Solid sales results delivered by Sales Enabler


Without exception every sales manager desires to get real, solid results when a sales turnaround is concerned. Consultancy requires time and results may be at stake. Sales training are generic and no follow-ups take place after training. Sales coaching is far more individualistic.


“Sales enabler” as a turnaround method in sales is the most effective tool in getting real tangible results by partitioning critical behavioural change into meaningful milestones and giving a very well defined action perspectives which are easily executable, measurable and optimizable.


Sales training may be ineffective when sales competency development, behavioral change and sales performance improvement are targeted. To close the gap between the current and the desired performance we developed a highly effective behavioral implementation methodology which will be explained below:



Solid sales results delivered by Sales Enabler


5 steps sales performance enhancement cycle:


  1. Examine and frame: After reaching a consensus on the final goal, performance barriers and root causes are examined thoroughly. We map a development plan and set tangible targets to be met by the team.
  2. Co-plan critical steps: The project team which is led by Sinera’s sales performance consultant work on and decide on the critical behavioral change anchors that are sine qua non to reach the final goal. The each step should be uncomplicated to realize but should be strong enough to produce the final result if executed consecutively. Each step is accompanied by detailed action templates to be fulfilled by the sales team with a time plan.
  3. Train and lead to for the change: Sales team is delivered a training program consisting of the motives to change and act, a process to guarantee success and tips to overcome pitfalls.
  4. Execute and share: Within the deadlines each sales team member execute the predefined actions with real customers, tasks and data and make a presentation of what they accomplished and struggled.
  5. Discuss, debrief and proceed: They are supposed to receive feedback from the whole team and enrich their view of how to tackle complications. Best practices are drawn from cases, lessons to be learned are delivered to whole team. The next action step is also modified to address the unforeseen challenges. During the meetings an issue and task list is formed to better the current process. The cycle goes on with the repetition of the 4th and 5th steps and ends with the last project step. A final meeting will be held where goals and results are reviewed.

Depending on the size of the sales teams and issue attacked, generally 4 to 7 steps with one gathering a month are enough to conclude the enabling cycle. Progress will emerge and visible after the third milestone. Success comes from the uninterrupted cycle of plan, act, share, review. Simple steps scrutinized for perfection is the best formula for complicated sales turnaround projects.


Best practices with sales enabler


Every aspect of sales practice improvement can be applied and implemented by sales enabler if high degree of sales team practice is required. Due to its focus on real life implementation titles below are best achieved via sales enabler.


  • Collection performance enhancement
  • Customer portfolio management strategy and actions
  • Key account management
  • Sales case studies and problem solving
  • Lead generation and customer acquisition



Here below we stated the principles and requirements to make “sales enabler” really works:


  • The whole project is based on one well defined goal. Without accomplishing it another sales issue should not be addressed.
  • The final result and goal should be defined crystal clear. This can be a numerical improvement, conclusion of strategical work or new sales habits to be acquired.
  • Desired behavioural change is divided into meaningful, easily actionable milestones where real life sales issues, customers or data is concerned.
  • After executing of the tasks and actions the results are presented to the whole sales team with the participation of the upper management to ensure high degree of accountability.
  • If expected outcomes cannot be reached steps and actions are revised till the results are there.


A case analysis with “sales enabler”




An industry leader packaging company had 119 days of average collection time and wanted to decrease it. Company also was feeling responsibility to lead the competition in tightening collection risk perspective to ease the conditions for the whole industry.


Analysis and planning


A needs analysis was deployed starting from structured surveys with C level executives and sales management proceeded with data analysis of collection and sales performance. Necessary behavioural changes, perceptions, working methodology and decision support systems were planned. Targets to be reached were determined in company and sales person level. 6 working sessions to be done in 6 months were forecasted plus initiatives and rewards were decided.




  • 1st session: Including all the stuff who was involved in collection process 1 day collection training was given. The goal here was to increase awareness, knowledge and skills of the sales team on issues like the inseparable nature of collection and sales process, correlation between sales and collection performances, tips and action templates from risk analysis, sales contract negotiation, risk monitoring and dealing with slow payers. At the end of the training attendees were delivered the task of preparing a presentation about the collection problems they had lived through their sales careers.
  • 2nd session: Every case presented was evaluated by the whole team and learning points were extracted and published. Personal improvement goals were delivered. For the next session whole sales team were asked to categorize their customer portfolio according to the risk and collection segments. During the sessions systematic improvement areas which had become apparent were recorded and planned as tasks.
  • 3rd session: During the individual presentations’ accuracy of classifications and validity of the criteria were evaluated and re-assed. The final goal for this session which was to reach a consensus of the risk perception for whole team. At the end of the session sales team was asked to determine quality actions to undermine risks and reduce average collection dates for their first 20 customers which have the highest risk.
  • 4th session: Within the light of the previous 3 years’ data of turnover, profitability and the product groups customers purchased, risk ratings and action plans are discussed. Comments and corrections were made when necessary. Action plan for each customer plus what-if scenarios were finalized. Sales team were expected to initiate and execute these actions and write down the results in 1 month’s time till the next session.
  • 5th session: Sales team presented the actions they took and could not, current status with the customer, their feed-back with the next action suggestions. After debrief and discussions next actions were crystalized which were to be done in one month’s time.
  • 6th session: At the final session results revealed: 60% of the actions reached their goals, 20% of the planned actions would get results in the near future and remaining 20% failed to fulfil their goals that had to be accepted and managed these customers accordingly. In 6 months’ time from the launch of the project a decent 16% reduction was reached whereas 73% of the sales team realized their personal objectives. Overall collection risk decreased plus unguaranteed collections decreased by 35%. Follow-up project plans for the next 6 months were also shared by the sales team to ensure sustainability in improvement.