The term “sales enablement” is a buzz phrase these days, and for a good reason. According to Learning Hub, 76% of organizations engaged in sales enablement see sales increase between 6-20%. Sales enablement, though, isn’t new. It’s been around a long time but is known by other names. There are many definitions of sales enablement, but we can loosely define it as “providing sales with the information, training, and tools needed to be more successful.” However, companies have been in sales enablement since sales began. Companies have provided their sales forces with samples, brochures, flyers, pamphlets, videos, web pages, podcasts, social media posts, direct mail or email, training, and much more. It’s just now we have a specific name for it, and many companies today have one or more people whose job is specifically “sales enablement.” That person will usually be found in either the sales or marketing departments of the company.
Why the increased focus on sales enablement? Because it’s needed. According to Spotio, 42% of sales reps feel they don’t have enough information before making a call. That’s an astonishing statistic for people whose livelihood depends on convincing customers to buy their product or service.
So, what should sales enablement consist of? Let’s look at our definition of “providing sales with the information, training, and tools needed to be more successful.” Information, at its base, should be about the vendor, the market, the customer, and competing products/services/companies. Training can be how to sell, how to use the product or service, effective presentation skills (think trade shows, customer visits, webinars), and much more. Tools refer not only to the assets or collateral needed to convince the customer to make a purchase (e.g., videos, product briefs, data specifications, brochures) but to the physical tools someone in sales needs to do their jobs – for example, a laptop or tablet to show that slick, new animation. On an associated note, Forrester wrote that “62 percent of organizations report that reps need to look in six or more locations for sales assets.” That tells us that even if the right assets are created, they’re not easily found. So, sales enablement is not just about creating collateral and offering training. The word “providing” in our definition above has meaning as well – making the information, education, and tools readily available.
Finally, sales enablement can’t be a short-term goal. As markets evolve, so must the training and tools used by sales. Sales enablement must be an ongoing activity if sales, and the companies they work for, will thrive. A scheme for continuous learning needs to be in place for ongoing success, and tracking which resources are used is a necessary tool for improvement.
Sales enablement has been around a long time and will continue to be so. But, organizations that make it a strategic priority and have a logical, thought-out plan with expert support will thrive more than others. A well-executed sales enablement strategy can be a differentiator in a highly competitive B2B tech world.