AMA: Intercom Group Product Marketing Manager, Christine Sotelo-Dag
on Sales Enablement
November 23 @ 10:00am PST
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Sales Enablement With Christine Sotelo-Dag, Group Product Marketing Manager at Intercom Already a member? Sign In
How do you balance sales enablement needs that you KNOW will move the needle (persona training, objection response, pitch deck) vs sales enablement requests that are transactional (e.g. "one-sheet" on a feature or internal policy)
This is a great question. A sales enablement roadmap is very much like a product
roadmap. There are many different inputs into what we prioritize over time, and
how that gets decided - and although there will always be a push towards highest
impact projects, the reality is those can often be labo...more
The best demo's i've seen in my experience we're not super scripted but rather
were adapted to the buyer/prospects needs. In an ideal scenario the discover and
first calls have helped set the stage well ahead of a rep jumping into a demo.
This means a rep has the information required to start on ...more
The most common mistake I see is PMM / Sales enablement positioned as a reactive
team that is creating content and collateral for sales without a clear
understanding of what problem (within the sales cycle) it is solving for, and
how it will be measured for impact.
This can lead to endless cont...more
I've seen this handled differently across different organizations, and I'm not
sure there is one single correct way. Currently, at Intercom, our Support
organizatoin owns our help-articles, and our knowledge base and we have a
Marketing team focused on customer education, that can bridge the supp...more
How do you tell the difference between (a) your messaging needs to be reworked vs. (b) your sales reps have poor delivery? And if the answer is (b), how do you decide whether the answer is to rework the messaging or rework the training/enablement?
I often see marketing spending a lot of time understanding the customer - doing
customer research, and interviews, but completely bypassing understanding sales
and their interaction with customers.
Sitting in, and/or listening to recorded calls can really help inform - not only
if your messagin...more
A few things we've evolved over the years as we've trained sales teams for
launches. Rather than leaning on broad sales trainings that include the entire
sales org, we've tried smaller trainings for specific regions or teams that are
tailored specifically to what is most important to them.
In my experience the shift from Product selling to Platform selling has meant
that we've had to update the buyer personas we sell too, or at least expand
them. It has meant we're no longer selling to a single buyer, but rather a
buying committee - so sales has to be equipped with knowing who the ...more
I think if messaging is done right, the incentive lies in buyer comprehension
and ultimately more closed opportunites.
Great messaging means understanding the buyer and their pain points and being
able to speak to those pain points with the value propositions of your product.
This type of value ...more
Where I've found the most valuable bi-lateral relationships within the Sales org
(outside of sales leadership) has been with teams that have access to data that
can help my team inform where we can lean in more to help sales.
These are sales ops type teams that have an eye on the sales funnel, an...more
We have a lot of stakeholders involved during our launch process. Sales is the most important, yet the least involved pre-launch. How do we get them more involved to better the odds of our launch success?
Sales should absolutely have a seat at the table. It might take awhile to
cultivate this relationship, and it will need to start at the foundational level
(ie. not - please review this content we've created). Start setting up time to
meet with different leaders and sales folks outside of launch p...more