Product Enablement
Ongoing enablement around product releases and updates are critical to keeping the product and GTM teams in sync. Enablement doesn’t end with onboarding, but rather an ongoing cadence of training, process improvement and measurement to ensure your field team are representing your company in the way you want them to.
Onboarding
Ensuring repeatable and scalable role-based onboarding will help ensure you get value out of your investment in selling resources as quickly as possible. Don’t rely on busy front-line managers to onboarding their team. Instead implement tools and process that pushes enablement to the rep when they need it, and ensure that your investment in any in-person training is maximized by implementing a rigorous pre-work curriculum.
Content Strategy
Building an efficient selling machine requires clean orchestration of various stakeholders in the organization to deliver to sales the right content aligned to the customer’s value drivers
Value Messaging
Your revenue team needs the tools and knowledge to understand their customers business drivers and how your product can solve their problems better than the alternative. By organizing your messaging into a standard framework centered around customer needs and broad differentiators, all customer facing teams can consistently engage the customer in a truly differentiated way to drive better results.
The product team needs a feedback loop from customers via the field organization. Establishing a regular operating rhythm where knowledge flows in both direction will help the product team make more informed decisions about product direction and priorities.
Systems and Operations
Too often, enablement is considered apart from operations and systems. Working with the operations teams and speaking their language is critical to the long-term success of any enablement program. With the launch of an initiative (for example MEDDPICC) existing systems and processes have to be updated. For example
Analytics
You can’t control what you don’t measure. Lagging indicators like closed deals and retention rates are great, but they often lag by over a year. To get visibility into the effectiveness of any program (onboarding, launch enablement, process improvements, methodology introduction) leading indicators are a critical tool to assess inflight programs.
Our Process
We work with clients each step of the way to make sure we’re agreed on the goals, expected outcomes and deliverables that can make that happen.
ASSESS
Assess your current activities and how they rank in importance and current effectiveness. Start identifying KPIs that you use to assess your business health
DESIGN
Design a strategy to address your highest impact challenges that fits your current and future needs and define the success criteria you’ll use to validate outcomes
DELIVER
Execute the strategy by building out content, implementing process and system enhancements and delivering enablement. Measure success and adjust accordingly.