Welcome to the 100 Sales Enablement Best Practices! We set out to curate best practices from sales enablement practitioners in the trenches so we could publish them for the benefit of the sales community. We invited the community to submit their best practice suggestions. As we reviewed all the submissions, it was difficult to find ones to exclude, as so many contributed valuable tips. When we narrowed the submissions to the 100 best practices provided by actual practitioners, we found found they naturally fell into five categories: Strategy, Leadership and Management, Training and Development, Content and Cadence, and Sales Coaching. While there were common threads, each best practice is a unique perspective on what all sales enablement leaders struggle with: how to provide sellers the right tools, skills, methods, content and processes to enable them to create more pipeline, nurture prospects, and improve win rates. We sincerely thank all those who took the time to submit their best practice. We hope you find these sales enablement best practices as valuable as we did. Mario Martinez Jr. CEO and Founder, Vengreso  

Are your prospects singing the blues like Ray Charles and telling you, "Hit the road, Jack, and don’t you come back no more!"  Or are they screaming like James Brown, "You got, you got, you got WHAT I NEED!" Listen up! If you’re constantly turning people off and getting nowhere...and you’re not rocking the right approach to connecting with your buyers...you’re going to be hitting sour notes and going broke in a hurry, my friend! Fortunately, there’s a way to change your tune to one that strikes the right tone with your prospects. And it involves embracing just a few mindset shifts and learning a simple but powerful 3-step formula we developed called the PVC Sales MethodologyTM — which stands for: • Personalization • Value • Call-to-action Leveraging the PVC Methodology will turn you into a rock star connector, prospector and seller! But before we dive into the details of the PVC Sales MethodologyTM, there are a few other things we need to cover as we set the stage for your success. So sit up, and get ready to learn how to strike the right chord with your prospects!

A sales rep turns a corner while driving to one of the biggest calls of the year when a jolt from under his car forces a change of plans: he just ran over a pothole and now needs to swap out his tire, except he’s never actually done a tire change by himself before. There’s no time to wait for AAA so he must figure it out himself. What does he do? In 2019, he calmly pulls up YouTube and watches a user-generated video demonstration of exactly how to perform the tire change on the make, model and year of his car, before turning around, grabbing his tools, and successfully executing the task himself. Within twenty minutes he’s back on the road driving toward the meeting feeling ready for anything. This is what it feels like to be ready in a world where you can pull a device out of your pocket and extract whatever day-to-day lessons you need from somebody else’s life experiences. Sales reps already use consumer apps like Waze to learn about open routes in real time based on other drivers’ experience of current road conditions, or Duolingo so they can practice and learn new languages using friendly competition with other would-be travelers. But what about the tasks involving the actual substance of salespeople’s work? What if our rep were to hit a different kind of "pothole" that day: one in the form of a text message from his internal champion letting him know that the company’s CFO would be joining the call unexpectedly? He doesn’t normally call on CFOs, and would need a five-minute debrief with a colleague to understand the pertinent discussion points to use, but no one is available right now. Click below to download this eBook.

At one time or another, every sales manager feels like they are stepping into an abyss.   They have to replace the sales rep who just left. Or they’re tasked with expanding their department to meet the challenge of growing sales for the company. Either way, they have to make a big decision.The candidate sitting in front of them could be an outstanding addition to the team, or they could be the manager’s worst nightmare.   Hiring an employee who turns out to be toxic can cost the company lost sales, higher rates of sales rep turnover, and turmoil. Research shows 1% of people are psychopaths and 4% are sociopaths, while another 2-3% of the population might end up behaving in a toxic way in the workplace. When you add it up, that’s one out of 13 people.   In this book, we offer a glimpse at 13 types of toxic personality types we’ve identified in the workplace for sales teams. We have ordered the chapters by the most difficult and problematic, the Jungle Fighter, to the least likely to be problematic, the Martyr. Using documented case studies, we also outline the steps you can take to address toxic behavior and restore harmony to your organization. In some cases, you may be able to adjust the work environment and coach employees who exhibit toxic behavior. In other cases, the best strategy may be to avoid hiring employees with toxic behavioral tendencies. If they are already on the payroll, you’ll have no choice but to get them out of your organization.

How a Sale Was Lost Ann was not happy as she left the meeting with a long-term customer—now a former customer. "Ann, we have done business together for a long time," her customer started, "but we have decided to go in a different direction this time." Her customer went on to say how ABC Company, one of Ann’s biggest competitors, worked with them to integrate ABC Company’s solution into their own systems, resulting in faster inventory turns with fewer shipping errors. And they were able to demonstrate how this will increase margins and profit for the company. ABC Company’s salesperson sold value. The Selling to Value approach requires the salesperson to develop an ever-expanding mindset and skillset—and it requires a commitment to a purpose that goes beyond self-interest to include both the interests of the individual customer and the interests of that customer’s organization.  

The purpose of this paper is to explore the 17 innovations occurring to the methods of training and learning. Some are in their infancy; others are more mature. Additionally, we'll suggest some neuroscience-based practices to help you develop your organizational training.

In sales, we often find ourselves grappling with a false choice - do we focus on relationship building with the customer, or focus more on winning the deal at all costs? It can often seem like there is no middle ground, we have to either perform like a hardliner or try and gain the customer's favor. But it is not, in fact, an either/or situation. This white paper explores the middle ground between building relationships and winning the deal and offers helpful tips on ways to nurture both your relationship with the customer while keeping your eye on the prize. Read more to discover how it might be the way salespeople think about their customer relationships that prevents them from focusing on and winning the deal. JMReid Group is a training company that provides sales programs with this middle ground at top of mind. If you like what you read, contact us in the interest of your sales team at www.jmreidgroup.com.

Imagine your sales team gets invited to attend an exclusive networking event filled with senior decision-makers at companies that fit your ideal customer profile. Would you expect them to do their homework before they arrive at the event? How would you expect them to behave at the event? Would they grab a cocktail and stand against the wall for the entire event, quietly making comments to people as they pass? Or would they work the room, confidently striking up conversations with people they’ve researched online, connected with and began developing authentic relationships proving they have the experience these buyers are seeking from a seller? As a sales leader, you’d never hire a rep who couldn’t represent your brand at an important event without proven experience and know-how to conduct meaningful conversations with qualified buyers. This is precisely how high-performing and experienced sales professionals approach digital selling with LinkedIn.

THE KEY IS TO ADDRESS THE UNIQUE CHALLENGES OF SELLING OVER THE PHONE. There are two immediate challenges: Inside sales is different and selling over the phone is difficult. If you manage an inside sales or telesales team, you realize these as the unique hurdles to selling and managing customers over the phone. The purpose of this paper is to share with you experience gained from research in hundreds of organizations since 1996 that will help you respond to areas that are inhibiting the performance of your inside sales organization. By reading this white paper, you will learn: Three simple steps to tripling your success rate over the phone. The one reason a lower level of contact will sponsor you to a higher-level contact. The top two techniques for building value over the phone. Keys to leaving a highly-effective voicemail. How to overcome the five common challenges to discovering honest needs.

You are about to embark on a journey that is going to help you to book, sell, and retain like never before.  This book reveals: What has changed in our B2B industry/profession, how to cope with the change, and what skills should one acquire to thrive? What should you change/improve to book, close, and retain more than ever? What resources are valuable to keep on your road to success? "The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn." ― Alvin Toffler Click below to download this eBook.