Many of our clients are building named account or strategic customer programs in order to drive more revenue from their existing customers. Unfortunately, few are even close to realizing their expected results. Understanding the challenges associated with cross-selling within large account structures is one of the track sessions at our upcoming Sales Enablement Forum.
Joining me in my track will be Tamara Schenk, VP of sales enablement at T-Systems. Tamara has definitely followed the path of the manager of “broken things” to evolving sales enablement as a more strategic function within her company. Here are some of her thoughts:
1. How has the role of sales enablement changed inside your company?
The role of sales enablement changed fundamentally inside T-Systems. We started with sales enablement three years ago after the consolidation of many different portfolio views to ONE portfolio. Consequently, we also consolidated the variety of different sales portals by implementing one cross-functional multidimensional sales enablement platform called SPOT ON. The hard work behind SPOT ON was to analyze existing sales content, to be brave enough to throw away thousands of documents and to define everything else in terms of target groups, content, purpose, mapping to sales outcomes, RACI matrix for each content type, content generation and content publishing activities including a content localization process.