Customer Core Enablement Post 5 Goals and Frameworks

Published on July 1, 2016

The Evolution of Sales Enablement; Customer Core Enablement A Different Take on Building a Customer Focused Sales Culture Post # 5. Customer Core Enablement Goals and Frameworks

This is the fifth 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.

Customer Core Enablement Goals

Thinking through investments in sales and customer relationships is worth it, not to create process and overhead, but to build competitive advantage, productivity and grow revenues, in a resources constraint and ever changing world.

A Customer Core Enablement Strategy is one way for an organisation to more effectively allocate resources for best sales and service results. It involves centralised disciples or a team to support and enable better interactions with client and prospect facing people and teams, including their managers (https://www.csoinsights.com/blog/april-2014/missing-something-in-your-sales-enablement-approac).

Enabling salespeople with skills, knowledge, strategies and expertise so that they can successfully navigate the buyer dynamics and improve sales results and productivity is at the core of sales enablement.

Aligning customer centric belief with behaviours, roles, responsibilities and the purpose and vision behind customer core enablement is key to success in driving a more centralist approach to investment in sales capability, efficiency and effectiveness.

Enablement programs can support an evolving customer core sales culture provided the customer is at the centre of everything through the entire customer journey. They are not an opportunity for more internal process.

Customer Core Enablement Frameworks

Core elements of a framework recently presented by Tamara in London are referenced here:

Change & Adoption

A change management plan to establish resources, roles, responsibilities and objectives for a sales enablement function.

Changes required need to be identified, together with potential obstacles, issues, challenges and opportunities. Similar to all change management initiatives, alignment will be achieved through effective communications processes so people understand why change is required, their role in being successful and performance management to target and measure success.

Vision & Strategy

The Vision and Strategy is essentially the internal selling tool to establish a direction and create energy and momentum to move the organisation forward. It involves:

  • Goals derived from the charter
  • Priorities are set based on the charter
  • Objectives, strategies & roadmaps – short and long term
  • Enablement services metrics – measuring both changes required and benefits achieved
Enablement Services
  • Future vision of success
  • Deliver and leverage value
  • Enabling salespeople with skills, knowledge, strategies and expertise
  • Support salespeople to successfully navigate buyer dynamics to improve sales results and productivity
Enablement Operations
  • Assess all content/assets on “customer journey alignment “
  • Implement one platform to access enablement content services (ideally with training)
  • Define content management framework: content types, formats, targeted customer journey phase, buyer role, business challenge, life cycle, etc.
  • Create and improve all new assets based on this framework
  • Research shows that “Be inspired“ is a delivery mechanism that suggests the right content, training and messaging per lead or opportunity
  • Integrate your enablement platform with your CRM system
  • Measure & adjust

 

At the heart of a successful enablement strategy is customer centric focus where the organisation delivers capability and effectiveness to each salesperson, service person and their managers.

The following illustrates a Customer Core service strategy and structure

Getting to Customer Core

Customer Core Enablement can go an extra, and particularly cost effective, step by creating a strategic, cross-functional discipline designed to increase sales results and productivity by providing integrated content, training and coaching for client and sales people and their managers along the entire customer’s journey that is powered by technology.

As you think about these issues for your organisation, you might want to make a list of the aspects of your current approaches to sales and client engagement that you want to improve., e.g. greater customer focus. Then, see what additional skills or capability you could restructure into a more centralist Enablement Strategy.

Phil Hunt, MBA