The term “Sales Enablement” is used for almost everything that has to do with content, messaging, training, collaboration and technology to improve sales productivity and drive sales effectiveness. The function is rarely a strategic discipline that translates selling challenges into integrated, tailored sales execution plans. But this is exactly the kind of strategic approach that is required to create sustainable business impact and to drive sales force transformation successfully.
Sales enablement daily challenges
Our clients’ reality is that it’s still challenging to provide core enablement services in an effective and valuable way. The environments sales enablement leaders are dealing with are complex. Sales alone is a complex system with many dimensions that are all connected to each other. Furthermore, the need to work cross-functionally adds more dimensions to this existing complexity. Not to mention a variety of external providers of content, messaging, technology and training to work with. All these dimensions and their dependencies have to be orchestrated effectively to create significant value for the sales force. Additionally, there are still missing elements in many enablement approaches that need to be integrated with current enablement approaches, e.g., the relevance of frontline sales managers, the need to develop integrated content and training services, and to establish a strong foundation in sales operations that’s beneficial for both disciplines. This complexity is why frameworks are so important for sales enablement leaders. Frameworks provide a visual supporting structure, they cover several dimensions and their interdependencies on an aggregated level, and they enable us to navigate complexity in a more effective way.
Foundation for Sales Force Enablement (SFE)
In my SFPC session, Sept 17, 8:00 a.m., I’ll share some fresh data from our 2014 MHI Sales Performance and Productivity Study, including data on the biggest inhibitors to sales success, data on a growing sales enablement scope, and data on enablement investments and the correlation to quota achievement. Based on the data and the still-existing different perceptions regarding what sales enablement should do, we will then establish a customer-core foundation for sales force enablement, which covers the entire customer’s journey.
Our MHI Sales Force Enablement Master Framework is based on this customer core foundation. It enables you to define, structure, process and prioritize your sales enablement efforts to create more business impact in a more effective way. I will share an overview of the framework, what the different areas look like, and how you can use them. You will learn how to connect the customer’s journey with the internal value creation processes. We will discuss how to tailor your enablement services to all stages and all levels of the customer’s journey. And we will discuss how sales force enablement and sales operations belong together. Last but not least, we will look at a phased approach to a successful change and adoption program.
See you in Atlanta at the Sales Force Productivity Conference, Sept 17, 8am
Related blog posts:
- Missing in sales enablement – customer core
- Sales enablement and sales operations – a relationship with great potential
- What are the leading investments in sales productivity?
- The biggest inhibitors to sales success