All related (89)
Ryan Fleisch
Head of Product Marketing, Real-Time CDP & Audience Manager at Adobe
I’m going to answer this question the same way I answered, “How do you measure ROI of sales enablement?” because ultimately success should be ROI in some form. Here’s my response again:  Ultimately you want everything to tie back to revenue (usually in the form of new versus growth versus retention), but you can never fully hold PMM accountable for those top-line numbers since there are so many other forces at play. This is why you need a set of secondary metrics you can use to measure your efforts a little more directly. For starters, measure the attendance rate of your sales enablement ...more
Priya Gill
Vice President, Product Marketing at Momentive
It really depends on the type of enablement that you’re doing and the problems you’re looking to solve. But at the end of the day, there are two key metrics I’m always looking at, which is the average contract value (in conjunction with number of deals won) and the win rates. In addition to looking at whether there’s a measurable increase/decrease, there are other factors I assess: * Consumption of enablement materials: What % of the field has been trained? And how are the materials being used in prospect conversations or follow-ups? * Gong calls: Not everyone has Gong (software that ...more
James Winter
VP of Marketing at Spekit
Pat and Sean did a great job answering with some more tactical approaches so I'll be brief with a couple tips.    There are purpose built tools like Inkling that can be a great way to enable massive sales teams, but they require a ton of investment to do well. Webinars and quizzes are things that work well remotely. Salespeople are competitive so use that to your advantage.   If you have a massive sales team, you should also have the budget to get some outside help to help train them. I’d recommend hiring a professional services firm to make sure the training doesn’t consume all of your...more
ShiQi Wu
Head of Product Marketing, Southeast Asia at TikTok

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

  • Attendance rates, Tests/Quizzes to capture main points, engagement rates during the training, feedback post the training and % of sales force trained

2. Whether sales has activated post the training which might take longer

  • Adoption of product/recommendation 
  • Revenue growth attributed to the product 
  • No. of clients pitch to
  • Higher win-rates

Jon Rooney
Group Vice President, Industry Marketing at Oracle
It's a bit of a white whale in a lot of organizations, but ideally you want to measure not just consumption or certification rates, but the percentage of closed/won opportunties in which the account team directly applied a specific enablement program or content. If the assumption is that sales people who are sufficiently enabled on customer needs, the market and your solution win deals at a higher rate, faster and for larger dollar values, then any sales enablement measure would ideally track those outcomes. Often sales enablement measures are very "top of the funnel" in that they track the...more
Daniel Kuperman
Head of Product Marketing, ITSM at Atlassian

You have several products with release dates next to each other and limited resources, so what do you do? Here’s how you can think of this: first, identify the releases with the highest ‘tier’ or ‘priority’ (classification of release tiers vary company by company). The highest priority feature is typically the one with the highest impact in the market and that should get more enablement focus.

Mandy Schafer
Group Product Marketing Manager- Enterprise at Miro

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.

Nikhil Balaraman
Director, Retailer Product Marketing at Instacart
* At a high-level the goal is likely to make sellers more productive in some sense. Probably by making them more effective or more efficient. Let’s just call this “go-to-market readiness” as this is typically a key pillar of any sales enablement team. * GTM readiness is likely the success metric that is going to be most inspected/cared about. So you’ll want to be tracking things like time to close, deal velocity, deal size, churn (if trial to close), or any other metrics that are standardized and easily reportable via your CRM. Other GTM readiness metrics that would b...more
Priya Gill
Vice President, Product Marketing at Momentive
First off, I'll say that I'm never a fan of making someone create messaging/positioning and defining a GTM plan about the interviewing company's product because you're never going to get to the level of knowledge as someone in the company...and it takes way longer to do it right. OK, rant over. :) Typically when I ask candidates to give a presentation, it's less about the specific products they're presenting, but rather HOW they present it. Can the candidate articulate how they effectively approached their GTM strategy, from ideation to execution and beyond. Can they clearly understand t...more
Tamara Grominsky
Chief Strategy Officer at Unbounce
I've seen this done successfully a number of different ways. Here are a few common ones: 1. Usage - What is the % of your sales team that is using the content and collateral you are creating. If you use a competitive enablement tool like Klue, you'll be able to track usage and adoption of things like battlecards and digests. 2. Win Rate - This one is simple. What is your win rate against competitors prior to your enablement initiatives. How much does it increase post enablement initiatives? My recommendation is to start by trying to move the needle on one or two c...more
Kevin Garcia
Head of Product Marketing at Retool
There are a lot of ways to measure sales enablement: lead-to-conversion rates, win-rates, sales rep NPS, etc. HubSpot does a great overview of popular options in this post.  In my experience, there is no one-size-fits all and getting to the "right" answer requires a deep understanding about how marketing and sales contribute to your business. In the end, it's all about alignment (with sales) and impact (for the business). If you're starting from scratch (e.g. new business unit, early-stage startup), I recommend working with your head of sales to define success. In the short-term, it m...more
Loren Elia
Director of Product Marketing at HoneyBook

This is challenging indeed and something I've had to deal with at every company I've worked for. What I've fund helps keep me and the business teams sain is to plan to launch features 14 days after the official planned released date. This makes product nervous most of the time, but most of the time they're also delayed so it all works out in the end. 

Jeff Otto
Vice President, Product Marketing at Marqeta
Sharing how I think about this as an industry marketer. My first step would be to huddle with my sales and product leaders and align common goals (where possible). If you are working within a larger organization, perhaps start by collaborating with your sales strategy, sales programs and sales enablement teams, then up the chain to sales/product leadership.  In addition to business outcomes (ARR, etc.) you'll want to leverage the collaboration with these teams to determine the enablement program strategy and design. What knowledge do we want each seller to have based on role? How do we w...more
Sunny Manivannan
Vice President & GM, Global SMB at Braze
My top 3 metrics to measure sales enablement success are : 1. Reduction in ramp time for new AEs coming into the company - defined as 'how many days does an AE spend at my company before they close their first New Business deal?' 2. Quarterly rep participation rate - defined as 'what % of my ramped sales team closed a deal this quarter?' - this number should increase every quarter if your sales enablement program is effective. If your sales cycles are close to a year long, then perhaps you evaluate participation on a bi-annual basis (2x/year). If your sales cycles are much shorter (less ...more
Dave Kong
Head of Product Marketing at Scale AI

I know that this is sometimes an incredible challenge. I think the challenge specifically is around balance.


A balance between: What are metrics indicative of your business / GTM goals? AND What you can control?


This requires leadership buy-in from multiple groups — ideally they would understand Marketing and Product Marketing (this is not always the case!)


Based on Your Goals, I would then identify metrics. Some examples below:

  • GTM / Revenue Initiatives —> Before and After Analysis (ideally based on something specific)
  • Content —> Content Metrics 
  • Support —> NPS 
Charlene Wang
Vice President & Head of Marketing at Fin.com
Sales enablement success should ultimately drive sales success, including the size & number of deals closed won and win rates. Leading sales enablement indicators of sales success include adoption of content, sales feedback, and feedback from prospects/customers as part of win/loss analysis. In particular, if messaging is done effectively and rolled out properly to the sales team, then the win/loss analysis should show that the messaging ultimately resonated with the prospect upon deal close. Before that even happens, product marketers should be able to see that the field has either downloa...more
Sina Falaki
Director, Industry and Product Marketing at Motive

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.

Roopal Shah
Head (VP) of Global Enablement at Benchling

Goes back to the shared goals - which at a high level, are hard to argue with - revenue, cost savings, customer success, etc. Once you get that common agreement, then it's about the strategy / the "how" to get there. If there are disagreements here, I would start with trying to understand why and seeing it from both of their vantage points. Then trying to see if you can get them 1:1 to understand the other point of view or better yet, get them to talk to each other. Ultimately though if all that doesn't work, you may need to get a tie breaker that's someone else and who they will listen to.

Shabih Syed
Director, Product Marketing at Datadog | Formerly Mparticle

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. 

Srini Sekaran
Senior Product Manager at Amazon
Measuring sales success is unique to your organization but you can gauge general effectiveness by understanding the volume of opportunities, conversion rates, and productivity.  Volume of Opportunity Cross-selling, renewals, and upselling are more effective ways of generating revenue than acquiring a net new customer. According to InsightSquared, the average cost of acquisition for a company to renew a product is $0.13, the average upsell costs a company $0.28. Both are dramatically more cost-effective moves than acquiring a net new customer—at $1.18 to earn $1.00.  These cost-effectiv...more