It's Been A While, Why — And What's Going On With Sales Enablement These Days?

Scott Santucci

It’s been a long time since I’ve updated this blog, and it’s been brought to my attention by many of you as we discuss the sales enablement topic at: conferences, meetings, over peaking duck Peking duck (wow, this is what happens when you trust Word too much in your edits and try to get something out too quickly over the voices of children who want you to go downstairs and play Wii with them), or during inquires.   (NOTE: guys, if you add comments, I know you are reading!!)

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Should you believe everything you read in a blog?

Peter O'Neill

By Peter O'Neill

Or ...Opalis NOT Acquired By Microsoft


We analysts always tend to want to be the first on the stage with impending news and blogs are a perfect medium for getting information out as quickly as possible. In fact, blogs can even sometimes be just a little ahead of the news it is predicting, and are sometimes held responsible for the said event. That is why financial analysts, when they blog, always disclose their portfolios in relation to the companies mentioned in the blog.

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New VPR for IT Management Software - Call For Submittals

Peter O'Neill

By Peter O'Neill

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Hello Everybody - Can I be of interest?

Peter O'Neill

By Peter O'Neill

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Still Accessible: But Elsewhere

Peter O'Neill

By Peter O'Neill

Pretty soon now, you will be noticing that I am no longer posting reports or blogs on the Vendor Strategy Professional pages. This does not mean that I have left the stage. It is just that I am assuming a new research focus and targeting my reports at a new role, one serviced within the Technology Product Marketing and Marketing pages. I will be building up research for one of my favorite marketing contributors, the Field Marketing Manager, that true marketing schizophrenic.

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The Great Escape: Role Model For Enabling The Great Sale

The Quest For Vision — Selling Ahead Of The RFP

Scott Santucci

It used to be that sales people could hit their numbers by responding to inbound inquiries (leads, RFIs, RFP, etc) from various companies within their territory. Now, however, these same reps are forced to develop opportunities from scratch as go-to-market models are increasingly more account–based than in the past. In addition, most firms are finding their win rates for unsolicited RFPs drop below 25%, a fact that contributes to the growing cost of sales.

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Are You Mounting A Value-Selling Engine On A Product-Selling Chassis?

Scott Santucci

It used to be that sales people could hit their numbers by responding to inbound inquiries (leads, RFIs, RFP, etc) from various companies within their territory. Now, however, these same reps are forced to develop opportunities from scratch as go-to-market models are increasingly more account–based than in the past. In addition, most firms are finding their win rates for unsolicited RFPs drop below 25%, a fact that contributes to the growing cost of sales.

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Who’s Your Real Customer? The Answer Might Surprise You

Ellen Carney

Ellen Carney [Posted by Ellen Carney]

 

Every once in a while, I come across one of those situations where the answer seems so obvious that I have to wonder if they already know the answer, but just want to know what you’re going to say. You know, like Perry Mason asking the question, but he already knows the answer?

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Trusted Advisor Or "C-Rate Consultant" : Which One Are You Turning Your Sales Force Into?

Scott Santucci

Cheesy salesman Most of the companies I speak with are focusing on changing their go-to-market models and asking their sales people to call higher in organizations. The term “trusted advisor” is batted about within the halls and conference rooms of vendor organizations.

I’ve yet to run into a marketing or sales leader who IS NOT encouraging their sales team to elevate their access level. 

Who could have a problem with a sales organization focusing on gaining more consistent access to the budget holders that control their fate? 

The real problem here is that these organizations do not realize they are making a dramatic and fundamental shift from being focused on market share (promoting products and measuring their unit sales) to a wallet share (the percentage of available spend a particular executive has in the vendors category) orientation.

Incremental changes don’t work when you are fundamentally changing the game. 

What am I talking about?

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