Enablement – The Ultimate Guide to Thrive in 2022

Estimated reading time: 31 minutes

Key Questions

What is Revenue?

Revenue is the income that a company generates from the sale of goods and services to customers.

What is Revenue Growth?

Revenue growth is the increase in the income the company generates from the sales of goods and services to customers. This growth may occur as the result of sales to new customers, selling additional solutions to existing customers, or reducing returns/cancellations in the existing customer base.

What is Revenue Enablement?

Revenue Enablement supports prospects and customers along their journey by arming all customer-facing roles to deliver consistently great information and experiences to help the business achieve its revenue growth targets.

What are the primary aspects of Revenue Enablement

The customer is at the center; Process-driven; Formalized change management; Collaboration and alignment across front and back of business; Metrics-Oriented vs. Data-Driven.

What is Sales Enablement?

Sales Enablement is the process that supports sellers with training and content to help them guide buyers through the sales funnel.

What is Enablement?

Enablement supports prospects and customers along their journey by arming all customer-facing roles to deliver consistently great information and experiences to help the business achieve its revenue growth targets.

Is Revenue Enablement Process-based?

Yes, or at least is intended to be process-based and process-driven.

What is the next step in the evolution of Enablement

As Revenue Enablement matures, companies will begin to look ahead to the future: The Collaborative Business.

Sales Enablement Meaning

Sales Enablement is the process that supports sellers with training and content to help them guide buyers through the sales funnel.

What is sales effectiveness?

Sales Effectiveness is a subset of Enablement, focused on leveraging best practices to ensure your sales organization maximizes their selling time talking to the people who are most likely to buy your products and solutions.

Revenue Enablement is simply the next step in the evolution of Sales Enablement. Whereas sales enablement focused primarily on helping sellers (i.e., account executives and other sales reps, sales managers, sales leaders, and the partner channel, this form of enablement supports the entire revenue team.

Throughout this article, we will primarily refer to Enablement as a short-hand for Revenue Enablement.

However, where we feel clarity is required, we will specify the type of Enablement being discussed.

Let’s start at the beginning.

Sales enablement defined

Sales Enablement is the process that supports sellers with training and content to help them guide buyers through the sales funnel.

The Sales Enablement process

While there are many examples of ad hoc programs, aka random acts of enablement, we all agree that this is the wrong way to run your program. Your sales enablement team, and those they are trying to support, will typically fail when you are at this level.

While the exact process will vary from business to business, from sales enablement team to team, the sales enablement strategy and process must incorporate these elements to be successful:

  • Enablement must align its’ goals and its efforts with business KPIs.
  • An executive-level leader must champion the Enablement program – most often a Chief Revenue Officer.
  • Cross-functional collaboration and communication across teams are central to success.
  • Metrics, both qualitative and quantitative, guide our programs

These are fundamental truths for all forms of Enablement.

Looking for the Summary (Video)?

Sales Enablement - The Brief You Need To Understand The Function Today

Revenue Enablement vs. Revenue Operations

As defined on our page about Revenue Operations:

Revenue Operations represents the realization that companies must support the buyer and customer journey via data and technology and, like Revenue Enablement, puts the customer at the center, not the sales process

Revenue Operations and Revenue Enablement are peer-level functions, combining data, process expertise, and effective use of your tech stack, with training, content development, and related capabilities. Given the common focus of each team, I expect the two roles will merge in most organizations and report into the Chief Revenue Officer.

Revenue Enablement vs Sales Enablement

We will make this fairly quick.

Revenue Enablement:

  • Supports all customer-facing teams, individual contributors of all levels, and management from front-line through executive. — not just your sales organization
  • Both strategic and tactical and must be data-oriented to identify focal areas and to demonstrate business impact
  • Providing insights and delivering measurable outcomes is a must.
  • Uses tactics such as content creation and curation, training, coaching, communications, and process improvement
The term Sales Enablement has two significant flaws:
  • Sales Enablement implies you are focused entirely on supporting the sales team.
  • Enablement is a terrible word that means everything and nothing, causing confusion, misinterpretation, and inconsistent results.

In many cases, Sales Enablement teams focus on sales and the relationship, processes, and alignment between sales and marketing.

While this focus on sales is essential, it is only one piece of business growth.

Ultimately I would like to replace both words with something more descriptive of the function. However, let’s start with Revenue vs. Sales.

  • Revenue Enablement was the term SiriusDecisions put forth and, instead of further muddying the waters, I jumped on board with it.
  • Revenue, in part, is a nod to the fact that we must support the entire revenue team, including sales, customer success, marketing, presales, partners, etcetera
  • Revenue, in part, recognizes that we must focus not just on new sales but upsell/cross-sell and retention. To accomplish this, we must support far more than the sales teams. We must explore the entire growth engine, and we must put the customer experience front and center.

Ultimately, we must streamline the business front to back, back to front, vertically and horizontally.

Revenue Enablement is the appropriate next step in the Enablement journey. It broadens Enablement across the entire buyer and customer journey, maximizing the value to customers and the business.

Enablement Fundamentals

But first…

All of these articles go deep into various areas of enablement. Whether than duplicating all of that content here, we are spotlighting it for your ease of access instead.

Successful go-to-market teams create positive team dynamics focusing on setting achievable but challenging goals while developing a learning-based environment that achieves personal, team, and organizational growth.
Team Structure
Measurement
Launching your Program
Statistics
Your Charter
Managing Change

Let’s go deeper into aspects of Enablement not covered elsewhere.

What is Enablement

The Pillars of Enablement

I initially wrote about the Pillars of Revenue Enablement for Bigtincan on their Revenue Enablement page.

In this article, I am providing a summary.The customer is our focus

Deliver great experience and provide value at every single touchpoint with or business.

Process Driven

One of the methods used to drive better customer and employee experiences is to focus on process optimization. Give a listen to this show for an example of this optimization in action.

Process Optimization – An Important Revenue Enablement Focus

Formalized Change Management

Enablement, whether we discuss Sales Enablement or Revenue Enablement, is a form of change management. You must have a change strategy supported by executive leadership, with the adoption of change being a focus.

Collaboration and alignment across front and back of business

Collaboration is one of the critical methods for aligning groups, reducing surprises, and duplication of efforts.

Metrics-Oriented vs. Data-Driven

Metrics must guide your efforts but so must user feedback. Use both.

The Enablement Execution Model

The Enablement Execution Model

We are not building a rocket ship to the moon.

We are not performing brain surgery.

We seek to use the best practices that other organizations have used before us to successfully deliver positive and measurable change for our businesses.

What is the process?

Analyze business needs

What problems do you need to solve?

Collaborate and communicate to build alignment

Collaboration is vital, as we already noted. Pull groups together to align on the challenges you need to solve and find solutions that all can embrace. The goal, as always, is to improve life for your end customer and employees while driving increased revenue and business growth.

Prioritize based upon business impact

Focus and execute on the work that will have the most significant impact.

Execute to meet strategic and tactical needs

While focused on the critical strategic projects, you must still make time for your Enablement group to deal with one-off requests.

Facilitate cross-team efforts

As work progresses, continue to bring groups together.

Drive Adoption

Any change not fully adopted will have a reduced impact. Drive adoption of changes across sales, marketing, customer success, and all other organizations.

Measure Business Impact

Are your changes creating the desired outcomes?

Refine approaches based on data and user feedback

Learn from the data, the end-user feedback, and adjust your strategy and tactics as required.

Categories of Enablement Work

The Revenue Enablement Execution Model is straightforward and should provide a guide for your Revenue Enablement teams.

However, Revenue Enablement is complex, and focus is critical.

The good news?

As you consider your approach, keep in mind the following types of work impacting your Revenue Enablement team and the importance of maintaining the right balance across these three.

Strategic Revenue Enablement Work
  • With your leadership team, define one or more strategic projects to complete each quarter
  • Define the leading and lagging indicators
  • Schedule an hour or more each day to move these projects forward consistently
  • Be selfish, do not give up this time on other projects
Tactical Revenue Enablement Work
  • Publicly commit to moving specific tactical requests forward each week
  • Prioritize this work using a standard scoring model, a rubric, so people are clear WHY you are choosing particular tasks
  • Define the leading and lagging indicators these will impact.
  • Put time on your calendar every day to move these efforts forward
Unplanned Revenue Enablement Work
  • These requests will come in regularly
  • Prioritize these against impact to the business, understand the WHY it is needed, WHO it will help, and HOW this will align with business goals
  • Schedule an hour or two each day for unplanned work
  • If you don’t use all of this time each day, use the time for tactical or strategic projects.

How do you prioritize your Enablement work?

In the section above, I spoke about the need to prioritize requests.

You are probably wondering, however, how do I prioritize requests from the team?

Standardize how you are taking in requests for Enablement work

Whether you are a team of one or one hundred, create a process for receiving requests and standardize the inputs you want to receive.

The input process could be as simple as filling out a paper-based form, a Google Doc, or another form-based mechanism in a more sophisticated tool.

Standardize the information you gather

This form is not simply a tool to determine what your teams want to be done but also to help you prioritize.

What questions should you ask?  

Here are a few questions for you to consider using.

  • What you are requesting
  • What business goal will this help you achieve?
  • How will we measure the success of this request?
  • When is this change needed?

 

Developing your Sales Enablement Strategy

The role of the Sales Enablement strategist

Your Sales Enablement manager/leader may be a capable and qualified strategist — and they may not be.

They may be great people leaders, project managers, savvy sales tech users, and strategists, but often they are not all of those things.

You have choices:

  • Get training and coaching to become a strategist.
  • Hire a strategist and coach them to close the other skill gaps.
  • Hire a sales enablement strategist to support them in building the strategy, deploying it, and providing regular checkups.
  • Do the best you can without the help of a Sales Enablement strategist.

If you go without, you will fail to deliver positive and measurable increases to business revenue.

Creating The Sales Enablement Strategy

Creating a sales enablement strategy is straightforward to explain but can be challenging for anyone unfamiliar or inexperienced in strategy development and change management.

Here is an overview of the process that any Sales Enablement Strategist can follow.

Review and Set Goals Goals

Ah.

You saw the old start with why coming, didn’t you?

This question is always the most important to work out.

Why are you implementing Enablement and, based upon that answer, you begin creating a sales enablement strategy to achieve these business outcomes.

You do not have to begin by defining a complete set of leading and lagging indicators; you need to ask yourself, initially, are you trying to drive one or more of these outcomes:

  • Revenue Growth
  • Time/Dollars Savings
  • Risk Reduction
Baseline Current Efforts

Based upon the answer to that question, you can begin your journey by first baselining where you are right now with regards to the following:

  • Executive Alignment
  • Understanding of current target business metrics
  • Examine the buying, sales, and customer journeys
  • Identify content, training, process, people, and technology gaps
  • Use of quantitative and qualitative data to guide the process

The most effective approach is first to bring all stakeholders together and walk through these items in detail as a group.

Then, pull each significant subgroup and key stakeholder aside for smaller group conversations walking through these areas again.

Painful? 

Redundant?

Yes, and yes.

But also critically important.

You will learn different information from each audience.

Document, Review, Propose Next Steps

You have now spent a day or two or three having fantastic conversations and receiving more feedback than you ever expected.

The hard work is now beginning.

Based upon the current goals and desired outcomes for Enablement, begin aligning all feedback against the goals they impact, your initial thoughts on perceived ROI (total effort vs. business impact), and priorities.

I prefer to use a spreadsheet for this activity, but some prefer documents.

And hey, if you are doing this yourself, you choose.

When you finish, you will have a set of prioritized recommendations to bring back to the stakeholder group.

Create an executive summary of recommended changes based on this work.

Review with Stakeholders and Gain Alignment

You have done all the hard work and now need to bring it back to all the stakeholders; it’s easy, right?

Sometimes.

More often than not, however, each of the stakeholder groups will have their own opinions about priorities, and your executive sponsor will need to take ownership of keeping everyone focused on the business goals.

Once have alignment, document your priorities publicly.

Build Your Strategy, and Execute

Finally, we can now build our sales enablement strategy!

First, recognize that we do not need to build a long and complex document.

This document is a living thing that you should review and update quarterly. Keep it simple and call out:

  • What are the business growth levers you are impacting? Revenue Growth? Time/Dollars Savings? Risk Reduction?
  • What leading and lagging KPIs will you use to monitor progress?
  • What teams will you focus on serving and using what mix of Enablement capabilities?

I know this sounds similar to your sales enablement charter.

A charter is an excellent place for many organizations to document their sales enablement strategy. If you add an executive summary to the beginning of the charter, you have done enough on this front.

Some enablement experts believe you need something more complicated than I have laid out here.

They are correct, and they are wrong. Your charter is sufficient if you are at an early stage of maturity with your program.

Remain agile and create the documentation you need to focus your efforts and build alignment, but going further than this is truly a waste of time and effort.

As you mature your function, your sales enablement strategy’s core elements will evolve. Review your strategy quarterly and consider separating your charter and strategy, adding these elements to your strategy document.

What are the elements of a mature sales enablement strategy?
  • Program goals
  • KPIs and metrics
  • Onboarding plan
  • Ongoing training, reinforcement, and in-context training
  • Sales Manager and Leadership program
  • Sales process and methodology
  • Coaching model
  • Sales and Enablement technologies to be used.

Now, execute your Sales Enablement Strategy!

Note: Check out the common reasons Enablement programs fail.

Functional Types of Enablement Work

Enablement teams looking to drive excellence in sales will generally offer the following services:

 

Sales Content

The definition above likely makes it clear that content is an essential deliverable for our teams.

While teams often create new collateral, they are also responsible for collaborating with other organizations to collect, curate, and translate the content from the sales teams’ sources of information.

As an example, engineering and product teams may write content focused on products and features. Sellers, however, need this translated into business value, positioning, discovery questions, pricing, and so forth.

As another example, marketing content is often focused on describing solutions in general terms. You must translate it into sales enablement content that speaks to the value proposition in a way that sellers can use to have meaningful conversations with their target audience.

Sales Training

Again, the sales enablement definition above should help people see the importance of sales training to our efforts.

Sales training is focused on increasing excellence in sales by educating the sales teams on topics ranging from sales skills to messaging to technologies and beyond is a standard deliverable for most teams.

Senior leaders sometimes refer to sales training as sales readiness.

Sales Coaching

However…

The best way to convert sales training into positive sales interactions is to ensure you have a great sales coaching program.

We have covered sales coaching in more detail elsewhere on the site. However, think about sales coaching as sales training personalized and customized to the scenario the seller is entering into with a prospect, customer, reseller, or another role.

Line managers, often the frontline sales managers (and sometimes higher-level sales leaders or sales coaches), are generally responsible for delivering the coaching.

The key is to ensure that all sales professionals on the team are getting the proper feedback and support at the right time. While not the only way, it is the best way for the entire organization to deliver better results.

content
Content
training
Training
sales coaching
Coaching

Working with your Chief Revenue Officer (CRO)

To define the right business priorities, you will need to establish a solid working relationship with your CRO. And part of that is understanding the questions to ask a chief revenue officer to build a solid rapport.

Your CRO is responsible for adding fuel to your revenue engine, driving new revenue through new sales, upsell, cross-sell, and churn reduction.

What are your Chief Revenue Officer’s Priorities

As noted above, they are building strategies to achieve the revenue goals for the company.

Understanding their strategies and priorities is key — what are the questions to ask a chief revenue officer to learn more?

  • What are the revenue goals for the company?
  • How can I help you achieve our revenue goals?
  • What strategies are you considering, or already using, to achieve these revenue goals?
  • What is our ICP and what do we need to reach them?
  • Does our team understand our messaging, especially our differentiators, against our competitors?
  • What content do our sellers and customer success teams need to reach these targets?
  • What knowledge gaps do our customer-facing teams have that we need to close?
  • What processes do we need and how can I help put them in place?

The Sales Enablement Organizational Structure – Common Roles

There are massive differences between the number of sales enablement professionals involved within a small organization and an Enterprise business.

While this is true, the roles that commonly exist in these organizations are typical.

Note that you can also find a lot of example job descriptions on our templates page. However, for this overview, here are a few of the standard roles and responsibilities.

Sales Enablement Specialist

Specialists are often junior-level employees who act as a generalist for their sales enablement team. 

The specialist role is most often involved in the following activities:

  • Administration of most sales enablement tools
  • Content creation and curation
  • Development and delivery of training content.
  • Reporting on sales results
Sales Enablement Manager/Director/VP

Leaders guide the teams to deliver on business results. You can learn more about Sales Enablement Managers’ roles by reading our page dedicated to the position.

At a high-level, the manager (and higher leadership levels) has multiple responsibilities, including:

  • Educating the business on the importance of enablement.
  • Ensuring the use of best practice strategies and techniques
  • Selection, or significant input into, the technology used by the business
  • Providing the hiring and care of their team members
  • Collaborating across the company, including with the sales team, marketing teams, human resources, customer success, and the leadership team.
Sales Enablement Architect

The Sales Enablement Architect aligns technology and processes across the business.

This role is generally only seen in large companies. In smaller organizations, managers will often cover these areas of responsibility.

  • Partnering with sales operations on the sales process
  • Defining and validating sales enablement software choices
  • Analyzing data and key metrics to ensure sales success results from enablement activities
  • Mapping of the buyer journey and the customer journey
Sales Enablement Program Manager

Generally seen in larger Enablement organizations. The Program Manager partners with the Sales Enablement Leader to run individual Enablement programs as a part of the entire Enablement initiative.

This roll acts in the same manner as program and project managers in other disciplines, including:

  • Ensuring the right resources are available for their program
  • Ensuring the sales enablement function is delivering on strategic projects
  • Providing regular updates on the current state of programs to all stakeholders
  • Setting schedules and determining how much time is required to deliver on programs
  • To manage risk – to identify and communicate major changes to plans or deliverables as early as possible

chief revenue officer
Chief Revenue Officer
sales enablement manager
Enablement Manager
revenue enablement specialist
Enablement Specialist

Steps to migrate from Sales Enablement to Revenue Enablement

If you already have a Sales Enablement organization in place, migrating to Revenue Enablement at roughly the same level of maturity is straightforward.

Note: I will share the Revenue Enablement Maturity Model to update this article soon.

While each business is different, the high-level process for migrating from Sales Enablement to Revenue Enablement is this.

The Revenue Enablement Migration

Identify where your business is struggling most. None of the questions and scenarios below are fleshed out entirely but are enough for you to determine, for your business, how to apply the generic approach to your business.

Does moving lead to opportunities/deals happen at the percentage?

Sit down with the marketing and inside sales teams to determine:

  • Are quality leads coming into the inside sales team from marketing?
  • Are the cadences being used by the inside sales team solid?
  • Do you have sales training in place to support the inside sales teams?
Are your current Deal Velocity, Value, and Win Rates where they need to be?

If you are seeing these issues in your sales cycles, sit own with your inside sales team, outside sales team, and marketing teams.

  • Are the right leads being converted into opportunities?
  • Do your sales teams know how to have value-based conversations?
  • Can your sales team run effective discovery?
  • Do the sales teams have the proper training and content support from Enablement?
  • Is marketing providing the correct air cover for other buying committee members for deals in the funnel?
Are existing customers buying more? Are they renewing at industry levels?

Sit down with customer success teams, sales, and marketing.

  • Are the hand-offs from sales to customer success solid?
  • Are your customers using the product in the way expected when they bought it?
  • Have champions changed?
  • Is adoption of the solution at an acceptable level?
  • Are you running QBRs?
  • Is marketing providing targeted marketing for additional solutions to those involved in the account?

As you review these top-level metrics, it will become apparent where your current biggest obstacles exist. Once your most significant challenges are clear, apply the execution model against those challenges to deliver the right processes, content, training, coaching, and communications to overcome the issue. Then repeat.

Common Sub-Types of Enablement

buyer enablement
Buyer Enablement
partner enablement
Partner Enablement
product enablement
Product Enablement
sdr enablement
SDR Enablement

Enablement Technologies

There are a variety of options to consider when it comes to Enablement technologies.  Our certified technology stack goes into these options in more detail, but, the top vendors in the all-in-one category (includes content, training, and coaching) and content-only are listed just below.

However, before we dive into the insane number of options, let’s cover the inexpensive, must-have tools every Enablement practitioner should be using.

Must-Have Tools

Enablement practitioners always need tools to help them with the following tasks, and these are the top tools for the job today.

And the best part?

These tools are all low-to-no-cost solutions, 

Recording Short Videos

Not a day goes by where you don’t need to explain something visually.  Using a solution like Loom, which is low to no cost, is a must.

Loom Logo
Curating and Paraphrasing Content

Whether you are creating or curating content or training for your customer-facing teams, rewrites and paraphrasing are a daily occurrence.  A low to a no-cost option like QuillBot, is required.

QuillBot Logo
Creating Images

If you don’t have access to a design team, and what Enablement does, you need a solution like Canva to easily create good-looking images for your work – and again, at low to no cost.

Canva logo

The next set of tools, popularly categorized as Enablement platforms, are expensive.  

And before you rush out to buy them, make sure you have your strategy working well.  The phrase garbage-in, garbage-out, truly applies.

Note:  If you want our help in the technology selection process, reach out via our Contact Us page and we can discuss your needs.

All-in-One Options

Sales Content ManagementIdeal for Customers Like…G2 RatingsProsConsPricingTry Now
AllegoFinancial Services and Life Sciences Companies4.5/5.0
(321 Reviews)
Not publishedTry Now
HighspotAlong with Saleshood, the top solution in this category – Any non-financial services companies should evaluate.4.7/5.0
(858 Reviews)
Deeply integrated into Salesforce.com — allowing it to support any configuration while delivering in-depth analytics.Training and Coaching capabilities are immature.Not PublishedTry Now
SaleshoodAlong with Highspot, the top solution in this category – Any non-financial services companies should evaluate.4.6/5.0
(291 Reviews)
The CEO wrote one of the essential books on Enablement — this company understands Enablement to its core.


Offers a FREE trial. They are the only all-in-one platform with enough confidence in its product and its prospects.
Their digital salesrooms lack security, meaning content shared with customers could be accessed by anyone who knows the URL to the room. While relatively low risk, this prevents the product from being used to deliver genuinely confidential materials. Not a deal-breaker for most companies, but it will be for a few.$50/user/month

Details
Try Now
SeismicFinancial Services Companies4.7/5.0
(1159 Reviews)
Most robust offering in the financial services space — including leading document automation solution.Was challenging for us to work with — only recommending for this one vertical.

Training and coaching capabilities from Lessonly acquisition. Integration underway.
Not Published
Try Now

Content Only Solutions

Sales Content ManagementIdeal for Customers Like…G2 RatingsProsConsPricingTry Now
BigtincanNon-responsive to our outreach –
Not Recommended
4.2/5.0
(27 Reviews)
Not published
Details
Data DwellCompanies using Salesforce.com4.9/5.0
(6 Reviews)
Deeply integrated into Salesforce.com — allowing it to support any configuration while delivering in-depth analytics.Only available for Salesforce.comNot PublishedTry Now to Amplify Sales Content
Enable.usChannel Sales4.8/5.0 (27 Reviews)Incredible digital salesroom experiences with support for Mutual Action Plans built-in.Startup Plan
$25/user/month
Unlimited Storage
Digital Sales Rooms

Growth Plan
$50/user/month
Startup Plan+
CRM Integration
Live Meeting Integration
Mutual Action Plans

Enterprise Plan
Not published
Growth Plan+
Reference Mgmt
Custom Integrations

Details
Try Now to Amplify Channel Sales
GTM Buddy4.9/5.0
(10 Reviews)
Not Published
MediaflyNon-responsive to our outreach –
Not Recommended
4.6/5.0
(167 Reviews)
Not Published
Details
Modus4.3/5.0
(133 Reviews)
Not Published
PaperfliteCompanies using Microsoft Dynamics or Hubspot for CRM4.8/5.0
(112 Reviews)
A solid all-around contender. It does everything well.If you are looking for solutions deep in a specific vertical, they lack that knowledge.$50/user/month
Details
Try This Solid Content Solution
PitcherLife Sciences companies — Especially Pharmaceutical Sales4.4/5.0
(27 Reviews)
The deepest solution we have seen to date in life sciences.Not as well suited to other verticals.Not PublishedTry This Amazing Solution for Life Sciences
ShowellManufacturing and Channel Sales4.5/5.0
(139 Reviews)
Free version! Most small and mid-sized businesses will never need deeper tracking and sales content capabilities than Showell provides.

And they understand manufacturing and the channel well
The user interface is not as clean as other solutions.Free
– Up to 25 documents
– Up to 5 users
– Basic theme
– Self-service onboarding
– Help Center and tutorial videos
– Virtual product training
– Community Slack support

Essential
$18/user/month
– Up to 50 documents
– Up to 20 users
– Basic theme
– 1-to-1 virtual onboarding session
– Help Center and tutorial videos
– Customer support
– Community Slack support

Professional
No pricing published
– Unlimited volume & storage
– Unlimited users & admins
– Custom themes
– Onboarding program
– Dedicated customer success manager
– Premium support
– Showell community

Details
Try Now for Well-priced and Solid Solution
Showpad ContentManufacturing and Heavy Machinery4.6/5.0 (1422 Reviews)Not Published
Details

Enablement-Focused Organizations

Beyond Trust Enablement and our efforts, there are many organizations doing good work around Enablement.

What is the Revenue Enablement Institute?

Based upon the Institute’s website:

Our faculty of world-class revenue enablement academics, practitioners, and experts arm owners, CEOs, and leaders of growth-oriented businesses with the education, strategies, and tools they need to transform their commercial models to improve revenue operations, profits, and firm value.

The Institute is doing excellent research on Revenue Enablement from a Revenue Operations perspective. We love their work and appreciate the alternative angle that they are bringing to Enablement.

What is WiSE? Women in Sales Enablement

WiSE brings professional women with common interests together informally to achieve personal and professional growth in an environment that breeds support and trust. 

The goal?  Facilitate authentic connections while improving our sales enablement knowledge and skills.

The Collaborator was honored to sit down with the Founding Four, including:

Learn the story of its founding, its mission, and where the organization is headed.

To learn more about WiSE, listen to this interview

Pooja Kumar, our Regional Host for ASEAN and India, joined Rana Salman and Shannon Hempel, 2 of the amazing founders of Women in Sales Enablement (WiSE).   The story started with a dinner with 4 friends and led to a powerful movement. 

Rana Salman and Shannon Hempel spoke about WiSE – Women In Sales Enablement. An organization that brings professional women with a common interest together informally to achieve personal and professional growth in an environment that breeds support and trust.

WiSE was founded to promote authentic connections among women with similar interests and challenges working in the field of Sales Enablement.

Rana and Shannon spoke about how it grew rapidly and organically from 1 to 26 across the world chapters so far, which wasn’t the plan, Demonstrating there is a need for a space like this. It is important to them to empower women that take the stand and create a space of unity, support, and diversity of thought and leadership. 

There are now 26 Chapters around the world currently meeting virtually to support and grow each other and would love for you to come in and chat with them about how you could get involved.

We also spoke about what is Sales Enablement, why it’s important to challenge yourself every day, and some of their favorite learning resources. 

Sales Enablement Collective

While the Sales Enablement Collective charges membership fees, their free slack community has fantastic conversations and even more outstanding professionals.

If you are looking for world-class events with large numbers of your peers, it’s hard to go wrong.

Sales Enablement Squad

An equally fantastic group of practitioners has formed the Sales Enablement Squad. This all-volunteer army is exceptionally collaborative and well worth your time to be involved if you have the opportunity.

Sales Enablement Pro

While Highspot owns this and is not as neutral as the other communities, we would be remiss to leave Sales Enablement Pro off the list. The team has done an incredible job building a fantastic community rich with information, and their Soiree event series is always well done.

What is the Sales Enablement Society?

The organization’s guiding principles state:

“The Sales Enablement Society is organized as a network of many different connected groups of people all over the world. Our members participate in LinkedIn discussions, exchange information with each other on our platform, get together in local chapter meetings, pick up the phone and call each other, get together at events, and convene at our conference.”

This non-profit organization has done a wonderful job of building awareness of Enablement across the globe through local chapters and in-person meetings.

Boston Chapter of the Sales Enablement Society

The Boston Chapter of the Sales Enablement Society (SES) is using Trust Enablement to publicize updates on our latest events, lessons learned, and more.

From here you can discover what we have been up to, what’s working, and what isn’t.  Expect much more on this page as we move forward.

The Board of the Boston Chapter of the Sales Enablement Society

The Board Members of the Boston Sales Enablement Society Chapter are:

We are honored to be able to create value in our local region and beyond.  If you have any questions for any of the Board members, please connect with them on LinkedIn using the links above.

Trust Enablement Welcomes All Organizations

Our goal is to help democratize access to go-to-market organizations globally, regardless of what other organizations you are a part of — we are neutral in that sense.

If you belong to an organization focused on Revenue or Sales Enablement, we welcome you to use Trust Enablement as a platform to share publicly what you are learning in your local meetings.

Trust Enablement is committed to bringing to sharing lessons learned across the globe, and we welcome anyone else who shares this mission.

Podcast Episode – Effective Enablement in a Virtual World

Deepkaran Singh Ahuja is an enablement specialist with Tech Mahindra and focuses on microlearning strategies to deliver effective sales enablement to their sales teams. In this conversation he had with Pooja Kumar, they covered:

  • The need for a stronger enablement team and strategy born out of the pandemic’s challenges has been created worldwide.
  • Deepkaran and enablement colleagues were asked to interview reps/ sales leaders and ideate on enablement solutions that would support them best.
  • This creativity led to creating a platform for microlearning using in-house experts and sales leaders to deliver content. The content is broken into consumable parts that lead to certification.

Deepkaran also spoke a little about how they measure success with business metrics and will be able to give us more information about that in a few months once he has collected enough data.

Test Your Enablement Knowledge

Try this quiz we created in Genially to test your Enablement knowledge.

Final Thoughts

Remember that Enablement is a team sport, one that will lead to a breakdown of existing functional silos as the company focuses on sustainable growth.

It is not simply a tactical team focused on delivering the right content at the right time.

It is not just a method for bringing subject matter experts into your sales onboarding to ramp up new team members.

Be strategic, data-oriented, and bring all revenue leaders together to maximize the benefits. In this way, everyone will win.

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