Opportunity
Scaling Enablement From Scratch
When Elsevier first introduced sales enablement, it was starting from scratch. As she began to flesh out an initial strategy, Ardoin began noticing inconsistencies in Elsevier’s existing sales processes. Training, for instance, lacked standardization. “Every manager taught their reps what they knew,” added Ardoin. “What they knew best is probably what that rep learned.”
With limited support from its existing solution and little standardization in rep learning, Elsevier’s sales motion had room to grow — and Ardoin saw a clear pathway for how to do so. She and her team needed to unite the various support levers they had for their go-to-market team, honing their existing content management, buyer engagement, and training practices into a standardized strategy.
Coaching, they knew, was an essential outlet for them to do so. To unlock this, the team needed to align frontline managers to a consistent coaching cadence and strategy – which was no small feat. “Research shows that there’s no other productivity investment that comes close to coaching and improving reps performance,” noted Ardoin. “I can train reps all day. I can lead them to water. But I can’t force them to drink it.” To strategize and scale across its entire go-to-market motion, Elsevier’s enablement team sought a partner that could not only alleviate the pain of the present but also look to the future and evolve alongside them.