Stealing Ideas from Baseball to Change the Game of Sales Enablement

Scott Santucci

I’ve been covering the sales enablement space here at Forrester for six years.  While the concept is certainly more common than it was “back in the day”, I’m not really sure we as a community have a lot of clarity about how to get various Marketing, Human Resources, IT, Finance, and Sales groups on the requisite same page required to drive the desired effectiveness and efficiencies of most sales enablement initiatives across the selling system. 

The problem today?  Sales is Getting Too Much Well Intended Help and Not Enough Real Support

One of the important realizations that we continue to illuminate for business leaders is that when all of these groups are working independently to support sales, a tremendous amount of uncoordinated, redundant, or conflicting investments are made.   Corralling these “random acts of sales support” is job #1 of any strategic sales enablement initiative…but how do you determine whose efforts are the random ones?  Whether you are in a small or large organization there are many different people are certain they know what salespeople need to be successful, resulting in an avalanche of sales enablement deliverables, but few real results. 

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Suddenly, Dell Is A Software Company!

Glenn O'Donnell

The Dell brand is one of the most recognizable in technology. It was born a hardware company in 1984 and deservedly rocketed to fame, but it has always been about the hardware. In 2009, its big Perot Systems acquisition marked the first real departure from this hardware heritage. While it made numerous software acquisitions, including some good ones like Scalent, Boomi, and KACE, it remains a marginal player in software. That is about to change.

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Do Your Value Propositions "Go To Eleven"?

Scott Santucci

In Rob Reiner’s 1984 “rockumentary,” This Is Spinal Tap, one of the main characters, Nigel Tufnel, proclaims that they are different than other bands because their amplifiers “go to ll.” (You have to watch this clip if you don't know what I am talking about).

What a perfect analog of how B2B companies are trying to differentiate themselves today. I have the opportunity to work with sales and marketing professionals on the topic of competitive preference, and here are some actual quotes from vendors about how they think they separate themselves from “other blokes”:

  • “But we are truly global and our competitors are not” – a managed services provider
  • “We are much more scalable than them” – a software provider
  • “We deliver our services in the cloud” – a software-as-a-service provider

Translation? “These go to 11.”

You know the show MythBusters?

Forrester’s Sales Enablement team is testing the conventional wisdoms of sales and marketing by asking executive level buyers what they think. 

So, does “11” differentiate you? No.

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