Sales Management Association Webcast
Sales Force Enablement: Best
Practices and Emerging Trends
3 December 2014
Presented by
© Copyright 2014 The Sales Management Association.
About The Sales Management Association
A global, cross-industry professional association for sales
operations and sales management.
Focused in providing research, case studies, training, peer
networking, and professional development to our membership.
Fostering a community of thought-leaders, service providers,
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Learn More: www.salesmanagement.org
© 2014 The Sales Management Association. All rights reserved.
Slide 2
Today’s Panelists
#SalesEnablement
© 2014 The Sales Management Association. All rights reserved.
Slide 3
#SalesEnablement
Sales Management Association Webcast
Sales Force Enablement: Best Practices
and Emerging Trends
3 December 2014
Presented by
© Copyright 2014 The Sales Management Association.
“Inability to Communicate Value Messages” remains top challenge in 2014
Source: 2014 MHI Research Institute Sales Performance and Productivity Study
©Copyright 2014 MHI Global. All Rights Reserved.
Process, skill ands competencies top; followed by product knowledge, market
and competitive intelligence
90%
88%
66%
92%
Improve process, skills or
competency training
93%
91%
Improve product knowledge
and market competitive
intelligence
Change coverage model
77%
81%
95%
72%
76%
52%
75%
75%
67%
74%
66%
46%
57%
62%
2012
2013
2014
54%
©Copyright 2014 MHI Global. All Rights Reserved.
2014 MHI Research Institute Sales Performance & Productivity Study
Miller Heiman Sales Performance and Productivity Study 2013
Miller Heiman Sales Performance and Productivity Study 2012
Change compensation and
quota strategy
Deploy new CRM system
Deploy dedicated sales
manager training and
development
Deploy new sales
productivity applications
New Sales Enablement Data
2014 MHI Sales Performance and
Productivity Study
Tamara Schenk
Research Director
MHI Research Institute
@tamaraschenk
http://www.linkedin.com/in/tamaraschenk
tschenk@millerheiman.com
2005-2013: T-Systems International GmbH:
VP Sales Enablement & Transformation
Senior Manager Sales Enablement
Head of Business Development Utilities
2001-2005: Managing Consultant, Detecon
Sales & Delivery
1999-2001: Diebold: Senior Consultant:
Sales & Delivery
1998-1999: Ratio Ltd. Overseas Division
Project Manager, Sweden
1992-1998: Rausch + Partner (own company):
Sales & Delivery
©Copyright 2014 MHI Global. All Rights Reserved.
Sales Force Enablement
Foundation:




Customer Core
Front Line Sales Managers
Foundation in Sales Ops
Integrated Services
Your take-aways
51% of those achieving forecast spend more than $1,000 per person in sales enablement
Source: 2014 MHI Research Institute Sales Performance and Productivity Study
©Copyright 2014 MHI Global. All Rights Reserved.
Those forecasting to (over)achieve plan have a broader scope of Sales Enablement
Source: 2014 MHI Research Institute Sales Performance and Productivity Study
©Copyright 2014 MHI Global. All Rights Reserved.
Marketing has three times more responsibility for Sales Enablement
in 2014 than in 2013
Sales
Marketing
Operations
Products
HR
0%
20%
40%
2013
© Miller
Heiman
, Inc. AllAllRights
©Copyright
2014
MHI Global.
RightsReserved.
Reserved.
60%
80%
100%
2014
2014 MHI Research Institute Sales Performance & Productivity Study
Miller Heiman Sales Performance and Productivity Study 2013
10
Skills &
Competencies
Sales Training
Transformation
Productivity
Effectiveness
Sales Content
Field
Readiness
Playbooks
Revenue Growth
Performance
Messaging
What‘s missing?
©Copyright 2014 MHI Global. All Rights Reserved.
Technology
The customer…
"We cannot solve our
problems with the same
thinking we used when we
created them."
Albert Einstein [1879 – 1955]
©Copyright 2014 MHI Global. All Rights Reserved.
Customer
Core
Frontline
Sales
Managers
Sales
Operations
Integrated
Services
Design
Scope
Foundation
Collaboration
©Copyright 2014 MHI Global. All Rights Reserved.
MHI Research Institute Research Note:
Sales Enablement – Getting To The Next Level
"The main thing is to keep the main thing the main thing."
Stephen Covey

©Copyright 2014 MHI Global. All Rights Reserved.
Entire customer's
journey with the
entire stakeholder
network
 At each stage
 At all levels
Customer's Journey
Awareness
Need to
change
Gate 1
Define
Situation
Gate 2
Future Vision
established?
Implementation
& Adoption
Buying
Evaluate
Options
Gate 3
Select
Best
Gate 4
Best buying
option? Won?
Implement
Gate 5
Assess
Value
Gate 6
New
challenges
Shared goals, strategies, processes and technology
©Copyright 2014 MHI Global. All Rights Reserved.
Customer's Journey
Awareness
Need to
change
Define
Situation
Buying
Evaluate
Options
Select
Best
Implementation
& Adoption
Implement
Enablement Services for Sales Professionals
Competencies, Knowledge, Strategies, Expertise
Coaching Services for Frontline Sales Managers
©Copyright 2014 MHI Global. All Rights Reserved.
MHI Research Institute Research Note:
Sales Enablement – Customer Core
Assess
Value
Every piece of
content requires at
least a "how to use"
training
No sales training
without content
Source: lucaforni.com
©Copyright 2014 MHI Global. All Rights Reserved.
Customer‘s Journey
Need to
Change
Focus
Define
Situation
Change & Situation
Select
Best
Results & Wins
Implement
Assess
Value
Value Perception
Providing Perspectives
Principle
Future Vision
of Success
Scope
Sales Pros
Scope
FSMs*
Evaluate
Options
Best
Buying Vision
Own
Outcome
Increase
Value
Business Awareness - Skills, Knowledge, Strategies, Expertise
Coaching Framework and Guidelines
Content & Training
Content & Training
Content & Training
Context & Concepts
Decision Dynamics
Value Dynamics
Services
FSM = Frontline Sales Managers
©Copyright 2014 MHI Global. All Rights Reserved.
Sales Force
Enablement
Enabling the
sales force
Sales
Operations
Shaping the
sales system
©Copyright 2014 MHI Global. All Rights Reserved.
MHI Research Institute Research Note:
Sales Operations – Partner for Sales Enablement
Source: Shutterstock
Enablement Operations = Production process + collaboration model
©Copyright 2014 MHI Global. All Rights Reserved.
MHI Research Institute Research Note:
Enablement Operations – Cross-Functional Collaboration
Business
Impact
 Data shows that those who achieve plans invest
more in sales enablement than others
 But it has to be done the right way
Customers
at the Core
 One design point: The customers
 Map customer’s journey back to your internal
process landscape
Enablement
Services
 Tailor services along the customer’s journey
 Develop coaching services for the frontline sales
managers
©Copyright 2014 MHI Global. All Rights Reserved.
MHI Sales Best Practices Study
Are you focusing on the behaviors that lead to
World-Class Sales Performance?
Each year, the MHI Research Institute identifies the behaviors that lead to World-Class Sales
Performance through analysis of the MHI Sales Best Practices Study.
Join the Study, Get the Results
www.mhiglobal.com/2015study
Open through November 30
As a participant you will receive:
 Immediate access to our report Perspectives on Productivity: The Next Level of Transparency, with
insights from our research on how B2B sales leaders are driving sales performance and productivity.
 First access to the comprehensive Study results in Q1 – timely business intelligence you can apply to
your sales strategy to give you a competitive edge.
©Copyright 2014 MHI Global. All Rights Reserved.
 MHI Research Institute is a research
organization dedicated to improving
the performance and productivity
of complex B2B sales organizations,
 providing strategic analysis and
decision making support for leaders
that develop and execute sales
strategies.
 We measure, research and analyze
the attributes, behaviors and
strategies that drive World-Class
MHI Global Sales System®
©Copyright 2014 MHI Global. All Rights Reserved.
Sales Performance.
• Third annual survey from MHI Research Institute, companion to the annual
MHI Global Sales Best Practices Study
• Results reveal investment and priorities in the areas of sales operations, enablement,
training and technology.
• 432 participants globally with a diverse representation of sales force size,
regions and roles.*
Region
Sales Force Size
21%
Roles
17%
25%
59%
20%
21%
11%
19%
64%
11%
>100
100-499
500+
Americas
APAC
EMEA
*51% of respondents were from top management levels in Sales and Operations
©Copyright 2014 MHI Global. All Rights Reserved.
20%
12%
Executive/Leadership
Sales Leadership
Sales Ops
Frontline Sales Manager
Frontline Sales or Account Manager
Other
Questions and Discussion
#SalesEnablement
If the customer is missing from sales
enablement, how can firms incorporate
their input? For example, who should
collects this information?
© 2014 The Sales Management Association. All rights reserved.
Slide 25
Questions and Discussion
#SalesEnablement
What makes a good sales enablement
manager? What individual competencies
are important for these jobs?
© 2014 The Sales Management Association. All rights reserved.
Slide 26
Questions and Discussion
#SalesEnablement
What is the difference between sales enablement
and sales operations? Is there anything special
about the term and the way you see it working in
firms (sales enablement) that is especially
important to call out
© 2014 The Sales Management Association. All rights reserved.
Slide 27
Questions and Discussion
#SalesEnablement
There is quite a bit of investment in sales training
across industries. How challenging is it to link
sales performance to coaching or training impact?
What suggestions might you have?
© 2014 The Sales Management Association. All rights reserved.
Slide 28
Questions and Discussion
#SalesEnablement
How many companies perform a integrated and
holistic approach with objectives identified well in
advance. In your experience, what portion of firms
do that well?
© 2014 The Sales Management Association. All rights reserved.
Slide 29
Questions and Discussion
#SalesEnablement
Which metrics represent the best measures of
successful sales enablement?
© 2014 The Sales Management Association. All rights reserved.
Slide 30
Questions and Discussion
#SalesEnablement
Do you have any rules of thumb, whether to build
or buy a sales enablement capability?
© 2014 The Sales Management Association. All rights reserved.
Slide 31
Thank You.
© Copyright 2014 The Sales Management Association
These Slides Are For SMA Staff Use
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Bob Kelly
Chairman
The Sales Management Association
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Slide 33