This is the fourth of a series of posts to explore how evolving a Customer Core Enablement strategy could support development of a customer focused sales culture, based on research drawn from Tamara Schenk, Research Director of CSO Insights and a range of publicly available CSO Insights’ studies.
In introducing this series of Posts, I asked the following questions:
A Customer Core Enablement Strategy is one way for an organisation to most effectively allocate resources for best sales and service results. (https://www.csoinsights.com/blog/april-2014/missing-something-in-your-sales-enablement-approac). It involves centralised disciplines or a team to support and enable better interactions with client and prospect facing people and teams, including their managers.
In a recent Sales Performance Spotlight, Effective Collaboration Requires Prioritisation of Resources, MHI Global’s Joe Galvin said
Joe argued the case for a Common Sales Framework:
Here are three examples for the case of sales enablement, supported by research (Source MHI Global 2016 Sales Best Practices Study):
Central functions enable greater “line of sight” in prioritising most productive resource allocation. In the context of large deal effectiveness, this should lead to greater return on investment, increased success in winning large or strategic accounts and, overall, enhancing an organisation’s Brand through its ability to play to its strengths.
Top performing sales organisations measure lead performance, not just lag, indicators. Objectives are customer driven not internally focussed. They measure what’s important. They communicate and coach effectively. Compensation is also aligned to their stated objectives and metrics.
In a 2015 Sales Performance Optimisation Study (Copyright © 2015 MHI Global. All Rights Reserved), the main priorities identified, in addition to changing customer expectations (61%), were changes in the customers’ markets (49%), increasing competitive activities (47%), impact of sales organisation’s complexity (42%), the breadth of the product portfolio (40%), and the rate of new product launches (41%).Top performing sales organisations structure their businesses so that the sales professional can adapt better and faster. Resources are deployed to, rather that always expected from, the sales and client service teams
This Post argues the case for Customer Core Enablement by explaining the thinking behind recent developments in the sales world and some of the benefits that can be supported research.
I am not presenting salesforce enablement as a solution to all sales issues or opportunities.
I ultimately provide a series of take-aways for you to consider for your organisation.
Phil Hunt, MBA