The Sales Enablement (SE) role is fast taking root at many of our client companies. But it is interesting to see that its position on the organization chart is somewhat fluid. Does the role take root in sales? In marketing? Does it have to make an effective straddle across both functions , or is it bound to get hung up on the fence between the two?
Our IDC marketing and sales research teams are surfacing many good techniques for improved sales enablement. Here are some practices specifically for marketing’s side of the sales enablement challenge as presented by Rich Vancil, VP IDC Executive Advisory Group.
“Thanks Michael. Depending on your resources and ambitions, these SE practices are noted as: easiest, harder, and hardest.
- Easiest: IDC defines Sales Enablement as “Delivering to the sales representative (direct or channel) the right material at the right place, at the right time, and in the right format, to move a specific opportunity forward.” Yes, there are a lot of moving pieces in that equation. But the place to start is with all the material that is clearly and blatantly in the wrong place/time/format. Sales executives consistently tell us that only a fraction of marketing content and collateral is used by them. Marketing’s first move in SE starts with marketing content audits and asset management strategies that clean out all the lowest underbrush of what is not used. The easy pickings might happen quickly. An incoming CMO at one of our client companies ordered an immediate marketing-asset inventory which identified 550 separate items of marketing assets that were in constant need of updates and re-touches and re-prints and all sorts of expensive maintenance procedures for materials that were found to be marginally distributed.
- Harder: “People, process and technology” is a guideline of places to look for operational change. But managers often jump to the technology first and this is often a mis-step in emerging automation areas (such as marketing and sales) because there are so many alluring new applications one might try and buy. Bear in mind the old adage “all software is merely someone’s else’s idea of how you should run your business” to be mindful that you need to examine and re-work your own processes first – with your own thinking – and then find or develop the technology to assist and automate. The critical Sales Enablement process between the marketing and sales functions is the lead hand-off and lead-nurturing activities. Executives really need to understand this process before buying and applying technology towards it . A marketing professor of mine wrote a famous case called “Staple yourself to an Order” which suggested a process audit approach that one could use to understand a customer’s experience with one’s company. Could we suggest that you “Staple yourself to a Lead” and observe the process path that you travel, in and around marketing and sales, at your company?
- Hardest: Even more challenging is advanced marketing re-engineering enabled by comprehensive sales forensics. More complex “upstream” engineering of marketing cannot de done without a great deal of “downstream” sales intelligence. This was hammered home in an excellent briefing that we took this week from Drew Clarke and Brendan Grady who are senior marketers in IBM’s Cognos division . I have known Drew for years and he is one of the industry’s most diligent practitioners of the science of marketing. At IBM/Cognos his team is making a deep examination of the sales processes and prospect-communications sequencing that leads to pipeline acceleration and productivity. All sales and marketing “touches” to active leads in the pipeline are monitored by and analyzed in laborious detail. With these data in hand, the team can make important decisions about changes to marketing programs. It turns out that event attendance for certain prospects can be achieved with fewer email touches versus previous practice. This and reduces expenses and annoying re-touches. It also turns out that the direct mailing of the highly produced and expensive glossy corporate brochure has less than desired lead-velocity impact. There will be other cost savings and process changes that the Cognos team will achieve through analysis of the sales data.
The key point is that after the “easy” pickings are taken, the harder and hardest upstream decisions can only be made if you have excellent downstream intelligence. This is the crux of the B2B marketing paradigm: long sales cycles , multiple touch points and significant marketing-to-sales interplay makes the ultimate attainment of marketing ROI accessible only to those who can master the sales forensics. Please feel free to comment below or contact me at firstname.lastname@example.org.”
(Interested in a taking a 3 minute survey on sales enablement? Click here: tinyurl.com/ctc6gs)
We recently finished our 6th annual IDC Sales & Marketing Effectiveness Summit. You would think after years of us working towards greater alignment between marketing & sales that we would have figured it out by now! However, as recent IDC research indicates, both marketers and sales still remain unsatisfied to say the least with their current working relationship. (Marketing and sales give marketing a score of 64 and 45 respectively for marketing’s effectiveness at supporting sales) That said, we spent 8 hours with over 80 of the industry’s top marketing and sales folks during this summit discussing marketing and sales alignment; moving beyond the traditional platitudes that you’d expect at your typical conference to actually discuss solutions to our challenges. Here are just a couple of the key insights that I took away from the event:
- One of the root causes of marketing and sales misalignment?. . we need to better collaborate on shared metrics, including agreeing on which metrics to track and what objectives to set. A few metrics examples?. . . . . Lead aging (e.g., average time that it takes marketing to qualify [or reject] a lead; average time for sales to follow up a marketing-qualified lead in aggregate or by each salesperson); % of marketing qualified leads accepted by sales; % of sales’ pipeline that should be marketing-generated vs. marketing-enhanced; new customer revenue; sales enablement metrics such as time to onboard a new salesperson or an indicator of value of marketing assets to sales.
- “10% to 20% of sales teams are the ‘A’ players that can close deals no matter how bad the economic environment is. The real challenge is to get the other 80% to 90% of the sales teams to the same level as these ‘A’ players; or at least close to that level. Sales enablement provides the opportunity to leverage this knowledge across the company. Yes we need to improve the formal content, however, the more difficult resources to tap into include the subject matter experts and the best practices of the ‘A’ players.”[Jeff Summers, COO, SAVO]
- “We found key sound bites, elevator pitches, value propositions and customers’ stories to be extremely valuable to help enable sales; not just lengthy marketing assets and PowerPoint presentations. We established managed business objectives for our marketers that require them to get X number of customer stories and/or key success factors from our ‘A’ player sales folks to share with the rest of the sales team. (e.g., in the form of a 1/2 page write-up or a video tape of a top performer giving their pitch)” [Tom Miller, VP Marketing, ADP]
- “90% of the time the conversation about your company, its products or solutions or services, is happening without you being present. Marketing and sales need to collaborate on how to best influence this conversation; and that includes increasing the relevancy and overall value of your interactions with the market. To do this we need to permanently change how we view our jobs, having more of a two-way, information sharing exchange with the market versus a one-way spouting of our product features.” [Jocelyne Attal, President JAgency (former CMO, Avaya)]
- “At a cost of $800 to $1,500 per marketing-qualified lead, we need to apply more rigor to our lead management process, from marketing through to sales; and we won’t be able to accomplish this goal at a systematic level until we better align our marketing AND sales lead management processes and systems.” [Jocelyne Attal, President JAgency (former CMO, Avaya)]
- Sun has developed an in-house application that provides the applications and an online, interactive repository to personally create sales enablement videos (e.g., product launch training, market intelligence, solution information). Examples of unique features: anyone in Sun can create this content, either for internal and/or public use; all content can be scored and receive public comments, thereby encouraging marketers to improve value of their content; and videos and other media can be downloaded to iTunes. (http://slx.sun.com/)
- Carol Carpenter, VP Trend Micro, did a nice job reminding us that we need to improve our alignment between corporate, business unit and field marketing versus simply focusing on aligning marketing and sales. You could say that we need to “get our own house in order” as a first step in improving sales and marketing alignment; including strategic planning, budget management and campaign execution. (further strategic insight on field marketing is available for CMO Advisory Service clients)
Based upon the highly interactive, problem-solving nature of the discussion throughout the day, it is evident that we are progressing as an industry in solving the marketing and sales alignment dilemma; but is improvement rapid enough? Please do feel free to comment below or send an email directly to me at email@example.com.