A Proven Framework for Revenue Activation

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Unfortunately, the sales function is very inefficient. According to a study by CSO Insights and Gartner, only 20% of salespeople generate 80% of an organization’s revenue.

Data from Salesforce also shows that only 43% of salespeople make or meet their quotas, which may explain the profession’s high exit rate: the average tenure of a sales professional is just 18 month.

Companies are doing what they can to combat these trends, spending hundreds of millions of dollars on resources such as manuals and tools to recruit, train and retain their sales staff. But most of their sellers don’t meet their quotas and don’t stick around, which makes their investments disappointing.

Many business managers and enablement practitioners aren’t close enough to the data to understand where or where the level of success lies. Most of the time, they think it’s an onboarding problem: train the reps early, and the problem will be solved.

However, what sales leaders really need is a way to improve the performance of their teams, and not just when they fit into the organization.

Solving the right revenue problems requires organizations to spend time:

Companies today are recognizing the need to optimize enablement for sales execution and mastery of sales content. Most companies just create great looking PDFs and presentations, upload them to systems and portals on their platforms, launch them and have a launch call, but they are quickly disappointed. Why? Because there is no real mastery of the skills required to successfully deploy content into real conversations with customers.

Companies have content, but the content is not enabled. Enabling content requires sales organizations to think more about what it takes for their teams to truly master content. What we’ve learned over the years is that it’s not enough to just give someone a pitch deck and a landing page with a bunch of links and assume they’ve got it figured out.

A winning framework for revenue enablement should include these components:

  • Enable: Content must be published, organized and accessible. Enabled content or assets should be available in multiple formats, including video, visuals, and micro-content, as different sellers have different needs and styles.
  • Select: Curation aims to target content by role, mandate and needs. New hires should have curated content in their new hire onboarding journeys. Existing team members should have content curated for them in their regular workflow, like their CRM/SFA systems. Content should be available wherever team members might need it, on any platform and any device.
  • Learn: Salespeople need to learn, which can be done through demonstrations, activity-based learning, role-playing, and other modalities.
  • Coach: This step is crucial. In this step, content should be curated for frontline managers so that content can be reinforced by creating a space where teams can coach each other in an accelerated peer learning environment.
  • Guide: Training content should be readily available whenever salespeople need it most: on sales calls, while preparing for sales calls, on the way to see customers, etc.
  • Engage: Finally, during this stage, content is shared with buyers in trading rooms, presentation platforms and personalized landing pages.

Impact measurement is another process that should be built into these revenue activation components. Sales managers should collect and correlate all data related to activation, curation, and coaching with reviews, certifications, and reinforcement strategies.

This is often a challenge for organizations that maintain disparate systems, which may not communicate with each other, requiring costly IT or development hours.

However, it is imperative to leverage data to determine the link between content consumption and content sharing, leading all the way to buyer insights. When done correctly, fascinating ideas will emerge. For example, leadership will better understand why some teams perform better than others. There can be visibility into the 20% of sellers generating 80% of revenue so organizations can quickly replicate and share that success.

Conversely, for those who do not meet their quotas, managers can see that they may not actually be participating in the required learning. Data collected along the way can identify the stage or stages that poor learners missed or failed to complete correctly, so that corrective action can be taken to correct a gap in coaching or provide access. to good content.

This information can have a huge impact on an organization’s bottom line, and when addressed, managers and trainers can become the empowerment heroes they were destined to become.

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