Google Head of Marketing, Google Maps Platform, Madeline Ng on Sales Enablement

Madeline Ng

Global Head of Growth Go-to-market, Google Maps Platform

Google

Product Marketing Manager, Applied AI and Industry, Cloud

Strategy and Operations Manager, Cloud Product Marketing

Product Marketing Manager, Organic Social, Ads Marketing, Global

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Product Marketing Manager, Climate AI

Product Marketing Manager, Social Growth, Ads Marketing

Oftentimes, PMM does not directly execute the campaign but rather provides a foundation or collaterals for sales and marketing to use. How do we calculate our percentage of contribution to the final results?

We have a lot of stakeholders involved during our launch process. Sales is the most important, yet the least involved pre-launch.

I'm struggling to determine whether my sales reps are actually using content, and if its helping them win deals.  

(For instance: pitch decks, collateral, competitor research, FAQs, etc.)

When it comes to PMM core duties, typically who are the best partners in the sales org, who has the knowledge and the customer touch points to really help PMMs win?  

Sales Enablement is now seen as a new functional area in many organizations separate from Product Marketing.

We are moving upstream from working with executive search firms and recruitment agencies to working with in-house enterprise and MM companies. Each type of firm needs the software for recruitment purposes, but each has different pain points and feature interests within the platform 

Our lower priced offerings seem to be the biggest competitors of our enterprise packages.

It would be where there are joint-sessions and then separate sessions for each group. I would love to see a sample schedule. I have done FKOs, but not RKOs.

Would love to get your perspective on generating excitement around your new product, vs. continuous enablement on the core capabilities of your solutions 

As B2B product marketers we want to be able to identify which sales enablement assets (i.e. one pagers, pitch decks, etc) are  the most impactful to guide future resoure investment decisions but oftentimes tracking of these materials can be challenging since it frequently requires manual tracking on the part of the sales team.

For instance, it's easy to jerry-rig performance to a one-sheeter that was sent in the course of a deal, but I'm having trouble finding ways to measure performance for intangible efforts that improve sales performance but isn't easily attributable to revenue.

I'm starting to build our competitive program here at Percolate and I am personally questioning the need for creating a unique sales asset for each competitor.

for example, how do you tie products to fit together instead of going to market with one product/one focus point?

Product Marketing
Product Management
Independent technical writing team
Customer success / support

AMA: Google Head of Marketing, Google Maps Platform, Madeline Ng on Sales Enablement

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