Sales enablement has proven to be a flexible and agile technology that sales and marketing teams can leverage to get their job done. However, those how have just started adopting this technology into their team have a good question – Who owns sales enablement?
Let’s take a look from the perspective of both the teams
The marketing team perspective
The overall efficiency of the marketing team decides how well the tool performs its job. By adopting this tool within their department, they acknowledge that their customer and lead data needs a central place to reside in, it needs to speak more directly about the buyer’s pain points and specific needs. When the content is easier to find, the sales reps can dedicate more time to selling rather than searching for relevant content. So, this team definitely has a say in the success story behind a sales enablement platform like Crescendo.
The sales team perspective
The sales rep is empowered better to close deals with such tools. With access to information, the field team is in a better position to pitch the product well without annoying the customer by asking questions already asked in the past by the marketing team. The sales team also gets access to content and knowledge resources that help him do the job better. Thus, this tool is of immense importance to the sales team too.
To sign off
In the end, it is a coordinated effort to get the sales enablement platform to perform to its maximum potential. The decision-making managers from both departments should have equal responsibility in owning the sales enablement tool (Perhaps, the sales team should have a greater say and that it is why it is called as a ‘sales’ enablement tool). This sharing of ownership will ensure that there is a marked improvement in how these sales enablement platforms are received within each of the teams.