Why Your Sales Enablement Plan Needs to Match Your Sales Channel


However, if you’re only working with one Sales Enablement plan, you may actually be hampering your Sales team.




Sales operates across multiple distribution channels, and each provides a unique way to engage with consumers. Therefore, each also requires its own strategy for success.


In order for the Sales team to truly be effective, you must equip them with the appropriate sales enablement assets for tackling each market.


Here’s how to do it.


Many markets are too competitive and stratified for a single sales enablement plan. Identify your go-to markets

You should have as many Sales Enablement plans as you have go-to markets.


For example, your go-to markets may be comprised of the following:


Direct Sales Force –


  • Small business
  • Mid-market
  • Enterprise


Indirect channel –


  • Value-added reseller
  • Agencies
  • Distributors


Single-Purpose Channels –


  • Inside Sales Channel
  • Key account management channel
  • E-commerce B2B channel


Sales approaches each of these channels differently. Therefore, Sales Enablement must offer a customized plan for each individual situation.


Here’s how.


Customize each plan accordingly:

Consider integrating the following elements into each of your Sales Enablement plans:


  • Content related to sales rep training
  • How training content is presented and taught through a learning management system
  • Sales tools to move deals through the pipeline
  • Mobile support and apps that inform each member of that direct channel
  • Collateral used to make the sale, such as case studies, white papers, and videos
  • Onboarding strategies for bringing new people into the company as well as promoting from within


Incorporating these items into multiple plans may seem overwhelming. However, for Sales to be effective, it’s crucial. And there are a few tips you can use to streamline the process.


Incorporate framework thinking

You may have a lot of work ahead of you, but you don’t have to start each plan from scratch.


1. Begin with a framework:

Each plan—though different—will be developed within the same framework. This framework may be a mobile app, onboarding program, or LMS software.


2. Find common content across each channel:

There will be a set of common tasks, content, and materials used across different channels. Identify these and incorporate them into your Sales Enablement plans.


You’re now 60 percent of the way there.


3. Add in the specifics for each channel:

What content is unique to your indirect channel? What do Sales reps need to know for e-commerce distribution? Fill in the missing sections and complete each plan.


Once armed with a stock of customized plans, you can anticipate the needs of the Sales team and best enable them to make the number.


One Sales Enablement plan may provide for a good framework to start off with. But it won’t do the trick for tapping into several different distribution channels.


This will help: A versatile sales enablement plan depends on a well-planned foundation.  Our Sales Enablement Plan Roadmap will help you understand the strengths and weaknesses of your plan.  Use this checklist to stress test your new programs and prepare them for deployment.  Download the Sales Enablement Plan Roadmap here.


Sales doesn’t always have time to seek out the materials for these varied markets. That’s why they look to you to enable them. Now, you have the tools to most effectively get the job done.


Mike Drapeau

Makes data and analysis come alive so clients can understand the “what” and “why” and design solutions that fit the environment.
Learn more about Mike Drapeau >

Once the leader of SBI Delivery, Mike is now head of the firm’s internal talent development, so he has had the fortune to help some amazing sales and marketing leaders. He starts by earning their trust. Much of this comes from his deep base of experience. With more than 25 years in sales, sales management, pre-sales and sales operations, he’s never met a challenge he didn’t like. And with backgrounds in sales leadership, marketing, and sales operations, he shuns the idea of being a desk jockey and relishes the idea of living in the field.


Mike maintains, develops, and leverages SBI’s library of emerging best practices for sales and marketing, which leads to evidence-based solutions, custom-fit to each client. Maniacally focused on execution, Mike does not believe in giving clients fancy deliverables with no operational details. He knows that field adoption is key. After all, if behavior doesn’t change, the lift doesn’t come. Likewise, if those closest to the field adopt the solution, the client wins.

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