Are You Positioning Your Sales Team to Win—or Fail?
If you’re not doing everything you can to position your sales team to win, you’re potentially leaving millions of dollars on the table.
A recent study from CSO Insights showed exactly what “positioning your team to win” means: employing designed, developed and operationalized sales enablement disciplines.
Stronger Selling Requires Sales Support
Recently, CSO Insights studied more than 300 companies to determine the impact of sales enablement programs. The margin of success is staggering. Companies with dedicated sales enablement functions were 10.2% more successful when it came to revenue plan attainment.
The study further indicated that companies implementing a sales enablement function typically fall into three buckets: reactive, informal and formal.
12% of companies had reactive enablement functions, meaning that when leads come in, the sales organization reacts to each and every opportunity. Another 40% were informal, in which companies make training, manuals and other assets available, but it’s up to the sales staff to use the materials. Finally, just fewer than half of the companies had formal sales enablement plans in place to measure against specific metrics important to the business.
Guess which companies performed best? Companies with a formal enablement function in place, who saw about 63% of sales staff reach their annual quota. Those with informal sales enablement functions came in at 56%, and the reactive group’s quota achievement was just 50%.
Moving from Silos to Stronger Sales Enablement
As you can see, the CSO Insights study shows a clear correlation between a formal sales enablement function and higher performance.
If you don’t have a formal sales enablement function in place at your organization, where do these services sit? In silos. You’ll likely see the majority of your informal sales enablement happening under different leaders, measured by different performance metrics and occurring via different processes. This makes significant improvement challenging.
To start taking advantage of the improvement that a formal sales enablement function can bring to your organization, start by bringing these services together under one company-wide initiative, led by one individual. This will bring more discipline to the process and open the door for positive, company-wide change.
As your sales enablement program grows, it should ultimately provide these primary services:
- Sales training
- Sales process improvement
- Sales tools
- CRM/technology management
- Content services
- Sales on-boarding
- Competitive analysis
These services do represent an investment in both your processes and your staff—but it’s an investment that can help speed your sales organization toward more wins and bigger wins.