“The average Sales Enablement budget doubled between 2012 and 2014 from $1.2M to $2.4M.”  Did yours?


Companies are spending more on Sales Enablement programs. The reason? The programs are focused on adoption. And adoption is what leads to results.


In order to have these programs, funding needs to be in place. Too big a budget and you are wasting cash. Too small a budget and the project will fail to deliver results. 


Download the Sales Enablement Budget Calculator to get the budget needed. Using the tool you will:


  1.       Increase your Sales Enablement budget
  2.       Run the most effective Sales Enablement programs
  3.       Have executive sponsorship for Sales Enablement programs


To get the budget needed you’ll have to justify the expense. Sales Leadership is going to want to know how their money is being spent.


Continue reading to find out how a Sales Enablement leader accomplished this. 


Justifying the Budget

Here is an overview of Eddie, a Sales Enablement leader. He was able to justify an increase in his budget.


  • Overview:  Eddie is a Sales Enablement leader at a large technology company. He has a team of 3. Their focus is on making the sales force more effective. Last year, Eddie had a budget of $500,000. He used that for a variety of small, Sales Enablement initiatives.
  • Situation:  Eddie realized that the sales force was not adopting the new Sales Process. This was an issue for two reasons. First, the Sales Process improvement was last year’s top project. The Head of Sales led the charge on this. He spent lots of time and money developing the new approach. Secondly, part of Eddie’s compensation was based on the team’s adoption of the process. If they didn’t adopt the new process, Eddie would miss out on compensation dollars.


  • Solution:  Eddie knew that a Sales Adoption program was the answer. This program would drive execution of the new Sales Process. It would ensure the money and time spent was not wasted. And, most importantly, it would deliver results.  However, Eddie would need more dollars in his budget to run the program.
  • Justification:  Eddie justified the expense to Sales Leadership. He compared two points:



The takeaway was clear. There was a risk of not adopting the Sales Process. That risk included:


  •  Time, money, resources   spent developing the Sales Process.
  •  Time, money, resources spent training and coaching the Sales Process.
  •   The expected revenue uplift the team would realize from a new Sales Process.


Sales Leadership knew how much was on the line. Not adopting the process was not a question.


Eddie received the budget he needed to run the Sales Adoption program. He put in place the right approach to drive adoption.  And ultimately, the sales team was using the new process. 


What Program is Right for Your Organization?

Perhaps you are in a similar situation as Eddie. But are not sure that Sales Adoption is the right program for you.


To find out what programs Sales Enablement teams are running, download this report. It is SBI’s 8th Annual “How to Make Your Number” Research Report. The focus is on what top performing sales teams are doing today. There is an entire section devoted to Sales Enablement programs.


Some of the programs discussed in the report are:


  • Sales Certification
  • Sales Adoption
  • Sales Gamification
  • Agile Sales Training


Download the report to find out more about each of the programs.


Key Takeaways

Sales Enablement needs a budget to run the right programs for the team. But Sales Leadership is not going to just give away budget dollars. You’ll have to show how the dollars will be put to use. And the value it will bring to the organization.


Download the Sales Enablement Budget Calculator Find out how much you need. Then, follow the same path Eddie did. Justify the expense. Show Leadership how adoption will deliver results. 


1 Savo Group, Sales Enablement Summit 2014, Sirius Decisions





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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