A discussion on the “Sales Enablement Community of Practice” on LinkedIn prompted me to write up my own definition of Sales Enablement, which is…
Mission for a Sales Enablement Program (aka, the definition): The sales strategy, programs, processes, content, tools and training that a sales organization needs to drive sales while reducing time-to-close, increasing forecast accuracy, increasing revenue, and retaining sales talent.
- Revenue: Increased revenue compared to pre-sales enablement efforts (admittedly, establishing a 1-to-1 cause and effect is unrealistic in most organizations)
- Skills: The sales force is empowered to competently and competitively sell products & solutions so they can exceed their sales quota
- Forecasts: The sales process is well understood and followed so the pipeline, and thus the forecast, is accurate and predictable
- Employee Sat: Sales reps are satisfied with their job and career path and bad attrition is kept to a minimum
After this, it’s up to each organization to figure out their own strategy to accomplish these goals (or add more) and then work on the specific activities to achieve them.
Organizationally: A thorough sales enablement program cuts across marketing, operations and sales. I personally believe it should run from within the sales organization, but rely heavily on other parts of the company to create sales content (marketing), create reports (sales ops), modify CRM (sales ops) and so on.
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