There is no one single element that can define sales enablement. It is whatever helps organizations execute on or achieve their sales goals. It is the glue between strategizing how to achieve a sales goal and putting the plan into action. It is better to look at sales enablement as an ongoing process integrating a variety of different elements, including the salespeople and sales management, CRM systems and other sales technology, sales aids, training and upskilling salespeople, measurement, leading, managing, and coaching.

Two elements that can impact sales enablement are the performance of the people who are involved in selling and the commitment they show to their customers and the business. For example, the daily practices of sales leaders, such as supporting the organization’s mission(s) and commitment to client satisfaction, accepting the responsibility of coaching other salespeople, and undergoing the appropriate training to do so, are what can help sales teams succeed. Another concept that can impact sales enablement is the amount of collaboration among the multiple teams involved in the sales process. It is clear that the better the functions or groups are aligned and collaborating, the better the sales team will function.

What are some key concepts driving sales enablement?

There are four components to sales enablement that, when aligned, produce positive results in both productivity and customer satisfaction. Using these four components simultaneously is essentially the goal of sales enablement. All the collaborative elements that comprise sales enablement relate back to these four points.

  • A coherent and effective process. It is important to have a sales process or system that does not restrict the success of your sales team but rather enhances it.
  • Clear access to curated information. If they are overwhelmed with an abundance of information, salespeople’s performance can be hindered, and their relationships with customers can be affected. To enable a clearer system, there needs to be a focus on improving the quality and flow of information that is sent to both salespeople and their customers.
  • An impactful learning strategy. It is important to develop a learning strategy that is aligned with the company’s performance goals for the sales organization. Using a comprehensive, multi-modal development approach with a clear focus on engagement and sustainment is key to the program’s success. These programs should be designed at the competency level to allow them to adapt to the needs of the learners as they progress through their career.
  • Functional leadership that encourages success. Sales leaders need to be involved in the daily lives of their salespeople to ensure that their employees are representing the organization’s values and beliefs in every interaction with customers and prospects.

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