Why Your Enablement Services Must Be Aligned On A Value Messaging Level

Imagine that your global marketing team has created new value messages for a new product launch. This messaging goes into the team’s online content, its demand and lead generation campaigns and, of course, they will integrate it in all customer-facing content assets the marketing team is responsible for. Sound good? So far, yes.

Now the product management team creates product training so the sales force can sell this new product. However, their training approach and the content they use is based on a product perspective rather than on customer challenges and a customer’s path perspective. Additionally, the value messages they use (if they use any) are copied-and-pasted from a similar product. Still sound good? Now, absolutely not.

Furthermore, the recently established sales enablement program wants to justify its existence and has created interactive playbooks for all major product lines, based on, yes, the previous value messaging approach.

Imagine how this approach impacts the sales force. They cannot get their heads around all the different, inconsistent enablement services that are pushed to (or at) them from different directions. What would you do in this situation? Switch off the noise, and do what you think you should be doing. And that’s using what’s on your laptop and what your colleagues used last week in a similar client situation.

Two-thirds of organizations (64.7%) live with inconsistent enablement services. That means that their sales content and their product training are not purposefully aligned to each other.

A bit more than one quarter are not directly aligned (26.8%) and more than one-third are only aligned at a high level (37.9%). The latter means that in most cases, the different teams may be aware of the other teams’ activities without collaborating on a level of enablement services. And not being aligned at all is a classic silo scenario.

To call this a lack of consistency is an understatement. It’s manifested enablement chaos. And the root cause can be easily identified: there is no consistent value messaging approach that all the involved teams are required to use.

And it matters: The win rates for forecasted deals are 7.5% better if sales content and product training are aligned at least on the value message level. The costs of doing nothing are worse: 22.6% decline in win rates.

Win rates for forecasted deals are remarkably better if content and training are aligned at least on the value messaging level (55.7%), compared to having no alignment or only high-level alignment (40.1%). Based on the 2017 Sales Enablement Optimization Study’s average win rate of 51.8%, the improvement is 7.5% or 3.9 percentage points, but the decline or the cost of doing nothing is much bigger: 22.6% decline or 11.7 percentage points.

Based on understanding the business problem at hand, I’m going to write about the impact of value messaging, how to set up a holistic value messaging approach, and how to get your enablement services aligned and consistent in follow-up blog posts:

  • Why value messaging has to cover the entire customer’s path
  • The orchestrating role of a strategic sales force enablement discipline to value messaging
  • Developing value messaging modules along the customer’s path
  • Integrating consistent value messages in content, training and coaching services.

 

Questions for you:

  • How do you approach value messaging in your organization?
  • Is value messaging considered to be a marketing issue only?
  • What’s the role of sales enablement in your organization when it comes to value messaging?

 

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