Global Growth Marketing Manager | Remote | SEA market. Passionate about leading and executing multi-channel marketing projects to drive revenue growth and market expansion.
👉 Check out my recent article on how LMS platforms are revolutionizing sales enablement #SalesEnablement #LMS #EconomicGrowth
What’s the right choice for your sales team—an LMS or a sales enablement platform? Peter Kyranakis, our VP of Solution Consulting & Sales Enablement, breaks it down in his latest blog post. Here’s what you’ll learn: 📚 Why traditional LMS systems fall short for modern sales teams. 🚀 How sales enablement platforms drive engagement and real-time learning. 🤔 Key factors to consider when choosing the right solution. Get the clarity you need to make an informed decision! 💡 🔗 Read the full article: https://lnkd.in/eXbdFf47 #SalesEnablement #LMS #SalesTraining #TrainingSolutions
THE PROBLEM: Learning and Development is NOT Sales Enablement Sales enablement has been taking a beating in the last 12-18 months, and it's unfortunate. I believe that sales enablement or revenue enablement are critical to any sales organization. When done right, sales enablement can be the secret sauce. Unfortunately, sales enablement has lost it's way. Learning and development is NOT sales enablement, it's part of sales enablement, a small part. Yet, organizations over indexed on learning and development and lost sight of the goal. This emphasis on learning and development created a saturation of educators, L&D professionals and more entering the sales arena who had little understanding of selling or the core elements of selling. This resulted in lots and lots of "training" and tools ,but little in the way of process to measure the progress and outcomes of the training. In all the discoveries I've done with sales enablement over the past few years, less than 10% of them knew their win rate, the 3 year win rate trend and the impact of their efforts on win rate. They couldn't articulate the average deal size, the 3 year trend rate for average deal size and the impact their training had on average deal size. They couldn't show the average sale cycle or the 3 year trend on average sales cycle length and the impact their training was having on sale cycle length. What they could do was show how many people were taking the training. How many more people in the organization were getting "certified." They could show how quickly people were being onboarded, how the number of hours salespeople were spending in the LMS increased overtime, etc. But they were unable to show how all of the certifications, training hours, time spent in the LMS, coaching, tool use, etc. impacted key selling metrics. We're lacking a true commitment to the key metrics in sales and it's baffling to me. There are only 4 key sales metrics and every sales organization should be tracking them, measuring them and understand what moves them. Yet, few do. It is almost always the norm, when I ask a CRO/Head of Enablement, etc what their win rates are, or their average deal size is, it's met with "it depends" or "I'm not exactly sure" or "I'll get back to you." Sales enablement is in the best position to help sales, as a whole, outperform itself. They have the ability to increase win rates, shorten sales cycles, and move the needle on all the metrics that truly dictate what a high-performing sales or looks like. But to do that, we have to stop looking at sales enablement as school or a learning and development department. It's not. Sales enablement, when done correctly, is a performance improvement function. Stop focusing on certifications, and class attendee numbers and LMS logins, etc. and tie enablement efforts to key performance metrics and things will really start to change. #sales #salesenablement #cro
This is so on point! Sales leaders, do you know your win rate, average deal size, and average sales cycle? Enablement can help you improve key metrics, but it is far too often relegated to learning and development.
THE PROBLEM: Learning and Development is NOT Sales Enablement Sales enablement has been taking a beating in the last 12-18 months, and it's unfortunate. I believe that sales enablement or revenue enablement are critical to any sales organization. When done right, sales enablement can be the secret sauce. Unfortunately, sales enablement has lost it's way. Learning and development is NOT sales enablement, it's part of sales enablement, a small part. Yet, organizations over indexed on learning and development and lost sight of the goal. This emphasis on learning and development created a saturation of educators, L&D professionals and more entering the sales arena who had little understanding of selling or the core elements of selling. This resulted in lots and lots of "training" and tools ,but little in the way of process to measure the progress and outcomes of the training. In all the discoveries I've done with sales enablement over the past few years, less than 10% of them knew their win rate, the 3 year win rate trend and the impact of their efforts on win rate. They couldn't articulate the average deal size, the 3 year trend rate for average deal size and the impact their training had on average deal size. They couldn't show the average sale cycle or the 3 year trend on average sales cycle length and the impact their training was having on sale cycle length. What they could do was show how many people were taking the training. How many more people in the organization were getting "certified." They could show how quickly people were being onboarded, how the number of hours salespeople were spending in the LMS increased overtime, etc. But they were unable to show how all of the certifications, training hours, time spent in the LMS, coaching, tool use, etc. impacted key selling metrics. We're lacking a true commitment to the key metrics in sales and it's baffling to me. There are only 4 key sales metrics and every sales organization should be tracking them, measuring them and understand what moves them. Yet, few do. It is almost always the norm, when I ask a CRO/Head of Enablement, etc what their win rates are, or their average deal size is, it's met with "it depends" or "I'm not exactly sure" or "I'll get back to you." Sales enablement is in the best position to help sales, as a whole, outperform itself. They have the ability to increase win rates, shorten sales cycles, and move the needle on all the metrics that truly dictate what a high-performing sales or looks like. But to do that, we have to stop looking at sales enablement as school or a learning and development department. It's not. Sales enablement, when done correctly, is a performance improvement function. Stop focusing on certifications, and class attendee numbers and LMS logins, etc. and tie enablement efforts to key performance metrics and things will really start to change. #sales #salesenablement #cro
SVP Asia Pacific | Chief Evangelist | Sales Leader | Author of "The DAP Strategy" | GTM Strategy | Predictable Sales Growth | Digital Transformation Leader
As always Keenan has hit the nail on the head. Churning out courses that suggest you are enabled upon completion is simply outdated. Enablement on any topic is a process that requires continuous discussion by those who understand the function. It’s hard to be in sales enablement if you haven’t sold before. Thoughts?
THE PROBLEM: Learning and Development is NOT Sales Enablement Sales enablement has been taking a beating in the last 12-18 months, and it's unfortunate. I believe that sales enablement or revenue enablement are critical to any sales organization. When done right, sales enablement can be the secret sauce. Unfortunately, sales enablement has lost it's way. Learning and development is NOT sales enablement, it's part of sales enablement, a small part. Yet, organizations over indexed on learning and development and lost sight of the goal. This emphasis on learning and development created a saturation of educators, L&D professionals and more entering the sales arena who had little understanding of selling or the core elements of selling. This resulted in lots and lots of "training" and tools ,but little in the way of process to measure the progress and outcomes of the training. In all the discoveries I've done with sales enablement over the past few years, less than 10% of them knew their win rate, the 3 year win rate trend and the impact of their efforts on win rate. They couldn't articulate the average deal size, the 3 year trend rate for average deal size and the impact their training had on average deal size. They couldn't show the average sale cycle or the 3 year trend on average sales cycle length and the impact their training was having on sale cycle length. What they could do was show how many people were taking the training. How many more people in the organization were getting "certified." They could show how quickly people were being onboarded, how the number of hours salespeople were spending in the LMS increased overtime, etc. But they were unable to show how all of the certifications, training hours, time spent in the LMS, coaching, tool use, etc. impacted key selling metrics. We're lacking a true commitment to the key metrics in sales and it's baffling to me. There are only 4 key sales metrics and every sales organization should be tracking them, measuring them and understand what moves them. Yet, few do. It is almost always the norm, when I ask a CRO/Head of Enablement, etc what their win rates are, or their average deal size is, it's met with "it depends" or "I'm not exactly sure" or "I'll get back to you." Sales enablement is in the best position to help sales, as a whole, outperform itself. They have the ability to increase win rates, shorten sales cycles, and move the needle on all the metrics that truly dictate what a high-performing sales or looks like. But to do that, we have to stop looking at sales enablement as school or a learning and development department. It's not. Sales enablement, when done correctly, is a performance improvement function. Stop focusing on certifications, and class attendee numbers and LMS logins, etc. and tie enablement efforts to key performance metrics and things will really start to change. #sales #salesenablement #cro
Global Revenue Enablement Leader | Driving sales success through process excellence and data-driven insights | Former Adobe
Sales Enablement is far more than rolling out courses or counting certifications; it’s the backbone of sales success. Yet, this role is often sidelined, reduced to onboarding or facilitation. I have always believed & continue to believe that it's the secret sauce of success in sales if enablers are genuinely perceived as partners in crime and if enablers themselves think beyond " how many courses can I roll out or how many sessions should I take this month to define success?" Krati Seth Prakhar Jain # data-driven enablement #nothingchangesifnothingchanges
THE PROBLEM: Learning and Development is NOT Sales Enablement Sales enablement has been taking a beating in the last 12-18 months, and it's unfortunate. I believe that sales enablement or revenue enablement are critical to any sales organization. When done right, sales enablement can be the secret sauce. Unfortunately, sales enablement has lost it's way. Learning and development is NOT sales enablement, it's part of sales enablement, a small part. Yet, organizations over indexed on learning and development and lost sight of the goal. This emphasis on learning and development created a saturation of educators, L&D professionals and more entering the sales arena who had little understanding of selling or the core elements of selling. This resulted in lots and lots of "training" and tools ,but little in the way of process to measure the progress and outcomes of the training. In all the discoveries I've done with sales enablement over the past few years, less than 10% of them knew their win rate, the 3 year win rate trend and the impact of their efforts on win rate. They couldn't articulate the average deal size, the 3 year trend rate for average deal size and the impact their training had on average deal size. They couldn't show the average sale cycle or the 3 year trend on average sales cycle length and the impact their training was having on sale cycle length. What they could do was show how many people were taking the training. How many more people in the organization were getting "certified." They could show how quickly people were being onboarded, how the number of hours salespeople were spending in the LMS increased overtime, etc. But they were unable to show how all of the certifications, training hours, time spent in the LMS, coaching, tool use, etc. impacted key selling metrics. We're lacking a true commitment to the key metrics in sales and it's baffling to me. There are only 4 key sales metrics and every sales organization should be tracking them, measuring them and understand what moves them. Yet, few do. It is almost always the norm, when I ask a CRO/Head of Enablement, etc what their win rates are, or their average deal size is, it's met with "it depends" or "I'm not exactly sure" or "I'll get back to you." Sales enablement is in the best position to help sales, as a whole, outperform itself. They have the ability to increase win rates, shorten sales cycles, and move the needle on all the metrics that truly dictate what a high-performing sales or looks like. But to do that, we have to stop looking at sales enablement as school or a learning and development department. It's not. Sales enablement, when done correctly, is a performance improvement function. Stop focusing on certifications, and class attendee numbers and LMS logins, etc. and tie enablement efforts to key performance metrics and things will really start to change. #sales #salesenablement #cro
LMS or completion data doesn't show the business impact of learning. You need evidence that learning is creating change. No access to data? Build storytelling into reflective activities and share learning transfer stories 🙌
THE PROBLEM: Learning and Development is NOT Sales Enablement Sales enablement has been taking a beating in the last 12-18 months, and it's unfortunate. I believe that sales enablement or revenue enablement are critical to any sales organization. When done right, sales enablement can be the secret sauce. Unfortunately, sales enablement has lost it's way. Learning and development is NOT sales enablement, it's part of sales enablement, a small part. Yet, organizations over indexed on learning and development and lost sight of the goal. This emphasis on learning and development created a saturation of educators, L&D professionals and more entering the sales arena who had little understanding of selling or the core elements of selling. This resulted in lots and lots of "training" and tools ,but little in the way of process to measure the progress and outcomes of the training. In all the discoveries I've done with sales enablement over the past few years, less than 10% of them knew their win rate, the 3 year win rate trend and the impact of their efforts on win rate. They couldn't articulate the average deal size, the 3 year trend rate for average deal size and the impact their training had on average deal size. They couldn't show the average sale cycle or the 3 year trend on average sales cycle length and the impact their training was having on sale cycle length. What they could do was show how many people were taking the training. How many more people in the organization were getting "certified." They could show how quickly people were being onboarded, how the number of hours salespeople were spending in the LMS increased overtime, etc. But they were unable to show how all of the certifications, training hours, time spent in the LMS, coaching, tool use, etc. impacted key selling metrics. We're lacking a true commitment to the key metrics in sales and it's baffling to me. There are only 4 key sales metrics and every sales organization should be tracking them, measuring them and understand what moves them. Yet, few do. It is almost always the norm, when I ask a CRO/Head of Enablement, etc what their win rates are, or their average deal size is, it's met with "it depends" or "I'm not exactly sure" or "I'll get back to you." Sales enablement is in the best position to help sales, as a whole, outperform itself. They have the ability to increase win rates, shorten sales cycles, and move the needle on all the metrics that truly dictate what a high-performing sales or looks like. But to do that, we have to stop looking at sales enablement as school or a learning and development department. It's not. Sales enablement, when done correctly, is a performance improvement function. Stop focusing on certifications, and class attendee numbers and LMS logins, etc. and tie enablement efforts to key performance metrics and things will really start to change. #sales #salesenablement #cro
Successful case study for Companies with Channel Partners- Ensuring the Success of Your Channel Partners with Absorb LMS The Challenges Moving from another LMS to Absorb Software, this client saw an opportunity to take their channel partner training to the next level. Their decision to switch would be made on finding solutions to the following challenges: 1) Integration with Salesforce to track external channel partner learning activity 2) A historical LMS data import 3) The ability to deliver targeted content 4) Acknowledge and reward the most well-trained channel partners through contests. The Solutions 1) Integration with Salesforce to track external channel partner learning activity 2) A historical LMS data import 3) The ability to deliver targeted content- Not every channel partner sold the same products, so the client wanted the ability to not only uniquely target learning content, but also target messaging and promotions within the LMS itself. It was easy for the client to target learning content by utilizing our Department and Group features. The big differentiator came from the ability to customize the entire learner interface based on the same Department and Group categorization through Absorb Engage. This option gave them complete control over the branding and content every channel partner would see. https://lnkd.in/gxyf9C4Y #channelpartner #lms #elearning #salesforce #training #contest #quiz #Absorb #engage #integration #apac #Australia #NewZealand #Japan #India #Singapore #Vietnam #Thailand #Indonesia #Malaysia
Learning Management Systems are emerging as a game changer for sales teams, especially in challenging economic times. By providing personalized training paths, real-time analytics, and efficient resource allocation, LMS platforms are revolutionizing the way organizations approach sales enablement. This post was first published on eLearning Industry .
70% of Americans Know one of the keys to Business Success (and It's Not What You Think). It's presentation skills. In today's competitive market, captivating your audience is no longer a bonus, it's essential. The Impact is Real: Studies show businesses with skilled presenters crush their sales goals. The Problem? 20% of professionals would rather fake sick than give a presentation! Fear of public speaking is a major roadblock. The Solution? Use your LMS for Sales Training! This powerful tool can help you: Learn how to Craft Winning Presentations: Master the art of turning prospects into loyal customers. Boost Confidence: Conquer presentation anxiety and become a captivating speaker. Train Like a Pro: Tailored LMS programs ensure your team gets the specific skills they need. Ready to skyrocket your sales? Let's discuss how LMS-based training can transform your team into presentation powerhouses! P.S. When you use PlayAblo LMS you get access to ready-to-use Sales Training package, that include the courses on Presentation Skills and Negotiation Skills, among others. #sales #presentationskills #lms #salespitch #businesssuccess #publicspeaking
How to Ensure the Success of Your Sales Training As a Learning and Development (L&D) manager, you might often find yourself pondering on how to enhance the efficiency of your sales training to achieve the desired outcomes. Let’s delve into some strategies that can keep us on the right track. 🎯The training program you design should be aligned with your strategic business objectives and key performance indicators (KPIs). It should be data-driven, leveraging all relevant information available in CRM accounts, call recordings, quota conversion rates, and more. 👥When training an individual or a small group, employ coaching techniques to personalize the training experience. ⏱Remember, practice is key to mastery. Encourage your sales reps to apply their newly acquired knowledge as soon as possible. This not only facilitates quicker adaptation but also reduces the time taken to see tangible results. 👨💻👩💻Adopt microlearning practices. Avoid inundating your sales reps with an excessive amount of training materials. Keep the sessions brief yet practical, ensuring that they return to their duties with a clear understanding of their next steps. 💻📞Wherever possible, use a blended learning format. If there are theoretical concepts that your reps need to understand, introduce these before practical sessions or role-plays. This approach has two main benefits: 📌It saves time for everyone involved. - It enhances the efficiency of the learning process for different types of learners. In conclusion, the success of your sales training hinges on strategic alignment, data-driven decisions, personalized coaching, immediate application of learned concepts, microlearning, and blended learning formats. By incorporating these elements into your training program, you can create an effective and efficient learning environment that not only enhances the skills of your sales reps but also contributes to the achievement of your business goals. Remember, the ultimate aim is to equip your sales team with the necessary tools and knowledge to excel in their roles and drive your company’s success. Daneliia K. - the author of the article. #qlab #education #learninganddevelopment #sales #training
