An important trend happening today across BtoB companies is the need to move from random acts of sales enablement to a sales enablement system that supports profitable revenue growth. This presentation introduces what it takes to make this happen including: - Define a clear definition of sales enablement that is aligned to your business - Understand your buyer and seller, the sales and buying processes, and how messaging is delivered - Understand current market drivers that has changed marketing and sales - Understand the four key elements of a sales enablement system - Assess current level of SE maturity for your organization and the expected payback for moving to a SE system At the Sales Enablement Group we work with our clients to strip away the complexity of sales enablement allowing our customers to focus on the growth of their business.

1. Sales Enablement Group
Driving Profitable Revenue Growth

2. Sales
enablement
defined:
Why sales
enablement
 With Sales Enablement in place, enablement roles that span departments
communicate more effectively and are aligned to enable efficient and effective sales
advisors that deliver higher win rates, increased deal size, reduced cycle times while
improving the buying experience.
 The sales message model
illustrates how SE proves
itself every hour of every
day, in conversations
between the messenger
(sales and customer facing
roles) and buyers

3. Problem with
current
approaches to
SE: information
& messaging
overload for
sellers and
buyers

4.  Retaining and growing revenue comes at a cost. Forrester Research
estimates support costs to be $135k per quota carrying sales rep
Sales
enablement is in
place today:
for many,
random acts of
sales
enablement
 The next time you hire a new rep or add a channel partner ask yourself: is
the foundation in place to enable their success in a reasonable time
period and in a cost effective manner?

5.  Challenge to sustain revenue while enabling revenue growth
Why sales
enablement has
become a
priority:
business
execution
 Buyers are smarter, requiring that sales be smarter
 Seller and buyers suffer from the same “information overload” and
“random acts of enablement”
 New products built organically or obtained through M&A introduce new
“random acts of enablement”
 Investments in traditional sales portals and CRM has yet to deliver effective
and efficient selling
 Without an effective SE system in place for direct sales, difficult to replicate
success to enable indirect channel sales
 And finally, given competitive markets, need to start the journey to put in
place an SE system to compete and grow in a repeatable way

6. Game changers
driving the way
companies
market and sell
 #1: Smarter buyers and how sellers become relevant
 #2: SE resources and tools find sellers and buyers, anywhere
 #3: Social selling and real-time sales enablement
 #4: Generating profitable revenue through a SE system

7. Buyers are
smarter,
sales must be
smarter and play
a role earlier in
the buying
process as
advisors

8. What is the SEG
Sales Enablement
System:
a methodology that
defines the
people, process,
content and
technology required
to successfully
improve sales
Executives understand there are basically two options available to grow
their markets as well as to respond to a shift in the market demand:
1. Restructure and/or replace people
2. Change the system used to scale and enable people to sell
The SEG Sales Enablement System enables repeatable revenue growth and
provides a way to respond to changing markets

9. People: skills to
succeed in sales
today as a
trusted advisor

10. Process:
understanding
the smarter
buyer and
improving the
buying
experience

11. Content:
understand
market and
buyer types will
shape sales
enablement and
content

12. Technology:
To fully mature how
sales enablement is
delivered, must
understand the overall
revenue enablement
system which
illustrates how people,
process, content and
the entire technology
stack (including CRM &
MA) aligns to the
buying process

13. Why best in class
vendor services
provide real
improvements in
the way
organizations sell –
custom built
solutions don’t
scale or improve SE
maturity

14.  We have learned from well over 100 SE deployments that effective
enablement requires alignment and ultimately corporate-wide support
Systemize SE: a
framework to
improve
 “Systemize” SE using a framework and SE Maturity Model
 Get started with a 1 or 2 day SE Maturity Workshop

15. Deployment of
an SE System
Starts With 2
Day SE
Assessment
Workshop With 6
Exercises
 #1 - Identify business strategies addressed by the SE System and determine
focus areas like on-boarding sales staff
 #2 - Assess four elements of a holistic SE System and perform gap analysis
 #3 - Review what’s required to systemize and make processes repeatable
 #4 - Discuss the game changers that have redefined marketing and sales
today
 #5 - Create a model that aligns people, technology and content to the buying
process
 #6 – Develop a plan for climbing the SE System maturity model™ to
maximize the investment in SE

16. With the Sales
Enablement
Maturity Model™
in place, an
organization has a
detailed roadmap
to improve sales
enablement
initiatives and
grow revenue

17. Example
assessment
questions for SE
Level 1

18. Payback for
climbing the SE
Maturity Model

19. Sales
Enablement
Group:
what we do
 We help our clients grow revenue by assessing
their current enablement maturity and putting in
place a sales enablement system to effectively
and efficiently scale the organization

20. Advisory and
Consulting
Services
 Perform SE maturity workshop (1 or 2 days) to deploy a
complete SE System and maturity framework
 Create SE System model and technology requirements
 Create a business case for investing in sales enablement
 Advise on how to respond to 2014 market “game changers”
that are redefining marketing and sales

21. Sales
Enablement
Group
Experience
 SEG founders have been instrumental in the
growth of several start-up companies, including
two that became successful public software
companies and one venture backed SaaS firm
that was acquired by a public software company
in 2011
 SEG’s experience includes over 100 sales
enablement deployments from emerging
technology companies to global leaders,
including CDW, Motorola Solutions, Thomson
Reuters, Omniture, TransUnion, Infor, NetApp,
NBA, Zimmer, LodgeNet, NetIQ, and others

22. Contact
Information
Craig Nelson
Founder and Principal
Sales Enablement Group
952-226-1524
cnelson@salesenablement.com
www.salesenablement.com
www.linkedin.com/in/cnelson7/