Measure the effectiveness of the sales kit: start from application level
Before asking how much revenue the document will help increase, ask if the team will actually use it.
Measure by four sequential layers: whether the team uses it, whether the documents are integrated into the deal, how clients respond, and whether the closing rhythm changes. The first and most reliable metric is the rate at which the team actually uses the standard documentation instead of creating their own. Converting cleanly to revenue is challenging in B2B sales due to multiple influencing factors, so set realistic measurement expectations from the start, including qualitative signals.
- Want to measure how much the team actually uses the materials.
- Need early qualitative signals after delivery.
- Track the onboarding time for new sales.
- Expecting a direct correlation to increased revenue.
- Taking numbers from supplier reports and presenting them as promises.
This is a question that Sinh Vũ hears very often: after spending money to create a sales document, how do you know it is useful? The short answer is to measure in order from near to far. The closest and most measurable thing is how much the sales team actually uses the document. The farthest is revenue, which is also the hardest to attribute causality. Jumping straight to the far end while ignoring the near end is why most measurements of this kind fail.
Four layers measured in succession
Forrester proposes a four-layer sales enablement measurement framework, from the inside out:
- Activity: the set of documents has been delivered, has the team been guided on how to use them?
- Adoption level: What percentage of the team actually uses the deck and standard templates, rather than creating their own or using outdated materials.
- Feedback: what customers say about the materials, where the sales team finds the materials helpful, and where they encounter difficulties.
- Impact: the closing rhythm may change, the time for new sales to get in sync may shorten, and whether the materials provided to customers are more consistent than before.
Each layer is a condition for the layer above to have meaning. If the application level is low, the feedback and impact levels are also unreliable, as it is unclear what is being measured.
The first metric that needs to be monitored.
The rate at which the sales team actually uses the standard documentation is the most fundamental metric. Most marketing content is created without being used by sales, as noted through multiple industry checks. Therefore, the first question is not "how much did revenue increase" but rather "did the team use it."
The practical way to measure:
- Four to eight weeks after the handover, ask each person in the team: what materials did you send to the client last week, and where did you get them from?
- Review emails and files sent to clients, checking if the correct standards are used or if everyone is making their own adjustments.
- Counting the ratio of open deals accompanied by documents from the standard set.
When to look at deeper impacts
After a few sales cycles, we can start observing further:
- Onboarding time: Do new salespeople get up to speed faster with a standard set of materials to learn from from day one?
- Consistency: documents from different members may deviate in terms of imagery, messaging, and value placement.
- Customer feedback: customers ask less about what has been presented, or still confuse things as before.
Regarding closing rates and revenue, Sinh Vũ advises viewing this as one signal among many, not as proof of causation. A B2B transaction involves many participants and various influencing factors. The documentation is a necessary condition, not the sole cause.
Most common mistakes
- Demanding a self-evident documentation package with revenue numbers immediately after delivery. This overlooks that tools need to be used correctly before they create an impact.
- Do not measure anything: deliver and leave it, then months later ask "why is there no difference" without knowing if the team has used it.
- Using figures from a supplier's report and assigning them as expectations for yourself. Each sales team, each industry, each stage is different; those numbers have no meaning in your context.
Ignore the application layer and jump straight to revenue, which is where most measurements fail.
Forrester, Measuring Revenue Enablement
Sinh Vũ's viewpoint
Sinh Vũ does not promise conversion rates or revenue increases after delivering the documentation. That would be an insincere commitment, as there are too many variables outside the documentation.
What Sinh Vũ helps to measure clearly is the level of synchronization: a team with a shared story, documents presented to clients with the same standards, and newcomers can learn from the documentation instead of relying on word of mouth. This is a tangible and measurable impact, and it serves as a foundation for everything else to have a solid place later.
Sinh Vũ recommends that you ask measurement questions right from the start of creating the documentation, not after it's completed. Clearly define what "the team using it correctly" looks like, who is responsible for monitoring, and how often to review. This is how to turn the documentation from a one-time product into a living tool in the sales process.
Decision checklist
Topic: How to measure whether the sales kit is delivering results. Sinh Vũ guide, sinhvu.com
Select each item you find appropriate, then print or save as PDF to take with you.
If you have marked most of the signs above, this is the time to discuss in more detail. Sinh Vũ can help you review and propose a direction.
References
Forrester, Measuring Revenue Enablement; Sinh Vũ, practical experience in P5 services.
Frequently asked questions
Is there a specific number to determine the effectiveness of the documentation?
There is no standard threshold that applies to all companies. The most important measure is the percentage of the team that actually uses the standard documentation instead of creating their own. An increasing percentage over time is a good sign. Additionally, combine qualitative feedback from customers and the sales team to get a more complete picture.
How long after delivery can results be measured?
The application level can be measured within the first four to eight weeks after delivery. Feedback from customers and the impact on the closing rhythm require several sales cycles to gather enough data for assessment. Don’t wait for a large enough sample before starting to observe, as early signals often indicate issues that need timely adjustments.
If your team does not use the documentation, where is the fault?
Typically, it occurs in one of three areas: the content does not align with the sales team's reality, the handover process lacks specific usage guidelines, or management does not incorporate documentation into the deal review process. Measuring the adoption rate early helps identify the exact areas that need correction instead of placing blame generally.