome. They failed by every benchmark that matters in sales development, connect rates, reply rates, meetings attended, and qualified opportunities created.
Worse, they refused to acknowledge those failures, reset expectations midstream, and continued to bill clients regardless of the results. That is not a sales partner. That is a pipeline drain.
Al final de mi compromiso con SalesHive, tenía:
Según mi experiencia, no puedo recomendar esta empresa a nadie que busque resultados reales.
Según las reseñas públicas sobreTrustpilot and Puerta de cristal, varios clientes y empleados informaron problemas similares, incluida la mala gestión y la falta de resultados.
SalesHive is not worth the investment. My recommendation to other businesses considering them is simple: avoid at all costs.
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