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      "body": "![](https://steemitimages.com/DQma8AvSJBNcxyVeMktKsmoujmVE3mP5MvLAMRcCRViMrdY/image.png)\nSource: https://www.muscleandstrength.com/workouts/2-at-home-circuit-workouts-for-women\n\nA close friend of mine just had a heart attack. He was walking up the stairs when he felt the chest pain, and luckily he got to the ER before he coded and they revived him. He was one of those people who exercised in spurts, more off than on, and it finally caught up with him.\n\nI've never lacked motivation to exercise, but way too many people do. In our busy lives, it is the last thing we want to do, especially after a tough day of work or when we have endless chores around the house. So here's the contest.\n\n## CONTEST: Tell Us Your Exercise Motivation Story ##\n\nSimple. Post a comment here with how you get motivated and stay motivated to go to the gym, take that run, or whatever you do to keep your body and mind in shape.\n\nWhoever's story gets the most upvotes gets all the Steem generated from this post.\n\nShare your story right now. You just may save a life. And earn some coin.",
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      "body": "@manchochris This is so true. I had an unhappy customer this week and my first thought was that they were blowing something silly way out of proportion, and I thought I might try to dig in and find out if it is as serious as he said. I resisted that temptation, and instead told him how sorry I was and what step I had taken to address his concern. In the end, he apologized to me for overreacting and asked how he could help me. Wow.",
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      "body": "Hi robot. Thanks for finding and linking to my book. You're way better than a human, hahaha.",
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      "title": "The New Rules of Sales Enablement, Rule 1: We need a new definition of Sales Enablement",
      "body": "Continuing where I left off in my last post about [The New Rules of Sales Enablement, Rule 1: Conversations, Not Collateral](https://steemit.com/sales/@jeffernst/the-new-rules-of-sales-enablement-rule-1-conversations-not-collateral)\n\n![](https://steemitimages.com/DQmabhdWXm8LKCctxYnHPpUFTYyJ9PCtmLpje9xEyw9C6fm/image.png)\n\n## We need a new definition of sales enablement ##\nBefore defining what sales enablement is, let’s consider the desired outcome. A well-enabled salesperson can:\n* Understand the customer’s marketplace and business issues\n* Help the buyer envision solving their problems using his or her products and services\n* Get stalled deals moving again\n* Sell newly launched or acquired products, and cross-sell unfamiliar products\n* Frame the buyer’s evaluation criteria so that the competitors are at a disadvantage\n* Help the “buyer champion” sell within his or her organization\n* Overcome objections raised by the buyer\n* Respond to the tough questions immediately and with credibility\n* Do all this within three months of being hired rather than seven months\n\nWhat do all these abilities have in common? A real give-and-take, back-and-forth, you-and-me kind of groove. Something all humans recognize in that wonderful thing called a “conversation.”\n\n#### That’s why we need to rethink sales enablement as something other than a one-way deposit of materials in a portal. ####\n\n## The NEW Definition of Sales Enablement ##\nSales Enablement is about ensuring your salespeople can have the valuable conversations that help buyers advance through their buying process. Sales Enablement is everything your company needs to do to ensure your salespeople are\narmed with:\n* The right knowledge,\n* Specific to the current selling situation,\n* At the right time\n* In the right place\n* Tailored to the needs of the buyer\n\n## Let’s look at what we mean by the right knowledge ##\n\nSales knowledge is much more than a stack of data sheets or four-color glossy brochures. The right knowledge includes:\n\n**Shared experiences ::** Stories of successful selling experiences, lessons learned in the field, advice on how to avoid landmines or differentiate from competitors.\n\n**Sales support tools ::** Competitive analysis, objection handling, customer stories and references, discovery questions, call scripts, sample letters.\n\n**Subject matter experts ::** Product gurus, industry specialists, client service managers who can help prepare the rep for a sales call or support the rep on a call.\n\n**Coaching and proven strategies ::** Content, messages, and strategies that are proven to work in the current selling situation.\n\n**Customer-facing materials ::** Not just static collateral, but dynamic deliverables that are personalized for each prospect.\n\nAs you can see, this goes way beyond what companies are cramming into their sales portals today.\n\nWhenever I tell people about this first new rule, I get a lot of “Yeah, buts.”\n\n“Yeah, but we don’t have enough of that stuff.”\n“Yeah, but our marketing folks can’t keep up with the requests they get from sales today.”\n“Yeah, but our content is not ready to be rolled out to sales.”\n“Yeah, but we have no idea whether salespeople use the stuff we give them already.”\n\nThat’s where the next rule comes in… Follow me an I'll post Rule #2 in the next couple of days. But first, challenge me. What's your definition of sales enablement?",
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      "body": "Hi! I am a robot. I just upvoted you! I found similar content that readers might be interested in:\nhttp://info.qvidian.com/rs/qvidian/images/TheNewRulesOfSalesEnablement.pdf",
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      "body": "If your company is like most, you equate sales enablement with collateral and sales tools. You’ve treated sales enablement as a task—loading your sales and marketing collateral into a sales portal or intranet site and giving your salespeople a login. Then you ring the dinner bell, cross your fingers and wait for the magic to happen.\n\n![](https://steemitimages.com/DQmaQFHNjYZu5iZxdmLodLchQMK67JNktq1BN417s19zJNV/image.png)  \n\nOne of my clients is a large technology company with five businesses, a field sales department, and a corporate marketing group. A few years ago, they launched a sales enablement initiative. The product folks within each business unit had to compete for the attention of the sales team to try to get them to sell the new and updated products they kept launching. So they would work with corporate marketing to create a ton of product collateral and 75-slide PowerPoint presentations. They created a sales portal, which their salespeople could access by clicking a big blue button right on the front page of the corporate intranet site, and they posted all their collateral to the sales portal.\nI asked my client how often the reps use this content. She said there was no way to know.\n\nSo we polled some of the salespeople and shadowed a few experienced reps on sales calls. We heard the same story from each rep. It sounded something like this:\n\n> “When I first joined the company, I got a couple of documents and presentations from\n> my sales manager. Every time I have a meeting, I take these files and modify them for\n> the current opportunity. I now have dozens, no, hundreds of versions of these \n> documents and presentations on my laptop. The sales portal? I don’t remember how\n> to get to it or what my login is.”\n\nCan you imagine what the conversations are like between this salesperson and his customers?\n\n## The sales portal is fundamentally flawed ##\nEvery company I have worked with has previously deployed one or more formal sales portals and has a proliferation of maverick portals or intranet sites that have popped up over the years. And without exception, sales management considers them failures.\n\nThis “collateral in a box” approach to sales enablement has three fundamental flaws:\n1. Too much information! :: Most sales portals have become dumping grounds for everyone in the company who has information they think would be useful to the sales team. The collateral in a sales portal is usually high-level, one-size-fits-all content and is way too hard to keep up-to-date. How does a salesperson know what to use? No wonder they rely on the content they keep on their laptop!\n1. Not aligned with selling situations :: Sales portals organize information in ways that are logical for the people posting the content, such as by file type (PDFs, PPTs, DOCs), by type of content (case studies, product briefs), or by product line. They don’t deliver it the way salespeople think, which is situational (for example, attempting to qualify the opportunity of selling to a CFO in a manufacturing firm who’s worried about managing cash).\n1. Disconnected from daily reality :: Sales portals require reps to log in to a system that is separate and disconnected from the tools and applications they use every day, such as their Blackberry, email, and CRM system.\n\n##### So salespeople feel overwhelmed, lose confidence, and stick to the stuff they’ve saved on their laptop. #####\n\n\n![](https://steemitimages.com/DQmUkrSs9TVq2xTKUYuMvEpWNpZAkHFymg1oRvw9tpBjH7g/image.png)\n\nI wish I had a dollar for every person I talk to who thinks that sales enablement is nothing more than deploying a better sales portal, with no regard for the buyer’s information needs.\n\n## We need a new definition of sales enablement ##\nIn my next post, I'll describe that new definition of sales enablement. Follow me to see each new rule as I post it, and let me know in comments if you can relate to any of these points.",
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      "body": "@steemladder thanks for that rule of thumb, that's a good way to think about my contribution to this community.",
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      "body": "Hey there, I'm Oatmeal Joey Arnold, and I love Ubuntu over Microsoft.",
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      "body": "Fake news or fake book  indeed , good point. As a new members, see my older posts for more tips on how to succeed here.  I wish you success",
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      "body": "Hi! I am a robot. I just upvoted you! I found similar content that readers might be interested in:\nhttp://info.qvidian.com/rs/qvidian/images/TheNewRulesOfSalesEnablement.pdf",
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      "author": "jeffernst",
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      "title": "The New Rules of Sales and Sales Enablement: Intro",
      "body": "![](https://steemitimages.com/DQmPWeH7V7sK8V2xw3MPbDsALDuaN5uSmANboFNdX3gys4y/image.png)\n## I used to play by the OLD RULES. ##\n### Now I know better. ###\n\nLet me say something up front: I write from experience. For more than 20 years, I’ve supported B2B sales teams, first as a product manager, then as a sales engineer, and now as a marketing executive.\n\nFor too many of those years, I did what I was asked to do. Beautiful collateral? Yup, I created reams of it. Killer demos? I’m your guy. Dutifully, I fired emails to my sales team alerting them to new materials. I would practically cry in frustration— because no one read the emails or used the materials.\n\nThen one day, I had a life-changing experience. One of my sales reps—let’s call him Tom—lost an important deal that had been forecasted to close. When I asked him what happened, Tom seemed genuinely puzzled: He said he had really “hit it off” with the decision-maker—they were both into cycling and had gone to a Bulls game together. According to Tom, the client team “really liked the product” and had made positive comments during the demos.\n\n“Every call went really well,” Tom said.\n\nBut when I called the decision-maker who shot us down, I got a very different story. Yes, Tom had given “very slick presentations,” the prospect said, “but he didn’t know enough about our business.” Further, Tom “did little to help me understand how our product would solve his company’s problems.” When pressed with questions, Tom “took a long time getting back with answers” and when he did, some of the information was just plain wrong.\n\nOuch. But it got worse. When I reviewed some of the information Tom had shared with the prospect, I found he had used a four-year-old slide deck with outdated messaging and branding, and a poorly written, inaccurate data sheet that he had “borrowed” from another rep. I can only imagine what his conversations sounded like.\n\n![](https://steemitimages.com/DQmYjTz2CgKhx4fhPkdRdNnV8E47HwNRqkxZBDZcyiS26e8/image.png)\n\n\nTom hadn’t approached this sale unprepared—he just had the wrong kind of preparation: wrong expectations, wrong materials, wrong approach. Tom hadn’t failed. I—and the company—had failed Tom.\n\nI took a look at what was going on in sales at other companies, and this reality finally slapped me in the face.\n\n* Over 40% of salespeople fail to hit quota\n* 30% of reps turn over each year\n* It takes an average of seven months to ramp up a new sales person.\n* 65% of sales rep time is spent not selling\n* Salespeople spend 30 hours a month searching for and creating their own selling materials\n* 90% of marketing deliverables are not used by sales\n\nEven worse, buyers actually think that salespeople slow down their buying process. They report that vendors don’t sell the way they want to buy, while salespeople, collateral, and demos are forced on them out of sync with their buying process.\n\n## The game has changed. But you can play to WIN. ##\n\nAt this point, you may be relating to the same pain that stung me. But I came around, abandoned the old rules, and set out to find sales enablement strategies that really work. I discovered that:\n\n* It’s not about posting more collateral to a sales portal. It is about enabling salespeople to have\nconversations that help customers advance through their buying process.\n* It’s not about creating messages at “corporate” and throwing them over the wall. It is about\ndiscovering the messages and strategies that are resonating with buyers.\n* It’s not about bringing in yet another sales process or methodology. It is about providing salespeople\nwith playbooks containing the “plays” that are proven to work in their current selling situation.\n* It’s not about burdening reps with complex reporting requirements. It is about giving them tools\nand applications that deliver real value.\n\nI learned the hard way. I had to make a mindset shift. So I’ve written The New Rules of Sales and Sales Enablement to make it much easier for you. Over the next couple weeks, I'll post a fresh approach to sales enablement that challenges the way we’ve traditionally done things and channels our efforts towards empowering success rather than sabotaging sales.\n\nFollow me if you'd like to see these posts in your feed, and please comment if you can relate to any of these challenges.",
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