A while ago, there was an interesting discussion in the Sales Enablement Society forum about the main orientation of the sales enablement function.
Is sales enablement strategic or tactical? How do you recognise its mode?
It’s almost a bit like asking if light is a particle or a wave?
The scientists among you surely know that the answer is: it depends!
In order for sales enablement to be a successful, in my humble opinion, the answer must be: it’s both!
I do not care much about how you define what sales enablement is. I do care about how sales enablement helps customers and salespeople with value creation. Sales is all about creating value for the customer so is sales enablement about creating value for salespeople, sales teams and organisations.
There are many ways that sales enablement creates value. Here are three examples:
- It helps to reduce ramp up time of sales new hires through a well designed sales onboarding programme.
- It assists in improving revenue, increasing average deal size and closing more opportunities through sales methodology and sales leader coaching.
- It drives consistency across sales and marketing messaging.
Sales enablement is always both, tactical and strategic.
Sales enablement happens in any organisation whether there is a formal sales enablement role or function or not!
Of course, if there is no sales enablement role or function someone else has to provide salespeople with the tools and the training needed in order to be successful. Typically, this leads to sales managers and top reps having to jump in to run onboarding, ongoing training and more taking valuable time away from their core role which is selling!
Action: Explore how your sales enablement strategy is aligned with the priorities of sales and marketing. Do you have a strategic sales enablement plan that aligns clearly with sales and marketing plans and goals?