I’ll break this down into 2 parts even though this might be simplified after all sales enablement likely will have multiple parts depending on importance of product.
The most common KPI is the win rate. However, I dont think this is an accurate measure of your work as the eventual win depends a lot on other factors, starting with the salesperson running the cycle.
I prefer to track the number of sales cycles that go past the initial demo stage because it more accurately reflects the results of your work.
The most important KPI is closed won business. If your sales team knows to whom, how, what and at what time to sell (e.g. when to walk away), you've done your job.
Other internal metrics to consider are:
I'd be curious to crowd-source this one a bit more as well as I've seen a variety of definitions for sales enablement.
The above are great. A few more things to add on sales enablement
- if you have channel partners, you should include them in your sales enablement plans. Include their feedback, usage, deals closed as well.
- In sales training - depending on the levels of different sales folks, some may be able to call on to executive leaders while some call mid-level management - depends on their comfort and relationships. I would also group the sales team and serve up different types of trainings as well.
- If you have a sales enablement leader, ideally you should work with them to map geos, accounts, sales leaders based on experience, so you can offer up more personalized training as well.
- I am a big fan of just-in-time learning tools, and wonder if now Apps are easily available to provide sales a forum to post questions to each other and to the PMMS, PMs about objection handling, content to use etc.