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.
Why are sales and marketing professionals working harder and longer than ever before? Why are they seemingly in a constant firefighting mode, moving from one fire drill to the next, one meeting to another?
We are in the middle of a major transformation in the B2B sales model. Your company is caught between a rock and a hard place because your investors want to see accelerated growth and improved margins. However, your customers have the same pressures, and all have some form of enterprisewide strategic procurement initiatives underway. Your goal: sell at a higher price. Their goal: buy only what they need at the lowest possible price. Something has to give.
In response to these tectonic forces, we find many companies have a variety of internal projects designed to combat the commoditization trend. Some common efforts include:
Training salespeople to get access to executives.
Creating "solution selling kits" (in marketing).
Developing return-on-investment tools.
Focusing on demand-generation campaigns.
Developing sales-coaching frameworks.
Creating more structured opportunity identification and account scorecards.
Fine-tuning the customer relationship management (CRM) system to improve reporting and forecasting processes.
Pricing and packaging exercises and corresponding negotiation training.
Reinventing product marketing functions into "solution" marketing roles.