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Sales Enablement and Outcome Selling, Forrester Research
Brad Holmes is the VP and Practice Leader at Forrester who leads a team of 20 analysts, consultants, and client engagement professionals in the emerging field of Sales Enablement. Sales Enablement is defined as a strategic and ongoing process that equips all client-facing employees to consistently have valuable conversations with customers at each stage of their problem-solving lifecycle. Forrester analysts have been helping sales, marketing, and portfolio teams work cross-functionally to create effective sales content and programs that map to a holistic customer model and are delivered on a common platform. The need for Sales Enablement has increased as senior executives look for ways to adapt their selling systems to changing business strategies and customer needs in a way that promotes their products as
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Sales Enablement and Outcome Selling, Forrester Research
- 1. Sales Enablement andOutcome Selling Brad HolmesVP and Practice LeaderJune 3rd, 2011
- 2. Sales Enablement isan emerging leadership roleFastest growing role for Forrester in 2011 – 1,800 clientsTeam of 20 analysts, consultants, and client engagement professionalsHelping SE Professionals drive change and deliver results
- 3. SE defined (collaborativelywith clients)Sales enablement is a strategic, ongoing process that equips all client-facing employees with the ability to consistently and systematically have a valuable conversation with the right set of customer stakeholders at each stage of the customer's problem-solving life cycle to optimize the return of investment of the selling system.
- 4. SE in practiceToaccomplish this goal, portfolio, marketing, and sales teams must work cross-functionally to create effective sales content and programs that map to a holistic customer model and that are delivered on a common platform.
- 5. Forrester analysts havebeen in the trenchesScott Santucci Outcome selling SE StrategiesModeling customers The hidden costs of sales supportBrian LambertEstablishing brand value in the trenchesEnsuring adoption of sales enablement initiativesLeading the sales training and development functionDean DavisonLeveraging a defined and shared view of customer business problemsEngineering portfolio solutions for simplicity at the point of saleInfusing customer-focused business intelligence into portfolio messages
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- 7. November 2008 “EngineeringValuable Sales Conversations”CEOs React To Colliding Market Forces
- 8. Senior level executivesare looking for answers
- 9. October 2010 “ASIMPLE Sales Enablement Framework”Random Acts Of Sales Support Create Unneeded Complexity, Overwhelming Sales Forces
- 10. April 2009 “UncoveringThe Hidden Costs Of Sales Support”Hidden Costs And Inefficiencies Lurk In Sales And Marketing Budgets
- 11. 200018.1%200913.4%What is theimplication of the bottleneck?SG&AAs a % of 2000RevenueRelative growth of revenue and SG&A, normalized to 2000. Not adjusted for inflation
- 12. What do buyersthink?
- 13. November 2008 “EngineeringValuable Sales Conversations”Product-First Engagement Model Promotes Commodity Perception
- 14. What do buyersperceive?
- 15. What do buyerswant?
- 16. What do buyersexperience?
- 17. The selling systemis not adapting quickly enough to accommodate our changing business strategy CEOs conclude
- 18. Where are weheaded?
- 19. November 2008 “EngineeringValuable Sales Conversations”Design An Engineered Approach To Sales Conversations
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- 21. Disaster Recovery ServiceProviders
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- 23. Outcome Selling representsa change in “state”
- 24. Value transfer iswhat we all do
- 25. Focus on thevalue communication system like a supply chain Basic value communication systemCustomerVender AudienceMessageMessenger+
- 26. The value youcommunicate is the "know how" your clients need to achieve an outcomePatternAudienceMessage(s)Messenger(s)+Outcome selling is a go-to-market approach in which you design your value communications system to optimize the value your customers realize.
- 27.
- 28. Thank youBrad [email protected]613 6037
Editor's Notes
- #9 Complexity issue brought on by market forces- PRODUCTIVITY and EFFICIENCY are the goals. Message gets pushed top-down through the chains of command, and ultimately ends up in various functional areas of the business. The original goal and the paths taken to get to that goal start branching off randomly based on the interpretations and perspectives of executives at each level within different silos of the organization.
- #12 The decline image you choose will go over this one with a grayed out box similar to how it appeared originally over the bar graphs