As you can imagine, we talk about “sales enablement” at different levels of the organization (Executive management, CMOs, VPs of sales, and individuals who are responsible for piece parts).
In all cases the view of what needs to happen to produce results is very different at each level, which is one of the core problems we have in our industry with building an effective sales and marketing systems.
In 1992, with my Marketing Management degree in hand, I went out in the market to find a sales job. At the time, I believed (and I still do) that you can’t really be the best B2B marketer unless you know how to sell first. One of the jobs I interviewed for was with a local dealer to sell fax machines (yes, it’s true . . . FAX machines).The VP of Sales interviewing me asked a simple question — what are the most important things to being a sales person?
In the movie “The Untouchables” Sean Connery’s character, Jim Malone, is targeted for a hit by Al Capone. The hitman breaks into his house and threatens Malone, pulling out a revolver, says, “Isn’t that just like a (derogatory term for an Italian) . . . brings a knife to a gun fight.”
Today, Forrester takes the incubation tag off our sales enablement research agenda and is launching a new coverage area called “Technology Sales Enablement” targeted for sales and marketing professionals involved in improving the performance of the sales organization. When you put “sales” and “enablement” together, you get a lot of different points of view.
So, what’s Forrester's view on thissubject? What perspective do we have to offer?