Our Sales Enablement Maturity Model was designed to help organizations with a roadmap for improving their sales enablement capabilities. The model provides 4 stages of organizational maturity, which are: Undefined Progressive Mature World-Class Additionally, it evaluates 8 components of Sales Enablement, as follows: - Orientation - Leadership - Technology/Infrastructure - Alignment - Sales Support Tools - Processes - Metrics - Results To obtain this document, visit us at http://www.demandmetric.com/register

1. Sales
Enablement
Stage 1:
Undefined
Stage 2:
Progressive
Stage 3:
Mature
Stage 4:
World-Class
Orientation
No defined, evaluated or
implemented Sales
Enablement functions or
applications.
Operational in nature,
reacting to requests.
Loosely defined function in
place for less than two
years.
Working from a plan,
balanced between
strategic and operational.
Defined function in place
for 3+ years.
Highly strategic orientation,
documented plans in place.
Defined Sales Enablement
function in place for 5+
years.
Leadership
No perceived need for
sales enablement. No
funding or dedicated staff.
Senior management view
Sales Enablement as one of
many success factors.
Funding available for small
pilot projects for testing.
Sales Enablement a key
corporate function. Major
initiatives funded,
dedicated staff & budget.
Sales Enablement a critical
success factor driving
revenue and growth. Fully
funded and supported by
senior management.
Technology/
Infrastructure
No CRM, Marketing
Automation, Knowledge
Management or other Sales
Enablement applications in
place. Sales reps use their
own systems and
technology to support their
sales efforts.
CRM and/or Marketing
Automation in place with
80%+ rep adoption.
Exploring Sales
Enablement applications
such as playbooks, portals,
CPQ, etc.
Marketing Automation &
CRM are highly integrated
and Sales Enablement
applications are being
used. Defined process for
testing and integrating new
applications in place.
Mature, integrated Sales
Enablement infrastructure
in place built on a CRM
platform with multiple
applications integrated &
adopted. Reporting
available in one interface.
Alignment
Marketing and sales
operate in distrinct silos
with minimal alignment on
goals and activities.
Typical ‘hand-off’ style
working relationship.
Some marketing/sales
alignment forming on key
processes such as lead
scoring, no shared revenue
responsibilities yet. Able to
‘coordinate’ efforts like
follow up on campaigns.
Marketing/sales & others
‘collaborate’ on multiple
processes to generate
revenues. SLAs and/or
standard definition for
SQLs in place. Goals set
for contribution to pipeline.
Cross-functional SE group
formed with leaders from
all departments. Shared
revenue responsibilites.
Compensation may be tied
to revenue growth.
Sales Support
Tools
No formal support or tools
for asset management,
CPQ, communication or
other tools. No centralized
portal for collateral (email
templates, proposals,
playbooks, etc.) Reps
expected to create their
own sales support material.
Basic asset management
and/or sales portal with
collateral, manual CPQ,
conferencing tools
provided. May have manual
sales playbooks, sales
intelligence data sources,
competitive analysis info,
formal product training.
Extensible platform
supports MRM, asset
management with ratings,
feedback and version
control, sales performance/
incentive management,
CPQ, conferencing,
playbooks integrated with
CRM, field presentation
tools for tablets, etc.
Sales organization fully
supported across entire
sales cycle from lead
generation to quoting and
contracting. Reporting and
feedback effectively drive
development of sales
support infrastructure.
Surveys held regularly to
solicit feedback and ideas.
Processes
No formal lead generation
or sales opportunity
management process;
Sales process & buying
processes are not defined.
Sales process defined but
not mapped to buying
process. Opportunity
management is ad hoc and
unreliable for forecasting.
No sales enablement
processes established yet.
Formal lead acquisition
process, solid opportunity
management, Sales
process mapped to buying
process, defined process
for sales enablement
including strategy planning.
Lead scoring & nurturing,
content mapped to buying
and sales process by
persona & journey maps,
prioritization of sales
enablement strategy plan is
done regularly.
Metrics
Sales enablement success
metrics unknown and not
tracked. Revenue ($)
tracked but not necessarily
tied to goals. Lead quality
and scoring is unknown
and not tracked.
Metrics in place to measure
effectiveness such as
#opportunities, sales
productivity metrics, #leads
generated, CPL in some
cases known. No regular
monitoring, reports pulled
ad hoc when results not
desirable.
Known success metrics for
top performing reps. Cost
of acquisition (CAC) known,
#downloads from portals,
CRM adoption rate, cost
per opportunity measured.
Reports monitored and
reviewed at regular
intervals (weekly, monthly,
quarterly, annually).
Marketing ROI, TCO, age of
opportunities, customer
lifetime value, retention
rate, pipeline velocity, reps
have visibility into team’s
productivity & performance
metrics (may be gamified
inside of CRM), closed loop
reporting system for all
campaigns and metrics.
Results
New reps hit quota in 9-12
months. 30-50% of new
sales hired unsuccessful.
Opportunity win rate is less
than 10%. Revenue growth
rate is less than 10%.
New reps hit quota in 6-9
months. 20-30% of new
sales hires unsuccessful.
Opportunity win rate is
10-15%. Revenue growth
rate is 10-20%.
New reps hit quota in 4-6
months. 10-20% of new
sales hires unsuccessful.
Opportunity win rate is
15-20%. Revenue growth
rate is 20-40%.
New reps hit quota in 3-4
months. Less than 10% of
new sales hires are
unsuccessful. Opportunity
win rate is 20%+. Revenue
growth rate is 40%+.
Sales Enablement Maturity Model