---
title: "Sales Enablement Strategy: A Real Case Study | PPS International"
description: "A sales enablement strategy example from a real engagement: career engineers became a selling team through competency modeling, process design and coaching."
image: https://www.ppsinternational.net/hubfs/pps-international/resources/images/pps-resource-514d2cebbca21ab5058c.jpg
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Case Study [Sales & HR Development](https://www.ppsinternational.net/resources?topic=sales-hr-development) June 27, 2025

# Sales Enablement Strategy Example: A Real Case Study

![Sales Team Enablement: A Case Study](https://www.ppsinternational.net/hs-fs/hubfs/pps-international/resources/images/pps-resource-514d2cebbca21ab5058c.jpg?width=680&height=572&name=pps-resource-514d2cebbca21ab5058c.jpg)

A sales enablement strategy example is worth more than a definition, and most of what ranks for the term comes from software vendors describing their own tools. This page takes a different route. It walks through a real engagement in which a firm of career engineers became a functioning sales organization, then names the framework behind the work so you can apply it to your own team. It reflects the approach we bring to [sales and HR effectiveness](https://www.ppsinternational.net/sales-hr-effectiveness) engagements.

## What is a sales enablement strategy?

A sales enablement strategy is the plan for giving a selling team everything it needs to succeed in the role. This includes providing them with a set of defined competencies with behavioral descriptions and examples from real sales scenarios, a documented sales process that focuses on handoff points within the organization and the related tools for tracking and addressing client needs. A sales enablement strategy also focuses on building skills in sales representatives and their leadership and support teams. The strategy also has a greater chance of success if it also includes skill building and tools that help sales managers be able to coach. A sales enablement strategy is much broader than sales training. Training builds skills and exposes sales representatives to tools and processes, while a sales enablement strategy includes all the elements that talent development teams leverage to create performance. This means that the sales enablement strategy is built around the needs of sales representatives and the natural points in which their job is difficult to carry out and less streamlined for the entire organization.A useful strategy outlines the expectations for those in a sales role and uses training, tools, on-the-job support, coaching, mentoring and systems to close the gap between current and needed capability to achieve sales targets.

A sales enablement strategy is generally undertaken and built in phases and often revisited and enhanced as markets, industry and technology changes.

## A sales enablement strategy example: turning career engineers into a selling team

### Situation

Career engineers in a leading engineering and construction firm that specializes in geohazard mitigation were tasked to deliver a sales target in order to meet the organization's aggressive growth targets. In discovery with the client, it became clear that these technically excellent professionals had never been asked to sell, had no shared sales process, and had limited comfort with the commercial side of their new role.

### Desired outcomes

The organization's business leaders including senior engineers, Human Resources and talent development manager identified several outcomes they wanted to achieve in partnering with PPS International Limited to support their sales engineers including to:

- Develop skills to generate services demand and influence key decision makers within client organizations.
- Nurture relationships with clients by ensuring engineers could adapt to the communication and decision making preferences of their customers and potential buyers.
- Manage each sales territory to achieve revenue targets, by building actionable sales plans using limited internal sales support resources.
- Apply knowledge of the firm's product portfolio to solve existing and anticipate future customer challenges, making recommendations that matched challenges to profitable service solutions.
- Employ a repeatable, dynamic sales process in a consistent way, improving through self-reflection and feedback from peers and managers

### Our solution

As part of the sales enablement strategy, we partnered with the client to develop a competency model for the sales engineer role. PPS International Limited held focus groups that included employees and managers both in and around the role, including those considered skillful in sales and those less so. This approach ensured that the competency model reflected the reality of the role, resources and customer interactions. It built early buy-in from the engineers who would need to apply the competencies and it surfaced key differences between what strong performers were already doing and what the role formally asked for.

From the competency model, the sales enablement strategy development built outward. We co-created a documented sales process in the form of a sales process diagram, designed and tested a customized 360 assessment against the new competencies, created a structured process to do group results analysis and debriefing of the results, created custom-designed skill development and learning, and identified existing and new support resources that equipped managers to coach engineers.

### Products and services

To operationalize the sales enablement strategy, we used several products and services. Specifically, we:

- Customized our online 360 assessment with branded cover, customized instructions, rating scale, items and open ended questions linked to the client's competency model and values
- Tailored our *Group Analysis and Debrief* workshop for assessments to fit client timing requirements and individual development planning process.
- Implemented our Competency Creation Process including doing a literature review, structured interviews, observation and focus groups with benchmarking for role and industry
- Implemented our Work Process Definition process, which resulted in documentation and design of a client-specific Sales Process diagram.
- Used our rapid Instructional Design & Development process to create a blended learning journey, leveraging our own sales best practice skill building learning, coupled with customized practice cases and scenarios.
- Facilitated workshops and learning for engineers and their managers, in partnership with client subject matter experts.
- Designed and supported implementation of Manager Support Resources and Tools.

### Success indicators

- Adoption of the documented competency model by target employees.
- Documented sales process to guide selling activities.
- Increased engineers' use of their organization's existing sales enablement tools.
- "Improved morale and engagement" —VP Sales.
- Created the organization's first-ever set of individual development plans.
- Equipped managers for talent development and provided insights into organizational skill strengths and gaps.

## How to build a sales enablement strategy

The engagement above followed a sequence that can be used to build a sales enablement strategy:

1. **Define what is needed from the role now and into the future.** Sometimes this is called a competency model, other times a success profile. Regardless, build it with the people who will do the work and be sure that it describes observable behaviors for stellar success in the role. This competency model or success profile has many uses beyond learning. It becomes the backbone for any assessment and development, a language to use in recruiting, selection and hiring, and a way for managers to target behaviors for coaching. Sometimes it is difficult to know what skills will be needed in the future. Don't get too caught up in this challenge. Make predictions based upon what you are already noticing about the way customers are interacting and technology is changing. Your competency model can adjust over time.
2. **Document the sales process.** A one-page sales process diagram provides technical audiences with what they respect: a defined, repeatable way of working. For those not in technical roles, it is also very useful. Sales process clarity makes coaching conversations concrete, because managers and sales representatives are looking at the same map. Where possible, include any systems and tools used as part of the process in your map. Similar to the competency model, the map should adjust and streamline over time as systems, tools and processes change.
3. **Include an assessment that assesses the role expectations.** Using a customized 360 can provide information on perceived behaviors from various roles that interact with sales. Work enjoyment and fit inventories such as the Harrison Assessment can be tailored specifically to the expectations of the role and the competency model created. Customized sales and other simulations and experiences can be valuable ways to both assess and coach and develop. Any specific assessment or assessment center will produce results that show the organization its collective strengths and gaps for the role. Assessments can be very motivating for sales representatives, showing areas of strength and providing data to those who wonder about whether they have shortcomings in how they behave. For sales populations especially, your assessments need to be aligned to the reality of the role and proven to measure behaviors that make a difference in selling success. Those in sales roles are often careful consumers of anything that takes them away from their role in working with customers. Individuals benefit from debriefing and making meaning of their results, either individually or in a group.
4. **Curate existing resources for development and sales support into easy-to-use learning maps.** Most organizations have some tools to help others learn and develop. Structure databases, catalogs and learning maps so that individuals can readily access resources. This process will also identify gaps in resources and tools. Consider a map that follows a [70-20-10 development process](https://www.ppsinternational.net/resources/articles/streamline-the-learning-options-in-your-70-20-10-model-for-learning). This is helpful in creating a sales enablement strategy that is not overly reliant on formal training and involves the manager.
5. **Equip managers with tools to manage performance and development.** Manager tools and support resources are a critical component of sales enablement. In our experience, this layer is often overlooked. One support tool for managers in a sales enablement strategy is to ensure that managers know how to plan for and coach to improved performance. Managers and others need to know [how to plan sales leadership development](https://www.ppsinternational.net/resources/articles/how-to-plan-sales-leadership-development).
6. **Strengthen tools that allow for just-in-time reference and development.** These include tools such as individual development plan templates, observation checklists, self-assessments for parts of the sales process, tutorials on systems, products and services, interactive process diagrams.
7. **Codify learning from others, if your sales enablement process is sound.** While sometimes challenging to implement and sustain, sales representatives learn well from others. Wherever possible, build in opportunities for best practice sharing, debriefing of successful and unsuccessful sales experiences and solution matching. This step works well if you have a sales force who largely follow your described sales process, demonstrate the competency behaviors and use systems and tools consistently. Be cautious of this option if you are unsure if your competency model or success profile truly describes differentiating behaviors for success in role or if you mostly have a salesforce with a few super stars but others are more service or technically driven.

## What belongs in a sales enablement strategy

| Component | Asset or Resource | Who Typically Owns It After Implementation |
| --- | --- | --- |
| Role definition | Competency model or success profile | Sales leadership + HR |
| Sales process clarity | Sales process diagram | Sales operations |
| Selection tools | Recruiting profile; selection interviewing guide | Talent acquisitions |
| Baseline assessment | An individual results report and group analysis result report | Talent development |
| Sales skill development | Role-specific training and practice; curated development guides and learning map | Talent development |
| Manager enablement | Coaching tools and support resources such as observation checklists; formal training for sales managers on the enablement system | Front-line sales managers; field sales managers |
| Cross-functional team alignment | Matrix or internal coordination working sessions crossing sales, delivery and operations | Sales leadership |
| Individual development planning | Development plans per sales representative | Each sales representative with their manager |

Software, systems and other performance management tools support the sales enablement strategy.

## When this approach fits

Asking technical experts to sell is common and in many industries necessary. Technical experts show up as sales professionals in engineering services, IT consulting, financial services, healthcare products and many founder-led firms. The components of a sales enablement strategy and those that were present in our case described earlier hold true for technical experts and other sales professionals.

A sales enablement strategy also benefits:

- Established sales teams whose selling process has drifted or is unclear.
- Organizations that are merging two selling cultures as a result of business acquisition.
- Sales teams adopting a new portfolio of products or services or new technology that changes sales requirements.

## Enabling technical experts to sell: design notes

Career engineers, scientists and other highly technical experts come to selling roles with assets most sales professionals envy: deep credibility and real product knowledge. Because of this, their interactions with potential and current customers usually start from a substantive place. At the same time, these highly technical experts may also feel lack of confidence and even discomfort when faced with the prospect of selling. Many equate selling with putting pressure on others. Formal programs that sound like motivational seminars aren't likely to land well with this population. We find that most business-to-business sales professionals, and especially those in highly technical specialty roles, align closely with the role being a business consultant rather than a sales consultant. This allows them to::

- Quickly gain rapport with customers due to their status as 'peers' in the eyes of customers.
- Use their expert language and evidence.
- Substitute selling with problem-solving.

Recall and share real scenarios with customers. Because of this, technical experts benefit from learning a narrow set of consultative selling behaviors that leverage the expertise they already have, in the context of the sales environment they are working in (i.e., industry, market, price vs. cost, etc.). When designing learning for this audience, pay attention to:

- The examples and cases you use. Generics are not useful to highly technical sales representatives. Customize from real-life scenarios. Leverage the sandbox on systems they already access. Wherever possible, let them use their own situations. Those that know their products and services well can get tangled in details that others might miss.
- The length of time allotted to practices. Practice is critical in all skill-building. With technical experts, be sure to allow enough preparation time before live practices and enough time to practice interactions so that they don't feel short changed. The practice length should match the time they'd have in real life. Where this isn't possible, practice only a portion of the full interaction. For instance, the opening of an initial sales call or the recommendation of one solution.
- "Fluff" icebreakers or activities. This goes for all audiences, but sales professionals in particular. Sales professionals appreciate anything that helps them to achieve their targets. While icebreakers and energizing experiences have an important purpose in facilitated learning, choose them so that they are brief and if possible, connected or themed to the sales role.
- **Opportunities to build** sales confidence. It's common for technical experts to struggle if they over-explain, lead with the solution too quickly, or focus only on features. Design the learning experience to allow for multiple opportunities that reinforce how to create business value and ask directly for commitment, unless your needs assessment data and competency profile show that these aren't issues for your sales population.

## The manager is a critical part of sales enablement

We know that managers play an important part in any employee's success and sales leaders are no exception. Research suggests that quality coaching from frontline sales managers improves the performance of core ("middle") performers by up to 19% \[1\]. Companies that enforce real-time, deal-specific sales manager coaching increase year-over-year revenue by 8.4%, which is a 95% improvement over companies that do not provide manager-led coaching \[2\].

Don't overlook manager support efforts in your sales enablement strategy. We've seen success in both simple and complex tools for managers. Consider:

- Building sales skill refreshers/pointers into pipeline conversations by providing managers with a 3-minute resource to share such as a video or checklist.
- Providing a structured agenda for holding sales call debriefs with behavioral anchor points described so that managers know where to focus.
- Providing sales coaching training to field sales and other sales leaders.
- Building facilitated micro-workshop agendas for sales leaders to use with their own team as part of other meetings.
- Providing observation checklists for key points of the sales process.

Sales managers appreciate meaningful support, especially if they have large spans of control or if they are sales-savvy professionals leading teams of technical experts who 'also sell.'

## Where sales enablement strategies fail

Sales enablement strategies fail for a variety of reasons, including:

- **Generic, unprioritized competencies.** A borrowed model that ignores the market, cultural and industry realities have limited value. The same applies to competencies that are too broad and competencies that are all considered to be high-priority. Some behaviors are always more important to successful outcomes than others. Find these and note them in your sales competency model.
- **Over-reliance on tools versus skills.** Tools such as software and even performance support tools are important, but when there is a human element carrying the sales cycle, such as in highly technical and consultative selling roles, those humans need skills to best interact with customers.
- **Training in isolation or as the entire solution.** Like most development challenges, event-only training doesn't carry lasting results. Combine high-quality training with other supports.
- **Downplaying the needs of sales managers.** Sales representatives look to their managers on a day-to-day basis. Make sure those managers are equipped to coach behavior.
- **Lack of stakeholder support for the long-haul.** It takes time to build sales success. Ensure that stakeholders to the sales enablement strategy continue to make it a priority and assign resources.

## Individual skills equate to team enablement

Sales enablement also creates a shared process and a common language for those in the sales team and in sales support. The engagement described earlier with the engineering services team deliberately produced team-level assets (one competency model, one process diagram, one set of manager tools) alongside individual development plans. The facilitated workshop helped create a renewed sense of collaboration and understanding across a highly matrixed organization.

## Frequently asked questions

### What should a sales enablement strategy include?

such as a defined competency model, a documented sales process, a baseline assessment, role-specific skill development, equipped managers and individual development plans. Content libraries and enablement platforms support these components; they do not replace them.

### How is sales enablement different from sales training?

Training is one component. Enablement is the surrounding system that provides role clarity, process, tools, manager coaching and measurement. A team can complete excellent training and still underperform if the process is undefined and managers are not equipped to coach. This is why enablement work usually starts with the role and the process rather than with a workshop.

### What are the pillars of sales enablement?

Frameworks vary in how they slice it, but the recurring pillars are people readiness (skills and competencies), process clarity, content and tools, manager coaching and measurement.

### How do you measure a sales enablement strategy?

Start with adoption evidence such as use of the process and tools, quality of development plans, and manager coaching activity, then connect to business movement in pipeline quality, win rates and revenue against target. Leading indicators come first; revenue follows capability with a lag, so measure both.

### Who should own sales enablement?

Ownership works best with clear definitions and roles. Sales leadership owns the role definition and results, sales operations owns process and tools, and talent development owns assessment and skill-building, with front-line managers owning the daily coaching. What fails is assigning enablement wholly to one function; a talent-development program without sales leadership's authority, or a sales-operations rollout without development expertise.

## Where to start

To begin creating a sales enablement strategy, think in phases. First, focus on identifying what is needed for sales success in your organization, industry, market and with your available resources. Observe and talk to top performers. Observe and talk to those who struggle to sell. Ask yourself, "What are the differences?" This beginning exercise helps to identify priority competencies for those in a technical sales role.

Expand your efforts to building out a prioritized, behavioral competency model. You need that to do a gap analysis with current sales representatives. The model is the roadmap to the human responsibilities necessary to close business-to-business sales.

If your selling team includes technical experts new to revenue responsibility, or a need for support in building an integrated, focused set of sales enablement resources, please reach out. For those focused on the assessment component of sales enablement, read about our [sales assessment center case study](https://www.ppsinternational.net/resources/case-studies/sales-assessment-center-for-global-sales-professionals-a-case-study), which covers the assessment side of working with sales teams in more detail.

[Download the Sales Team Enablement Case Study](https://www.ppsinternational.net/hubfs/pps-international/resources/downloads/pps-resource-147542f95564957b7ecd.pdf)

## References

1. Sales Executive Council (CEB, now Gartner). "Coaching That Moves the Middle: Why Sales Coaching Programs Fail and How to Fix Them."
2. Aberdeen Group. "Sales Effectiveness: How Top Performers Optimize Sales Manager Coaching."

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