03 Abr Definiendo el cómo habilitar a tu fuerza de ventas
Definiendo el cómo habilitar
a tu fuerza de ventas
Sales enablement is a very fast moving discipline. In 2016, one-third of organizations had an enablement discipline; in 2017 therewas an increase to almost two-thirds. In parallel, the discipline matured in those organizations
that had been focusing on enablement for a couple of years. Based on our research and work with our clients, it was about time to evolve our definition – first formulated in April 2015 – to represent the current, evolved state of enablement, and so that enablement leaders can build and develop their enablement practice based on a comprehensive frame of reference.
Enablement Is a Fast-Growing Movement
Back in 2013, 19.3% of organizations had an enablement initiative or function. That increased to one-third in 2016 and 59.2% in 2017. As always, when many people join a movement at the same time, the confusion seems to increase, and the need for clarity has never been greater. And clarity begins with defining the terms we use.
CSO Insights defined sales enablement back in April 2015. Now, more than two years later, our definition has evolved based on our latest research, our work with clients and the dynamics we experience in the market. However, the main characteristics of our definition remain the same. The evolution of the definition represents fine-tuning for the sake of clarity.
A Frame of Reference
The purpose of a definition is to provide a frame of reference. Working with a definition allows enablement leaders and teams to get all involved stakeholders on the same page. A definition should help us understand what something is, why and how it is done, and ideally also for whom. To make a definition valuable for an organization, it has to be brought into the context of the organization. And that means the enablement team and the involved stakeholders should take the time to discuss what each element of the definition means in their current organizational context.
Evolving the CSO Insights Definition
Let’s have a look at the evolved version of our definition:
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.
The definition can easily be broken down line-by-line into digestible components, making it an effective frame of reference for enablement leaders and their senior executive sponsors. Let’s have a look at the components:
Strategic – World-Class organizations take a strategic approach to enablement. They map the organization’s business strategy to the sales strategy, and they identify the current strengths, weaknesses, and gaps regarding the implementation of the sales strategy to define and sharpen the scope of their enablement approach. Based on that analysis, they come up with a tailored enablement strategy to address the specific challenges, define clear objectives, and determine the enablement services they are going to offer. And they don’t forget to establish how to measure success. Setting up enablement in such a strategic way helps to avoid running into ad-hoc projects that are forever fighting to justify their existence.
Data point: Organizations with a formal charter-based approach to enablement set
a foundation for a significant improvement of quota attainment: 27.6% better quota attainment compared to the study’s average quota attainment of 57.7%.
Collaborative discipline – The more strategically enablement is set up, the more likely
enablement plays an orchestrating role, bringing together the talent and effort needed to produce a holistic set of enablement services – content, training and coaching – along the entire customer’s path across various functions, such as marketing, service, product
management, sales operations, HR, L&D, and IT
This need for collaboration and the orchestration of combined efforts to reach the desired outcome is one of the reasons we call it a discipline rather than a function or department. For example, a playbook might consist of input from functions like marketing, product management, sales ops, or product training. This approach requires a collaboration model, which means the clear definition of, at minimum, accountable and responsible roles per enablement service as well as a production process for all enablement services as well as all sorts of tools.
Data point: A formal cross-functional collaboration approach impacts quota attainment by 6.8% Increase predictable sales results – For the enablement discipline to be considered a success, improvements in sales results cannot be one-off or based on short-term initiatives. Tailored enablement approaches that address particular challenges in the organization créate more impact. And the more consistent they are, the more predictable the results will become.
However, it’s important to point out that while revenue is always the primary performance goal of sales enablement, the relationship between enablement and revenue is indirect. Sponsors naturally want to see an impact on these numbers, but enablement success should be measured by leading indicators such as conversion rates (value, volume, velocity) that show whether performance is going in the right direction or not.
Data point: Organizations with enablement show on average better performance metrics compared to our overall non-enablement related study population. Examples are quota attainment: 57.7% versus 53.0%.
Consistent, scalable enablement services – Sales force enablement covers the entire scope of enablement services along the entire customer’s path: training, content, coaching, and also various tools. Each of these services must be aligned and integrated to create the consistency salespeople need. A critical success factor to achieve consistency is an overarching value messaging approach that covers the entire customer’s path and is reflected in all related enablement services such as customer-facing content, and product training. It must be aligned to marketing’s online macro messaging. The formality of your approach also allows you to create a discipline that scales as your organization grows.