Transform

Transform Overview
Employees: 11
Headquarters: San Francisco, CA
Founded: 2019
About
Transform empowers teams to establish and rely upon a single source of truth for metric definitions.
Insights from the Transform Product Marketing Team
Amit Bhojraj
Amit Bhojraj
Head of Marketing, TransformApril 21
One of the KPIs for the PMM team should be around sales enablement. I have seen this KPI measured when a PMM delivers sales training. After every live session, we would do a survey where we check two dimensions: Quality of the presentation and usefulness of the material. Though this was interesting initially, we noticed that there is general fatigue over time, and most people would give a high average rating of over 8 (scale:1-10). There are sales enablement tools like Highspot that provide more visibility into the content impact by "stage," but I've not seen this action.
Amit Bhojraj
Amit Bhojraj
Head of Marketing, TransformApril 21
I would tailor the cadence and materials to your audience. You need a general track for all sales reps to highlight the 90-day roadmap updates, highlight key launches and other relevant topics. It would be best if you had a separate technical track for your technical field teams that will go deeper into the technical side of the feature. A bi-weekly live call (for 60 min) seems to do the magic from a cadence standpoint. I've seen PMMs do loom videos and try for an offline education track, but it does not work. Also, avoid the last week of the month for a sales enablement call :)
Amit Bhojraj
Amit Bhojraj
Head of Marketing, TransformApril 21
It depends. Not the best answer, I know :) It depends because it comes down to how your org set up. Is your Demand Gen team closely working with the SDRs vs. the PMMs? If yes, and if you have a robust positioning framework (from the PMM team), it would be pretty easy for a DG lead to carve out a campaign and create the first draft of the email templates. In this case, of course, the lead is flowing through the marketing team (Demand Gen specifically). I have seen PMMs get more involved in this topic if there is a close working relationship between PMM and DG teams and if the tactics are v...
Amit Bhojraj
Amit Bhojraj
Head of Marketing, TransformApril 21
Sales ops cannot be responsible for launching new products or features. Any topic directly related to the product or the GTM motion should fall under the purview of PMM (since they will be closely attached to the product management team). PMMs create the training/launch materials and are responsible for rallying the internal teams and the market towards a launch. So, this separation should be pretty straightforward. PMMs should also strive to share insights from the ongoing sales motion (customer interviews, win-loss analysis etc.) to equip the sales team better to challenge the customer du...
Amit Bhojraj
Amit Bhojraj
Head of Marketing, TransformApril 21
Considering your limited bandwidth, it is challenging to go broad. So, the answer, in my humble view, lies in "focus". When I think about competitive analysis, I usually think about one competitor that I call the "Next Best Alternative." The next best alternative may not always be a competing vendor. Your positioning (and messaging) should ideally focus on these 1-2 competitors. If you want to go broad, there are competitive intelligence platforms such as Crayon and Klue that you can use to track "changes" in the digital landscape and create integrations in your CRM or workflow tools that ...
Amit Bhojraj
Amit Bhojraj
Head of Marketing, TransformApril 21
As you go upmarket, third-party influencers become crucial in the sales process—specifically, analysts such as Gartner and Forrester. Enterprises are lower tolerance for risk, and they can lean heavily on the magic quadrant or the Wave placement while making buying decisions. Your enterprise sales rep will care a lot about this topic. Sales enablement has to factor this motion at some point in the company's journey. The influencers and blocker persona become more relevant in the enterprise motion. For example, the security team may influence the buying motion even though your product is ta...
Amit Bhojraj
Amit Bhojraj
Head of Marketing, TransformApril 21
B2d follows a whole different motion. A developer is not eager to talk to Sales (and they don't want to be sold to). Developers want to try out the product themselves, tinker with it, and only if they enjoy the experience (or get to the aha moment) will they evangelize the solution up the company's ranks. Developer motion strongly aligns with the product-led-growth (PLG) motion. The trial experience from onboarding to docs, inviting team members, and getting to the aha moments can play a pivotal role in converting them to customers. Growth marketing also plays a significant role because thi...
Amit Bhojraj
Amit Bhojraj
Head of Marketing, TransformApril 21
Let's start with the difference between a platform and a product: Almost every SaaS product has APIs that let it integrate with other applications. A platform, however, plays a more active role in creating an ecosystem and acts as a central hub where how multiple products work and can thrive together. If the platform evolves to a point where it can serve up a marketplace for other products, then the sales enablement process must include the partners who are part of your ecosystem. In my mind, that is where the game changes for sales enablement. The sales rep now has to look at the combined...
Transform Product Marketing Leaders
Amit Bhojraj
Amit Bhojraj
Head of Marketing