Sales Enablement

Part
01
of three
Part
01

Sales Enablement Strategy Success Stories.

The Appatio case study shows success in aligning sales and marketing. The case study for Dun and Bradstreet shows the value in a content strategy. The health care company shows the positive results from aligning sales and marketing, creating a content management strategy around Buyer Personas, Sales Journeys and differing verticals, and designing a sales process that effectively uses the information from both of the above.

Appatio

Vertical: Technology
Category: Content for Sales Team

Goal

Problem

Solution

Results

Dun & Bradstreet

Vertical: Financial
Category: Content for Sales Team

Goal

Problem

Solution

Results

Health Care Company (Name Confidential)

Vertical: Health Care
Categories: Align Sales and Marketing, Content Management, Sales Process Design

Goal

Problem

  • The health care company had several verticals with which they interacted, from patients to providers and insurance companies. This was a challenge.
  • As the marketing teams continued to produce more and more content, the company didn't know what content was working and what content wasn't.

Solution

  • Marketing segmented prospects into the appropriate Buyer Persona, Lifecycle Stage, and Vertical to prepare marketing material most effectively based on where they are in the buyer's journey.
  • The marketing department worked with the sales department to provide appropriate interactive content.
  • Using technology, the organization designed a process that captures generated leads by sales reps and segments them into workflows based on vertical and specialty of interest. From there, individuals are added to ongoing email campaigns. The contacts are tied to the appropriate Buyer Persona and moved to another lifecycle stage in their journey.

Results

Lead Generation

  • There were 238 new leads generated in the first three months of using this integrated strategy.

Total Customers Acquired

Percentage of MQL's to Customer


Part
02
of three
Part
02

Sales Enablement Best Practices

Best practice areas include ensuring buy-in, which includes sales enable charters, identifying leaders and governance. Planning includes content strategy and business process improvement. Operationalizing includes access and Use of Content and Reviewing.

Best practices in Ensuring Buy-in

Sales Enablement Charter

  • Regardless of the size of the organization, research shows the more formal the charter process, the higher the win rates. A study of 500 companies showed a difference of over 14% between a random approach and a formal project charter approach.
  • The charter should delineate what aspects the company's function will address, what the internal cross-functional teams will address, the desired outcomes, and how to work together to achieve those outcomes.

Identify Leaders

  • Sales enablement must be a team effort. Actively involve the company's top sales performers in developing the charter. Analyze and document what makes them successful and enable the rest of the team to emulate them.

Governance

  • A sales enablement governance model will create an advisory board composed of senior sponsors, which will keep them engaged and ensure the connection between the sales enablement program and the organization's strategic objectives.
  • The model should set up triggers that allow the advisory board to solve strategic issues where cross-functional agreement cannot be reached.

Best Practices in Planning

Content Strategy

  • Research has shown that information for the various content types required by salespeople along the entire customer path comes from the following departments: 33.8% from marketing, 20.7% from sales, 15.9% product management, 14.3% sales enablement, 10.6% sales operational/legal and 4.7% other.
  • With that many content contributors providing different information for content for both "external and internal use in all phases of the customer's path, sales enablement should implement an overarching content strategy."
  • Package sales enablement assets into easy-to-find, easy-to-use chunks that are accessible from anywhere.
  • A recent survey shows only one-third of those surveyed do that, but they see 12.2% better win rates than those who do not.

Sales Process Improvements

  • The sales process should use the same tools the customers are using, including phone, email, social media, video, networking, and other tools. [3]
  • A sales process is a continually evolving field. The teams should stay open to new methodologies that can improve current processes. [2]
  • Develop systems that create transparency between marketing and sales so new materials can be created with the input of front line staff.[3]
  • Current sub-processes include recruiting and onboarding, enablement and coaching, improved tools and technology, and performance/effectiveness assessments.

Best Practices in Operationalizing

Access to content

Use of content

Reviews


Part
03
of three
Part
03

Sales Enablement Charters

Sales enablement charters are modeled as frameworks that meet the needs of organizations based on their size and maturity. Whatever the size and complexity of the framework used, all charters beginning a sales enablement program must address sales and marketing alignment, sales process redesign, content and communication for the sales team and team training. It is crucial that a project charter provided desired outcomes for each of the approaches identified.

Sales Enablement Definition

  • There are as many sales enablement definitions as there are people who write about the topic. Defining sales enablement specific to the organization is very important.
  • The definition should serve as a beacon, identifying what the company needs to do to make sales enablement successful. For purposes of this report, the following definition is used "An integrated strategic approach to improving and updating the technology*, processes, knowledge, and content that empowers the sales team to help them sell more efficiently at a high velocity."
*remove from definition if the organization is not mature in sales technology.

Five Essential Approaches to Sales Enablement

Sales and Marketing Alignment

  • This alignment is the single most crucial piece of work on which all the others are built.
  • Both teams need to share the same revenue goals and the same customer experience.
  • Knowledge sharing is key to breaking down silos. The company could begin the discussion with the two teams understanding each other's skills and activities. Template #4 is one option.
  • It is crucial to get these two "historically disparate teams" together. Senior management must make it clear that aligned sales and marketing are the only paths forward.
  • A service level agreement between sales and marketing is not the only effective way to manage expectations, but it will ultimately help build a single cohesive sales enablement team.
  • The team can be provided a template for an SLA, or they can get together and create their own SLA. Working on it together will hopefully start the cooperation immediately and will force the group to agree on key metrics, definitions, and activities.

Sales Process Redesign

  • One company in B2B sales surveyed their customers and found that 78% of them selected their product because of their sales process and the people they met during the sales process.
  • A company needs to look at the entire sales process and identify the points where the process slows down, which could be at the end when the proposal is under scrutiny by the potential customer, or in the middle when the salesperson is trying to schedule meetings?
  • Even more important, does the company even have a defined process, or are their prospects dictating the process?

Content for Sales Team

  • Once marketing and sales are aligned, marketing should be producing 100% of the content for the sales department based on an audit of the questions sales get from prospects.
  • Content should be buyer journey stage-specific, role-specific, industry-specific, and challenge-specific.

Communication for the Sales Team (Calls and emails)

  • Everyone in sales has to tell the same story with the same words and using the same tone.
  • Creating email and call templates that give salespeople the necessary messaging and story while allowing them to customize to fit the specifics of the prospect's requirements is the key to ensuring that the story is told consistently.

Sales Team Training

  • Training associated with rolling out a new sales process, new sales content, new sales technology, and new sales qualification techniques must be designed.
  • This kind of training is essential to get your sales team to understand, use, and provide feedback on these new initiatives.

Other Categories

  • Other categories to consider as the sales enablement program becomes more mature include Qualification methodology, Lead Score modeling, Sales technology and automation, Sales analytics, metrics, and dashboards, Sales commission plans, Sales territory alignment, Sales team management best practices, and Sales team training

Sales Enablement Charter

  • A sales enablement charter is a business plan and a guide for ensuring that sales enablement activities are not just random and ad hoc improvement ideas but are linked together into a formal strategic process that has a measurable impact on a business.
  • Before a sales enablement program can begin, there must be a clear and shared understanding of the vision, mission, and strategy in the organization.
  • Goals and objectives on their own are not sufficient. If they are simply a set of financial goals without value or purpose, they provide the organization with no direction.
  • A charter framework must, therefore, provide a mechanism for linking the organizational strategy to the sales strategy through a tailored approach to sales enablement.
  • It is crucial when preparing a charter to define objectives and metrics. For example, if the goal is to bring new hires to full performance more quickly, set a percentage improvement or a week or month reduction target. Ideally, both leading and lagging measurable KPI's should be included in the charter. Every goal must be linked to the desired outcome.
  • Research has shown that organizations with a formal sales enablement charter achieve a 19.2% better win rate.

Potential Charter Frameworks and When to Use Them

#1 — Basic Template

#2 — Simple Template

  • This framework is best for a small to medium-size company with a definable hierarchy and the staff to provide the necessary resource.
  • Each of the four sections should be customized for the organization before distributing it for use within the company.
  • The four sections include
1. Sales Enablement Charter definition should match the goals of the organization
2. Capabilities should list the activities and deliverables for each of the four subsections of Skills, Knowledge,
Process, and Tools.
3. Production process is how to implement each of the four subsections through the create-deliver-measure-
refine loop.
4. The Organization Chart indicates the roles of the people on the team and shows where changes to the org chart
may be required.

#3 — Complex Template

  • This framework is best for companies looking for a detailed sales enablement program and a full listing of potential activities and deliverables.
  • The program manager/consultant should customize it for the company before distribution.

#4 — Template for an activity for breaking down silos between sales and marketing.


Sources
Sources