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Marketing Automation (MA) is that piece of technology that allows marketers to reach customers faster and with more measurable results than ever before. Today’s marketing landscape is defined as the golden era for marketers by no mistake.

While MA has enabled marketers to automate the entire marketing process, it doesn’t mean that they can shut off their brains and go on autopilot. When used correctly, a lot can be accomplished with MA and this includes aligning the sales and marketing process. However, if marketers misuse their systems, they can make mistakes on a much broader scale.

There are two types of sales managers. Most behave like donkey-and-cart drivers, moving sales reps onward with a carrot of reward and a stick of punishment. These reps alternately entice and pummel sales reps into driving sales numbers forward. Stick and carrot sales managers are focused on the destination: they spend their time micromanaging results and obsessing over goals.

Good content and customer engagement. Although at first these may sound like they go together like two peas in a pod, sharing quality content and driving customer engagement are two worlds apart. You may have the best content under the sun, but in order to drive customer engagement, first you have to know what to do with it.

In chess, experts refer to the opening, the middle game and the endgame. The best chess players are skilled at all three, and have spent years of practice to get there. The world of sales isn’t too different. You need an opening, a middle game and an endgame. In truth, you don’t even need years of practice to get there—but you do need sales enablement solutions.

Every time a sales exec is asked to commit to a forecast number, all they wish for is that they had a crystal ball. “What’s the real deal with this customer? “How far are they in the sales cycle?” What are the chances that they would make a purchase decision in the next 2 months?” In reality, most sales execs end up guesstimating when a deal will be closed and end up applying fuzzy math to their forecasts.

Companies that haven’t yet adopted Sales Enablement are lacking the competitive advantage in capturing real-time analytics on buyer behavior. There are no answers to questions like:

When it comes to modern business, no one seriously suggests bringing back the telegraph or the slide rule. They’ve gone extinct, replaced by email and Excel spreadsheets. Yet many companies continue to use outdated and inefficient tools, hampering their sales force and weakening their potential revenue. Here are three relics of the business world that should be gathering dust—and here’s how deploying an adaptive sales enablement app can help you thrive.

When it comes to sales, there is always room for improvement. Whether it’s between the sales force and the marketing division, or between a salesperson and her customers, a lack of communication can hinder growth and productivity. Fortunately, by linking CRM with a sales enablement app, you can improve those lines of communication and reach your full potential as a company. Here’s why:

1. Expenses

It’s a no-brainer that every sales manager wants to increase productivity. Making that wish a reality is the great challenge of sales. The truth is that there’s no magic pill, no shortcut to success. However, following these four tips and deploying a sales enablement app can help bring your goals closer to fulfillment. Sales managers should think about productivity in terms of who, how, what, and where.

Digital technology has become so advanced, that customers are increasingly expecting richer interactions and more relevant communications. Getting the most out of these technologies means building more meaningful and long-lasting relationships, and Sales Enablement (SE) aims to do just that.

Any top Sales exec knows that good sales reps are a rare commodity and outstanding sales reps are few and far between. So what can you do to ensure that your sales force is high performing? Thomas Edison once said, “Genius is 1% inspiration and 99% perspiration.” Ask any successful Sales exec, and they will vouch for it.

Sales teams could be radically improved across any organization by putting in place a few straightforward principles. The following guiding principles aren’t easy to achieve and in no way do they substitute Edison’s formula, but if you use them consistently, you can reap substantial rewards.