How to create Sales Enablement content that sales teams love

If you know me, you know I started my career in sales. It was the early 2000’s, and I was cold calling. It was horrible. I have never forgotten the pain of picking up the phone and getting “no” after “no.” It’s one of the reasons I love working so closely with sales teams and new founders. Selling is hard, but once it works, it’s magical. That feeling of being able to solve a problem with your solution, quickly recognizing product-market fit, and being able to clearly communicate value?!? MAGIC!

But, that doesn’t happen overnight, it happens when sales and marketing teams can work together to understand and develop content (demos, sell sheets, landing pages, campaigns, events) that either generate revenue faster or help sales teams identify deals they should walk away from faster. In order to identify and create content that sales teams will use, start by:

1. Understanding your audience: not your potential buyers, but your salespeople. Know what it’s like for them to get hung up on, know what it’s like when they get the deal to the proposal stage only to get told that they lost to a competitor, and know what it’s like to win a really hard-fought deal. As marketers, the only way you can really understand this is to ask and watch and listen. This is not the time where you think or assume. This is the time where you are curious. Being curious is the best skill a marketer can have, but as a marketer responsible for sales enablement content, curiosity is the only way you will win.

   • It’s worth noting here that I am assuming marketers know their prospects, but if that is still unknown, take some time to talk to your sales teams and customer teams and develop your personas. Who is buying? Who is blocking? Who is signing? Defining and understanding the pain points of your prospects should be done before you engage your sales teams for content.

2. Understand the process: There are content pieces that can be used at different stages in the sales cycle that help sales teams either move prospects through the funnel or out of it. In either case, the faster the salesperson can move the prospect through a stage the better. So, as a marketer, know your stages, know what moves deals from one stage to another, know what needs to be answered or “checked-off” in order to get from Discovery to Qualified to Demo to Tech Review to Contract to Won.

3. Get creative: Once you understand your sales team, the challenges they face, the process they go through to get a deal to the finish line, think about how to remove the obstacles your prospects face. Do they need a presentation to be able to share with their boss that outlines successes of the trial? Do they need to be able to whiteboard their challenges to other teams to get their support to invest in this software? Do you need to try out different mediums: calculators, demos, videos, testimonials, in-person meetings at events? Go beyond the traditional: discovery questions, deck, PDF, and technical demo.

4. Test and Tweak: Just as any good lead generation team does, there’s nothing wrong with trying something and watching it fail. Part of testing is trying something on a small scale and then going “all-in” on it. I’ve always worked with 1-3 salespeople to test out content and get feedback before rolling out to the entire organization.

5. Find your advocates: Just like your demand gen team will find customer advocates, product marketers need to find their internal advocates. In your test and tweak stage, you probably worked with salespeople who were hungry to try something different. Use those same folks as your advocates for the rest of the sales teams. If salespeople are seeing success, they’ll brag about it and then you won’t be able to keep that content on the shelves.

Getting sales teams to use sales enablement content is one of the hardest sales jobs you’ll have as a marketer, by front-loading the process with a lot of listening and curiosity, you’ll find success faster.

Where does Sales Enablement fit in a B2B marketing org?

In the recent years, sales enablement has become a "thing." So much so, that now there's an annual conference, there are local associations with smaller teaching events. The thing I find lovely about this group of professionals is that they're all trying to make it work while learning from others. Sales enablement is a tricky skill and role. Because the audience is primarily the sales team, secondarily the target market and thirdly the org as a whole, and yet often, the role sits in marketing. Below you'll find my thoughts on sales enablement roles and where they should fit. 

Sales Enablement in Sales

I think this structure makes the most sense when your sales team is larger than 50 people and the sales enablement team or person is responsible for content, training, and operations. That way your enablement team is able to have a shared departmental vision with the team they service most often. It does require a content person who is able to get content approval and buy in from marketing and other subject matter experts. And a training person might have to be closely aligned with HR who is traditionally responsible for training. 

Sales Enablement in Product Marketing

According to the folks at Pragmatic Marketing, sales enablement should be the job of the product marketing team. I believe this can be a good fit, if you have a robust sales operations and HR teams and or, you are just getting started with sales enablement. No matter what the first need that comes when you hire someone to fulfill the sales enablement need is around content, so who better than a product marketer to combine their knowledge of market, positioning, and product to build out content that sales can use to close more deals faster. The problem comes when it's clear that operationally there are additional process changes that need to happen, or there is a lot of training that needs to be done. 

Sales Enablement in Demand Generation

I believe that there's a time in which sales enablement belongs in demand generation. At the very beginning when there aren't enough hands and when enablement enters maintenance mode. In many small B2B organizations the first marketer hired is a demand generation marketer. The person who understands the market develops and executes campaigns and that person often ends up supporting sales teams throughout that process, sharing their knowledge gained along the way. So, almost every bit of content created for a demand generation campaign can also be used as sales enablement content. At that point, there is no measurement of the effectiveness of the content, there are no process changes needed, there just needs to be more content, and the demand generation team is churning content. After sales enablement is up and running and processes are working and content has been measured, the demand gen team is a great resource to take back the content creation part of sales enablement. At that point, the organization has already invested in sales training and sales operations that help with training and processes around sales enablement. This new state of the union allows the sales enablement role in marketing to just continue to generate content. 

Sales Enablement in HR

This option makes the most sense when the main goal of your sales enablement program is training. I find this happens when you have a new sales team, but a strong HR team, often within product led organizations that are looking to grow. The great thing about enablement existing in HR is that there are plenty of HR tools that are available to help build training content and track training effectiveness. The problem is that eventually, the need for content will come back around, and often HR teams are not the ones well suited for creating compelling customer facing content. And, when that need transfers from heavy training to more content, some other team must rise to the occasion.

What's best for your business

In general, it's standard marketing procedure to expect sales enablement to come out of product marketing. But, each organization is different. So, ask yourself these six questions to determine where Sales Enablement fits in your org:

1. Is more than 80% of your sales team "new" (less than the length of a sales cycle)?

   • If yes, then consider starting by enabling your sales teams with training from HR.

2. Do you have a product marketing organization?

   • If yes, then most likely this fits well into that area of responsibility.

   • If not, then consider demand generation or sales.

3. Is your demand generation team meeting their MQL goals?

   • If yes, then consider putting sales enablement content requirements on the Demand Generation team.

   • If no, then put the responsibility into another department. The next logical places are product marketing and sales.

4. Does your sales team often have content needs that require a quick turn around (sub 48 hours)?

   • If so, then consider putting this responsibility on the sales team.

5. Are there standardized templates available within your company that ensures a consistent message and branded content if used by teams outside of marketing?

   • If so, then you can consider putting your sales enablement content arm in the sales team or in the HR teams. You might still lack the positioning/product knowledge, but if other answers above point away from marketing, there is a reason to consider putting it elsewhere.

6. Does your sales team need training, content and process adjustments equally?

   • If so, then consider a cross functional team that reports into sales that has direct reports that sit in other departments either for full time or part time work. This is really the best of all worlds because your teams skill set could be used in other departments, but the primary benefit would be to your sales teams.

 Where does Sales Enablement sit in your org? Is that working?