This is the final 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.
The statistics speak for themselves, based on CSO Insights research, that sales enablement can do what is says: grow revenue, achieve quota or budget and increase sales effectiveness, particularly through conversion rates.
In principle, it makes sense to continue transformation from an age when the salesperson was essentially responsible for every known sales activity to a position where an organisation builds competitive advantage through developing and playing to its strengths.
In my Introduction to this series of posts, I asked a number of questions about evolving a client focused sales culture by evolving sales enablement. I attempt to be more specific about these considerations in the following Table
|Questions||Customer Core Enablement Strategy Considerations|
|1. What does it take to be a truly customer focused whilst also achieving revenue growth and the necessary profit margins?||
|2. How do you shift an existing corporate structure and culture to create a shift from an internal, quarterly focused budget achiever towards a customer centric sales culture?||
|3. How do you approach current or future resource utilisation so customers benefit from the strengths of the individual and teams, without taking too much risk or threatening what the organisation has already achieved, or is capable of delivering?||
Some Last Points Tamara makes on Technology
Obviously, there is no single answer on evolving a Customer Core Enablement strategy however we can say that organisations globally have taken up the challenge with levels of success in sales performance.
We are no longer in a world where salespeople can easily achieve their numbers through operating in historical ways. Customers have more options, more power and are better informed. Although, customers are also undergoing change where their buying teams, decisions and process have become far more complicated and expensive.
“Do nothing” is our biggest competitor unless we can play to our strengths and add value at every stage of the buying cycle.
Top performing sales organisations continue to be successful by constantly delivering capability up close to the, at all levels of engagement.
Identifying opportunities to build competitive advantage by increasing and playing to our strengths makes sense. A centralist approach is most likely cost effective for an organisation to create and deliver more value across a diverse skills base of sales and account management teams.
How can an enablement strategy enhance your organisations opportunities for success?
Phil Hunt, MBA