Sales Enablement encompasses a large part of a Sales manager’s responsibilities. Sales reps are a company’s superheroes, but even Tony Stark needs his Iron Man suit to do his job. Sales reps need comprehensive training, experience, and support to be an effective team member. It’s the responsibility of management to make sure each sales rep is ready to close deals and bring returns that are expected of them.
This responsibility doesn’t have to be a stressful one, if a Sales manager commits to a Sales Enablement plan. By supporting reps with the content, training and analytics they need to have more successful sales conversations, a Sales Enablement plan can be the trigger your team needs to maximize productivity. Roadblocks and bottlenecks in the sales process can often be a result of a multitude of issues, so give your plan some diversity in its reach.
Sales Enablement introduces better habits that reduce wasted time and ultimately make sales reps more productive. They can close many more deals at a faster rate with access to the resources and training they need. Before jumping into Sales Enablement, managers must keep a few factors in mind which will influence how they formulate their plan. These factors are:
Analyzing what has worked previously
Sales reps are twice as likely to achieve their targets when the best practices are implemented across an entire company. For instance, why would you have the Chicago branch of a company writing out thousands of similar emails individually, when the San Francisco branch is using a Sales Acceleration service to manage the entire email campaign process? A sales team’s best practices can take other forms, such as using a certain script, a defined sales pipeline, or an effective presentation. Whatever these tools may be, your job as a Sales Enablement manager is to critically analyze the factors which result in the most profitable deals, and use these tools as groundwork for the new plan. Additionally, the factors which contributed to losses are important to include in the new plan, obviously as practices which should be avoided.
Quantify your Goals
Plans are useless without deliverables. According to a survey by Vantage Point, only 40% of sales enablement efforts are quantifiably measured. Your credibility can be harmed if results cannot be measured, particularly your ROI and bottom line. Whether you choose a target closed deal rate for your sales reps or a dollar amount for each rep to bring in, your results should be quantifiable. Not only does this give sales reps direction and motivation, but it lets them know how far along they are each month or quarter.
Sales Enablement has received a lot of attention last year as a quick route to get to the goal of more and more revenue
Step into your sales team’s shoes for a moment. New tools have just been introduced to the team, and there is suddenly more guidance in the sales process. The CRM might even be revamped, but if your sales reps don’t feel that it will help them meet their monthly targets, they will drag their feet in adopting them. Getting the support of the top sales reps in the company would increase peer support and encourage more sales reps to adopt the sales enablement plan. If your process has changed drastically, lower your targets for a month while the team takes time to get used to the process. If they are forced into an uncomfortable, unfamiliar process and do not feel properly trained, stress from losing out on sales and unfamiliarity can seriously impact morale and results.
What is the best way to get adoption rates up, increase effectiveness, and get more support for your new sales enablement effort? Measure and publish successful results. If adoption of the plan has resulted in faster closures and more success on behalf of the sales reps, let your company know about it! Publish the results within the company and demonstrate that these plans have been working for your team.
Agreeing on sales enablement activities early in the go-to-market process prevents later disconnects between marketing and sales
Always remember, that you need to answer 2 more questions during the formulation of the plan:
How Do I Know Which Marketing Collateral Is Useful?
Usually there is no lack of marketing collateral. In fact, studies suggest that most marketing collateral goes unused or unseen. A simple evaluation system where the sales rep can view, rate, and comment on material effectiveness will tell Marketing what’s working to increase sales and visibility.
How Did The #1 Sales Rep Close So Many Deals?
Star sales reps are often looked upon as idols by other sales reps, who are anxious to learn the methods that the stars use to become so accomplished. Often, the only barrier is a lack of communication, when these reps are working in different locations. However, this can be solved by creating an online portal where the star sales reps can share their insights and the tips and tricks that help them close deals on a winning note. This process elevates the entire playing field as all reps have access to valuable sales experiences and tactics.