Sales Engagement, Enablement and Operations: the state of the art in sales management

Sales Engagement,

Sales Engagement, Sales Enablement and Sales Operations. Together they form the state of the art in sales management.

They cover the entire process, all steps, all metrics and controllables.

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  1. video transcript
  2. Sales Operations
  3. Sales Enablement
  4. Sales Engagement
  5. The sales management cycle
  6. Be a hacker of your process

video transcript

Hi guys, I’m Daniela, a consultant here at OTB.

Today’s Flipchart is for you who have a sales process but aren’t quite sure how it flows or what you’re doing.

If you now had to answer the following 3 questions, would you be able to?

  • How are your sales today?
  • How are you planning to close your quarter or the current sales period?
  • How is your forecast for the next period?

If you can’t quickly think of how to answer these questions, we’ll help you with a sales management approach that involves:

  • Sales Operations ;
  • Sales Enablement ;
  • Sales Engagement.

If you’re starting a process now, this Flipchart also helps you get a little less wrong when starting.

Sales Operations

The concept of Sales Operations, which would be our first step, is the equivalent of building a sales ecosystem.

This means that Sales Operations is the foundation of your process, it’s what will ensure your salespeople succeed:

  • Get more clarity on what they’re doing;
  • Have your activities well defined;
  • Be more efficient;
  • Sell ​​more;
  • Have more agility and ease when performing your tasks.

If you thought, didn’t reach conclusions about how your process is flowing and feel that you need to create a process from scratch, you can think about the logic of designing an MVP.

This design would be similar to the process of creating a product.

If I’m going to create a product from scratch, it must have an ultimate goal. From the beginning of planning this product, I need to ensure that it meets this ultimate goal.

He doesn’t have to be doing the best he can right away, but we need to make sure that, from the start, he can meet that goal.

In other words, we have to complicate it less at first, but make sure it makes sense.

If I understand what I need to have as a basis for the process, what kind of tools will support it and how it is designed, I can understand everything that happens, ensuring visibility.

Through this, I can also have predictability.

I can understand what impact I am doing today will have going forward and whether or not this is in line with what I expected from this goal.

We have to be able to measure our KPIs and OPIs so that it is possible to answer the 3 questions I asked:

  • How are your sales today?
  • How are you planning to close your quarter or the current sales period?
  • How is your forecast for the next period?

Sales Enablement

Within Sales Enablement we already know what the basis of the process is and we need to think about how to make it possible.

How will the process I defined best serve my team when executing everything?

In order to understand how this will flow in practice, we need to consider:

  • What type of market am I targeting my product or service to?
  • What is my sales cycle?
  • How does my sales funnel work?
  • What are the steps in my funnel?
  • What are the triggers for passing between these steps?
  • How to organize all this inside one tool?
  • What kind of triggers do I have to have inside this tool?
  • What kind of information do I need to extract to be able to correctly measure my KPIs and OPIs?
  • How will I establish training for my team?
  • How to constantly follow this evolution?
  • How to replicate the process?

In addition to answering all these questions, we have to think about what types of inputs we will need to provide support for the sales team.

When this salesperson is going to make a sale, when contacting the lead, how can I facilitate the process by bringing some content or insights?

Just remembering that when we think about inputs, training and tools, we cannot bureaucratize too much.

Sometimes we think that we have to have a lot of material, a lot of content, but the way to use them is not very actionable.

So just a little bit of care at this point.

Sales Engagement

So, the idea is that here I have very well-defined my part of Sales Ops and Sales Enablement.

In other words, I have a plan, I defined how this plan will be prepared and I ensured that it will be executed well.

At this point, we reach the Sales Engagement stage.

If we did everything right back there, this stage is practically a natural consequence.

The idea is that if I’ve created a good foundation for my process, it’s running and flowing with as little friction as possible for the people involved in it.

So both the salesperson feels less friction in doing this, and the lead feels more comfortable during his engagement with the salesperson.

Through this, of course, we will have more engagement and the seller will see that the defined way for him to perform the steps of the process:

  • It’s making sense;
  • It’s making his day-to-day easier;
  • It’s helping you to have visibility, even in relation to goals (which is a very relevant point for salespeople).

Naturally, it will execute the process as expected and thereby increase its performance.

This is something that should happen naturally and is what will give us assurance that everything we defined back there is, in fact, making sense.

The sales management cycle

If we think about this entire operation, we are separating sales management into Sales Ops, Sales Enablement and Sales Engagement.

The logic is that behind this divided structure we have something fluid, something that communicates. There is no way to separate 100% of each of these issues.

The use of a CRM, for example, starts to be defined like this:

  • Inside Sales Ops: we need to define what is the base, what kind of tool we are going to use to support the process;
  • Inside Sales Enablement: we need to define how CRM will best serve;
  • Within Sales Engagement: in practice, we have to ensure that salespeople stay engaged.

As I said, this will always be fluid, communicating process.

Thinking about the Planning, Preparation and Execution cycle, we more or less follow this same logic within the PDCA.

We are constantly checking, acting, planning and executing.

Be a hacker of your process

If you’re still a little lost, not quite sure what you’re doing, but you’re already so involved that you don’t see a way to start this analysis, you can do what we call hacking the process.

You can use a tool like Reev, which provides support to formalize what you are running.

You’ll keep your process exactly as it is, but you’ll have a tool in which you’re computing all of that.

In the end, you end up doing the reverse process.

From what you have computed, you can assess whether the results are making sense, whether what you expected is happening, and, if necessary, readjust your process.

Regardless of which path you take, whether it’s building a well-structured process from the ground up or retooling a messy process, a Sales Engagement tool serves this purpose well.

A tool like Reev helps ensure this friction reduction and ensures that all of this is happening in a smooth way.

That was today’s Flipchart Friday.

If you have any questions or even any relevant comments or discussions that you want to raise, leave your comment here.