State of Sales Enablement Report 2019
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Over the past four years, the State of Sales Enablement report has been tracking the growth, maturity, and business impact of sales enablement. For our 2019 report, we surveyed 513 executives, sales enablement professionals, and sales and marketing leaders across the globe to check the pulse on how sales enablement is perceived, utilized, and creating value at companies of all sizes.
Sales enablement continues to grow, change, and develop as a function, as we’ve seen in the years since we began collecting data from practitioners. By conducting this report annually, we are illustrating the evolution of sales enablement year over year, a practice that will continue to help companies better understand the impetus for sales enablement.
As demonstrated by the 2019 report, success from sales enablement does not come overnight. Earlier adopters are beginning to reap its benefits and see a significant impact, paving the way for those just starting their sales enablement journey. With the lessons learned from pioneers in sales enablement, those now tasked with implementation can avoid many of the pitfalls that their peers faced before them.
Here are a few of the key findings detailed in this year’s State of Sales Enablement Report.
Formal sales enablement makes a tangible business impact.
Overall, those with more formal approaches to sales enablement perform better than other companies. When the sales enablement function has a charter, vision, and strategy in place to guide it, they experienced improved win rates, quota attainment, retention, and collaboration and reported increased business success as a result of sales enablement.
- Win Rates: Those with formal charters achieved a win rate of 49% on average, which is 12% higher than organizations without a formal charter.
- Quota Attainment: Those with a formal charter experienced a 35% improvement in quota attainment, compared to those that lack formalization and only implement one-off projects.
- Retention: Organizations with a formal charter experienced 15% less turnover than those that approach sales enablement as one-off projects.
- Collaboration: Among the respondents, those who said they had a formal charter were twice as likely to engage in formal collaboration than those who said they had an informal vision. Respondents also reported that formal collaboration is highly unlikely to occur in organizations with one-off sales enablement projects and initiatives.
To access all of the evidence and best practices detailed in this report, sign up today as a Sales Enablement PRO member. In addition to this report, you’ll also have access to all future reports, analysis, and expert insights about sales enablement from Sales Enablement PRO.