Like many Americans, we Swedish celebrate the New Year with fireworks, sparkling wine, and lots of snacks. Among our children, "tomtebloss" are a particular favorite. In the US, I think they're called sparklers.
I’ll be speaking on this topic at ATD ICE this year in the Sales Enablement Track. The goal of the presentation is to share how to support sales effectiveness best practices with sales enablement systems to improve your sales productivity (your sales force’s ability to generate profitable revenue). In this post, I will lay the foundational of concepts that fuel the mashup and will continue the discussion at the conference.
If you’re like me, you’re bombarded with advertisements for sales enablement technologies that claim they’ll increase your revenue, improve profits, make your life easier, and probably butter your toast as well.
Sales employee turnover has reached crisis proportions and threatens to get worse before it gets better. According to Forbes, employee turnover in sales averages above 20%, and rises to 34% or higher if you include both voluntary and involuntary turnover.
When they were little, my kids were great salespeople. If they wanted something and they knew it was going to be a hard sell, they’d establish rapport by doing something nice for us, look for an angle on how their desired decision would benefit us, and carefully select the right “decision maker” (mom or dad?) and optimal timing for their pitch.
The number of companies with a dedicated sales enablement function has increased from less than 20% to more than 60% in just a few years[1]. On average, organizations that invest in a dedicated sales enablement function improve sales results by 29%, according to a study by Vantage Point Performance.
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