Juan Carlos Ferron, Sales Enablement manager at Intracon

Juan Carlos Ferron, Sales Enablement manager at Intracon

20 Nov Juan Carlos Ferron, Sales Enablement manager at Intracon

Today, we speak with Intracon’s SALES ENABLEMENT MANAGER, Juan Carlos Ferron.

What does the SALES ENABLEMENT department do exactly?

Basically, we provide the sales structures with the resources they need to make them as efficient as possible throughout the sales process. This is then translated into an increase in sales.

If we look at this in more detail, we take part in the strategic analysis of sales processes and tools. We’re also involved in the tactical stage, consisting of defining the most suitable tools for selling a product or service, designing these tools and their content, and implementing them.

As far as the customer assessment process is concerned, we look at it in five stages.
(1) First, we need to get an overall view the customer’s current status – the sales processes they use, the tools are currently available to them, their structure and the training channels currently in use.
(2) We identify and contextualise gaps in training and pinpoint the communication that might be needed.
(3) We propose solutions that address and improve these gaps.
(4) We undertake and implement a programme for the above.
(5) We define a follow-up plan of ongoing analysis.

All of this enables us to define a training strategy for sales that is constantly evolving. This, in turn, allows us to monitor progress and adapt, according to the needs and context.

How do you detect needs and what solutions do you offer?

Before doing anything, it’s crucial to understand all the factors involved in the process of detecting needs. First, we analyse the product or service. Second, we look at the product’s target ecosystem or market, its target audience and its sales process. We use this to establish a framework to pinpoint where and how we need to intervene.

We use this, together with the customer’s current situation and what stage of the sales process they’re at, to detect specific needs and then determine how best to address these needs. We know that providing training exclusively for one product or service is insufficient. Rather, we must provide training on how to use information within a specific context to be as efficient and effective as possible.

A good example is the need to convey the benefits of a product that’s going to be newly launched on the market to a decentralised sales force, at varying locations worldwide. In cases like this, a live webinar or e-learning session would respond well to these needs, ensuring both mass and localised roll-out of information, with a standardised message, enabling quantified participation and obtaining KPIs for evaluation.

What was the last tool you developed and what effect did it have?

We ran a consultancy and we analysed salespeople’s needs within the sales process for a particular product or service, for a specific market (context). We were able to see that updating product information, mobility, accessibility, visual impact and communication were crucial to better position a product within the sales process. Therefore, we created a sales App specially for products. The App has great visual impact, provides centralised and up-to-date information at all times and offers mass and localised distribution on a worldwide scale. The main benefits of the App include building salespeople’s confidence when providing details on, talking about and offering their product with up-to-date and visually appealing information. This led to a rise in sales and established greater confidence in the product. Through doing this, salespeople are able to make the most of, and be more effective in, their preparation and communication with customers.

Have you noticed a trend for merging the marketing and sales departments? What do you think about it?

We hear a lot about Smarketing, and it’s actually a very good idea that both departments, marketing and sales, join forces or follow a joint strategy. Marketing defines the buyer persona, identifying their behaviour, motivations, goals and objections while Sales conveys the value proposition to the buyer persona, transforming it into a business opportunity.
Bringing the departments together creates a positive feedback loop for both of them, with the sales department’s know-how and the marketing department’s global vision. This has the effect of creating a more effective product or service in the market’s ecosystem. It also ensures information reaches the customer through the right processes and tools to complete the process. This is what we do. This is how we give our customers better value.

Share on FacebookShare on Google+Tweet about this on TwitterShare on LinkedIn