Shawnna Sumaoang: Hi, and welcome to the Sales Enablement PRO podcast. I am Shawnna Sumaoang. Sales enablement is a constantly evolving space and we’re here to help professionals stay up to date on the latest trends and best practices so they can be more effective in their jobs. Today I’m really excited to have Lisa Cramer from SAP join us. Lisa, I would love for you to introduce yourself, your role, and your organization to our audience. Lisa Cramer: Sure. First of all, thanks for having me, Shawnna, I’m really happy to be here. So, a little bit of me, just a bit in the software industry for my entire life all around sales and sales management, marketing, and actually as an SE, and worked my way up and became a chief revenue officer and so on, co-founded a couple of software companies. At SAP, I have a really unique position. Actually, I do a couple of things. One, I head up a global team that works on sales motions. So, we support SAP’s term mid-market is companies that are a billion dollars or less. And so, we support all the account executives and sales managers, sales leaders across the globe in new sales motions. So, for instance, net new name selling motions, digital selling motions, indirect selling motions. Then I also do sales leader coaching in North America. So, it’s a really unique role and SAP puts an amazing amount of emphasis, not on just enablement for account executives or sales reps, but also for leaders. So, it’s fun. SS: I love that. I love your background, it’s impressive and extensive. So, Lisa, we’re excited to have you here today. Now, you actually wrote an article on LinkedIn that caught my eye because you said when done correctly, sales enablement is a necessary lever to make organizations more scalable and predictable. So, I’d love to get your take on this. How does sales enablement do that for an organization? LC: Yeah, it’s interesting because my perspective comes from everything from co-founding a company and building companies to very large companies. So, I think a lot of people don’t think about scale when they put together enablement of any type, particularly from a sales perspective. And I think there’s one thing to provide great content and more importantly tips, techniques, best practices, things that are very tactical and tangible, but as well as a strategy. But it’s another thing to do it in an effective way. It’s very hard when you’re scaling, and obviously at SAP, we have over a hundred thousand people, so it’s fairly large, and you have to think about scale, and then you also have to think about how people can consume what you are delivering and not only consume it, but change behavior based on it. So, we think about all kinds, from podcasts to obviously written materials, to even TV kind of content. We’re in the process of putting together two communities of interest. There’s a lot of enablement that we do from a community perspective, some regionally and some across roles. So, there’s a lot of thought about how to effectively deliver this at scale. SS: That’s fantastic. Now, as you mentioned in your introduction, SAP has applied sales enablement to specific selling motions in order to ensure that it’s more customized. What does that customization and personalization look like for reps and leaders in terms of enablement programs and to click a little bit further into that, why is personalization important for the enablement experience? LC: There’s the generic sales skills and all things that the basic elements that people need to know as well as all leadership and things of that sort. But when you look at selling motions, a lot of times they become very distinct. For example, if you’re selling to an install-based customer who’s inactive, install-based versus somebody net-new, that’s a very distinct selling