SalesTown’s Post

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

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

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

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

✳ Learning Management Systems (LMS) offer numerous benefits for channel managers who are responsible for overseeing and supporting the performance of their channel partners. 1️⃣ Centralized Customization: Tailored Learning An LMS ensures uniform and relevant training content for all channel partners through centralized control, facilitating global access and flexible scheduling to cater to diverse time zones and preferences. LMS platforms allow you to customize training programs to address individual partner needs and skill gaps, offering personalized learning paths that adapt based on user progress and performance. 2️⃣ Engagement-Boosting Learning Initiatives Interactive content such as quizzes and gamification elements boosts engagement during learning, while certifications and rewards for completing modules enhance partners' motivation and commitment to skill development. Continuous updates and targeted training further equip partners with the necessary skills for improved performance and sales effectiveness, fostering ongoing professional development and adaptation to industry changes. 3️⃣ Cost Efficiency: Training through an LMS eliminates travel and lodging costs associated with traditional classroom training and digital content can be reused and updated easily, reducing the need for repeated investments in training materials. 4️⃣ Statistics: LMS platforms provide detailed analytics on training progress, completion rates, and assessment scores. This allows channel managers to monitor individual partner engagement and performance. 5️⃣ Integration with Other System: Integrating an LMS with CRM systems aligns training with sales performance data, streamlining operations and improving partner relationship management through a unified platform. 6️⃣ Regulatory Compliance: LMS platforms facilitate mandatory compliance training for partners, ensuring adherence to regulatory requirements. They also maintain detailed records of training completion and compliance to support auditing and regulatory reporting needs effectively. 7️⃣ Onboarding Efficiency: Structured onboarding for new channel partners accelerates their time to productivity through a consistent and well-defined introduction. Additionally, self-paced learning options reduce pressure and improve understanding by allowing partners to learn according to their individual preferences and capabilities. In summary, an LMS provides channel managers with a powerful tool to deliver, manage, and optimize training for their channel partners. It enhances the efficiency, effectiveness, and reach of training programs, ultimately contributing to better performance and stronger partner relationships. MyPRM #businesssoftware #channelmanager #LMS #elearning #certification #onboarding #channelmarketingmanager #training #PRM ❇ Want to know more? https://myprm.com/en/demo/