Many organizations have a hard time defining Sales Enablement.  Which makes it nearly impossible to determine success.  But if you invest in Sales Enablement, you should be able to measure it. 


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How is Sales Enablement measured? 


Let’s start with the definition of Sales Enablement: 


Right Content > Right Time > Right Person > To Progress a Sales Opportunity 


And to go a level deeper.  Sales Enablement is about increasing the effectiveness of your Sales team.  Not increasing the efficiency.  That’s an important distinction.  Here is why:


  • Effectiveness is about making your Sales team BETTER at their jobs.
    • Example: Closing a higher percentage of deals in the pipeline.  ‘John’ historically had a close rate of 25%.  Then, after a Sales Process training, the close rate increased to 33%.  That’s a tangible and measurable impact.  ‘John’ became better at closing deals.


  • Efficiency is about making it EASIER for the Sales team to do their jobs.
    • Example: Increasing selling time by removing wasteful tasks.  It took ‘John’ 2 hours to put a quote together.  But Sales Ops implements a new CPQ (Configure Price Quote) solution.  This decreased the time to quote to 20 minutes.  That’s a VAST improvement.  But that doesn’t make John any better as his job.  It gives him more time to sell.  Or essentially, makes part of his job easier. 


Both efficiency and effectiveness are important. You want your Sales people to improve at their job.  You also want to make their jobs easier or increase their selling time.  The key is that you know the difference.  And that you are measuring both efficiency and effectiveness.  The important distinction is that the Sales Enablement leader should be measured on effectiveness



What Should You Be Measuring? 

Measuring effectiveness is highly contextual to the organization and its initiatives.  There are two types of measurements – leading and lagging. Each plays a role in measuring the effectiveness.  


Let’s dive into each.


Leading Indicators:  Measurable factors that can reasonably predict future performance


Example KPI:


As Measured By:


Participation in Sales Enablement Program. 100% of your sales team completes the Sales Enablement activities.  i.e. Sales Training, Sales Coaching, Job Aid Usage, etc.




100% of the team completes and passes the multi-tiered Certification Program.


Pipeline to Annual Quota Ratio


Pipeline to quota ratio improves by 2X.  The increase in pipeline is a result of training on more effective prospecting.


Lagging Indicators:  Measurable factors that change as a result of a particular pattern or trend


Example KPI:


As Measured By: Quota Attainment


Percentage of reps that achieve quota increases by 5%.  As a result of the Sales Enablement Certification Program.


Close/Win Rates


Close Rate improves by 5%.  As a result of the Sales Enablement Certification Program


Deal Size


Deal size increase by 10%.  As a result of the Sales Enablement Program.


The above examples are just a starting point to measure your effectiveness.  But they give you a feel of the types of metrics you should be tracking.  


Why track both leading and lagging indicators?  The answer is straight forward.  If your leading indicators are pointing to failure, you can then course correct.  Determine what the source of the problem is.  And fix it.  Your lagging indicators will tell you if you have succeeded or failed in your initiative.  It’s that simple.  Did you meet your goal or not?  


No matter the initiatives, defining and measuring indicators is essential.  How else would you know if your initiative is a success or failure?  


The same is true for Sales Enablement.  You first need to define your goal of the initiative.  Then you need to track both leading and lagging indicators.  This will determine success or failure.  


Sales Enablement is a need, not a ‘nice to have’ in today’s selling environments.  Prove its value to the organization by measuring the initiatives.  Ensure you are tracking to success.  


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Sales Revenue Growth



Eric Estrella

Helps clients grow by creating innovative go-to-market strategies.

Eric specializes in helping clients solve some of the most prevalent go-to-market problems in today’s complex selling world. He is an expert in many industries including software, telecommunications, ecommerce, manufacturing and technology. He helps them align strategies and develop go-to-market programs to lower the cost of customer acquisition and increase customer lifetime value.


Recently he developed corporate, product, marketing and sales strategies for an emerging telecommunications solution provider that resulted in a quadrupling of revenue and EBITA in two-year span.


Eric’s background in strategy, sales operations and enablement allows him to provide thought-leadership in emerging best practices in sales and marketing.

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