- 65% of firms have formal ‘sales enablement’ or ‘sales and marketing enablement’ teams.
- Another 30% of firms have personnel who perform enablement functions, but they aren’t part of a formal enablement team that is labeled as such.
- Some organizations still think of sales enablement as a loose collection of tasks and tools. To be effective, firms should treat it as a unified function with a long-term strategy—helping leaders align the right goals and resources with the enablement team.
