Sales Enablement Maturity Model

1. SALES ENABLEMENT Maturity Model STAGE 4- World-Class STAGE 3 -Mature STAGE 2 - Progressive STAGE1 - Undefined Sales Enablement Highly strategic orientation, docu- mented plans in place. Defined Sales Enablement function in place for 5+ years. Working from a plan, balanced between strategic and operational. Defined func- tion in place for 3+ years. Operational in nature, reacting to requests. Loosely defined function in place for less than two years. No defined, evaluated or implemented Sales Enablement functions or applications. Orientation Sales Enablement a critical success factor driving revenue and growth. Fully funded and supported by senior management. Sales Enablement a key corporate func- tion. Major initiatives funded, dedicated staff & budget. Senior management view Sales Enablement as one of many success factors. Funding available for small pilot projects for testing. No perceived need for sales enable- ment. No funding or dedicated staff. Leadership Mature, integrated Sales Enablement infrastructure in place built on a CRM platform with multiple applications inte- grated & adopted. Reporting available in one interface. No CRM, Marketing Automation, Knowledge Management or other Sales Enablement applications in place. Sales reps use their own systems and technology to support their sales efforts. Marketing Automation & CRM are highly integrated and Sales Enable- ment applications are being used. Defined process for testing and inte- grating new applications in place. CRM and/or Marketing Automation in place with 80%+ rep adoption. Exploring Sales Enablement applica- tions such as playbooks, portals, CPQ, etc. Technology/ Infrastructure Cross-functional SE group formed with leaders from all departments. Shared revenue responsibilites. Compensation may be tied to revenue growth. Marketing/sales & others ‘collaborate’ on multiple processes to generate revenues. SLAs and/or standard definition for SQLs in place. Goals set for contribution to pipeline. Some marketing/sales alignment forming on key processes such as lead scoring, no shared revenue responsi- bilities yet. Able to ‘coordinate’ efforts like follow up on campaigns. Marketing and sales operate in distrinct silos with minimal align- ment on goals and activities. Typical ‘hand-off’ style working relationship. Alignment

2. SALES ENABLEMENT Maturity Model Sales STAGE1 - Undefined STAGE 2 - Progressive STAGE 3 -Mature STAGE 4- World-Class Enablement Sales organization fully supported across entire sales cycle from lead generation to quoting and contracting. Reporting and feedback effectively drive development of sales support infrastructure. Surveys held regularly to solicit feedback and ideas. No formal support or tools for asset management, CPQ, communica- tion or other tools. No centralized portal for collateral (email templates, proposals, playbooks, etc.) Reps expected to create their own sales support material. Extensible platform supports MRM, asset management with ratings, feedback and version control, sales performance/incen- tive management, CPQ, conferencing, playbooks integrated with CRM, field presentation tools for tablets, etc. Basic asset management and/or sales portal with collateral, manual CPQ, conferencing tools provided. May have manual sales playbooks, sales intelligence data sources, competitive analysis info, formal product training. Sales Support Tools Lead scoring & nurturing, content mapped to buying and sales process by persona & journey maps, prioritiza- tion of sales enablement strategy plan is done regularly. Formal lead acquisition process, solid opportunity management, Sales process mapped to buying process, defined process for sales enablement including strategy planning. Sales process defined but not mapped to buying process. Opportunity management is ad hoc and unreliable for forecasting. No sales enablement processes established yet. No formal lead generation or sales opportunity management process; Sales process & buying processes are not defined. Processes Marketing ROI, TCO, age of opportuni- ties, customer lifetime value, retention rate, pipeline velocity, reps have visi- bility into team’s productivity & perfor- mance metrics (may be gamified inside of CRM), closed loop reporting system for all campaigns and metrics. Known success metrics for top performing reps. Cost of acquisition (CAC) known, #downloads from portals, CRM adoption rate, cost per opportu- nity measured. Reports monitored and reviewed at regular intervals (weekly, monthly, quarterly, annually). Metrics in place to measure effec- tiveness such as #opportunities, sales productivity metrics, #leads generated, CPL in some cases known. No regular monitoring, reports pulled ad hoc when results not desirable. Sales enablement success metrics unknown and not tracked. Revenue ($) tracked but not necessarily tied to goals. Lead quality and scoring is unknown and not tracked. Metrics New reps hit quota in 3-4 months. Less than 10% of new sales hires are unsuccessful. Opportunity win rate is 20%+. Revenue growth rate is 40%+. New reps hit quota in 4-6 months. 10-20% of new sales hires unsuccessful. Opportunity win rate is 15-20%. Revenue growth rate is 20-40%. New reps hit quota in 6-9 months. 20-30% of new sales hires unsuc- cessful. Opportunity win rate is 10-15%. Revenue growth rate is 10-20%. New reps hit quota in 9-12 months. 30-50% of new sales hired unsuccessful. Opportunity win rate is less than 10%. Revenue growth rate is less than 10%. Results Want to rate your organization’s Sales Enablement maturity with an interactive tool? Download our Sales Enablement Readiness Assessment and get started today! V I E W R E S O U R C E