Drive revenue per sales head up and time to productivity for new sales hires down.

Sales Enablement as a function is on the rise.  The role has become prominent in the sales community, and conferences are dedicated to the function.  Investments in departments and teams are being made 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 their 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. 

 

Build a Sales Enablement Roadmap to get on the right trajectory. 

 

If you want help with your Roadmap, come see me at The Studio in Dallas. The Studio is SBI’s multimillion dollar, one-of-a-kind, state-of-the-art, executive briefing center. Sessions at The Studio are experiential and are designed around the principles of interactive exercises, hands-on innovation, and peer-to-peer collaboration.

 

Prior to the workshop you’d want to complete this Sales Enablement Roadmap Checklist. 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 Your  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.

 

Example:

 

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 to Fill with Your Sales Enablement 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 to hear SVP of Sales, Andy Panos outline the Secret Sauce for Sales Enablement.

 

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

 

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. Start by building the plan and getting resources in place and then focus 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 make a measurable impact.

 

To access a list of emerging best practices, download our 10th annual workbook, How to Make Your Number in 2017. Turn to the Sales Strategy section and flip to the Sales Enablement phase on pages 319 – 322 of the PDF workbook.

 

How to make your number

 

ABOUT THE AUTHOR

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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