tag:blogger.com,1999:blog-8966783851875406264.post610357603429004474..comments2010-01-02T10:48:33.210-05:00Lee Levitthttp://www.blogger.com/profile/01855067220559094836noreply@blogger.comBlogger1125tag:blogger.com,1999:blog-8966783851875406264.post-85261456896570641562010-01-01T18:00:59.307-05:002010-01-01T18:00:59.307-05:00All three levers are really important and urgent, and I like the combination of them in the framework. But implementation will be different! Customer intelligence could be the easiest one depending on the data quality in the CRM systems - and it can be done sales internally as a regular task.<br />The second lever, sales enablement is often more difficult to implement and it&#39;s an ongoing process and governance issue for sales, marketing and portfolio management. Additionally it&#39;s often a change management challenge to turn an organization towards collaboration! If the basic process, content quality and ownership issues are managed successfully the most important tasks follows, creating really good conversation as you mentioned here (for us embedded in an overall consultative selling approach). Industry or account specific playbooks, battle cards, podcasts etc. with consistent messages matching a company&#39;s mission and core beliefs could be the dream of a sales enablement manager...<br />I like the new role of the first line sales manager, getting more a coach than a data based funnel manager. Depending on the oprganization it will be a question of leadership and will request often different sales manager skills! Good idea!Tamara Schenkhttp://www.t-systems.comnoreply@blogger.com