• Develop their people and processes
• Achieve consistency across its sales team
• Set up a sustainable strategy for future success

Read our latest case study below!

The Company

Preact helps businesses accelerate digital transformation using Microsoft technology. Since 1993, Preact has supported hundreds of organisations in numerous industry sectors by using CRM and other cloud technology to increase their growth through smarter business processes, insightful reporting and personalised service experiences.

Through Microsoft Dynamics 365 and the Power Platform (Power Apps, Power BI and Power Automate), Preact enables organisations to get closer to their customers, connect processes and gain a clearer view of their data.

Preact has been named in Microsoft’s top 1% of worldwide partners since 2018.

The Challenge

Selom Bulla, is the Managing Director of Preact. He told us about the difficulties that his company was facing with talent mapping his team and achieving consistency within the sales function.
“We have a lot of the talent in our sales force, but sometimes activity and performance became inconsistent. A development pathway was lacking for our team, and we needed this clarity to push forward and be confident that our targets would be met.”

“Our sales cycles vary from SME business with rapid rollouts to larger enterprises with multiple touch points, where we are often engaging with multiple stakeholders. We wanted to make sure that our processes were succinct, rigorous and reflected up-to-date methods.”

Selom explained the next steps that Preact took in managing their talent was to hire new recruits.
“We had tried to hire more experienced heads to solve the issue, but we always ended up disappointed. Upon reflection we were looking for ready-made individuals to fix the problem, despite already having a great track record in developing young talent in other areas of the business. This is where the SalesEnabla team were able to help focus our minds.”

The Solution

For Selom, integrating SalesEnabla’s methodology into his sales team’s actions was swift. Within the first 3 months of working with SalesEnabla, sales performance across the board became more consistent.

“Through 1-2-1 coaching sessions with SalesEnabla and members of the sales team, clear progress has been made! Tailored approaches were taken to coach and mentor each individual to achieve their potential and development. It certainly paid off in their performance!”

Selom found it similarly easy to work with the SalesEnabla framework.
“It didn’t take long at all to get it up and running. The great thing about it is that it feels very familiar. The SalesEnabla product and consulting integrates with CRM practices very well. It really feels like it’s part of the CRM environment.”

Selom was keen to highlight the pairing of Consulting and Digital Technology used with the SalesEnabla set-up.
“Once we defined our sales function and focused on individual talent development, it really wasn’t hard to upload the information into the SalesEnabla platform. I have to say having everything that we developed with SalesEnabla being stored on an accessible platform just makes sense! Everyone can access it, so information is always fresh and performance is now consistent.

The Results

Selom gave us a run-through of the results that using SalesEnabla’s consulting delivered for Preact.
“We primarily used our SalesEnabla consultant to identify road blocks. Using SalesEnabla’s expertise, we successfully identified a talent roadmap and fast-tracked individuals. With specialist coaching we’ve now seen junior members step into senior roles very quickly.”

“But there were other benefits to using SalesEnabla, beyond employee development. It gave us an understanding of the hurdles we had been faced with regarding our execution and sales function. SalesEnabla helped us discover our best plan of action for executing a sustainable sales function.”

“The platform gave us a point of reference and a starting point to get back on track and find the relevant information that really mattered to us to reinforce our strategy and sales best practice.”

Selom had one final thought for us.
“When we were thinking about working with an external sales consultancy, I was dubious. But the detail, depth and support provided from start to finish and our ongoing relationship with SalesEnabla has given us exactly what we wanted. Our team has developed and are more energised than ever before which gives me huge confidence to support our already impressive company growth of 20% year on year!”

• Create a more visible and predictable sales pipeline (anticipate when things will close)
• Agree and implement sales standards and processes within the organisation
• Leverage previous client successes to further expand in the education and private equity markets

Read our latest case study below!

The Company 

M-Tech are a managed service provider with a history spanning two decades. They ‘manage’ everything, enabling their clients to free up resources, gain additional expertise and trust that their essential IT is taken care of. As a well-established provider of IT services and products M-Tech can supply, configure and deploy the technology integral to the efficient operation of any organisation. M-Tech’s unrivalled agile service delivery system ensures even the most complex of projects are completed diligently, on-schedule and on-budget. Their unique way of working sets them apart from larger competitors and puts their clients’ minds at ease that they chose the right managed service provider.

The Challenge

Martin Lulham is the founder and CEO of M-Tech. He spoke to us about why he started working with SalesEnabla.

“The team and I were looking for something quite specific. M-Tech’s outstanding reputation has always preceded us, enabling us to secure a great deal of new business through recommendations. This has been a significant pillar of growth for us, but as the business has expanded, I’ve been keen to broaden our outreach methods. The ultimate goal was to create and implement a sales system to allow us to build a sales pipeline quickly, have succinct account management, and engage with our ideal customers.”

“Ideally, we wanted to find a method and structure that would provide an all-in-one solution.”

The Solution

Martin worked with one of our consultants to identify and execute a new go-to-market strategy to populate their prospect pipeline and propel sales forward.
“We were keen explore new ways to build a prospect pipeline and grow at a faster rate. The benefit of having the support of our SalesEnabla Consultant, Matt, is that he could quickly identify what we needed to achieve our goals and help us implement the actions to meet them”.

“SalesEnabla is exactly what I was looking for, all in one package. Upon meeting Matt, I knew that his methodology and hands on approach would be the perfect solution to gain consistency across our sales team. He introduced sales standards and ensured the team had the resources to perform at their best”.

When asked about the impact of SalesEnabla, Martin was highly complimentary.
“Without a doubt, this is the best consultancy relationship we’ve ever had. SalesEnabla are a proactive and supportive group of professionals. If I have a question, it’s always answered promptly. If I have any issue, it’s resolved quickly. Time and again, they’ve gone the extra mile to help our team achieve.”

The Results

Martin was keen to emphasise the difference that SalesEnabla made to his business.
“SalesEnabla has assisted us in many ways. Implementing a well-constructed sales function has successfully enabled us to secure new business, allowing us to drive sales forward and exceed our sales targets.”

“With Matt involved in our sales meetings and mentoring the wider team on an individual and group basis we know we’ve got a solid and productive setup for the future.”

“The quality of SalesEnabla’s expertise and execution means that accountability and self-sufficiency is an every-day part of the business. I’m pleased to say our growth rate is increasing year on year!”

• Build a self-sufficient sales and marketing department from scratch
• Create a dynamic sales function that relives the pressure and reliance on the Founder to drive business forward
• Delivered a framework and strategy to support the doubling of the company every 3 years
  
  Read our latest case study below!

The Company 

Josh Bunce is the CEO and Founder of an audio-visual technology’s business, Inurface Media group based in London. As a CEO, Josh has been working with iconic global brands from Boohoo, Kylie Jenner and Gucci, to Sports Direct and Nike. Inurface connect brands to their consumers using audio visual and interactive experiences, and are changing the shape of the retail industry. By bringing physical spaces into the digital world and capturing audience attention, Inurface elevate brands.

The Challenge

Josh’s sales function lacked stability. He explained:
“We tried many times to scale the sales function. The new sales hires were never successful and the pressure came back to the CEO. Matt opened our eyes to a different way of working, which was building a sales and marketing function from the ground up, getting away from expensive hires, showing us what good looks like, and bringing in young talented individuals to action the strategy and develop it further.”

“As a CEO, I had never grown a sales team. So, we started with a strategy, created a clear job description for both sales and marketing and developed a plan to keep people engaged and energised and achieve a 360-degree sales person.”
Josh and his team previously tried hiring experienced sales people through new recruits, but this was costly. Then they learned about Matt and their SalesEnabla approach.

Josh explained:
“I came across SalesEnabla through our coaching company Edgesmiths. The idea of working with Matt and using his methodology just made sense, so I booked a meeting and a demo to see how their platform works and discussed a 6-month consultancy plan.”
“Ultimately, I was looking for a solution that gave my sales team structure, a career pathway moving forward, and accountability.”

The Solution

Josh signed up with SalesEnabla and very quickly saw the benefit of the consulting paired with the platform. The 1-2-1 mentoring sessions helped his team get the clarity they needed.
“What I really like about SalesEnabla is that it gives me and my team a clear direction, the correct information to work with, topped off with our new sales and marketing resources being easily documented in the SalesEnabla platform. It makes it simpler for team collaboration and everyone to be on the same page.”

The Results

Since starting with SalesEnabla, Josh and his team have a clearly defined sales function that enabled them to achieve significant growth, even through the pandemic.
“Our sales team is strong and getting stronger, and our processes are now defined. A robust foundation has been created for us to scale the company at a faster rate”.

“Growing your business is all about having the desire to do it, knowing what kind of business you want, and how much money you want to make. Often, you need to work with someone to help you on that journey and achieve the results you want.”

As I reviewed my computer files and documents, I realised that I’ve been involved with or directly delivered work to over 100 businesses of various shapes and sizes, ranging from owner/managed businesses (that continue to be the main source of my work) to coaching a handful of multinational organisations.

So what has happened to these businesses?

Well the truthful answer is anything and everything, although I’m really pleased to say that the vast majority are significantly larger in terms of revenues than they were before – which if I’m being honest is exactly why they hired me. Some sadly, have slipped back into doing what they always did and are stuck on the hamster wheel of hiring and firing new recruits, some are really motoring forward and some have been sold for some pretty hefty pre Covid exit values.

What have I learned?

Working with many clients has allowed to me learn from their experiences, through them telling me what had and hadn’t worked before in the past. Personally, through writing more and documenting more with the clients I’ve worked with has been hugely beneficial – not just to me but to the many clients I’ve been able to share knowledge and skills with.  I also hadn’t realised quite how much the 20 years in business software sales would have prepared me for running a sales consultancy. You are exposed to so many sectors, routes to market, profit variables to name but a few – it really does give a unique perspective that I’m delighted to share.

What could I have done better?

As a person who had a well-structured grounding in sales through big company insurance, if I had continued these learnings in parallel to my day to day selling then I feel my consulting would have taken off even faster. The recent process of writing and releasing 2 of my own books on sales has also propelled me into being a bigger sponge of other sales material than I ever would have thought.

How has the delivery changed?

Delivery and approach have changed significantly, particularly through the pandemic. Whilst we were already well on the way to transitioning towards a remote or part remote service model, there is no doubt that things have moved faster than anyone was expecting. Gone are the full days spent onsite with clients as they struggle to get people together. These have been replaced by short, sharp bursts of energy of 60-90 minutes at a time, which fits much better into delivering an agile solution. The other emergence has been the deployment of more technology to reinforce the work. Using our SalesEnabla platform really has been a ground breaker in being able to create and deliver great consistency for clients and embed the learnings and knowledge quickly and effectively. None more so than the ability to digitally start onboarding new sales recruits online even before they’ve stepped foot into the office.

What would I change from then to now?

I was probably a little too reluctant to speak out to a client if I believed something needed changing in the early years. This is probably somewhat of a surprise to many of my friends as I’ve never been described as being ‘backwards in coming forwards’ These days, I consider myself a lot faster at being able to find the pulse of the business, which allows me to analyse people and performances and get traction quickly when things need to be done. One of my favourite client quotes that I’m most proud of is:

‘The speed in which you grasped the challenges were mighty impressive, but the speed in which you got us on track and started getting sh#t done was even more impressive !!’

After an unspectacular rugby career that ended aged 40, a friend of mine suggested we have a go at a triathlon. “Fantastic”, I said: I can’t swim, I’m a lumpy runner and haven’t ridden a bike since my paper round – hardly Ironman material (although I’m proud to say that I did subsequently finish an Ironman).

So back to swimming and sales – much the same way if you can’t swim you have to start somewhere, and the same can be said about sales. To do this you need to find a group that will make you feel welcome, have people around you that are prepared to help you, and have a coach that often ends up telling you nothing more than ‘you’re not as crap as you think you are’.

You go through a process of swallowing your pride, putting away the ego and coughing and spluttered up the slow ‘beginners’ lane with both hands on a float, then one hand on the flat and one trying to swim.

Eventually after 2 coached sessions a week and another practice session on your own you start to get better. One length turned to ten, ten to 50, and you eventually find a groove where you can swim for long periods of time.

When I first started selling it was commission-only selling life insurance – a tough gig by anyone’s terms but it taught me a huge amount. Yes, it was tough and yes there were many times I had to pick myself up after disappointments but I most certainly never felt like I was left to sink or swim.

I had a good induction, I had great training, I had a mentor who took me under their wing (someone I’m proud to stay I still stay in touch with), and I learned a lot about myself along the way.

Be under no illusion, sales is tough and don’t ever let anyone tell you otherwise. However, the archaic notion that salespeople are a disposable resource, placing all the emphasis on them being able to sink or swim to me is naïve beyond belief and something business needs to get a firm grip on.

With average tenures of sales resources falling, businesses have to make sure they provide great onboarding, solid training with clear development plans, all backed up with good coaching and mentoring.

Taking on sales resources is no different to any other human capital investment that you make, and just because it was ‘the way you did it in your day’ doesn’t mean it’s right for now. Adopting this approach is nothing but foolhardy and likely to cost you far more in the long term.

To do this, a robust strategy is required and onboarding the right resources at the right time is critical. For example, a big hitter with no leads is a heavy overhead, therefore it may be more appropriate to focus on lead generation activities first to get the motor running first.

The importance of Content

Irrespective of whether you use internal resources of external providers for your lead generation, you will need some form of marketing, tasked with creating collateral to help spark interest for your lead generation activities.

But it’s not enough to just make content. You have to make content that is directly applicable to the salespeople’s needs and find ways to easily get that content into their hands. If you are lacking the ammunition of brochures, case studies and ROI calculators perhaps it’s time you extend your efforts and create them.

This should take us back to the Value Proposition as a simple place to start is by getting back to basics. Whilst this sounds like a dull process of going back to the beginning, it is also a critical element of any new hire’s education and we should always be checking to make sure we’re still relevant.

To do this you have to think about your target Customers and your Product/Service mix. For the customer you should be creating content around Wants, Fears and Needs, and for Product/Service you need to cover off Features, Benefits and Experience.

Only by doing this will it allow you to create the right content for the right audiences.  Once armed with such material you are far better placed to stimulate and feed the Lead Generation function.

But who generates leads?

My personal preference is always to hire internally for Lead Generation and a great way I have found to keep this initial cohort of salespeople/SDR’s interested is to engage them in the strategy.  By showing them a clear development plan – you’d be amazed how motivating it can be as a junior hire to spend time with the Top Performers and Founder in the business as part of their evolution.

Taking on a more junior sales hire with mentoring, clear direction, and good quality marketing support also allows you to offer significant steps in their earning capability; although don’t rule out adding more experienced hires into the blend – provided they buy in to your longer-term strategies.

Hire based on sales talent

Hiring based on recognizing core sales talent is a stronger sales indication than purely looking at ‘years in industry’. But how do you identify sales talent?

Good salespeople must be effective communicators, socially strategic, technical, patient and have plenty of good old-fashioned grit. Primarily, you must evaluate if an individual has the ability to learn, develop and be coached.

You need salespeople who can recognize their own mistakes and areas to improve and figure out how to do better. We have found that salespeople who are naturally curious and humble are generally far more able to learn from others (management, coaches, peers) and from their own experience. This is something you need to look out for.

At the same time, you need to ask yourself is this person going to work hard enough to foster a culture of competitiveness on my team and drive revenue? You can evaluate this by asking about career goals (people who have high ambitions want to beat the competition to make it to the top).

Overcoming the hurdles and getting the blend right

A hurdle that often comes into play is getting the sales team to use the collateral on an ongoing basis. And one element that is often skipped is getting the marketing and sales team to continually work together on collateral ideas. This may seem obvious, but you would be surprised by how many teams skip this step – something a great sales playbook such as GrowthEnabla can support.

Whether it’s quarterly, monthly or weekly, schedule regular meetings with the sales team to touch base and get updates on what’s needed. From there, you can prioritize projects based on what’s requested and have a steady flow of collateral that will actually support with the sales process.

By building your sales function and ensuring to evaluate your strategy, sales talent, and collateral, will ground the sales team and provide a strong position for the team to overcome hurdles.

It will also set them up for success and start the process of shifting the sales responsibility and sales targets away from the Founders and allow them to address other aspects of the business growth.

The job can be tough and challenging, especially when they’re also the primary revenue driver in the business. The ideal solution is to have another leader who is responsible for the continued success of the revenue stream. Usually, this is a Sales.

So, what does a Sales Director look like and how is it possible to find the right person for a business? It’s a very common scenario for a business to struggle to find the ideal Sales Director, going through a lot of failed hires, which is very risky and also extremely costly.

In addition to the expense, when a Sales Director is found who seems like the right fit, the average longevity of a Sales Director is only 19 months and it’s estimated, that during the first nine months of their tenure, they are ineffective because they are building their credibility in the company.

These are pretty shocking statistics and even in the best-case scenario, the sales industry is not known as a stable environment. When a Founder/Director of a business experiences this first hand, they might decide to do away with the Sales Director position and take it on themselves.

This may seem like a risky step, but is it?

When the company’s revenue is at stake, it’s a smart move to cut back on stress and expenditure and build the sales team into a super productive unit. Does the MD, the FD or another role have time to be the Sales Director too?

Time is the traditional enemy of most leaders in a business. There’s too much that needs attention, too many problems that need fixing now and a sales team that needs leadership. It seems impossible, so back to the Sales Director, right?

Not necessarily. From experience this is where many Founder/Directors often make significantly costly errors by hiring the wrong person at the wrong time in the business evolution. I’ve lost count of the number of Founder/Directors I’ve met that, with the best intentions, have hired someone to lead and drive the revenue number. The downside is that if they’re not totally immersed in the journey and heartbeat of the business then making an external hire without the necessary structure in place is often about as successful as pinning the tail on the donkey.    

Indeed I recently met a Founder/Director who had spent upwards of £400k over a 3-year period through hiring supposedly high level people, often from big business backgrounds, without the necessary sales systems in place.

This is where a more robust strategy is required, one that considers a sales system and support technology. Thereafter onboarding the right resources at the right time is equally critical. For example a big hitter with no leads is a heavy overhead therefore it may be more appropriate to focus on taking on a more Junior sales hire with mentoring, clear direction and good quality marketing support.

This way the Director/Founder is still involved in the high-level discussions but not having to lead all aspects of the sale. In doing so they can focus on other elements of growing the business.

The right Sales Leader in the business at the right time often makes the difference between a business that flies and a business that stutters.

Wealth Warning – whilst letting go of sales to focus on other areas of the business feels like a key step forward for a Founder/Director, it needs to be a considered process with a well thought through sales strategy and evolution process. Making a success of a stepping away from Founder/Director led sales should be a planned ‘delegation’ and not a costly ‘abdication’ that takes the business backwards.

SalesEnabla are proud to be a Gold Sponsor of Ocean Dadventure who will be rowing across the Atlantic Ocean in the ‘World’s Toughest Row’ in 2022.

The Challenge 

In December 2022, 4 Dads will undertake a 3,000 mile row across the Atlantic Ocean from La Gomera to Antigua as part of the Talisker Whisky Atlantic Challenge. They will battle 40ft waves, sleep deprivation and push their bodies to their limit. One of these Dads is our CEO and Founder, Matt Garman – we couldn’t be more proud to support this epic task he’s undertaking!

The team will attempt to complete this journey in 40 days, on a brutal shift pattern: working in pairs, 2 hours on, 2 hours off, 24 hours a day, 7 days a week. Consuming up to 5,000 calories a day with a total of rowing 1,500,000 strokes upon completion.

The Talisker Whisky Atlantic Challenge creates an international platform for each team to raise funds for its charity of choice. So far the participants of the Talisker Whisky Atlantic Challenge have collectively raised just over €11m for charities worldwide since 2013.

Ocean Dadventure are rowing in support of two incredible charities: Wolo Foundation in Sussex, England, that helps support families affected by cancer, and Prostate Cancer UK, raising awareness for a disease that affects so many men of our age.

The Team

The crew of four are seeking to inspire and show people that life begins at 40, or even 50! Between them, they’ve competed at CrossFit games, climbed mountains, finished Ironman events and competed at endurance swimming events.

All Dads enjoy fitness, have a common passion for adventure and taking on (which seem to be) impossible challenges.

Steve Wooley is a successful business owner, who runs a bespoke national commercial insurance brokerage based in the North West. An adventurer, mischief maker but most importantly, a team player. 

James Reid has been a Telecom’s engineer for 14 years and a little over two years ago moved to Westcon to be a presales Engineer. James helps to design solutions and educate customers on the products they offer. Alongside his work, he coaches two evenings a week at his gym, Titan Fitness.

Neil Furminger runs his own large company, NF Construction. They are a main contractor to East Sussex Highways and undertake work for Scottish Power and Energy Network Services and also carry out Cable laying and reinstatement for various energy other companies. As well as being the Director, Neil likes to work on the tools to ensure quality and customer satisfaction. 

Matt Garman is an entrepreneur who loves a challenge and seeks adventure and opportunity. When he can’t find a challenge, he creates one. Having built and exited two IT businesses, Matt is now the CEO and founder of SalesEnabla, an innovative online platform that has allowed him to turn his passion and experience towards helping businesses achieve their real potential. 

If you would like to donate to either of Ocean Dadventure’s chosen charities please visit the Ocean Dadventure JustGiving page.

With so much leading sales content originating in the US, I’ve been a regular consumer of such language for quite some time now. So much so that it is deeply embedded in the methodology of my consulting company, Sales Plus Profit and formulated the foundations of SalesEnabla.

That said we do have some way to go if we are to follow our American counterparts in making the terms standard sales dialogue. Indeed, of the sales sessions I delivered last year, only 14 of the 327 total delegates professed to having any form of Sales Playbook, a statistic that easily translates when you view the Google search variations between UK and USA on such language.

So, what is a Sales Playbook?

Put simply, a Sales Playbook is a cohesive way of documenting and describing all the critical information that a business needs to effectively sell its products and services. It is an invaluable tool aimed at systemising your sales wherever possible. This is not so that your salespeople are programmed to speak like a dalek, more that they have the right information, knowledge and tools at their disposal to always give them a competitive advantage.

What is in a Sales Playbook?

Some examples of useful information that often provide the basis of a sales Playbook include:

·      Value Propositions
·      Buyer Personas
·      The Sales Process
·      Qualification Methods
·      Key Performance Indicators (KPIs)
·      Product/Service Offerings
·      Great Probing Questions
·      Objection Handling
·      Negotiation tactics

and much more …

What pains will it address

Implementing a Sales Playbook has many advantages and critically most of them can have a direct impact on your business’ sales and profit performance, these include although not exhaustive to:

Faster Sales Onboarding – I’ve lost count of the amount of businesses I’ve spoken to that acknowledge they should do a better job when it comes to getting new sales recruits up to speed. Having gone through the advertising, interviewing, and hiring process it’s logical that you do your absolute maximum to start getting a ROI on the time, effort and energy that you have already invested in the process? By providing your company knowledge and best-practices to new recruits ahead of their first day will give them a good start and avoid wasted time.

Consistency of Pitch – it’s a long time since 1996 and the first cloning of ‘Dolly’ the sheep, and without knowing too much about where the scientists have got to with humans, we still have a long way to go to break down the inconsistencies that exist within most sales teams. This is amplified further when we consider sales teams who operate remotely or through multiple locations. To reinforce pitch best-practice across the board, if each salesperson has access to your methods and execution, consistency is likely to automatically improve and elevate sales performance.

Safeguarding your sales IP – about 15 years ago I was the unfortunate witness to a business that lost 3 key personnel at the same time. Not only did these people start up in direct competition with their previous employer, but since 2 of these people were the highest performing salespeople, having unrestricted access to the entire customer base and sales knowledge proved fatal. It wasn’t long before the originating company suffered the ultimate trading blow and went out of business. A Playbook can help combat these situations. Ensuring best-practice and key learnings are retained within the company and not lost when members leave the team,

Should I bother?

There are many reasons why business don’t have a Sales Playbook, these can range from time restraints, lack of desire (let’s be honest it can be quite dull putting together) but often it’s because people don’t even realise that it’s what they need. What I have learned from experience is that having a Sales Playbook can payback big time when it comes to even just addressing the above pains let alone any others.

Finally if you’ve ever found yourself with the same ‘hire/fire’ sales challenges that you’ve had before you could do a lot worse than referring back to a certain Mr A. Einstein, widely credited for saying, “The definition of insanity is doing the same thing over and over again, but expecting different results.”

Launching simultaneously in the UK, USA, Canada, Australia and New Zealand, the SalesEnabla Franchise welcomes all business professionals and motivated sales individuals who want to work closely with clients, conduct sales consultancy workshops to streamline the strategies needed to protect businesses from stalled growth and unmotivated sales staff. The SalesEnabla Franchise helps businesses grow their sales and profits with minimal risk, by giving them the opportunity to develop and enhance the sales function and safeguard sales experience in an easy, cost effective way.

Given the current economic climate, Matt Garman, Founder of SalesEnabla states: ‘We need to make sure people have the opportunity to get back to business as fast and as risk free as possible. To do this, I think we all need to get a better control of our work/life balance. I created the SalesEnabla Franchise to make this possible. Access our success and experience while demonstrating instant credibility to your clients by using our sales enablement platform.’

The SalesEnabla platform has grown to be a vital resource to many businesses outside of the Franchise model. Because it’s an online, dynamic system, it always reflects the current state of the client’s business, helping to deliver consistent, sustainable results every time. And thus, become embedded within sales training programmes delivered by large and small organisations who have become a step ahead in providing their employees with sales best practice throughout their career. It’s simple, it’s smart, it’s completely customisable, and as a Franchisee it’s yours, because your success is our success.

Unlike many sales consultancies, SalesEnabla allows our Franchisees to easily mirror their clients sales processes within a live digital environment for everyone to share and collaborate. The ability to work with clients, track their progress and sales team engagement by simply viewing their activity. This is one step in the development of building successful sales consistency.

For further information, download the Franchise Prospectus.