To start, answer these 3 questions regarding your Sales Enablement strategy:


  1. Is the strategy aligned with the buyer’s needs?
  2. Is the strategy aligned with the company’s product strategy?
  3. Is the strategy aligned with the corporate strategy?

How many did you answer ‘yes’ to?


If all of them, you’re ahead of the game.


However, if you answered ‘no’ to any of the questions above, continue reading. It’s likely that your Sales Enablement strategy has a gap. And if unaddressed, the gap can impact Sales’ ability to make their number.


The rest of this post will focus on what those 3 gaps are. Why they need to be addressed. And how you might spot them.


Then once you finish, download SBI’s Annual Research Report. The report takes a closer look into the three gaps. Specifically, it highlights the Sales Enablement strategies that top performing sales organizations implement today. And how, in doing so, they address the gaps with key strategic initiatives.


All details on the report can be found here.


So, what are the three biggest Sales Enablement gaps?


They are:


  1. Not aligning Sales Enablement with Buyer’s Needs
  2. Not aligning Sales Enablement with the Company’s Product Strategy
  3. Not aligning Sales Enablement with the Corporate Strategy


Let’s take a closer look at each.


Gap #1 – Sales Enablement Not Aligned with Buyer’s Needs

What does that mean? Simply put, Sales Enablement does not understand the buyers. What their objectives, obstacles and key metrics are. Or how they make decisions.


Why is this a problem? Without this, Sales Enablement is not able to provide proper training to the field. For example, Sales Process training without buyer knowledge results in poor guidance and execution.


How do you know if this gap exists today? A quick way to spot this problem is through the sales training materials.  Has Sales Enablement over rotated training to be focused on product features? Or are they focused on Sales having a better understanding of the buyer? If the former, this gap may exist in your organization.


Gap #2 – Sales Enablement Not Aligned with the Company’s Product Strategy

What does that mean? Sales Enablement does not understand what the field needs to sell the product. An example is the sales collateral required when speaking to a prospect.


Why is this a problem? The field does not position the right solution to fit the buyer’s needs. They sell what is easiest for them. This results in opportunities ending earlier than they should. With the appropriate collateral for each buyer, the field can keep the conversations going.


How do you know if this gap exists today? Is there a defined enablement process for rolling out a new product? And having the sales team be ready to bring that product to prospective customers? Do they have the tools at their disposal to be successful? If you are not sure how to answer these, a gap may exist.


Gap #3 – Sales Enablement Not Aligned with the Corporate Strategy

What does that mean? This means Sales Enablement is not aligned with other functions in the company. They are not on the “same page” as Marketing, Product or Field Sales. And, because of that, they are not focused on the same goals.


Why is this a problem? This leads to Sales Enablement helping the Sales team in the “wrong” areas. The organization is focused on ‘X’, but Sales Enablement is focused on ‘Y’. This may not negatively impact revenue or the team. But Sales Enablement is not spending their time or the field’s time effectively.


How do you know if this gap exists today? An example of this instance is a company who has recently changed strategies. Perhaps Product, Sales and Marketing are all on the same page. But Sales Enablement has been left behind and hasn’t caught up to the strategy. That ultimately leads to misalignment of goals and focus areas. 


Your Next Steps

Do any of the above gaps sound applicable to your organization? Are you afraid that your Sales Enablement initiatives are clashing with other areas of the business? Does Sales Enablement lack knowledge on the buyers and how the products solve their needs?


If so, the time to take action is now. Do not let these gaps trickle into the new fiscal year. Download SBI’s research report. And identify the approach to take to solving these gaps.




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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