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Archive for the ‘Sales Enablement’ Category


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.


Relocation and new company name

“SVA-BizSphere AG” becomes “BizSphere AG” and relocates from Wiesbaden to Mainz

Stuttgart, October 27, 2010 — The international start-up company SVA-BizSphere AG which specializes on software and services solutions for enterprise sales and marketing organizations, changed the company name into BizSphere AG as of October 21st and relocates the management office from Wiesbaden to Mainz with the beginning of November. The company originally started 2007 as a spin-off of SVA GmbH. With the relocation and the new company name, BizSphere gives a clear signal for increasing its presence in the market. The previous change in the management board and its commitment to innovation and marketing weeks ago were the first steps of the company’s re-positioning efforts.

The new location in Mainz will be the biggest BizSphere location in Germany and will also serve as the executive management office. The headquarters’ location will remain in Stuttgart. “With this step we’ve made another important statement to firmly establish our market position”, says Jochen Moll, CEO of BizSphere AG. “The Rhein-Main area is a very innovative economic region and the new office location in Mainz helps us to take advantage of an excellent business infrastructure”, Moll emphasizes. “The new company name and the relocation to Mainz are milestones for the growth and development of BizSphere”, Sven Eichelbaum adds, Chairman of the Supervisory Board of BizSphere AG and Member of the Board of SVA GmbH.

BizSphere AG
BizSphere AG is a software and consulting company with its headquarters in Stuttgart, Germany. In 2006 “BizSphere” was established as a business unit within SVA GmbH, one of the leading system integrators in Germany. In 2007 this business unit became an independent legal entity as SVA-BizSphere AG, which is doing business under the name of BizSphere AG since October 2010. The company has a global presence with staff operating out of Germany (Stuttgart, Mainz, Hamburg, Munich) as well as Shanghai (China) and Toronto (Canada).
BizSphere AG has developed a software platform and consulting framework supporting companies in solving their Sales Enablement challenges. BizSphere Sales Enablement Solution Suite optimizes costs and the quality of existing information by effective structured content. With this solution, sales representatives are able to use the information they need according to their requirements and companies will be able to serve and fulfill constantly changing customer needs within reduced response time. The platform combines know-how in the areas of semantic and social web (Web 2.0/3.0) as well as innovative user interface design.

Further information:
http://bizsphere.com
http://bizsphere.com/blog
http://twitter.com/bizsphere
http://slideshare.net/bizsphere
http://youtube.com/bizsphere
http://facebook.com/bizsphere

Contact:
BizSphere AG
Marketing & Communications Manager
Tamara Vierling
Holzhofstr. 3
55116 Mainz
Germany
Mobile: +49(0) 172 39 67686
Phone: +49(0) 711 490 39 744
Fax: +49(0) 6131 49706 66
Email: tamara.vierling@bizsphere.com


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


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