Sales and Customer Success (CS) teams are the dual engines of revenue growth, yet too often they operate in silos, each with separate goals. Daisy Chung, Head of Revenue Strategy at Orum, underscores that revenue growth comes from a synchronized approach between these two departments. While specialization in roles, such as Sales Development Representatives (SDRs) and Account Executives (AEs), can boost efficiency, it often creates gaps and communication breakdowns between departments.

Ask people what they think sales enablement is, and you will get multiple, varying answers. They might say it’s anything your company does to help your sales team be effective. They might say it’s tools to help reps sell more. And others say it’s the process of helping sales teams. You can’t blame them for their general answers. Sales enablement is an all-encompassing term that involves many components.

Quarterly Business Reviews (QBRs) have been a mainstay for key account management for some time. But just a few years ago they—and for that matter, the whole customer success function—were the new kid on the block. And they were difficult to pull off. It was hard to get the right data, hard to build a case for value, hard to predict success and alter implementations.