Sales Enablement Perspectives
“You can’t build a great building on a weak foundation.
You must have a solid foundation if you’re going to have a strong superstructure.”
–Gordon B. Hinckley
That’s exactly the same for a successful sales force enablement function, program, or initiative. The better your sales force enablement foundation, the more successful your results will be. The data from our CSO Insights 2016 Sales Enablement Optimization Study shows the impact of an enablement foundation on sales performance. Today, we discuss the three pillars of a solid enablement foundation. These are enablers for enablement success.
#1: Customer’s journey alignment drives win rates and quota attainment
Proven now for two years in a row: Focusing on the customer’s journey and aligning all internal processes accordingly is not merely a nice-to-have add-on. Instead, the degree of alignment between an organization’s internal processes and the customer’s journey is highly relevant for enablement success.
There is still a group of 9.4% that doesn’t consider the customer’s journey at all. Another 35.2% reported an informal alignment. This adds up to 44.6% who have not purposefully aligned their sales process to the customer’s journey. Then, 55.4% reported having either a formal (27.7%) or dynamic (27.7%) alignment.
An informal alignment means that the issue has been discussed and considered but not formally implemented. But this does not necessarily mean that sales processes have been adjusted or that there is a formal alignment or even implementation. A dynamic alignment goes even further: either deriving the sales process from the customer’s journey or dynamically aligning it to the customer’s journey and implementing modifications as soon as changes in the marketplace are detected.
Our study found an average win rate for forecast deals of 46.2%. With no alignment at all, the win rate went down to 40.5%, which is 14% worse than the average. But with a formal or dynamic alignment, the win rate improved significantly—up to 53%, which is a difference of 6.8 percentage points or an improvement by 15%.
Our study found an average quota attainment of 55.8%. Having no alignment led to a quota attainment of 54.2%, which is slightly below average. Interestingly, the informal and the formal alignment also led to 54.4%, which is also below average and is pretty much the same result as having no alignment. But a dynamic alignment led to 63.4%, which is an improvement by 13.6%.
#2: Create an enablement charter to improve revenue attainment
Looking at the data on how organizations approach enablement, it’s interesting to see that 49.1% of all global study participants still treat enablement in a one-off project manner (9.6%) or on an informal basis only (39.5%). Then, 35.7% reported having a formal enablement vision in place, and 15.3% have actually created a formal enablement charter that covers, for instance, vision, mission, purpose, target groups, enablement services, programs, roadmaps and how to measure success.
Our CSO Insights 2016 Sales Enablement Optimization Study shows that formality matters. If enablement is approached in a one-off project manner, sales performance suffers. Revenue attainment ended up at 84.2% (compared to the study’s average revenue attainment of 90.1%), and that’s a difference of 5.9 percentage points or an actual decline of 6.5%. Win rates ended up at 45.0%, which is below the average win rate of 46.2%.
Instead, if enablement was treated with a formal enablement charter, sales performance results were much better than average. Revenue attainment climbed up to 98.8% (compared to the average of 90.1%), which is a difference of 8.7 percentage points and an actual improvement of 9.6%. Win rates showed a positive impact as well. With a formal enablement charter, win rates climbed to 53.6% (compared to the study’s average win rate of 46.2%). That’s a difference of 7.4 percentage points or an actual improvement of 16%.
Improving the revenue plan attainment by almost 9.6% and the win rate by 16% show a performance impact that ambitious sales leaders cannot ignore.
#3 Getting cross-functional collaboration right to achieve enablement goals
Cross-functional collaboration does not exist for its own sake. The purpose of collaboration is achieving better results, ideally in a shorter amount of time. Sales force enablement is always a cross-functional discipline because no enablement team can provide integrated content, training, and coaching services throughout the entire customer’s journey for different user groups and powered by technology, alone. That’s why cross-functional collaboration is mandatory for three reasons. First, to provide the defined enablement services. Second, to achieve the enablement goals regarding sales results and productivity. And third, to keep enablement as cost-efficient as possible.
Informal and ad hoc collaboration (the least desirable forms) are still the leading approach (a combined 68.8%), but this is better than last year (83%). While there is overall good news, let’s be aware that 43% of all study participants, like last year, collaborate on an informal basis, and almost 10% don’t collaborate at all.
With increasing enablement maturity, enablement leaders have to define which functions they need to collaborate with, and why. This step is often overlooked, but it is essential. If we can achieve our goals on our own, we won’t collaborate in the first place. We collaborate because we need others to help us provide our services and achieve our goals. How other functions can help has to be specifically defined for each enablement area and with each involved function.
The data in our CSO Insights 2016 Sales Enablement Optimization Study shows that cross-functional collaboration has an important impact on enablement success. With ad hoc collaboration, only 36% could achieve all or most of their enablement goals. With formal collaboration approaches, 59% could achieve all or most of their enablement goals. So, an effective cross-functional collaboration process is an important pillar for enablement success.
Questions for you:
- How did you design your enablement foundation?
- How mature is your customer’s journey alignment?
- How did you set up your cross-functional collaboration?
This article was initially published in the November edition of Top Sales Magazine.
Jonathan: Tamara, may I begin by asking you to share your definition of “Sales Enablement?”
Tamara: Yes, of course. At CSO Insights, we define sales force enablement as a “strategic, cross-functional discipline designed to increase sales results and productivity by providing integrated content, training, and coaching services for salespeople and frontline sales managers along the entire customer’s journey, powered by technology.”
Jonathan: Why is sales enablement such a growing discipline? Is enablement now growing up?
Tamara: B2B sales is in a period of transformation. How to sell becomes more important than what to sell. In the age of the customer, old product centered selling formulas don’t work anymore. Modern selling is about creating value at each stage of the customer’s journey for all stakeholders to influence their decisions along their customer’s journey. And successful salespeople involve more stakeholders (5.8 on average) at the customer and also internally than mediocre performers. Our data shows these transformational challenges. Quota attainment is decreasing since 2012, from 63.0% down to 55.8% in 2016. But trying harder doesn’t work anymore. Instead, sales forces need smarter support. And this is where sales force enablement comes into play, orchestrating all efforts across functions to equip salespeople and their managers with the necessary training, content and coaching services in an integrated and consistent way so that they can be more successful in an ever-changing world.
Jim: An interesting trend the CSO Insights 2016 Sales Enablement Optimization Study found was where sales enablement fits within the organization structure. In 52.5% of the cases, the discipline reports to executive sales management, another 25.3% of the time it reports to sales operations. So this is not being seen as a marketing, HR, or training responsibility; this is truly something linked directly to the sales organization. While we are clearly seeing growing interest in sales enablement, how companies implement this discipline varies. The study found that 12.1% of the participants surveyed said that their company viewed this as a series of one-off projects, 39.4% said they had an informal vision of what sales enablement could or should be, and the remaining 48.5% told us they had taken the time to define a formal vision for sales enablement’s role within their organization.
Jonathan: That’s interesting; the organizational aspect underlines enablement’s growing up. Now, what are the major goals they are focusing on achieving?
Jim: Study participants reported two top objectives for sales enablement programs: increase not just sales efficiency and but sales effectiveness as well. But how to do that comes in a lot of flavors. Key areas of focus the study surfaced were increasing new account penetration, increasing sales to existing accounts, optimizing cross and upsell, improving margins, minimizing customer churn, improve win rates of forecast deals. The key to success is what you do after you prioritize the specific challenges your sales enablement organizations needs to address. Work needs to be done to clearly define the causes of suboptimal performance so you can then craft a comprehensive sales transformation vision, which in turn can be broken into management steps so that we can engineer evolutionary change that doesn’t overwhelm the organization.
Tamara: All these various goals that enablement leaders are pursuing cannot be achieved all at once. Some of the goals depend on an organization’s current state of enablement maturity; others on an organization’s context and priorities. But wherever you are on your enablement journey, effective cross-functional collaboration is always an essential key to success. And it’s not just marketing you have to collaborate with. Instead, there are, for instance, sales management, sales ops, product management, HR, L&D, and also IT. According to our data, 66.8% of the participants collaborate in an ad hoc or informal manner. Only 21.7% have a formal collaboration approach. So, getting cross-functional collaboration right leverages a huge productivity potential. And that requires to defining collaboration goals with each other function. Setting up a collaborative production process and defining the relevant roles for each enablement service (e.g., content types and training services) is a prerequisite for productivity. With other functions such as sales management or IT, collaboration should be formalized to ensure executive buying, exchange, and structured decision making.
Jonathan: In the age of the customer, what’s the role of the customer’s journey in sales enablement?
Tamara: As buying decisions are still made by customers, the entire customer’s journey has to be the main design point for sales force enablement. Aligning the internal processes, namely the sales process, to the customer’s journey is still a challenge for many organizations. There is still a group of 9.4% that doesn’t consider the customer’s journey at all. Another 35.2% reported an informal alignment. This adds up to 44.6% who have not purposefully aligned their sales process to the customer’s journey. Then, 55.4% reported having either a formal (27.7%) or dynamic (27.7%) alignment. Our data shows that the better the customer’s journey alignment, the better the sales performance: win rates, for example, can be improved by 15%. With no alignment at all, the win rate went down to 40.5%, which is 14% worse than the study’s average of 46.2%. But with a formal or dynamic alignment, the win rate improved significantly—up to 53%, which is an improvement of 15%.
Jim: Many companies seem to struggle with mapping the customer’s journey. That doesn’t need to be the case because to really understand what that journey entails all we have to do is ask the customer. To do that, we have long been advocates of doing buy cycle reviews. This starts with taking a group of past opportunities – wins, losses, and no decisions – and interviewing the customer about what happened from their side. What issues caused them to consider doing something, who was assigned to the project team, what tactics did they go through to assess alternatives solutions, how did the cost justify the investment, etc. You also want to know what happened after they bought something and started using it. We have outlined in detail a process for how to accomplish this in our ebook, The CSO’s Guide to Transforming Sales, which anyone can download.
Jonathan: Enablement services: What’s the state of training and content services and how do they impact performance?
Tamara: Sales training is still the top enablement service for salespeople, followed by sales tools, process improvements, onboarding, and content services that are actually the foundation for almost every other enablement service. For sales managers, enablement analytics and coaching are most important. The quality of enablement services impacts sales performance. Content quality, for example, impacts quota attainment in two ways: Content that meets or exceeds expectations drives quota attainment up to 59.3%, which is an improvement of 6.3% compared to the study’s average of 55.8%. Content that requires major redesign or improvement impacts quota attainment negatively: 53.1%, which is a decline of 9.5%. The same patterns apply for training. Training services that meet or exceed expectations improve quota and revenue attainment and win rates in a remarkable way. But if these services lack quality, the consequence is a negative impact on performance. Examples for onboarding and social selling with exact data are included in our 2016 Sales Enablement Optimization Study.
Jim: W. Edward Deming’s observation that “You can expect what you inspect” has a lot of applicability to training and content management services. Providing training and content to sales teams needs follow-up with analyzing how they are leveraging those skills and sales tools when they are actively selling. Are salespeople really trying out new sales techniques with customers, or falling back to old habits? What content are they actively using when engaging clients, and what materials are effective and which are not? And also, what content have salespeople created themselves? How do we find those materials, synthesize them into best practices, and share them across the sales force? We need to put together the processes and technologies to get answers to these questions. If we do, we can significantly increase the impact that sales enablement has on performance, because we can ensure the services are really being used.
Jonathan: Enabling salespeople is not enough. What does sales manager enablement mean and what’s the role of coaching?
Jim: Too often when we have discussions around enablement, the focus is on what salespeople need to be doing differently. That is only half the equation. Sales management needs to evolve as well. If you have a Sales 2.0 sales force reporting to Sales 1.0 managers, you are setting the stage for conflict. We need to bring a whole new level of science to the art of sales management. The CSO Insights 2016 Sales Enablement Optimization Study found that the average win rate of forecast deals is only 46.2%. Think about that. The odds of winning on a “pass bet” at the craps tables in Las Vegas are 49.3%. The forecast is created by sales management, with input from their salespeople. Nothing gets into the forecast unless management puts it there, and we are wrong more than half the time! That is indicative of a broken, or at least suboptimal, coaching process. So optimizing sales management performance needs to be part of the sales enablement charter from day one.
Tamara: I always recommend that companies enable sales managers first, based on my own experience and our data. Investing in sales managers impacts, for instance, revenue attainment by 18.4%. And the specific impact of developing the managers’ coaching skills can improve, for instance, win rates by 27.9% and quota attainment by 10.2%, if the coaching approach is a dynamic one. Yes, the coaching approach itself makes a huge difference. It’s still the biggest challenge that 47.5% of the study participants reported that coaching is left up to each manager. Such a random approach is not scalable and has no positive impact on performance at all. The abovementioned results can only be achieved with a formal, or even better, a dynamic approach. That means the coaching areas and the coaching process have been defined and implemented, and the sales managers are up to speed and are required to use it. In a dynamic approach, the coaching framework is connected to the enablement framework to reinforce the initial enablement efforts and to drive adoption.
Jonathan: Now, let’s look forward: What are your top three recommendations?
Tamara: My first recommendation is to create an enablement charter. With buy-in from the senior executives, such a charter is a very powerful internal selling tool for enablement leaders. The charter has to be based on a clear vision, mission, and purpose statement. It defines the enablement target groups, goals, strategies and activities to get there. The provided enablement services and how to measure success also have to be defined.
Second, content and training services have to be aligned. It’s still a challenge, especially when sales training and sales content services are created from different departments. In that case, enablement should establish an alignment process to ensure that the messaging is consistent. No content without training. No training without content.
Third, social selling is an enablement issue. Marketing’s social strategy and the social selling strategy have to be aligned. And enablement services involve more than training on how to use LinkedIn. Instead, social selling methods have to be integrated into the sales process and powered by technology. And social selling requires shareable social content that salespeople can use to connect and engage with prospects and customers.
Jim: You need to establish a sales culture that embraces change. That means that the first sale you need to make with any sales enablement initiative is an internal sale. Everyone who is going to be impacted by the changes you are making to training, process, technology, coaching, etc., needs to understand what is happening and why.
Second, realize that that sales enablement is an investment, not an expense. If you take the time to figure out the cost-of-doing-nothing associated with sales ineffectiveness, in terms of low revenue attainment, poor margins, high customer churn, and so on, you will quickly find that the cost of fixing these problems is orders of magnitude less than letting them continue.
Finally, understand that sales enablement is an ongoing journey of continuous improvement, versus a single event. Adapting to changes in the marketplace will require unending changes in how you engage customers.
“The Principle of Priority states (a) you must know the difference between what is urgent and what is important, and (b) you must do what’s important first.”
― Steven Pressfield
Investments in sales productivity are often a significant budget item, and sales leaders need to tailor these investments to achieve their business goals. As the results of our CSO Insights 2016 Sales Enablement Optimization Study show, most investments in sales productivity are focused on salespeople, and investing in frontline sales managers is still not a top priority. In the main investment categories of $500-$2,500 per person per year, 53.6% of all training investments are targeted to salespeople; and 41.4% for sales managers. Furthermore, 18.6% of all respondents reported not investing in their sales managers at all, compared to only 6% who reported not investing in their salespeople.
At CSO Insights, we encourage our clients to look at it this way: If an investment in one person can impact the performance of six, eight, or ten salespeople, why would you not prioritize this investment?
Frontline sales managers: key role but poorly developed
Frontline sales managers have a greater impact on sales execution, productivity, and transformation than any other role. What makes this role so demanding is the need to continually balance three often-competing areas – customer, business, and people – in constantly changing and complex selling and buying environments.
Furthermore, frontline sales managers are almost always sandwiched between the competing goals and motivations of their team and corporate executives as well as between those of customers and the internal organization. Their performance is judged on their ability to achieve multiple, often-competing goals at the same time.
Having been the best sales professional in the organization does not automatically qualify an individual to be a top-performing frontline sales manager. The root cause of poor performance is the failure to develop frontline sales managers in their new role. Poorly developed frontline sales managers drive top performers out of the organization and promote mediocre performance from those who remain. This is something sales leaders with ambitious growth and performance goals simply cannot afford.
Investing in frontline sales managers drives results if done the right way!
The data from our 2016 Sales Enablement Optimization Study shows that organizations that make little to no investment in sales manager development fail to achieve even average results. Conversely, those study participants who invested more than $2,500 per sales manager per year experienced far better results. For example, by investing in sales managers, the win rate for forecasted deals could be improved by 9% up to 50.5%.
However, modest investments were not enough. Those respondents who reported making only minor investments in sales manager development saw a win rate of only 43.7%, which was 5.5% below the reported average of 46.2%.
Investments in frontline sales manager development correlated to an even bigger impact in the area of revenue plan attainment, which could be improved by 18.4% up to 106.7%, compared to the average revenue plan attainment of 90.1%.
Coaching is the key to leveraging salespeople’s full potential, but it has to be formalized to be effective!
Coaching does matter. The impact on sales performance metrics, such as quota attainment or win rates, is remarkable. But the impact depends on the coaching approach. And the way organizations approach coaching their salespeople remains an interesting data point. Only 27% of all study participants reported having a formal or dynamic coaching approach. “Formal” means that there is a coaching process defined and that sales managers are trained this way and required to coach accordingly. Dynamic means that in addition to the formal approach, the coaching framework is also connected to the sales force enablement framework.
Almost half of the study participants (47.5%) reported leaving coaching up to their sales managers. But this laissez-faire approach creates no performance impact whatsoever. When coaching is left up to managers, quota attainment was only 53.4%, as compared to the study’s average quota attainment of 55.8%. An informal coaching approach improved quota only slightly better than average. In our study, a formal coaching approach resulted in significantly better than average performance, and a dynamic approach improved quota attainment by an astounding 10.2% up to 61.5%.
These findings show that investing in less than a formal coaching approach is a waste of money if sales leaders want to get better than average.
Investing in frontline sales managers leverages the investments made in a sales force enablement foundation
The CSO Insights 2016 Sales Enablement Optimization Study highlighted another interesting correlation that could be used to leverage synergies between sales performance initiatives. Organizations with an enablement function invest more in their sales managers than those without an enablement function.
Sales force enablement’s foundation provides a great starting point for sales manager development. Based on an existing sales force enablement framework, a coaching framework should be developed, sitting between the customer’s journey and the internal processes. To make frontline sales manager enablement successful, especially coaching enablement, it helps to design the coaching framework as a mirror image of the enablement framework. This connects coaching to the enablement services and promotes adoption and reinforcement.
Coaching is a vital skill that has to be learned from scratch, and a dedicated, formal sales manager development program is a must-have for any ambitious sales organization. This sales manager development program must cover all three areas of the frontline sales manager triangle: customers, business, and people. And, while coaching is only one aspect of the people side of the triangle, it is the most impactful and differentiating one.
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This article was written for Top Sales Magazine, September issue.
When designing a kitchen, you need to consider your available space as well as your cooking style and the types of meals you most often cook. This allows you to create your culinary masterpieces most effectively by optimizing the processes you follow.
In cooking, just as in sales, technology matters, too. Choosing appliances, such as an oven or refrigerator, with features that support your approach to meal preparation, makes a big difference.
“A fool with a tool is still a fool”
Unfortunately, sales leaders often look at tools differently than do master chefs. They sign contracts for expensive sales technology that promises to deliver results before defining what those results look like in their business context and how the organization needs to prepare. These investments almost never pay off. But, just like a poorly designed kitchen, it isn’t the technology that failed. It is the sales organization that failed to take the time to think through how the technology needs to support their strategy. According to the data from our 2016 Sales Best Practices Study, these systems often fail to deliver. For example, only 28% of All Respondents reported a significant increase in sales productivity due to the use of sales tools as compared to 78% of World-Class Sales Performers.
The functional layer sits between the customer’s journey and the salesperson’s journey.
Before sales enablement can drive performance from enablement technology, the organization must have a deep understanding of the customer’s journey and align internal processes (marketing, sales, and service) to it. As showed in our 2015 Sales Enablement Optimization Study, the better this alignment, the more successful organizations have been across several key performance metrics such as quota attainment (+13 %) or revenue plan attainment (>10%).
There are as many customer’s journeys as buying situations. The key to success is to identify the relevant gates on an aggregated level. When world-class sales performers map their internal processes to the customer’s journey, they ensure that every gate on the customers’ side has an equivalent gate in the internal process chain.
Sales force enablement’s core responsibility is to equip the sales force with the required skills and competencies, the right knowledge, and the right strategies to create more and better business. Within the functional layer, there are three sublayers, each with unique requirements for enablement services:
- Skills and Competencies or “How to Sell”: This bottom layer is independent of the organization’s products and services portfolio and includes all of the general skills that impact sales success, such as communication, listening and questioning, negotiation, presentation, and social skills. These skills are relevant throughout the entire customer’s journey. Training services are the primary enablement service in this layer.
- Expertise: Capability and Situational Knowledge or “What to Sell and How to Sell”: The capability knowledge focuses on what salespeople need to know about the organization’s portfolio of products and services. These knowledge prerequisites should center on what these products and services mean to a customer rather than what they are or what they do. This understanding translates “what to sell” into “how to sell.” Enablement services include various internal enablement tools (playbooks, value messaging guidelines, briefings, etc.) as well as client-facing content assets (success stories, references, presentations, etc.).Situational knowledge is based on the organization’s methodologies and processes. Acquiring situational knowledge salespeople have to connect the dots between their research and the information they get from conversations with buyers in the particular context of a buying situation to draw the right conclusion for the right moment.
- Sales Insights or “How to Coach”: The sales insights layer covers all information regarding the specific customer situation and the analytics related to the current interactions with the prospect or customer. Once sales managers have mastered the coaching skills, the better the data, the better the impact they can make through coaching.
The technology layer is derived from the functional layer by translating the functional areas into different technology categories and creating a set of systems capability requirements.
- Learning Management Systems: This layer includes training and learning management systems for all available learning formats. Capabilities should include content creation for the training services to be provided as well as functionality for assigning, conducting, and tracking sessions and the issuing of certifications.
- Sales and Marketing Technology Solutions: The next layer includes a variety of technology solutions. The focus here is on enablement technology, but marketing automation and SFA/CRM systems are essential as well, and ideally, all three systems are integrated.
- Sales enablement content management solutions (SECM) handle a wide array of content types from internal enablement content up to client-facing content. The best content management systems provide a broad range of functionalities including management, distribution, and access, as well as analytics for content usage and effectiveness in sales interactions. SECM solutions handle a wide array of content types from internal enablement content up to client-facing content. These solutions should also provide a broad range of functionalities including management, distribution, and access, as well as analytics for content usage and effectiveness in sales interactions. However, to drive world-class performance, the system must go beyond and adhere to the “Be Inspired” principle. This mechanism provides content suggestions to the salesperson—when they need it; where they need it—based on the particular selling scenario and customer’s journey stage.
- Sales Analytics Systems: There are three types of analytics in this layer: descriptive, predictive, and prescriptive. In dynamic, ever-changing B2B sales environments, sales analytics become more and more important. They improve strategic decision-making among sales leadership. And they also help salespeople gain as much relevant information as possible about targeted prospects and existing customers so they may engage them in the most meaningful, relevant, and valuable way.
Sales enablement technology is a significant investment. To make the most of it and drive the performance improvements they are looking for; sales enablement leaders must collaborate with their colleagues in sales operations. Before purchasing any system, they must define the functional layers to derive their technology requirements.
Questions for you:
- How do you make decisions on sales technology in your organization?
- How do you connect the dots to create a bigger sales technology vision?
Related blog post:
This article was initially published @ Top Sales Magazine, August 2016
What is world-class? In sports, it is easy to define. World champions and Olympic medalists are world-class. But what is world-class in sales? Revenue performance? Maybe, but how do you get there? What are the behaviors that drive world-class sales performance?
At CSO Insights, we are passionate about all things sales performance. We research sales performance from different perspectives, including behavioral and metric perspectives. We investigate, for instance, the roles of sales process and sales management, the growing impact of strategic sales force enablement, and the roles of technology and compensation.
Our CSO Insights 2016 Sales Best Practices Study has just been released. “Drawing Back the Bow” is this year’s cover story. It creates an umbrella theme for the 12 behaviors that have the greatest impact on sales performance.
For the thirteenth year, this study identifies those behaviors that have the biggest impact on sales performance, measured by well known key performance indicators such as quota attainment, qualified opportunities, new account acquisition, YOY existing customer growth or average account billing. Top performers in these areas do a few things differently. They focus on what matters. They focus on the top behaviors that have the greatest impact on sales performance, collectively and consistently. And that makes a huge difference.
The world-class segment is only 7.7% of the overall study population of more than 1,700 respondents, 1,200 of whom work in complex sales. But they achieved 21% better sales performance.
A sales performance difference this large cannot be ignored by any sales leader. Now, what are these top behaviors that drive sales performance, and what does it take to become excellent at those behaviors, to become a world-class performer?
From the top 12 behaviors we have three behaviors that were also top behaviors last year:
Sales and marketing are aligned in what our customers want and need (World-Class 94%, All Respondents 39%)
The key differentiator to successful sales and marketing alignment is this: being aligned to “what our customers want and need.” And that means beginning with the customer’s journey as the main design point when addressing this challenge. Here are four steps to improve sales and marketing alignment in a “customer-core” way:
- Shared vision of success: A shared vision describes how the organization creates value for the customers and how success will be measured. Following the customer’s journey makes it easier to create this vision, and revenue contribution has to be one of the measures of success for both sales and marketing.
- Shared strategy to create value in every interaction: A shared strategy for creating and delivering customer value is necessary―from first contact and all the way through the buying decision and the customers using the products, services, and solutions successfully.
- Shared marketing, sales, and service processes: Based on this shared vision and strategy, sales and marketing have to agree on a shared sales and marketing process, ideally powered by integrated engagement and selling methodologies. It is essential that these efforts continue after the buying decision has been made.
- Shared technology: Integrated processes require integrated technology from the website to marketing automation to sales enablement to the CRM system. Integration is mandatory to leverage the potential of successful sales and marketing alignment.
Our organization is highly effective in allocating the right resources to pursue large deals (World-class 94%, all respondents 40%)
Allocating the right resources to the right opportunities is a challenge for most organizations because resources are like budgets—there is never enough to go around. In many organizations, it’s still the loudest voice that gets the biggest share. But the right resources should only be placed on the most valuable deals to increase the probability of winning those deals. For example, sales managers evaluating deals should consider the strategic value for the customer and the value for the sales organization. It is exactly this deal evaluation process that is often missing in many sales management approaches. When decisions about investments and resource allocation have to be made, the process of making those decisions should be tied to the sales process and the decision gates the customer must go through.
When coaching sales professionals on leads and opportunities, sales managers should always investigate where the customer is along their customer’s journey. As soon as a deal comes close to the customer’s “change the status quo” decision, the sales manager and salesperson should also evaluate this deal against others. Ideally, this step takes place in a funnel coaching session, as it’s about evaluating this deal in the context of other opportunities being worked by the salesperson or the sales team.
We know why our top performers are successful (World-class 94%, all respondents 44%)
Look at the performance rankings of any sales team, and it becomes evident that not all salespeople are created equal. There are often key performers who regularly appear on the top of the chart. Just how valuable are these individuals?
Firms that excel at knowing who their top performers tend to focus on assessing three things. First, they determine the skills and competencies that sales professionals apply in their daily workflow. Doing so, they not only assess what top salespeople are doing, but also how they do it. And that’s a key finding for any sales force enablement approach, especially for onboarding and coaching. Second, they assess talent, the “behavioral DNA.” Third they assess the cultural fit because not every A-player is an A-player in every culture.
The key benefits of this approach are to understand what makes your top performers successful (we all know who they are!). Then, sales force enablement has to ensure that best practices can be shared and that the hiring process is consistently adjusted based on the latest assessment findings. Furthermore, enablement leaders have to ensure that their onboarding process is tailored accordingly.
Click here, download your copy and check out the other top behaviors!
This article was initially published @ Top Sales Magazine, July 2016
Why do you invest in technology? To drive efficiency? Or is your goal to increase sales effectiveness as well? Often, we simply want technology to help us do things faster by automating steps that we’ve been doing manually. But ultimately, investments in sales technology should also achieve better business results. So it is with investing in enablement technology. As a productivity boost, enablement technology is a prerequisite to achieving your sales performance goals. Ideally, enablement technology builds on a prepared foundation, which would be, in this case, for instance, a “cleaned-up content basement.”
How does investing in enablement technology help?
Looking at all respondents from our 2015 Sales Enablement Optimization Study, the most important goal was “improving salespeople’s access to content and tools” (35%), followed by “sharing best practices across the sales force” (32%), and “improving cross-selling and up-selling” (30%). The list continues with improvements ranked with less than 30%, such as “improving sales and marketing alignment” or “reduce search time for content and collateral” and “improving ramp-up time for new hires.” No surprises in these results so far. Most of these key improvements are focused on productivity only. But let’s first look at the differences in the regions.
Different focal points in North America and EMEA
In North America, the top improvement desired, regardless of respondent category, was: “improving salespeople’s access to content and tools (46%).” Then, the second most important improvement was “reducing the search time for content and collateral” (33%), which is for many people probably the most common immediate result they want to get out of enablement technology. Two improvements were tied for third place: “reducing ramp-up time for new hires” (29%) and “improving sales and marketing alignment“(29%).
In EMEA things are perceived a bit differently. The top improvement in EMEA was “Improving cross-selling and up-selling” with a pretty high ranking of 52%. In the category of all respondents, this improvement was ranked third with 30%. But looking at North America, this improvement was only ranked ninth with 17%. The second most relevant improvement in EMEA was “improving salespeople’s access to content and tools” (44%) which was overall the number one result and in NA the number two. “Improving ramp-up time for new hires” ranked third with 28% — almost the same as in NA.
Some of these improvements, such as improving ramp-up time, and cross-selling and up-selling, are linked to a prerequisite: the integration of sales enablement solutions with CRM systems. Integration drives adoption and is an enabler for faster searches and better content access because people no longer need to work with multiple systems.
Integration of enablement technology drives productivity and adoption and is an indicator of enablement maturity
“Be Inspired” is an enablement delivery mechanism that requires enablement technology to be integrated with CRM systems. This means salespeople don’t have to go to another system, log in, and search for what they need. Instead, technology suggests content (and related training services) based on the characteristics of salespeople’s opportunities and accounts. To make this mechanism work, a customer-core enablement framework and a properly defined and implemented content creation process are essential. The future vision of success is that salespeople have one collaborative platform they work with. The foundation is often the CRM system that integrates enablement and playbook systems, learning content, and predictive analytics to support them at every stage of their deals.
Now, what does reality look like? Overall, 46% reported having this kind of integration, 41% said they did not, and 13% planned to implement it within the next twelve months. That looks like a pretty balanced status quo with lots of room for improvement. Here, the differences in the regions are much bigger.
In NA, 54% reported having this kind of integration, whereas only 28% in EMEA said so. Consequently, many more respondents in EMEA plan an integration initiative within the next twelve months (24%), versus North America (12%).
Enablement is perceived differently in different regions, and organizations are at different maturity levels. EMEA has an opportunity to learn from those who have already done enablement integrations.
A critical dependency that cannot be fixed by technology: content quality
Salespeople perceive technology and the embedded content as one system, which is valuable for them or not. They don’t distinguish between technology and content quality.
The critical dependency that is often overlooked is the quality of the content. What does that mean? Sales content in a world of rising buyer expectations has to be aligned to, for example, the different phases of the customer’s journey, the relevant buyer roles, and the business challenges that are addressed with your products and solutions. This alignment of content with customer journey forces organizations to assess their entire content landscape to see the gaps, the redundancies and the areas that need adjustment. It’s not to create more work for you. It’s not a luxury; it’s a necessity to achieve performance goals. Organizations with high levels of customer journey alignment achieve up to 9.1 percentage points better revenue plan attainment, and up to 13% better quota attainment.
To provide highly effective content, a “customer-core” enablement content strategy is mandatory, and that requires a “customer-core” enablement framework. Only then are you able to tailor your content services accordingly. Highly effective customer-facing content that covers the entire customer’s journey is a must-have ingredient to remain relevant and successful in an ever-changing, buyer-driven world.
This article has been published first @ Top Sales Magazine June 2016 edition
Imagine salespeople have to learn a new skill, for instance, how to apply newly developed value messages in different customer interactions. In this case of behavioral change, a training session can only be the beginning of a longer journey. Lasting behavior change requires ongoing reinforcement.
This is where coaching comes into play. And frontline sales managers.
Coaching has to be formalized to be effective
At CSO Insights, we define coaching as a leadership skill to develop each salesperson’s full potential. To be effective with coaching, world-class performers build on coaching frameworks. Our 2015 Sales Management Optimization Study showed that a discretionary or informal coaching process did not have a significant impact on win rates, but a formal coaching process did: by nine percent. Ambitious sales leaders know immediately what a nine percent better win rate would mean in their organization. They also know that their frontline sales managers’ ability to coach is a critical element to sustainable sales performance. And yes, they also know that a formal approach to coaching is the differentiating element to become world-class.
Sales Coaching Framework Defined
The CSO Insights Sales Coaching Framework sits between the customer’s journey and the sales professionals’ journey (sales process). It requires that the customer’s journey has already been mapped to the organization’s sales process. For each gate on the customer’s side, there has to be an equivalent step on the internal side. This mapping is a key prerequisite to creating a coaching framework and the related coaching assets such as coaching guidelines, questionnaires for various buying situations and coaching training sessions for sales managers. Our coaching framework consists of four coaching layers, each corresponding to a different coaching area.
- Lead and Opportunity Coaching: The coach and sales professional examine a lead or opportunity to determine where it is along the customer’s journey and to identify activities that will keep the deal flowing through the funnel toward a successful conclusion. The earlier the coaching begins, the more valuable it is. In the awareness phase, sales managers can help the sales professionals get better at identifying and addressing opportunities, and they can coach them to develop and execute winning deal strategies. Plus, they can spot areas where the sales team needs to stop investing time and effort in deals that cannot be won or will require more resources than they are worth.
- Funnel or Pipeline Coaching focuses on the structure of a salesperson’s or the sales team’s funnel, identifying the most valuable deals that can be won and helping to manage risks and allocate resources accordingly. Funnel coaching also helps the salesperson understand how the shape of their funnel translates into quota attainment and determine how best to improve their funnel performance. During funnel coaching, the sales managers must assess the types of opportunities in the funnel, e.g., many small opportunities or fewer large volume deals, as well as the assumed close dates, stages, and risks of each opportunity. Most importantly, the coach must weigh the value of the opportunities against their probability of being won. Clearly, this coaching area builds on opportunity coaching and can only be successful if there is clarity at the opportunity level.
- Coaching on Skills and Behaviors: In today’s complex selling environments, customer behaviors are constantly changing. As a result, salespeople often have to make significant changes to their selling skills and behaviors. For example, the transactional, product-oriented approach no longer works in many selling scenarios, and sales professionals must adopt a value-based approach that focuses on the customers’ business outcomes. This is an area where sales managers should work closely with the enablement teams. Creating value for prospects and customers requires tailored value messages that are tied to the customer’s journey phase, buyer roles and their business challenges and goals. Enablement’s job is to provide these value messages and the related training, but sales managers must also coach to reinforce what has been taught to ensure adoption. This requires coaching on leads and opportunity and coaching on improving the sales professional’s messaging skills.
- Account Coaching is often overlooked, but it is equally important if an account strategy is in place. It’s mainly about coaching on identifying new business opportunities within the account (lead identification) and mapping the account strategy to the current achievements within an account (also from a customer’s perspective) and making adjustments or changes to strategy, focus area, relationship development, etc. The frequency of account coaching sessions depends on your and your customers’ specific rhythm of the business.
- Territory Coaching is even more overlooked, but equally important in the case of a territory strategy. It’s more than saying “work your territory.” Instead, territory coaching is all about focus: focus on the right targets and customers, and on the most relevant buyer roles. Also, in territory coaching, lead identification plays a key role. As soon as leads are qualified, they are coached by the overall lead and opportunity coaching process as mentioned above.
As soon as such a coaching framework is defined, the missing coaching assets for both content (coaching guidelines, coaching questions, coaching learning content, etc.,) and training (that make up a strategic frontline sales manager development program) have to be created.
In an ideal world, sales leaders understand the huge business impact of their frontline sales managers when it comes to execution, performance, and transformation.
And that’s why they invest not only in their sales managers’ coaching capabilities but also in a scalable platform for performance and productivity that includes a coaching framework as a critical component.
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All life on Earth evolved from water. Water is the key prerequisite for life. We humans consist of eighty percent water. What water means for all of us, that’s what content could mean for the 21st century’s buyers. An adventurous hypothesis? Maybe. Let’s see what story our latest CSO Insights research will tell us.
How effective is client-facing content? The results are multifaceted.
In our CSO Insights 2015 Sales Enablement Optimization Study, we asked the participants to rank the effectiveness of various enablement services, such as client-facing content, in four categories: “exceeds expectations,” “meets expectations,” “needs improvement,” and, the lowest ranking, “needs major redesign.”
The content types that showed the biggest need for major redesign (26.5%) and improvement (45.7%) were business value/ROI justification tools. The next content asset, third-party endorsements, follows with less need for major redesign (18.9%) but the same need for improvement (45.7%). Email templates, customer case studies, and presentations showed a similar result, with more than 50% of both, need for improvement and major redesign.
Interestingly, the most effective client-facing content type was the technical product presentation (“meets expectations” and “exceeds expectations” aggregated at 60.1%), followed by product collateral (51.9%) and proposal templates (50.9%). References and customer presentations show a multifaceted result. While they seem to be the content types with the highest “exceeds expectations” result (10.2% and 9.9%), they also show considerable needs for major redesign (16% and 15%).
The transformation from product-selling approaches to more value and result-oriented sales approaches is still the main challenge in many organizations across all industries. And that’s what we see in the data. These data points have also incorporated what salespeople are used to using rather than what they should be using. This challenge, here focused on client-facing content habits, is not only a sales challenge, but it’s also an enablement, content strategy, and content management issue.
Let’s keep this multifaceted information in our minds, and look at the business impact of effective-rated, or rather ineffective-rated, client-facing content.
The effectiveness of client-facing content impacts the relationship organizations can develop with their customers.
Now, what impacts effective content? How do we get there? What hinders organizations from creating effective content?Overall, there is a significant correlation between the effectiveness of client-facing content and the level of relationships that can be achieved with clients. The more effective client-facing content is, the more likely providers can develop a high-level relationship with their customers as you can see here. Content ranked as “meets expectations” or “exceeds expectations” is more likely to lead to a strategic partnership (63%) or a strategic contributor role (59%). In this “effective content” category, only 29% ended up as a preferred supplier or as a supplier (13%). Instead, content that is ranked as “needs improvements” or “needs major redesign” makes it very hard to develop a high-value relationship with clients such as strategic contributor (22%) or strategic partner (9%). With ineffective content, it’s more likely to end up as preferred supplier (45%) or supplier (60%). Simply look at the two different stair-step patterns in the chart here. The difference is quite significant.
The alignment of internal processes and frameworks to the customer’s journey is a prerequisite to creating effective content.
According to our data, organizations made lots of progress in aligning their internal processes to the customer’s journey: 54% reported to be mostly aligned, 19% to be fully aligned, 22% to be minimally aligned, and 5% not aligned at all. Overall, the high degree of alignment is surprising. Looking deeper in the data and in some of the interviews we made, it turns out that even if organizations have made some of the customer’s journey mapping exercises, it does not necessarily mean that they use these results on a regular basis in their sales process implementations and their enablement frameworks.
This fact might be one of the reasons why even a relatively high degree of alignment does not necessarily translate into effective enablement services, designed with the customer’s journey at the core. The time distance from mapping to translating to seeing measurable results might also be a reason many organizations seem to be in the middle of this transition.
Content matters. Content in the customer’s context matters even more. A well executed “outside-in” strategy makes the difference.
As the data says, the quality of client-facing content is a key element that significantly impacts the level of relationship you can achieve with your customers. The quality of your client-facing content is determined by your ability to tell your story from THEIR perspective (their customer’s journey, their context, their challenges, etc.), and not from the perspective of your products and services. Because customers don’t buy products. What they buy is the value they can achieve with your products and services. Now, what is the implication of this analysis?
Client-facing content must become a top priority on every sales leader’s strategic agenda
Having client-facing content on top of the sales leader’s agenda opens a window of opportunity for enablement leaders to establish a) an overall customer-core strategy and b) a sales force enablement framework with the customer’s journey at the core.
Highly effective customer-facing content that covers the entire customer’s journey is a must-have ingredient to remain successful in an ever-changing, buyer-driven world.
This article was first published over @ Top Sales Magazine April edition.
What’s the impact of a prospecting email that has nothing to do with you, the recipient? It’s precisely zero. Even worse, bad messaging hurts the brand that sends it. Why is this still happening, over and over again? It’s the era of social selling, isn’t it? Why are the easiest tools and approaches still not applied, not to mention common sense?
It’s astonishing to see how many salespeople, often driven by their managers, waste their time sending out countless prospecting emails that are completely useless. Just like this one, which I received a few weeks ago. I changed everything that could identify the sender; I have no interest in blaming somebody. My focus is to evolve the sales profession and to learn from examples.
Here you go:
I’m writing to follow up with you about XYZ. We help over XX,000 salespeople every single day with our platform.
We work online, offline, on any device, with any OS, and integrate with any CRM in the world. We’re the most flexible tool you’ll ever use! Check out our Brochure to see why we’re the best on the market.
Let me know if there is any interest in XYZ, or enhancing existing sales tools. I’d love to set up a quick call this upcoming week.
All the best,
How would you react to this message? How would you feel? Inclined to respond? Probably not, because the message has nothing to do with you.
Prospecting goes still wrong in so many cases, even though we have all the technology and all the concepts that can help us to avoid the biggest mistakes. Just trying harder with old approaches that were already questionable a decade ago is not a winning strategy, nor is it a best practice. Why should we ever increase a bad practice, such as sending countless, but useless, prospecting emails, hoping to achieve a different result? As Albert Einstein is supposed to have said, repeating the same mistake and expecting a different result is the definition of insanity.
Lead generation becomes more and more a sales priority. According to our CSO Insights 2015 Sales Management Optimization Study, improving lead generation effectiveness is the most important sales management priority (47.9%), followed by the ability to improve and show strategic value (34.7%). Yes, sales leaders focus more and more on the volume and quality of leads entering their funnel. They also know that marketing cannot create all the leads that are necessary to achieve ambitious growth goals. Sales has to generate 45.9% of the leads on their own, and marketing generates 25.2%, according to our CSO Insights 2015 Sales Performance Management Study, followed by referrals (20.4%), and customer service (8.5%).
Lead generation quality can only be achieved if there is an approach in place that is focused on the potential buyer’s role and challenges, leveraging all information that’s available to make sure to create the highest possible impact with a tailored message. Let’s see how to get there:
- Use a personal salutation: “Hello” is nice, but omitting the recipient’s name is a missed opportunity to make it personal.
- Do your research: The salesperson didn’t do enough research. I might be in their CRM, or in a bought buyer database, but this data has not been verified for years. My previous role as VP of global sales force enablement and transformation ended in 2013. My current role as an analyst should be of interest for this organization, but not as a potential buyer.
All that is available right at a salesperson’s fingertips. The tools are called LinkedIn, Twitter, Google, etc. It’s not difficult to find me online, and the minute it may take, just to verify my current role and my employer is not a “nice to have” option, it’s essential. Not leveraging these tools shows that you don’t care.
- Tailor your message to the prospect: Whatever message you want to get across, can only be successful if it happens in the context of the person’s role and challenges. What’s wrong with the message above? It’s only about the vendor, how awesome they are. There is not even the attempt to connect the value they promise to my role and what it could mean for me, my challenges and my goals. The impact this vendor-centric message makes to me is precisely zero.
Prospecting is a team sport, and salespeople need support to get better every day: from enablement and their sales managers.
- A note to the sales managers – less is more: I know you are often measured by the craziest metrics (as our data says), but please stand up and help to end this insanity. Prospecting cannot be successful if we measure primarily the quantity of activities, as the number of emails or calls. The collateral damage of this behavior, which impacts the brand as well, is way too big, and often not considered. And the value you get in return is too small. So, it’s not efficient; I’m not even talking about effectiveness. Collaborate with marketing and enablement to provide your teams with buyer-centric value messages, ideally specific to role and industry. And coach them along the way. Less is more.
- A note to sales enablement leaders – provide value-based messaging templates: In case this wasn’t on your agenda so far, now it is. Value messaging for prospecting purposes has to be provided to sales teams. The value messaging here has to be consistent with the value messaging that’s used throughout the entire customer’s journey. Ideally, sales enablement is the function to orchestrate this endeavor, together with marketing. Collaborate also with the frontline sales managers to ensure that their coaching is consistent and that they measure more quality than quantity, more outcome than output, more effectiveness than efficiency.
These are basic steps to improve lead generation effectiveness, focused on one example: emails to prospects. Please check out my blog posts regarding value messaging criteria, the impact of different buying scenarios, and the various value messaging types along the customer’s journey.
This article was first published over @ Top Sales Magazine March edition.
I had the pleasure to be interviewed by Jonathan Farrington, CEO Top Sales World, together with Jay Mitchell, President and Founder of Mereo LLC. This interview was first published here: Top Sales Magazine, February 2016. In my humble opinion, this interview provides a rare blend of our research at CSO Insights, and a lot of experience and practical implementation tips.
TS: Yes, the term “enablement” needs clarification, depending on an organization’s context and current maturity level. But the common ground is to equip sales forces’ ability to evolve their “how to sell” approach according to changed buyer behaviors. That’s why we came up with a new definition:
Sales Force Enablement is a strategic, cross-functional discipline, designed to increase sales results and productivity, by providing integrated content, training and coaching services, for salespeople and frontline sales managers, along the entire customer’s journey, powered by technology.
This definition belongs to the recommended maturity level, what you should be doing. Organizations who are currently focused on either the content or the training stream (required maturity level) should begin to align and integrate their enablement services (“no training without content, no content without training”), based on a solid “customer-core” enablement framework. That means to map the customer’s journey to the internal process landscape before defining the scope of enablement. Then, enablement services can be tailored to different customer’s journey phases, buyer roles, and more.
JM: While there has been a mountain of research done in the last 3-4 years indicating the journey for B2B buyers is shifting, there has been very little talk about selling differently in these changing times. The way many sales professionals sell today is not much different than the B2B selling hey-day of the late 1990s/early 2000s. Why? Because too often sales leaders don’t know what needs to change, don’t have a model for a new approach or don’t know how to equip their sales teams appropriately. At Mereo, we have the honor of working with dozens of organizations trying to embrace the new dynamic of buyer and seller. The most successful of these companies address sales enablement as an operational discipline, rather than an independent function of their go-to-market operations. They employ cross-functional resources to deliver interdependent messaging, sales ready assets, training and coaching to their sales channels in a way that is synchronized with their client’s buying journey.
JF: That’s a comprehensive definition! Let’s look at the goals. What are the specific goals of enablement apart from increasing revenue that lead to sales performance?
JM: For most organizations, the macro objectives are fairly straightforward: to grow profitable revenues and increase quota attainment/revenue delivered per sales professional, while lowering cost of sale. While those are absolutely accurate, the market leaders we serve benchmark sales enablement success by the tenets that power revenue performance – that is, metrics such as elevating average deal size, enhancing the wallet share captured from each client, accelerating the on-boarding window for new sales professionals and shortening the sales cycle.
Beyond those traditional sales metrics, there are some clear measurements of marketing’s impact in sales enablement. For example, a recent CMO Council study revealed sales professionals waste two days per week creating their own messaging and tools. It is no wonder that the inability to communicate value messages to customers and prospects is still the biggest inhibitor to sales success.” Measuring marketing’s contribution to sales enablement may be “softer”, but it is still a fundamental gauge of success.
TS: Our CSO Insights 2015 Sales Enablement Optimization Study (membership required) shows that enablement is a multifaceted discipline with a wide variety of goals of similar importance. Increasing sales efficiency was reported to be the most important goal (82%), which is the equivalent to lowering the cost of sale, as Jay mentioned. The second most important goal was increasing revenue as both of you mentioned (76%), and increasing new account acquisition (69%). The list continues with performance goals such as increasing the win rates, the reduction of sales cycle length and increasing revenue in existing clients. It’s important to understand that enablement goals have two critical dependencies: context and maturity. Context examples are, e.g. a growth path versus defending a market position, disruptions, or tech innovations. All have one in common: they impact and change how buyers want to buy and what’s valuable to them.
JF: The obvious question I have to ask: Where does enablement belong in the organization? In marketing or in sales?
TS: For years, in the absence of data, the question has been “Is enablement in sales or marketing?” Now we have to reframe the question to “where in sales is enablement?” based on the data of our 2015 Sales Enablement Optimization Study. More than three quarters (78%) of all surveyed organizations placed enablement within sales – executive sales management (53%) or sales operations (25%). Only 7% indicated their enablement function to be in marketing while another 15% said enablement reports to various functions such as product/portfolio management, training, HR and others. There is an interesting difference for large organizations, above $250b in revenues: Also here more than three quarters (77%) report into sales, but less to executive management (36%) and more to sales operations (41%). And more of these large organizations have their enablement function within marketing (11%).
JM: As I mentioned earlier, we find that the top-performing organizations view sales enablement as a cross-functional discipline that engages resources (budgets and people) primarily from sales, marketing, solutions/products, services and training. That said, the leadership for the sales enablement team most often resides in sales, either reporting directly to the senior sales executive or to one of his/her chief lieutenants, in many cases sales operations. An important attribute we are finding in many of our clients is the importance sales enablement plays on the radar of the CEO/General Manager. For our most successful clients, when the CEO/General Manager takes a keen interest in the significance of sales enablement to their overall plan, revenue growth naturally follows.
JF: Let’s switch to what enablement teams provide for the sales force. A specific term that’s discussed almost everywhere is the term “playbooks.” For which purposes do I need a playbook, and how does that look like today, in the age of technology?
JM: The backbone of sales enablement is a consistent, well-tuned sales process aligned with the ideal buyer’s journey, as it provides a framework from which the key outputs of a sales enablement platform resonate. We see two key pillars of sales enablement, underpinned by a critical cultural tenet. The first pillar is a value-based messaging framework, which includes the ideal client profile, the pains ideal clients are encountering, discovery questions for igniting those pains and differentiated messages that are not only unique and provable, but also valuable to the audience. Ideally, these value proposition fundamentals are encapsulated in an interactive playbook that serves as a guide for sales to navigate the sales cycle with messaging that supports each conversation. Ultimately, messaging manifests itself in customer-facing, sales ready assets, such as prospecting talk tracks, pencil pitches and even proposal language and presentation templates. Once the messaging – the content – is in place, training sales to use the sales kit in context of their sales process is next. The second pillar of sales enablement – training – includes LOTS of role-plays where applying the messaging and sales kit is modeled and practiced. Which brings us to the critical cultural tenet of sales enablement – coaching. This is the most important facet in a sales enablement program and is predicated on sales managers intentionally learning the messaging, using the tools themselves and then practicing with their team, while providing relevant counsel.
TS: Amen, Jay! The term “playbook” is often as confusing as “enablement.” Playbooks are one of many content services, of course, an important one, mostly used in complex environments. Playbooks are interactive tools that guide salespeople along the entire customer’s journey with the right value messaging, content and sales tools, ideally tailored to any specific buying situation, powered by technology. A playbook is not a big book nobody will ever read. It’s a digital tool that’s ideally created per opportunity, depending on its stage, industry, buyer roles, business challenge, etc. And that requires a solid content management framework that’s designed along the customer’s journey.
We asked the participants of our enablement study to rank enablement services’ effectiveness. Playbooks and other enablement services that have to be designed with the customers at the core were reported rather ineffective compared to “old-fashioned” product sheets or product training services. While organizations made progress in aligning their sales processes to the customer’s journey, there is still a lot to do to translate this advantage into effective “customer-core” enablement services. And that requires a mindset shift.
JF: Enablement cannot be discussed without technology. What’s the state of the industry and what are the trends?
TS: There are many enablement vendors out there, and the market continues to grow. Years ago, you saw lots of enablement point solutions; desktop focused. And just a few years later, enablement solutions are available on any device, mostly integrated with CRM Systems. Furthermore, enablement technology equips salespeople with suggested content and training sessions right at their fingertips, allows them to share content (also videos) with prospects and clients, while customer interactions and buyer behaviors are tracked in parallel, as a foundation for often already integrated coaching features. Furthermore, enablement technology allows content creators (not only marketing) to define and maintain content management frameworks. An aspect that’s often underestimated, but when organizations want to provide tailored content to specific buying scenarios, they have to have a content management framework in place that’s defined along the customer’s journey.
JM: Tamara nailed it. It has evolved from point solutions, to technology purposely used for sales enablement and synchronized with the CRM system. The most effective solutions deliver the messaging, the sales enablement assets and even role-play training at the sales professional’s device – often a tablet or iPad. We have partnered with a number of vendors in this arena, and have seen our clients develop proprietary solutions for it. The established, proven solutions have delivered better results almost every time.
JF: To create all these enablement services, collaboration must be a big challenge and also an important “enabler” for enablement. How does the reality look like?
JM: The biggest obstacle to sales success, according to sales managers, is the sales team’s inability to communicate value messages, based on CSO Insights research. For me, this means too many organizations are not synchronized on the real purpose of sales enablement— to equip the sales channels to create more value in EVERY interaction with a prospect/client. As I’ve already mentioned: sales enablement is a cross-functional discipline that is rooted in an alignment between sales, marketing, solutions/products, services and training as the primary contributors. Alignment is the key word here. When these, often disparate teams are united by a common mission — to enable the sales force to serve their audience first — unleashed revenue performance is guaranteed to be the result.
TS: The survey results on collaboration were as surprising as the question where enablement belongs in the organization. More than 80% of the participants reported to collaborate on an informal (42%) or an ad hoc basis (41%) which means that they have no formal collaboration, collaboration framework or model in place. Only 12 % of the participants reported collaborating on a formal basis. Interestingly, a snapshot on larger organizations delivered the exact same results. In reality, organizations allow themselves NOT to leverage a huge potential for efficiency, which is a prerequisite to achieving sales performance goals. From opinions to data: there is a significant correlation between collaboration and quota attainment. Between those with an ad hoc and a formal collaboration approach, there was a 21% difference in quota attainment. Which sales leader can allow not to leverage such a quota attainment potential?
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