Editor's note: This article was originally published by The Sales Review and curated by Closer Spot. Please subscribe to get actionable news and advice delivered to your inbox each week.
Define and Track Key MetricsAs is true with any sales function, the best way to track the value of sales enablement is through data and metrics. Specifically, there are four categories to consider.
1. Rep revenue generation: As a sales support role, sales enablement teams should empower sales reps to sell more. These metrics can include: sales per rep, number of new customers per rep, number of reps who exceed quota, and number of upsells or product add-ons.
2. New rep training time: Sales enablement shines in the onboarding process. This team knows the product and sales process inside and out and helps new sales team members to close deals faster. Track the time it takes for a new rep to close his or her first sale to show value.
3. Lead-to-close metrics: To prove sales enablement speeds up the buyer journey, track timeline metrics like average days to close, days between a demo and close, and number of leads that close after engaging with sales-enablement content like a demo or custom deck.
4. Qualitative and quantitative rep feedback: While the value of sales enablement should be apparent in sales data and process metrics, individual reps should also be able to speak to how sales enablement helps their process. Survey your reps on a quarterly basis and share the results with leadership to show your value and identify areas for continued improvement.
Sales Enablement and Social SellingPerhaps the most impactful initiative a sales enablement team can take on is integrating social selling into the sales process. Social selling gives sales reps digital tools that increase efficiency and productivity, allowing reps to stay focused on high-probability leads and expedite the buyer journey.
New sales enablement teams should create and execute a social selling strategy as part of the team's initial rollout. The strategy should include defining the appropriate toolset for your sales organization (this should align with the company's business objectives), integrating those tools into the sales process and existing sales technologies, training sales reps to maximize those tools and finally measuring success ongoing.
As additional evidence for the need of the sales enablement function in your organization, consider who would lead social selling implementation and management were it not for your team. Without sales enablement, the task falls to sales leadership, whose time is better spent leading and coaching reps to meet business objectives. Ultimately, all parties – sales leadership, sales reps and executive leadership – will be served by the sales enablement function.