Sales Enablement Leaders Conference, DACH

Registration

Sales Enablement: Navigating the Uncharted Territory of Defining the North Star

Sales enablement is often understood in many different ways, and when youre in the early stages of defining it across Europe, this lack of clarity can be a major challenge. In this session, we will focus on the crucial process of finding the North Star for sales enablement understanding what it truly means for your organization and how to build a common vision across diverse markets. At this stage, the foundation is still being formed, and aligning teams around a shared understanding of sales enablement is key. We will explore the hurdles faced when trying to define this concept, create initial frameworks, and establish a cohesive direction, all while navigating the complexities of multiple countries. Join us as we discuss the steps to take when you are just starting out on this journey and how to set the stage for future success.

How Do You Establish Sales Enablement in a Company Whose Sales Department Focuses Closely on Customer Support and Works With Different Sales Channels?

I will answer from our companies perspective: we support our sales colleagues by providing them with the necessary knowledge, guidance, and infrastructure to succeed in this new customer-centric framework. This means that at KWS, we see Sales Enablement as an interface function that focuses on sales training, sales processes (incl. CRM) and sales steering. Our approach is based on close cooperation with local Sales Enablement Managers in our markets. In our presentation, we will discuss how we understand sales processes as a cycle of continuous support of our sales teams throughout the agricultural year. In our speech I provide insights into challenges and lessons learned on this path to implementing Sales Enablement at KWS.

Sales Transformation and Access to Success

Many companies are undergoing or planning a transformation process. New technologies such as artificial intelligence, big data analytics, cloud solutions and the migration of CRM systems need to be integrated into the new standard. In addition, new sales processes, sales activities and sales skills are essential to capitalise on the potential of target markets, gain market share and retain / grow existing customers as customer behaviour changes. This is easier said than done. Established market and customer development processes have grown historically in most companies and are deeply rooted in their DNA. Many employees give up after a short time. There is a high risk that the transformation will fail within the desired timeframe due to quick and short-term initiatives without coordination. Broad-based, long-term change management is needed to gradually move people out of their comfort zones and equip them with the necessary skills and expertise. In general, there is a common perception that anything new is bad and risky. Managers and leaders are crucial here. Ideally, they should be involved in the planned initiatives from the outset. Their knowledge of existing processes, system landscapes and people - the human factor - is essential for identifying stumbling blocks and working on solutions. Not only does this ensure that they will model the new normal with conviction, but their contribution to the initiatives and the commitment that goes with it provide a vital link between strategy and integration into day-to-day business to drive and embed the transformation.