These are exciting times for me, Peter O’Neill, as I ramp up my new position here at Forrester. I must say, my Research Director predecessor was very visionary to use the sales enablement (SE) term at all over three years ago - the first thing I’ve learned is that our sales enablement clients are hardly ever called that . As Scott Santucci writes in his new report: Clarity Is Key To Sales Enablement Success, “The number of sales enablement positions and interest in the topic have exploded over the past five years, yet many questions remain about what it is or which organization should own it “. Even at the SE Forum this March, only 25% of the attendees had SE in their job title - other job titles that appear in the attendees list include various marketing positions, strategic roles such as CEO, CIO or chief strategy officer, and even sales management themselves. Ultimately, we are helping all business people involved in enabling their client-facing employees to have valuable conversations with various sets of customer stakeholders. I am sure that the attendee list at next year’s Forum will also be mixed: it is early days but I suggest you block your calendar now. Colleague Mark Lindwall has just published the first of several reports on the topic of sales force development activities such as hiring, training
Sales enablement professionals with responsibility for sales training clearly have a conflict: the desire to help salespeople be successful, and the demands of the organizational leaders who request multiple training activities for Sales. The fact is, many sales training plans are massively diluted by a mish mash of uncoordinated training activities. Training organizations are so bombarded by requests from Marketing, product groups, executives, sales management, and others, that they could deliver many months-worth of full day training events to salespeople every year -- if sales leadership would allow it. So managing demand, expectations, and results is a major challenge for training leaders.
How Effective Is Sales Training?
Considering the amount of time that’s already invested in training, CEOs, sales leaders, sales managers are often asked how effective and impactful they believe sales training is. That’s reasonable given that they foot the bill, right? Nonetheless, their views are a distant second in importance to those whose opinion matter most. The people that best know how effective and impactful your sales training is are your buyers.
Think about it. Salespeople are employed for the sole reason that you sell something complex enough that your customers need to talk with a salesperson to buy it. If that was not the case, they’d buy online and be done with it. Wouldn’t you? So every salesperson’s job is to create value for customers via their conversations. If they don’t accomplish that then there’s little chance of a sales because they’ll go elsewhere. So buyers, ultimately, are the purest judge of whether your sales training is effective in supporting selling (and consequently buying).