We are a slack heavy company. So we have our own announcement channel for all things Marketing that I actually started so that we could share our updates!
We also do quarterly roadmaps and retros where PM + PMMs present their upcoming roadmap and a retro on their activities from the past quarter. All of Product and PMM go - and we invite our key stakeholders across the business, including the leaders from other areas of Marketing.
I actually did a Wynter talk on that very topic! You can watch it here: https://www.youtube.com/watch?v=tNyoCOToq-c
It focuses on building a product marketing org in a hypergrowth startup, but a lot of the principles apply to any first PMM hire.
The tl;dr: there is no one playbook. I outline a process you can go through to identify the most important areas for you to focus, how you can think about establishing a baseline, and how to get cross-functional partners and leadership onboard with your strategy.
Well, to quote Rush, "if you choose not to decide, you still have made a choice." I would say the worst thing you can do is not commit to something. Pick one and roll with it - you can always adjust if it doesn't fit the business. Owning a number is the best way to establish leadership and priorities.
The worst are metrics that don't directly lead to revenue. "Site traffic, asset downloads, content creation, the PMM seeks not these things." Find the outputs that align with your key GTM partners in the company, and drive those.
The strategic marketing team could provide direction on where the business has the greatest growth potential: where there is a strong product-market fit and room to capture a greater share of demand. They may already have target growth numbers in place. Next, you’ll need to determine whether you can identify the industry for each customer segment in the customer relationship management (CRM) system (e.g. Salesforce) and track their progress through the pipeline. With this information, your marketing operations or analytics team can build dashboards to track progress over time.
One thing I'd add that's very tactical to the great stuff that David has already laid out: Find your allies.
Talk to everyone within the org that you can and assemble a shortlist of people who have good understandings of things like the customers, the tech etc...
Befriend a good sales rep, the best sales reps in complex sales cycles are often product marketers in disguise. If they've been there for a bit they have a ton of knowledge that has never ever been documented or made sense of and they can accelerate your understanding immensely.
I suggest combining pieces from my answers to these questions.
Congrats on the new role! Very excited for you. I agree that it is good to have a 30-60-90 day plan and to make sure you can show progress and positive impact early yo make a good impression. That said, I would suggest you give yourself some time during the first 30 days to absorb as much as you can about the company, the interpersonal dynamics, the challenges and opportunities so you can then define and priorities in month 2 and deliver something of value in month 3 on the top 3 opportunities you identified in month 1 and worked on month 2 and 3.
In my opinion the effectiveness of sales enablement should be measured by reducing the customer acquisition costs over time and reducing the time it takes to close a deal. Having these in-process KPIs that you can track month over month will help you demonstrate how your enablement activities are helping sellers meet their quotas.
I think there's a similar question above on measuring KPIs. Please refer to it. But essentially I'll look at 2 parts
1. Whether sales has received the information
2. Whether sales has activated post the training which might take longer
Create a quiz or set up role playing for your sales team on their understanding of the product features, capabilities and messaging. When you set aside time to observe how your sales teams are understanding and consuming your sales enablement, you create a better relationship with the team, and know which reps may need more help in what areas. By watching how well the reps could talk through the key messages in a role play, or through their quiz answers, I know what was working and what wasn’t.
As an industry marketer I am mostly concerned around the sales cycle, ASP, win rate, content performance, and rep productivity. Good enablement, marketing, and content, should shorten sales cycles and drive how things are leveraged ie case studies, whitepapers, solution briefs, and blogs.
Often times good enablement will measure these variables continuously on a rolling basis and will work closely with industry and product marketers in understanding training gaps.