Vol 10 N° 1 | Junio 2024 p. 124 - 144 ISSN: 2412-3730 DOI: http://dx.doi.org/10.22451/3002.nbr2024.vol10.1.10096
Profesor Asociado de la Facultad de Economía y Negocios de la Universidad del Desarrollo (Chile).
Dirige el área de Dirección Comercial y Ventas en la Facultad de Economía y Negocios de Universidad del Desarrollo (Chile).
Actualmente es
empresas en
consultor de
materias de
productividad comercial, habiendo asesorado a más de 110 organizaciones de diversos países y sectores industriales.
Jorge Marcelo Bullemore-Campbell 1
1 Universidad del Desarrollo, Chile (j.bullemore@udd.cl)
Esta revisión de la literatura aborda la estrategia de habilitación de ventas (SE), un componente crucial de las modernas organizaciones de venta. Destaca la importancia de la capacitación, la gestión de contenidos, la colaboración y el despliegue de tecnología. También habla de las fases de adopción de la tecnología y los retos de la integración de las nuevas tecnologías. La revisión sugiere que los gerentes deben invertir en capacitación, colaboración interfuncional, alinear las iniciativas de SE con los objetivos de la empresa, adoptar tecnologías innovadoras e implementar métodos eficaces de gestión del cambio para mejorar el rendimiento de las ventas y mantener una ventaja competitiva.
Palabra clave: Habilitación de las ventas, Gestión de ventas y revisión de la literatura.
This literature review discusses sales enablement (SE) strategy, a crucial component of modern sales organizations. It emphasizes the importance of training, content management, collaboration, and technology deployment. It also discusses the
Recibido: 21 de mayo del 2024. Aceptado: 24 de mayo del 2024. Publicado: 30 de
junio 2024
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phases of technology adoption and the challenges of integrating new technologies. The review suggests that managers should invest in training, cross-functional collaboration, align SE initiatives with company goals, adopt innovative technologies, and implement effective change management methods to improve sales performance and maintain a competitive advantage.
Keywords: Sales Enablement, Sales Management, Literature Review
Sales enablement (SE) is now widely acknowledged as a crucial role in modern sales companies, especially given the rapid advancement of digital technologies and the ever-changing nature of today's markets. Sales enablement refers to the strategic procedures, information, and technical resources that are specifically developed to empower sales teams, hence improving their effectiveness and efficiency in selling. This all-encompassing strategy guarantees that sales teams get the appropriate resources precisely when they need them, eventually leading to enhanced sales performance and customer satisfaction.
In the past, sales procedures relied heavily on the intuition and expertise of individual salesmen. Nevertheless, the emergence of digital transformation has radically changed this situation, requiring a more organized and unified strategy for sales operations. The trend is apparent in the increasing focus on social entrepreneurship strategies that synchronize internal and external resources, include company culture, and build processes that utilize a company's core strengths to optimize sales results (Friend, Mangus, Pullins, Davis, & Gilstrap, 2024). Integrating SE tactics into the overall organizational architecture not only improves the efficiency of sales efforts but also guarantees their long-term viability and ability to be expanded.
The growing significance of search engine optimization (SEO) can be attributed to the substantial shift in consumer behavior that has occurred in the last ten years. Due to the widespread availability of online information, purchasers now possess a greater level of knowledge and authority than ever before. Gartner's survey (2020) revealed that 77% of B2B buyers found their most recent purchase to be highly intricate or challenging. This emphasizes the necessity for strong strategic execution (SE) strategies capable of effectively navigating these complexities. The change in buyer behavior requires a matching change in sales methods, transitioning from traditional, sequential
sales processes to more flexible, customer-focused approaches (Ahearne, Lam, & Pourmasoudi, 2022).
Social engineering tactics are complex, encompassing a blend of individuals, procedures, and technologies. The people component emphasizes the training and development of sales teams, ensuring that they possess the necessary skills and expertise to effectively utilize new tools and processes. The significance of this part of SE is paramount, as the efficacy of any technology or procedure ultimately hinges on the individuals who utilize it. Continuous learning and development programs are crucial for ensuring that sales teams remain up-to-date with the latest market trends and technical breakthroughs (Rangarajan, Jones, & Chin, 2020). Moreover, it is crucial to ensure that role changes and staffing strategies are in line with SE activities in order to optimize the effectiveness of these strategies by placing the appropriate individuals in suitable positions (Mangus et al., 2024).
The process component of software engineering (SE) strategies encompasses the creation and control of content, the establishment of interfaces that engage several functions, and the synchronization of sales tactics with wider company objectives. Efficient content administration guarantees that sales teams may easily obtain top-notch, pertinent resources that bolster their sales endeavors. This encompasses a wide range of items, including as product information, sales collateral, training materials, and customer insights. Effective cross-functional interfaces are crucial for facilitating coordination among many departments, thereby assuring the seamless collaboration of sales, marketing, product development, and other tasks to bolster sales efforts (Peterson et al., 2021). plan alignment ensures that social entrepreneurship efforts are not working independently but are seamlessly integrated with the overarching business plan, fostering coherence and synergy throughout the enterprise (Friend et al., 2024).
The technological aspect of sales enablement techniques, also known as the sales tech stack, encompasses the tools and technologies that facilitate
sales activity. Examples of such technologies include customer relationship management (CRM) systems, sales automation tools, advanced analytics, and artificial intelligence (AI) applications. These technologies are essential for improving the productivity and performance of sales teams through the automation of repetitive operations, the provision of data-driven analysis, and the facilitation of individualized client interactions (Singh, Jayachandran, & Dan, 2019). Efficient implementation and widespread use of technology are crucial for optimizing the advantages of these instruments. This entails not only the careful selection of appropriate technologies, but also the thorough integration of these technologies into the sales process, as well as the provision of sufficient training to sales teams to effectively utilize them (Homburg, Wieseke, & Kuehnl, 2010).
Sales companies have problems and opportunities due to the fast speed of technological innovation and the growing complexity of customer behavior. These developments necessitate sales teams to consistently adjust and develop their strategy. However, these prospects provide exceptional chances to improve sales effectiveness by utilizing technology and data effectively. To successfully navigate this landscape, it is crucial to design and implement strong sales effectiveness strategies that are based on a comprehensive understanding of the internal and external elements that influence sales performance (Jelinek, Ahearne, Mathieu, & Schillewaert, 2006).
Although SE is increasingly acknowledged as crucial, there is a substantial disparity in both scholarly investigation and real-world application. A significant portion of the current study on social entrepreneurship is disjointed, with a narrow focus on individual elements such as the adoption of technology or training, without a comprehensive and cohesive framework. Many organizations face challenges when trying to adopt SE techniques successfully. These challenges generally arise from a lack of coordination between multiple components or a limited understanding of how to incorporate these components into the overall organizational environment (Friend et al., 2024).
In order to fill these knowledge gaps, this literature review seeks to consolidate current research on social entrepreneurship strategy, incorporating perspectives from several fields such as go-to-market strategy, organizational learning, change management, and technology adoption. This research aims to offer a thorough typology of social entrepreneurship (SE) strategy components. The goal is to provide a holistic understanding of SE and how it is implemented in various organizational situations. This comprehensive approach not only promotes academic research but also provides practical advice for firms aiming to improve their sales performance through efficient sales enablement techniques.
Sales enablement (SE) strategy is a comprehensive approach that seeks to improve the productivity and proficiency of sales teams by integrating individuals, procedures, and technology. This strategic project aims to optimize the allocation of resources to sales teams, ensuring that they have the necessary tools and support to effectively engage with clients and achieve improved sales results. With the ongoing changes in digital technologies and buyer behaviors, the significance of a clearly defined sales enablement (SE) plan has become more apparent.
The human elements of the SE strategy prioritize the ongoing growth and education of sales staff. This encompasses not just the initial training programs but also continuous education that ensures sales teams are informed about new products, market trends, and sales strategies. Training programs play a crucial role in equipping salespeople with the necessary skills and knowledge to effectively employ new technologies and processes (Mangus et al., 2024). Furthermore, making changes to roles is an essential feature of managing the human resources, ensuring that the allocation of workers aligns with the strategic ambitions of the organization. Aligning the sales force optimizes performance by ensuring that individuals are assigned to jobs that suit their abilities and expertise (Rangarajan et al., 2020).
Training and development encompass not only technical abilities but also soft skills like as communication, negotiation, and customer relationship management. Salespeople must possess a profound awareness of consumer wants and preferences, necessitating extensive knowledge about the items and services they are selling, as well as the market circumstances and competitive environment (Peterson, Alavi, & Habel, 2021). Continuous learning and professional development are essential for sustaining a competitive advantage in sales performance.
The process components in the SE strategy encompass the creation, arrangement, and distribution of sales material, along with the building of cross- functional connections and synchronization with wider corporate plans. Efficient content management guarantees that sales teams may easily obtain top-notch, pertinent resources that bolster their sales endeavors, including product details, sales materials, and customer intelligence (Friend et al., 2024). This content should be readily available and consistently updated to accurately represent the most current industry trends and product advancements.
Effective cross-functional interfaces are crucial for synchronizing activities among many departments, including sales, marketing, and product development, to guarantee a cohesive strategy for engaging with customers (Peterson et al., 2021). An efficient collaboration between these areas can result in a more cohesive and strategic sales approach, where marketing efforts are synchronized with sales objectives, and product development is guided by customer input and market requirements. This integration facilitates the alignment of all components of the company towards shared goals, hence augmenting the overall effectiveness and efficiency.
Ensuring strategy alignment is vital to integrate SE initiatives with the broader business plan, fostering coherence and synergy across the firm (Friend et al., 2024). This entails the synchronization of software engineering goals with overarching company objectives and guaranteeing that all departments are striving towards the
same targets. Regular assessment and revision of SE strategies are necessary to ensure they stay aligned with evolving business priorities and market conditions.
The system components of SE strategy consist of the sales tech stack, which include tools and technology such as customer relationship management (CRM) systems, sales automation tools, and advanced analytics platforms. These technologies play a crucial role in improving the efficiency and effectiveness of sales teams by automating repetitive operations, offering data-driven analysis, and enabling customized customer interactions (Singh, Jayachandran, & Dan, 2019). Efficient implementation and widespread use of technology are crucial for fully harnessing the capabilities of these instruments. This entails not only choosing the suitable technology, but also guaranteeing their smooth incorporation into the sales process and delivering sufficient training to sales teams on their utilization (Homburg, Wieseke, & Kuehnl, 2010).
CRM systems facilitate the efficient management of customer relationships by offering a centralized repository of customer data, monitoring interactions, and identifying potential sales prospects. Sales automation systems have the ability to simplify and expedite repetitive operations, such as inputting data, scheduling appointments, and following up with communications. This allows salespeople to allocate their time and energy towards more strategic activities (Jelinek et al., 2006). Advanced analytics tools offer important insights into customer behavior, market trends, and sales success, enabling sales teams to make well-informed decisions and customize their tactics to meet unique customer requirements (Singh et al., 2019).
The performance indicators for components of the SE strategy encompass data such as the rates of technology adoption, usage metrics, sales performance, and customer satisfaction. These metrics offer a measurable assessment of the efficacy of SE projects and assist firms in pinpointing areas for enhancement. Technology
penetration rates can serve as an indicator of the extent to which a specific tool or system is embraced and utilized by the sales force. On the other hand, usage metrics can offer valuable insights into the effectiveness of these products.
External factors, including technology preparedness, market circumstances, and cultural elements, also have a substantial impact on the acceptance and efficacy of SE tactics. Organizations need to regularly evaluate and adjust their SE strategies to match external circumstances, making sure that their sales teams are prepared to meet changing market demands and client expectations (Jelinek et al., 2006). For example, in markets where there is a high level of technological readiness, advanced sales technologies are likely to be adopted and used effectively. On the other hand, in markets with lower technological readiness, organizations may need to allocate more resources to training and support to ensure successful adoption (Friend et al., 2024).
Sales companies have problems and opportunities due to the fast speed of technological innovation and the growing complexity of customer behavior. These developments necessitate sales teams to consistently adjust and develop their strategy. However, these prospects provide exceptional chances to improve sales effectiveness by utilizing technology and data effectively. To successfully navigate this landscape, it is crucial to create and implement strong sales enablement strategies that are based on a thorough understanding of the internal and external elements that affect sales performance (Jelinek et al., 2006).
Organizations that can adjust their SE strategies in response to evolving market conditions and technological breakthroughs are more likely to achieve long-term success. This necessitates an assertive strategy of closely observing and promptly addressing industry trends, client preferences, and technical advancements. To maintain a competitive edge, firms must proactively adapt to these developments, ensuring that their sales staff are consistently equipped with the most up-to-date tools, knowledge, and techniques (Friend et al., 2024).
To summarize, an all-encompassing SE strategy entails the amalgamation of individuals, procedures, and mechanisms to establish a unified structure that amplifies the efficiency of sales teams. Organizations can achieve better sales outcomes and stay competitive in the market by prioritizing continuous development, efficient content management, strategy alignment, and the implementation of innovative technologies.
Organizational learning refers to the process of acquiring knowledge and skills within an organization to improve its performance and adapt to changes. Change management, on the other hand, is the systematic approach to transitioning individuals, teams, and organizations from a current state to a desired future state. Both organizational learning and change management are crucial for organizational learning and change management are essential elements of sales enablement (SE) strategy. They have a crucial role in ensuring that sales teams can adjust to new technologies, methods, and market conditions.
Organizational learning encompasses the ongoing process of acquiring, sharing, and utilizing information throughout the entire company. This process results in behavioral changes that improve sales performance (Garvin, 2022). Change management, however, is concerned with overseeing the process of transitioning while introducing new SE initiatives, guaranteeing the seamless integration of these changes into the company.
Organizational learning refers to the systematic method by which companies generate, maintain, and disseminate knowledge internally. This approach is crucial for maintaining a competitive edge in dynamic situations. According to Garvin (2022), learning organizations engage in a systematic process of problem-solving, experimentation, and knowledge transfer, both internally and externally, to continuously improve and adapt.
A learning organization proactively participates in the recognition and distribution of novel knowledge. Chonko et al. (2003) emphasizes the significance of establishing an atmosphere that promotes and facilitates ongoing learning. This entails establishing systems and procedures that enable the acquisition and dissemination of
useful insights and best practices throughout the company. For sales teams, this entails conducting frequent training sessions, workshops, and utilizing collaborative platforms to facilitate the exchange of experiences and techniques among salespeople.
Utilizing reflective practices is an excellent method for promoting organizational learning. Reflective practices encompass the process of examining previous experiences to discern successful and unsuccessful aspects, and subsequently utilizing these insights to guide future activities (Chonko et al., 2003). This technique facilitates the ongoing enhancement of sales teams' tactics and their ability to adjust to emerging obstacles.
Change management is a methodical technique to guiding individuals, teams, and organizations through a transition from their current condition to a desired future state. Efficient change management guarantees the easy adoption of new procedures, technologies, and strategies, while providing continuous support to people during the shift.
Kotter (1996) presents a renowned framework for managing change, consisting of eight distinct stages: instilling a sense of urgency, assembling a formidable alliance, crafting a change vision, effectively communicating the vision, eliminating barriers, achieving immediate victories, capitalizing on the change, and firmly embedding the changes within the organizational culture. This model highlights the significance of effective communication, robust leadership, and continuous support to guarantee the successful execution of change.
Within the framework of SE, change management encompasses the activities of equipping the sales force with new tools and procedures, delivering the requisite training and assistance, and securing the agreement and support of all organizational tiers. This can be a difficulty, particularly in businesses with deeply ingrained cultures and well-established processes. Nevertheless, firms can enhance the probability of
successful adoption by engaging employees in the change process and addressing their concerns (Kotter, 1996).
Incorporating organizational learning and change management into the SE strategy entails establishing a culture that highly esteems ongoing enhancement and embraces the concept of change. Leadership must demonstrate a willingness to allocate resources and support for learning and development programs to facilitate transformation.
An effective strategy involves creating a framework for learning and change management that is in line with the organization's strategic goals. This framework should incorporate mechanisms for acquiring and disseminating knowledge, including as knowledge management systems, periodic training and development initiatives, and platforms for cross-functional collaboration (Chonko et al., 2003). In addition, the framework should integrate established principles of change management, as stated by Kotter (1996), to guarantee the seamless and efficient implementation of new projects.
The integration of digital technologies in sales has greatly revolutionized sales procedures and strategies. Customer relationship management (CRM) systems, sales automation tools, and artificial intelligence (AI) have improved sales efficiency and effectiveness by automating repetitive tasks, offering data-driven analysis, and facilitating customized customer interactions (Singh, Jayachandran, & Dan, 2019).
The incorporation of technology into SE strategy encompasses multiple phases: technology procurement, implementation, acceptance, and dissemination. Every stage of the process brings distinct obstacles and possibilities that firms must manage to fully capitalize on the advantages of their technology investments.
Effective technology installation necessitates meticulous planning and collaboration. This encompasses the process of customizing the technology to align with the specific needs of the organization, incorporating it into the current systems, and establishing the essential infrastructure. To ensure successful execution, it is crucial to create comprehensive project plans, delegate specific roles and duties, and set explicit timetables (Singh et al., 2019).
Technology Diffusion refers to the dissemination of technology usage across an organization. This entails not only ensuring that all pertinent personnel are utilizing the technology but also that they are utilizing it correctly. Consistent surveillance, evaluation, and assistance are crucial for sustaining elevated levels of technology acceptance and for resolving any challenges that may develop (Jelinek, Ahearne, Mathieu, & Schillewaert, 2006).
Although the introduction of new technologies brings about substantial advantages, it also poses several problems. A significant obstacle is the reluctance to embrace change. Sales teams may exhibit reluctance in embracing novel technology due to a deficiency in comprehension, apprehension towards unfamiliarity, or anxieties around the potential disruption to their operational processes. To overcome resistance and ensure successful adoption, it is necessary to address these issues by implementing effective change management strategies (Kotter, 1996).
Another obstacle is in guaranteeing the efficient utilization of the technology. Continual training and support are necessary to ensure that sales teams fully comprehend and utilize the technology to its maximum capability. Regular evaluations and comments can assist in identifying areas that may require more training or support (Homburg et al., 2010).
Although there are difficulties to overcome, the implementation of new technologies offers substantial prospects for improving sales performance. AI and advanced analytics have the capability to offer useful insights on customer behavior, market trends, and sales success. This enables sales teams to make well-informed decisions and customize their tactics to match the individual demands of customers (Singh et al., 2019).
CRM systems facilitate the efficient management of customer relationships by offering a centralized repository of customer data, monitoring interactions, and identifying potential sales prospects. Sales automation technologies can simplify repetitive operations like entering data, scheduling appointments, and following up with communications. This allows salespeople to allocate their time and energy towards more strategic activities (Jelinek et al., 2006). Advanced analytics tools offer important insights into customer behavior, industry trends, and sales success, enabling sales teams to make informed decisions and customize their tactics to meet unique customer requirements (Singh et al., 2019).
Artificial intelligence (AI) technology have the capacity to completely transform sales by automating intricate procedures, offering predictive analysis, and facilitating highly customized interactions with customers. AI-driven chatbots have the capability to manage regular customer inquiries, so enabling sales teams to concentrate on more intricate assignments. Predictive analytics enables sales teams to discern high- potential leads and allocate their efforts accordingly. Personalization engines can customize marketing messages and sales presentations according to the specific tastes of each consumer, hence enhancing the chances of achieving successful sales (Singh et al., 2019).
Incorporating technology into SE strategy encompasses more than only choosing and executing novel tools. A comprehensive approach is necessary, which involves aligning technology projects with overall organizational objectives and ensuring that the adoption of technology is backed by efficient change management procedures.
An effective strategy involves creating a technology adoption roadmap that clearly delineates the necessary actions for incorporating new technologies into the sales process. The roadmap should encompass explicit goals, specific timeframes, and performance indicators to monitor advancement and evaluate achievement. Regular assessments and updates should be conducted to ensure that the technology remains in line with evolving business needs and market conditions (Homburg et al., 2010). In addition, it is important for enterprises to cultivate a culture that promotes ongoing learning and innovation in order to facilitate the adoption of technology. This entails promoting sales teams to engage in experimentation with novel tools, exchange their experiences, and collaborate on identifying resolutions to shared obstacles. Organizations can improve their capacity to adapt to new technologies and optimize their advantages by establishing a culture that values and fosters innovation (Chonko et al., 2003).
The development of an integrated classification system for sales enablement (SE) strategy identifies multiple areas for future investigation that are crucial for developing both academic research and practical implementation in the sales arena. Some important research inquiries are:
How can changes in market adaptability impact the sales manager's capacity to effectively execute the SE strategy? This subject pertains to the necessity of comprehending how local market variables, encompassing cultural, economic, and competitive elements, impact the efficacy of SE techniques. Research should prioritize the identification of optimal methods for adjusting sales engineering tactics to various market conditions and investigating the involvement of sales managers in this undertaking (Friend et al., 2024).
What variables motivate and influence the evaluation of sales processes and intended outcomes? Studying the mechanisms by which firms evaluate and enhance their sales processes is crucial for comprehending how to enhance sales performance. This encompasses the analysis of the metrics employed to assess the efficiency of sales, the significance of feedback loops in enhancing processes, and the influence of ongoing evaluation on attaining targeted sales results (Chonko et al., 2003).
How do organizational leaders assess, deploy, evaluate, and revise the suitable sales technology infrastructure? With the fast rate at which technology is advancing, it is important for study to investigate the standards and procedures that businesses use to choose and adopt sales technologies. This encompasses comprehending how firms assess the efficiency of their sales technology infrastructure, pinpoint areas of deficiency, and implement modifications to ensure congruence with growing business requirements and market circumstances (Homburg, Wieseke, & Kuehnl, 2010).
What specific qualities of technological preparedness are most advantageous for sales force efforts to enhance client engagement? The research should prioritize the identification of technical capabilities that increase customer interaction and
explore how these capabilities may be effectively integrated into SE plans. This involves analyzing the influence of technology such as artificial intelligence (AI), customer relationship management (CRM) systems, and sales automation tools on customer interactions and the overall sales process (Singh, Jayachandran, & Dan, 2019).
How can firms successfully incorporate organizational learning and change management into their SE strategies? This inquiry aims to investigate the most effective methods for cultivating a culture of ongoing learning and effectively handling change within sales teams. Research should examine the impact of leadership, training programs, and support systems on the effectiveness of SE projects (Kotter, 1996; Garvin, 2022).
By investigating these study inquiries, researchers can offer more profound understandings into the development and execution of efficient SE methods that improve sales performance and organizational adaptability.
The knowledge acquired from the comprehensive classification of SE strategy has important ramifications for managers aiming to improve the efficiency of their sales teams and achieve superior sales results. The research has yielded several important managerial implications:
Managers should give priority to implementing ongoing training and development programs for their sales teams as an investment. This encompasses not just the acquisition of technical knowledge and skills related to new tools and technology, but also the development of interpersonal abilities in areas such as effective communication, negotiating, and managing client relationships. Managers can guarantee the proper utilization of SE activities by investing in the professional growth of sales professionals (Mangus et al., 2024).
Effective SE strategies necessitate cross-functional collaboration, involving many organizational activities such as sales, marketing, and product development. Managers ought to create cross-functional teams and processes to guarantee that all departments are in sync with SE initiatives and actively pursuing shared objectives. This partnership has the potential to result in more unified and strategic methods for sales and customer involvement (Peterson, Alavi, & Habel, 2021).
Managers have the responsibility of ensuring that the strategies of software engineering are in line with the overall objectives of the firm. This entails conducting periodic evaluations and modifications to strategic initiatives in order to assure their continued relevance and efficacy amidst evolving market dynamics. Strategic alignment fosters synergy within the organization and improves the overall efficacy of SE endeavors (Friend et al., 2024).
Managers should actively seek knowledge about the newest breakthroughs in sales technologies and take the initiative to include tools that can improve sales effectiveness. These encompass customer relationship management (CRM) systems, sales automation tools, and artificial intelligence (AI)-powered analytics platforms. By incorporating these technologies into the sales process, managers can optimize operations, get useful insights, and enhance client relationships (Singh et al., 2019).
Effective change management procedures are necessary for the successful implementation of SE strategies. Managers ought to adhere to proven change management frameworks, such as Kotter's eight-step method, to lead their teams effectively during periods of transition. This encompasses good communication, endorsement from leadership, and continuous training and assistance to guarantee the seamless and efficient implementation of new projects (Kotter, 1996).
Organizations can boost the effectiveness of their SE initiatives and gain a competitive edge by applying these managerial approaches, resulting in improved sales performance.
An integrative typology of SE strategy offers a comprehensive framework for comprehending and executing SE projects. This typology tackles the challenges of creating and implementing SE strategies in fast-changing market settings by combining knowledge from GTM strategy, organizational learning, change management, and technology adoption.
The incorporation of individuals, procedures, and mechanisms inside the SE framework guarantees that sales teams are provided with the appropriate resources, expertise, and instruments to interact with consumers proficiently. Key elements of a successful SE strategy include ongoing training and development, efficient content management, collaboration across different functions, strategic alignment, and the integration of innovative technologies. Subsequent study should expand upon this groundwork to investigate the intricacies of software engineering strategy elements, measures of performance, and external circumstances. Scholars can gain a better understanding of the design and implementation of effective social entrepreneurship methods by investigating important research topics around market adaptations, process assessment, technology uptake, consumer involvement, and organizational learning.
Managers should take note of the conclusions of this research, which emphasize the significance of investing in training and development, promoting collaboration across different functions, aligning SE initiatives with organizational objectives, adopting innovative technologies, and implementing efficient change management procedures. By implementing this approach, firms may optimize the efficiency of their social engineering activities, achieve superior sales results, and sustain a competitive advantage in the market.
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