Sales enablement is a very fast growing discipline: In 2013 19% of our study participants reported having an enablement initiative or function. In 2016, it was one-third, and this year it’s 59%. Unfortunately, enablement success is not growing at the same speed. Only one-third of our 2017 CSO Insights Sales Enablement Optimization Study participants reported meeting or exceeding their expectations. It seems that the need for enablement clarity has never been greater than today.
Enablement clarity step 1: Defining the space
With our 2017 CSO Insights Sales Enablement Optimization Study, our definition of sales force enablement has evolved.
Sales Force Enablement — A strategic, collaborative discipline
designed to increase predictable sales results
by providing consistent, scalable enablement services
that allow customer-facing professionals and their managers
to add value in every customer interaction.
We have omitted the list of enablement services (“content, training and coaching services”) and focused on what they need to be: consistent for salespeople and scalable from an organizational point of view. And the target audience has been expanded to “customer-facing professionals and their managers” (it was “salespeople and their managers”). This target audience, including the frontline managers, is also the reason why we call it “sales force enablement.” At the end, we have skipped “powered by technology” because it’s obvious that every single enablement service is based on some kind of technology even if it’s only PowerPoint that has been used to create a training presentation. Instead, we wanted to focus on what really matters: to add value in every customer interaction, which also expresses the remaining design point of sales force enablement: the customers and their entire customer’s journey.
A definition serves as a frame of reference to bring all stakeholders together on the same page. However, no definition is a sufficient guide for creating an enablement practice that allows you to achieve your desired results. This is where our newly developed sales force enablement clarity model comes into play.
Enablement clarity step 2: The Sales Force Enablement Clarity Model
The clarity model builds on the definition and serves as a guide as you assemble your sales enablement discipline step by step. Enablement leaders can assess how they are doing in each enablement facet and make better decisions about how to improve their efforts for better results. Wherever you choose to begin, getting to the next level is easier if you keep the holistic vision represented by the model in mind.
Imagine your enablement practice in your organization as a rough diamond. Leverage the clarity model to cut and polish your enablement diamond based on your context and your particular challenges.
Customer – In the age of the customer, your sales force can only be successful if they approach prospects and customers based on their preferences: how they handle challenges, how they want to interact with salespeople and how they want to work with your products and services. The reason is simple: whatever we automate internally, customers still make buying decisions.
Customer-Facing Professionals and Their Managers – While alignment with customers takes the top facet of our clarity model, your sales force enablement practice has internal customers, your target audiences. These target audiences include not only salespeople but also those roles that are focused on business and sales development as well as the roles that are focused on serving customers after a deal has been closed. Furthermore, we know that reinforcement and adoption of enablement services can only be achieved if sales managers lead and coach their sales teams accordingly.
Sponsorship, Strategy, and Charter – Next, we’ll drop down to the bottom of our diamond and look at its foundation. Of course, you need to start with a strategy, but even the best sales force enablement initiatives fail if the team has the responsibility, but not the authority, to enact their strategy. This includes gaining the all-important executive sponsorship.
Effective Enablement Services – We put effective enablement services in green because these are the services the discipline provides to allow the organization to reach its desired results. If you think about customer-facing roles as your internal customers, this is the only facet they see. If someone outside the organization were to ask a sales or service professional what enablement does, it’s likely that they would talk about how they perceive these services, usually around training, content, and coaching.
The remaining three inner facets focus on the mechanics necessary to design, produce and deliver these services as well as manage the discipline.
Moving from an ad hoc enablement discipline to a more strategic function, the three inner enablement mechanics – collaboration, technology, and enablement operations – are essential to drive consistency, scalability, and effectiveness:
Formalized Collaboration – We talk about sales force enablement as a discipline and not a function or a department because no one team can cover it all. Sales force enablement teams orchestrate the process, enlisting the aid of many other functions within the organization. Imagine that content, training, and coaching services have to cover the entire customer’s journey. Therefore, you have to collaborate with many other functions to ensure enablement services are aligned and consistent.
Integrated Enablement Technology – Sales enablement technology is NOT the same thing as sales enablement, but these days, the right enablement technologies, deployed in the right ways, can extend your competitive advantage tremendously. This facet is all about integrating enablement content management solutions, learning technology, coaching tools, analytics, often supported by artificial intelligence into your CRM system. And, on top of integration, provide mobile access is mandatory.
Efficient Enablement Operations – Enablement operations is often seen as a “black box” because it includes the behind-the-scenes functions of the discipline, but this is where all the enablement magic happens. As it is poorly understood, it is also a facet that is often overlooked. Enablement operations cover three areas: enablement governance, an enablement production process that is closely aligned with the collaboration model, and enablement analytics: how do we measure success?
More questions? Download your copy of our 2017 CSO Insights Sales Enablement Optimization Study. As you will see, the clarity model serves as a structure for our 2017 study.
This article was initially written for Top Sales Magazine, December 2017.