THE SIMPLE WAY TO UNDERSTAND AND IMPLEMENT YOUR SALES ENABLEMENT PROCESS

A continuously adapted and supported sales enablement process is a strategic pillar that every sales manager must already have designed and implemented to ensure a consistent and robust sales approach to increase reps skills and buyers confidence.

The recommended way to do this is to adopt and adjust an annual planning process that continually allows the team to feel increasingly comfortable leading high-quality sales discussions; not only for newcomers, but also for the entire sales team.

We can consider three major steps for successful design and use of your sales enablement process:

1- THE LEARNING MODEL.

2- TERRITORY PLANS

3- AGILE SITUATIONAL PROGRAMS.

THE LEARNING MODEL:

This element differentiates performing companies from the others by the fact that their learning model is scheduled, continuous and structured where over time they see a noticeable growth in business performance.

According to “Corporate visions” the common elements that high performing teams use meticulously are:

1- Official and global Rollouts

2- Competency maps.

2- Role and tenure.

3- On boarding.

TERRITORY PLANS:

The proactive intervention of the manager to correlate those four elements versus the quota:

1- Sales force sizing and organization.

2- Territory to expand or not.

3- Up or cross selling.

4- The right KPIs adjusted for the situation.

The KPIs topic deserves more details as I personally use a short but effective list of operational performance indicator like:

The weighted value.

The opportunity life span.

Stalled opportunities rate.

Conversion rate.

Forecast accuracy.

Other KPI’s are used as up /cross sell, Contracts renewals….etc.

AGILE SITUATIONAL PROGRAMS:

For unpredictable reasons the company might change its strategy during a running period. In such a change, the sales leader must deal with the situation immediately and cannot wait quarters or years to roll out a new approach.

Depending on the business, the situational program might be different, and other some requests may be taken into account in the plan; nevertheless, the same question that every leader must ask himself is : ?HAVE I ALREADY PREPARED A PROCESS TO DEAL WITH THESE CHANGES? :

1- Price increase where the company needs to revise for growth.

2- New products with very narrow competitive advantages.

3- New external elements that trigger a market change.

4- New commercial strategy, which must be communicated immediately.

5- A fast and aggressive competitive movement.

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When well designed and organized, the sales enablement process is an effective tool for sales managers to maximize results and gain expertise.

Here you can have a glance at the sales enablement top objectives “GARTNER source” :

So let's go!

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