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Five reasons why your sales enablement function may be failing

Sales enablement is a critical function for any business looking to improve its sales performance. However, many companies struggle to achieve the desired value and results from their sales enablement efforts.

In this article, we will explore five common reasons why sales enablement functions may be failing.

1 Operational rather than strategic enablement

One of the most common reasons for sales enablement failure is a focus on operational rather than strategic enablement. This means that enablement teams are primarily focused on providing sales reps with training and resources they need to perform their day-to-day tasks, rather than on focusing sales enablement efforts on the real business needs that drive revenue.

2 Lack of business alignment

Another common reason for sales enablement failure is a lack of alignment with overall business goals and strategies. This can happen when sales enablement efforts are not properly integrated with other functions such as customer success, marketing and product development. To avoid this, companies should ensure that sales enablement efforts are closely aligned with overall business goals and strategies, and that there is clear communication and collaboration between all relevant functions.

3 Lack of strategic priorities

Another major reason for sales enablement failure is a lack of strategic priorities. This can happen when companies do not have a clear understanding of what their sales enablement efforts are trying to achieve, or when they try to do too many things at once. A common misconception within enablement is to increase output. Too much enablement can create complexities with sales reps, hindering adoption. To avoid this, companies should establish clear and measurable objectives for their sales enablement efforts, and prioritize their efforts based on what will have the greatest impact on overall business performance.

4 Lack of stakeholder buy-in

Another common reason for sales enablement failure is insufficient buy-in from stakeholders. This can happen when sales reps, managers, and other stakeholders do not see the value in the sales enablement programs and initiatives, or when they do not understand how to use the resources provided effectively. To address this, companies should engage all relevant stakeholders in the sales enablement process from the start, and provide training and support to help them see the value of the tools and resources provided.

5 Lack of measurement

Many companies struggle to measure the success of their sales enablement efforts. Without proper measurement, it can be difficult to know what is working and what is not, and why we must focus on any particular initiative. To avoid this, companies should establish key performance indicators (KPIs) that are directly related to their sales enablement objectives, and regularly evaluate the performance of their sales enablement function.

Sales Velocity is a KPI that is understood by many, but is not implemented in a way to deliver tangible results.

Sales Velocity Labs specialise in identifying and addressing sales velocity gaps. Using our unique and free-to-use Sales Velocity simulator, you can obtain a clear visual representation of your sales velocity benchmarks, and the gains you need to find.

By understanding and addressing the common reasons for sales enablement failure, such as operational rather than strategic enablement, lack of business alignment, lack of strategic priorities, lack of stakeholder buy-in, and lack of measurement, companies can improve the effectiveness of their sales enablement function.


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