Back in the 1970s, Xerox recognized the need for a support team that handled many of the basic operations and logistics essential for a successful sales team. The support team took over core sales operations such as sales planning, compensation, forecasting, and territory mapping. The team aptly named, sales operation group, created a working environment that allowed the sales crew to do their jobs with all the right tools.
At the same time, sales managers and business owners were handing out copies of Og Mandino’s, The Greatest Salesman in the World, Napoleon Hill’s Think and Grow Rich, and Dale Carnegie’s, How to Win Friends and Influence People, while developing sales strategies for enabling their sales team once they got out of the office and into the field.
These two processes — sales operations and sales enablement — have been running on parallel trajectories ever since.
Let’s take a closer look at the difference between sales ops and sales enablement, how each impacts your sales organization, and how to implement each to assist your sales team in winning more deals.