2014 was a big year for Sales Enablement. The role became prominent in the sales community. Conferences were dedicated to the function. Departments and teams were created in companies across all industries.



While tremendous progress has been made, many Sales Enablement teams are still running blind. They are not aligning themselves or actions with the sales strategy. Their sales forces still aren’t exactly sure how they fit in. And oftentimes they are performing tasks better suited for Sales or Marketing Ops. 


2015 needs to be about getting Sales Enablement running in the right direction. Make that happen by building a roadmap to get on the right trajectory. 


If you want help with your Roadmap, sign up for our workshop. By signing up for the workshop you will: 


  1. Know the gaps in your 2014 Sales Enablement strategy
  2. Prioritize the gaps for your 2015 Sales Enablement Roadmap
  3. Create the 2015 Sales Enablement Roadmap


Prior to the workshop you’d want to complete this Sales Enablement Roadmap Checklist. It will give you an initial view into the three points above. 


Sales Enablement needs to build on this year’s momentum. Let’s take a deeper dive into how to get going.




1 – Identify Gaps in Current Sales Enablement Strategy

Use the checklist to identify these gaps. The checklist will tell you where there is misalignment with the overall sales strategy. While it seems simple, this is a necessary step heading into next year. It provides clarity on areas that need focus. And it is used to frame up your decision on what to prioritize.




Possible gaps might be:


  • Adoption programs not in place
  • Unclear ownership of sales rep training
  • Ad hoc Sales Management training
  • Lack of mobile content strategy


2 – Prioritize Gaps for 2015 Roadmap

Once gaps are identified, Sales Enablement must determine where to focus. As mentioned, this is dictated by the sales strategy. Refer to this post on how to prioritize and align efforts with the sales strategy.


Sales Enablement’s role is to “makes people better at their jobs.” This cannot be done when you bite off more than you can chew. Focus on the 2 to 3 areas which will have measurable impact. Examples could be: Agile Sales Training, Sales Certification and Knowledge Management. It’s about going deep, not wide. 


Example: Agile Sales Training and Micro-Coaching Training surface as areas which can be addressed. The sales strategy for the year calls for higher frequency, customized training. To align efforts with the sales strategy, Agile Sales Training is priority #1.


3 – Create the Plan for 2015

Once you know where to prioritize efforts you can create a plan. The plan will need to include key resources, success metrics and dates. Executive sponsorship will be key as well.



The plan will need to be detailed. Training and ongoing coaching should be incorporated into the plan. Think ahead towards the reinforcement and adoption which will be needed.


Example: You’ve gone with Agile Sales Training as project #1. Prior to FY15 you will be building the plan and getting resources in place. The first months of the new year will be focused on designing the Agile Sales Training program. Then you will train the field on the new approach. This will be followed by ongoing, high frequency coaching. The goal there is to drive adoption.


Key Takeaways

Sales Enablement must be aligned to the sales strategy. By focusing on 2 to 3 strategic initiatives, Sales Enablement can mSales_Enablement_Roadmap_Checklist1ake a measurable impact.


Complete the Sales Enablement Roadmap Checklist. Sign up for the workshop. Ensure Sales Enablement’s makes 2015 it’s most effective year yet.




Daniel Korten

Helps companies make their number and grow revenue by using a data-driven approach to solving problems.

Dan joined SBI in 2012 and has mastered many roles within the firm’s Consultant Team. Most recently he became Client Success Manager, where he oversees and ensures project quality, consultant team development and client satisfaction.


Dan is an expert problem solver, which he achieves through data-driven decision making. When advising clients, he incorporates market segmentation, account segmentation, revenue & budget planning, sales organizational strategy and sales operations strategy.


Dan has also deep experience solving multi-functional organizational alignment issues impacting revenue growth. Expertise in private equity due diligence & screening, product strategy, buyer segmentation, demand generation strategy, sales territory optimization and talent strategy round out his broad base of knowledge in problem solving.

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