There are other definitions floating out there about sales enablement – some are from our competitors, there is a Wikipedia definition, and several vendors in the space are promoting the phase pretty heavily.
So why did we just publish a huge research document on the topic?
Let’s start with how we decided we needed to invest a lot of cycles writing a big report about defining something some could argue was already defined.
In August 2008, we convened our first Sales Enablement Executive roundtable (a roundtable is where I facilitate a group discussion about relevant issues facing our community and drive shared understanding about changes that need to be made moving forward) near Leesburg, Virginia. We assembled a cross-functional team of VP-level executives from sales and marketing roles, representing 16 blue-chip companies like: Accenture, CSC, IBM, CA, Siemens, BMC, etc.
During that session, as a group — we debated, painfully, the definition of sales enablement, which Forrester subsequently reviewed (to gain buy-in) from other roundtables we convened in San Mateo, California and London.
We published our short definition in our Uncovering The Hidden Costs Of Sales Support report in April 2009, where we worked with several CFOs to understand their point of view about managing “cost of sales.”