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Archive for the ‘Knowledge Management’ Category


Focus.com (network of business and technology experts who provide questions and answers, research, and personalized support) recently called for contributions around best practices in Sales Enablement. I responded with the three best practices that can be found here.

One of my contributions has been chosen for inclusion in the 6 Best Practices in Sales Enablement: Strategies briefing. (You can download the PDF document for free.)

The other contributors who are cited in the Focus.com briefing document are: Bob Apollo, Dave Brock, Candyce Edelen, Michael Fox, Robert Koehler, Christian Maurer, Sharon Drew Morgen, Russell Palmer, Tamara Schenk and Tony Zambito.


On focus.com, LinkedIn.com and other places discussions about the definition of the term Sales Enablement keep on popping up. This question is from November 5, 2010:

“Sales Enablement – It’s not all the same. What does it mean to you?”
What do we mean by the term “sales enablement?” I was at an executive level meeting on Wednesday in the Silicon Valley area, where a comment was made by a senior VP of worldwide sales, that the term would need to be defined for the sales force, because it meant different things to different people. What does it mean to you?

Here is my answer:

Every analyst firm and every business has their own definition. On focus.com and LinkedIn.com you can find many of them. Some use a very broad and all encompassing definition, some a very narrow, and some do not use the term Sales Enablement at all. I like the saying “You are either in sales or you are in sales support!” Basically everyone in a business should make sure that those who directly touch accounts have more valuable conversations with them and have everything they need to close.

You can have philosophical discussions whether the “support”/”enablement” should be spearheaded by the sales leader or the marketing leader, you can talk about “sales and marketing alignment” or you can get to work and put people, content, processes and technology in place that make sure that everyone (no matter whether they report to global, a regional team, a product line or a business function) can contribute the following:

- Contact details of subject matter experts per specific intersection in the matrixed organization,
- Knowledge about up-selling&cross-selling opportunities,
- Knowledge about customer pain points in specific industry verticals,
- Tools (like ROI calculators),
- Insights from the field (like customized presentations that resonated well and why),
- Collateral / marketing assets (branding approved vs. generated in the trenches) in different languages
- Comments / blog posts / questions
- Leads
- Pricing information for specific scenarios
- News etc…

When everyone globally can access, contribute, rate, and comment in an “Enterprise 2.0″ fashion then all that searching and re-creating/re-formatting that costs your sales people so much time can be cut down and through the wisdom of the crowd they will be better prepared to face the buyer who thanks to “Web 2.0″ is also better informed than ever. Now that terms like “Buyer Enablement” start to emerge, the buyer who is in the driver’s seat will not put up with the generic pitch and only listen to sales people after a lot of research which means the questions asked will be so specific to the buyer’s pain point that only the sales person who can tap into the wisdom of his/her entire organization can answer them.

matrixed organizations

Important is that all this knowledge is not tagged/labeled/structured in random ways and not all thrown in the same pot. Only if you provide people a context and semantic structures to contribute into and search in, you will allow for the knowledge to be accessible and to become wisdom. Without a semantic (web 3.0) approach where the systems knows what kind of information it is storing you would not be able to do things like presenting a sales person with all collateral that make sense in the sales step he/she is currently in. If you left this up to free tagging/naming by the hundreds or thousands of people who contribute, you would never get consistency and always miss some collateral e.g. per sales step.


On November 4, 2010, Tom Pisello (The ROI Guy) wrote a long and comprehensive post entitled ‘IDC: Economic Buyers, Digital Overload and Sales Enablement Define Marketing for 2011′. Below is short portion of his post. You can listen to his full webinar ‘Capture frugal buyers with IDC Dynamic Reports’ as well as download the presentation.

One of the three Key Technology Marketing Trends for 2011 according to IDC is Investing more in Sales Enablement. It “is critical as buyers indicate that internal decision making is becoming more complex, while at the same time, sales professionals are not adding the needed information and value needed to overcome the growing buying cycle complexity. As a result, sales is being invited later into the decision making process, sales cycles are extending and deals are stalling.”

“[...] Is this digital spending allocation aligning with buyer needs? When asking over 200 IT buyers what they felt was most important part of the overall purchase process, over 1/3rd of the buyers indicated Vendor Content as key to the purchase decision. Content may indeed be king.

IDC survey results indicate that buyers rely on Vendor Content greatly, exceeding the value of direct vendor engagements with technical teams, sales representatives and executives in making key purchase decisions. With a wealth of information available at the click of a mouse, buyers are doing more of their own research and evaluations on-line relying less and less on vendor interaction to progress through the decision making cycle. We call this the “Internet fueled buying cycle.”

Content marketing, and developing content in particular to attract today’s economic focused buyer, is more important than ever to help connect and engage with buyers, and help customer stakeholders make better and faster IT purchase decisions. From these survey results, increased spending on content marketing for corporate web sites and social media would seem to help drive more / faster buying decisions. To help cut through the constant information overload, and help guide decisions more effectively, the most valuable content is that which is tuned to be relevant and engaging to the buyer – one-to-one personalized for example by industry, location, size, stage in buying cycle, role, pain points and opportunities.

The End of Sales as we Know It?
The importance of content marketing, from these survey results, help guide marketers that they should indeed be investing more in developing and delivering the right personalized and engaging content to help buyers drive decisions.

However, the importance of content and lack of priority towards direct engagements points to a troubling trend in that today’s Internet fueled, buyer controlled purchase process is disintermediating sales from the purchase process. Buyers are doing more and more of their own research in the early and middle phases of the sales process, and involving sales reps later and later in the sales cycle, often after key purchase decisions have already been made. Can sales be made relevant and valuable again in these key stages of the buying cycle?

The key to shaping the trends back in the vendors favor certainly requires an investment in content marketing, but also may mean investing more wisely in Sales Enablement to be sure sales is armed with the content they need to effectively engage buyers earlier, and with more value in the process.

Sales Enablement or Perish
Sales Enablement is defined by IDC as: “The delivery of the right information to the right person at the right time in the right format and in the right place … to assist in moving a specific sales opportunity forward.” [...]“


Solution for Sales just published this comprehensive look at the requirements for Sales Enablement solutions:

Sales enablement platforms – seven key requirements

“The Sales Enablement Platform, sometimes called the sales knowledge management system, is taking its place alongside the Customer Relationship Management system as one of the must-have platforms of an advanced sales organization. Any company planning to implement a Sales Enablement Platform will have a long list of requirements, but the true significance of some factors is not always clear ahead of implementation. This article draws on experience of implementing and using Sales Enablement Platforms to highlight seven key requirements and explain their significance. It focuses on the needs of larger, more complex companies – the ones that have most to gain from a Sales Enablement Platform. [...]

Read it here. At this link you can also download a nicer looking PDF version of the article.

new data on information overload


On October 20, 2010 worldatwork.org posted the following:

Information Overload Is Widespread, a Growing Problem Among Professionals

“[...] international survey of 1,700 white collar workers in five countries (the United States, China, South Africa, the United Kingdom and Australia) [...] Given the rising tide of information, it is not surprising that a majority of workers in every market (62%, on average) admit that the quality of their work suffers at times because they can’t sort through the information they need fast enough. [...] The avalanche of information also is taking a psychological toll on white-collar workers. About 1-in-2 (52%) of professionals surveyed reported feeling demoralized when they can’t manage all the information that comes their way at work.

White-collar workers reported spending as much time wading through information as they do using it in their jobs:

  • In every market, a majority of workers say that the amount of information they have to manage at work has significantly increased since the economic downturn.
    • China: 61%
    • South Africa: 61%
    • United States: 59%
    • United Kingdom: 57%
    • Australia: 56%
  • On average, workers report spending slightly more than half (51%) of their work day receiving and managing information, rather than actually using information to do their jobs.
  • According to the survey respondents, between one-third and one-half of all the information that professionals receive at work each day is not important to them getting their job done.
  • About three-quarters of professionals in the United States, China and South Africa agree that search engines give them access to huge amounts of information, but don’t help them prioritize it for their professional needs.

[...] in the average workweek:

  • 92% of U.S. professionals report needing to search for old e-mails or documents at least once a week, and that not being able to access the right information at the right time is a huge time waster (90%).
  • Workers in China are more likely than those in other countries to report needing to re-create documents because previous versions can’t be found (66%), missing deadlines because of trouble finding the necessary information (45%), and missing meetings or appointments because of scheduling miscommunications (50%) at least once a week.
  • In South Africa, 57% of respondents reported delivering incomplete documents, e-mail or other communications because the necessary information or materials could not be found on time, while in Australia, 58% of respondents report disagreements among colleagues about the right way to organize information at least once in an average workweek.

While the majority of professionals in every market say their companies have taken at least some action in the past two years to help them manage information more efficiently, employees in China are most likely to say their employers have taken steps to address the problem compared to those in other countries. In terms of specific solutions, professionals reported that they would welcome up-to-date technology and customized tools designed with their profession in mind, as well as more training to help them successfully manage the deluge of information [...]“


I’m honoured that focus.com has asked me to be one of their experts. Today, I answered the following question on focus.com:

Is sales training a component of sales enablement?
Are sales enablement or sales training two different groups are they part of the same?

Here is my answer:

Sales training is without a doubt a very important component of sales enablement. In most enterprises there is no shortage of sales training. However, in order to really enable sales people and to protect them from information overload a proper sales enablement approach would align people, processes, content, and technology to answer…

…which sales training is best (maybe based on ratings)?
…what is the most current and what needs to be updated?
…which formats are available?
…in which languages is it available?
…for which customer needs, industry verticals or countries / sales regions is customized training available?
…what are the cross-selling, up-selling, etc. opportunities that need to be kept in mind?
…who are the specific subject matter experts and how can they be contacted?

If you present your sales training in these different dimensions and make it easy to find for each product, service or solution, your sales force will start to save time, have better informed meetings, win more often and increase the average deal size.

By mapping your sales training as described above and tracking ratings, downloads and search queries you will be able to identify gaps and see which of them are the most important to focus on. By allowing comments and user generated content, you will crowdsource a lot of valuable insights from the field.

Best,
Paul


My last post on the question where Sales Enablement lives got a comment requesting further clarification of the following graphic:

matrixed organizations

The comment was asking where to find sales people in the graphic and what the role of Sales Playbooks is. I have to admit that it is difficult to read, but the sales people are actually represented within the green area as indicated by the words Sales Force. (This is not a reference to salesforceDOTcom.)

This speaks to the point that sales people and the legacy sales portals, that are supposed to enable them, sit in between a highly matrixed organization on the one side and just as complex an organization on the client’s side. These legacy sales portals are one-dimensional (they fail to show content & contacts in the context of the highly matrixed organization and in context to what pain point on the client side is addressed) and there are often several portals as there are so many silos of information.

Each Sales Playbook is a great tool for a small subset of the sales force (as shown in the graphic), but comes out of one of the silos, fed by only some of the Product/Portfolio Marketing teams or one regional team. When all content (e.g. customer references from different regions or specific value propositions per industry vertical…) lives in a multi-dimensional business context like it is made possible in BizSphere (which was designed to cut across all silos), a completely customized Sales Playbook for any given sales situation can be auto-generated.

In contrast to legacy sales portals, BizSphere takes at least three dimensions into account. These could be:

  • Where is the seller going to a meeting? (Sales regions, countries…)
  • What does the seller want to sell (Portfolio of products, services and solutions.)
  • What does the seller need in order to be successful in the meeting? (Content types like white paper, case study, ROI-Calculator, contact details of a subject matter expert, etc…)

You might also want to define a taxonomy of customer pain points and map your products against those or add other dimensions that your company thinks in. BizSphere then lets you filter down by media type, language of the content, and/or the sales step you are in with the opportunity you are working.

The dimensions of sales enablement
  • Imagine the 1st orange arrow in the graphic above to be a customer reference from a Canadian client for a specific security solution.
  • Imagine the 2nd orange arrow to be the contact details of the sales engineer in South Africa who is the expert for a given service.
  • The 3rd orange arrow could be an ROI-calculator for the same service but it is really specific to the mining industry and therefore relevant in Western Australia.
    Can you already see how here the regional teams can have as much of say in which content is relevant for specific sales situations as the product marketing team?

    Can you get lost in BizSphere? No way, because nothing is easier than answering: What do I want to sell, where do I want to sell it and what would help me to close the deal? Once you set your context in these three dimensions you will have filtered down from thousands of marketing assets / pieces of collateral to only the relevant ones.


    On May 26, 2010, Brian Lambert from Forrester Research wrote the blog post “What Changes are the Sales Team Facing – Right Now?”.

    I would like to thank Brian, for bringing up the “change” subject. From my experience, being able to manage and moderate change is crucial for the success of any sales enablement initiative.

    Let me give you one example from my time at Nortel. Back in 2006, the company had decided to become a services and solutions company – like many other tech firms before. Now, on the one hand we were facing the challenge of defining a solutions portfolio connected to the already existing products, on the other hand thousands of box selling sales people needed to educated to become solution sellers.

    One thing that helped us a lot was that we visualized the change for sellers. Executives often wonder, why people are not instantly getting how new structures are supposed to be working – what they forget is how long it actually took to agree on these new structures in the first place. So naturally, adapting to change needs time, but this can be supported, if the change of structures is not only communicated to but visualized for people leveraging inutive graphical navigation elements in the sales portal for example. During the Services and Solutions transformation this approach did help Nortel a great deal.

    So, a bucket you might want to add to the change discussion is the bucket of visualization of change. Making changing structures, changing selling context tangible makes change efforts like new solutions launches more likekly to be successful.

    Another interesting bucket might be the rapidly changing web and the impact on sellers and buyers – so called Sales 2.0. Only a few years back no seller would have thought that monitoring prospects on LinkedIn and Twitter for example will become key to sales success. Therefore, launching effective Social CRM tools for sellers aligned with the existing sales process will become an important change initiative for sales organizations.


    On September 7, 2010, Eric Nitschke (Launch International) asked the following questions on the LinkedIn Group Sales Enablement Content. Please see my response below.

    “Sales Enablement: Where does it live?
    Several clients have asked us for best practices in sales enablement – specifically who owns it?

    I’d support our marketing colleagues who are trying to align selling messages with product positioning and messaging documents. Others on the training side would say that their training materials are the baseline for sales enablement. Finally, the “sales enablement automation” crowd would claim ownership of the process and fulfillment of sales enablement materials on their web-based or internally-hosted portals.

    So I ask YOU – learned Sales Enablement Content Group members: Where does Sales Enablement live?”

    Coming from the point of view of someone providing web-based or internally-hosted portals for Sales Enablement, I would not claim ownership. All stakeholders like product marketing, training, CI/MI, the teams for pricing and ROI / business case calculations, the customer reference database, corporate branding, MarComs, etc… should be invited… invited to house their content and – just as important – their contact details in that one joint portal.

    A portal… not for the sake of the technology or to have yet another portal… but… a portal to let all these stakeholders see which of their content works and which doesn’t (also which content is missing and which gets insightful comments as a feedback loop from the field or the channel back to corporate).

    When there is this one interface that cuts across all team sites and the silos the many regional or functional groups might have built with SharePoint or LiveLink or any of these solutions, your sales people and channel partners can – for the first time – see what is available for the given sales situation they are in. None of the stakeholders “owns” this more than the others and the portal just helps to filter by sales step, region, industry vertical, content type, etc… to make visible whether the sale is being enabled or specific content and contacts are missing.

    matrixed organizations
    The single biggest complaint about Sales Enablement, I hear from sales people is missing content… content that is more specific than the generic pitch. A portal, that comes along with all stakeholders agreeing on content governance, a life-cycle duration for the content and responsibilities to respond to feedback & requests, will first of all make these gaps painfully visible and then guide the content planning to invest marketing’s dollars as effective as possible.
    To come back to your question, in some organizations it might be the CMO and in others the sales leader or portfolio manager – who is the executive sponsor, who aligns all the stakeholders to feed the new portal and shut down the old ones.

    Just a few days ago Joe Galvin from Sirius Decisions wrote about how important Social Media – as an approach for better internal collaboration – is as part of a Sales Enablement strategy. I think he is absolutely right. What used to be the informal coffee corner chat before nowadays is mimicked in Social Media platforms. Over time, people will learn that even within an enterprise the sharing of information is beneficial for everyone in the end. Yes, there may be a lot of sceptics around, especially in sales teams, but with the right programs and incentives offered, they will make the jump to the new social collaboration paradigm.

    However, the flip side of extensive social collaboration might be the appearance of new information silos as well as growing information overload. Without the social collaboration being moderated to a certain extend, it might lose some of its potential impact on the overall performance of the sales teams. Aaron Roe Fulkerson discussed this in a recent blog post: “The importance of context: why Enterprise 2.0 still fails to deliver value”.

    semantic web 3.0 BizSphere Knowledge Management methods

    A company might use a lot of different types of social collaboration platforms – the challenges is: How can they be orchestrated in a way, that actual knowledge exchange is taking place across existing team and functional structures? And how can the content generated be aligned to some generally agreed upon enterprise structures? What companies, that are serious about implementing a Social Media strategy for sales, should think about, is to create and maintain an enterprise context. Then collaboration can take place within this context and will add greater value to a broader audience. Ideally, the enterprise context should constantly evolve based on feedback gathered during the ongoing social collaboration (for example as shown below).

    Enterprise 2.0 with BizSphere

    Best regards,
    Matthias Roebel


     

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    BizSphere: Bizsphere AG heute in Köln auf der cologne IT summit_ http://t.co/EDfepARu 2011-11-14T10:42:19+00:00


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