Sales enablement is a hot topic at the moment, and a key priority for many sales organizations. Yet, as an industry, we’re failing badly at it. According to the CSO Insights 2016 Sales Enablement Optimization Study, 32.7% of surveyed organizations had a sales enablement function in 2016 (up from 25.5% in 2015), but only 5.2% of surveyed companies said that sales enablement was meeting all expectations.
When you crunch the numbers, the most common outcome of even apparently well-qualified complex sales opportunities is a loss - not to an alternative solution, but to the status quo.
Before I began the work that would eventually become Membrain, I was a part of, and built, sales organizations. I became intimately familiar with the unwieldy nature of most CRM implementations, including the industry-leading Salesforce CRM. I experienced firsthand the results of poor user adoption rates and low technology ROI–resulting in graveyards of information, instead of guidance for salespeople.
"That wasn't what I expected!"
You might say that after reading an awesome book, waiting for months and years in anticipation of the movie version, only to be extremely disappointed when the much hyped film failed to live up to what you remembered feeling when turning the pages.
ProSales Institute issued their 2017 Sales Agenda report last month, which surveyed almost 400 sales leaders on their top challenges for the coming year. I read it with interest as I always do, and the results line up with where I see the industry’s challenges to lie, as well.
The front line sales manager (FLSM) has, possibly, the single most difficult and important job in the sales organization. FLSMs are responsible for translating the strategies and priorities of the organization into execution by their teams. Through their teams, they are responsible for millions to tens of millions in revenue.
From north to south, east to west, Membrain has thousands of happy clients all over the world.