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One-third of SBI 100 companies have put an executive leader in charge of a dedicated sales enablement team. At these companies, sales enablement is the sole priority of an entire organization—not one part of the overall sales or marketing department. That seemingly small decision makes a big impact.

 

Our findings indicate SBI 100 companies that have invested in a dedicated sales enablement team have made the following gains:

 

  • Margins: Obtain 3 percent higher margins for products and services(13.7 percent versus 13.3 percent)
  • Margin trend line: Demonstrate a 122 percent higher margin trend line over the past three fiscal years (+0.2 percent versus –0.9 percent)
  • Revenue trend line: Achieve an 85 percent higher revenue trend line over the past three fiscal years (12.4 percent versus 6.7 percent)

     

Companies that establish a dedicated sales enablement function sharpen their competitive edge by creating three distinct advantages over companies that don’t: alignment, visibility, and accountability.

 

Alignment. Dedicated sales enablement teams are tightly aligned with sales. People, money, and time are allocated to ensure sales enablement is providing salespeople with what they need before they need it. A well-defined charter allows the sales enablement team to invest resources on tools and systems that help sales make its number.

 

Visibility. Sales enablement teams increase the company’s line of sight into what is or isn’t working. They efficiently create and provide the sales organization with timely, solution-specific content. Moreover, they are able to track the effectiveness of specific sales enablement content and make the necessary adjustments to improve its relevance or performance.

 

Accountability. Finally, companies that establish a dedicated sales enablement team benefit from heightened accountability. When this function is absorbed into broader sales or marketing organizations, the impact of sales enablement is unclear. A dedicated sales enablement team knows its days are numbered unless it makes a discernable impact on sales effectiveness as measured by critical sales metrics.

 

Sales enablement has evolved into an essential business function. Small, incremental gains in productivity can generate substantial returns for a large sales organization. It’s time to reap the benefits that one-third of the SBI 100 are already experiencing.

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ABOUT THE AUTHOR

Eric Bauer

Drives business growth through brand strategy, sales and marketing alignment and marketing effectiveness.
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As a global marketing leader, Eric helps clients identify and implement strategies that result in sustained growth. He works closely with marketing and sales teams to help clients align go-to-market strategies and navigate the complex, multifaceted issues that affect branding, demand generation, and lead qualification. He oversees projects that help clients optimize their marketing resources and deliver measurable return on investment. He counsels clients on emerging trends in marketing automation, content marketing, demand generation, marketing operations, sales and marketing alignment, and lead management.

 

Eric is the author of many marketing and sales related articles. His recent experience includes developing a scalable campaign development process for a software company. Eric identified gaps in their existing process and created a standardized, repeatable process that addresses all aspects of demand generation, lead nurturing, and result reporting. He also helped a global petro-chemical company optimize their marketing and branding efforts to identify and recruit top site operators and retail locations for their products and services.

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