Is the expertise of your sales and sales support people harnessed and enabled to have a ROI?

‘Is the expertise of your sales and sales support people harnessed and enabled to have a ROI?’ by Jeanne Hellman (author of case study ‘Sales Enablement Implementation & Case Study: Achieving Your Sales Knowledge Advantage’):

McKinsey says: 47% of US workers are paid up to 75% premium. Are you getting your moneyʼs worth?

When companies look to measure the ROI of initiatives, they tend to focus on the obvious usual suspects. But if the definition of what McKinsey is measuring across all US workers here was, “all those employees who contribute and create information, provide knowledge or expertise, and tailor or deliver this knowledge/information to gain clients, win profitable deals, and retain customers“, then in many organizations, the percentage of people who are paid up to 75% premium might as well be double the 47% McKinsey has. You have to consider all the supporting roles found within large enterprises.

However more to the point, any challenge so broadly affecting the company and potentially so tied to the top and bottom line has to be seen as strategic, especially in particular, at the large, global Enterprise. Why? The inherent challenges of a complex global organization [heavily matrixed, many regions, multiple product groups, etc. = many silos] – they sell complex solutions in a complex selling environment with complex processes in multiple markets with a complex set of competitors. (Get it? Its complex!)

For the majority of these companies their comparative advantage is how well they can leverage their expertise:

With the increased speed of all markets today, changes in the competitive landscape and unforeseen macro-events, technical disruptions and innovations can impact entire industries and regions. How quickly your organization can respond, shift and adapt will determine if you lead/win or follow/lose.

Manage the complexity of your environment (lots of data sources and business processes): When we define the term Sales Enablement portal as “the place on your intranet where employees contribute and create information, provide knowledge or expertise, and tailor or deliver this knowledge/information to gain clients, win profitable deals, and retain customers” then my advice is to make sure the technical aspects of your Sales Enablement portal fits into your landscape and you do not create some over-simplified new one (e.g. yet one more place to put and get information for each business unit or country).

Do not see the statement “We are in the information age” as just something regarding the broader world we live in, but make it an important part of your corporate culture: The lesson of web 2.0 for companies is that people=expertise. There are a lot of innovations that can streamline peopleʼs collaboration and leverage their expertise (social networks, wikis, SharePoint like platforms, micro-blogging, instant messaging, Voice over IP, etc.). But they all are not right for every company, and you can spend more time trying to manage all of the technologies than getting any value from them. Just because they all exist doesnʼt mean you have to use them.

Some tips for selecting a new collaboration technology for your large, global enterprise to help get you on your way are:

  • Find the right few technologies to support your culture of collaborating. (No culture of collaborating? You better get one – fast)
  • Manage your technologies: donʼt let them dictate your strategies
  • Focus the development and deployment of technologies to specific groups and goals
  • Be iterative in the process to use success to build momentum – leverage quick wins
  • Develop and understand the personas of your sellers or other end users: define their needs and any benefits gained – whatʼs in it for them?
  • Create a Sales Enablement road map that includes all four legs of Sales Enablement (People, Technology, Processes and Content).

Best of luck circumnavigating this brave, new (collaborative and technically advanced) world.”

 

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