All related (31)
Ryan Fleisch
Head of Product Marketing, Real-Time CDP & Audience Manager, AdobeJune 24

Here’s how we’ve tackled this: first, set the expectation that the role of marketing is one-to-many and the role of sales is one-to-one. This will shield you from requests like “can we get a one-sheet focused on X” because you can then ask/vet if it’s truly a need of “many” or if it’s originating from one client in one sales cycle. If the latter, punt. Next, put a process in place around how requests are submitted and handled. We use Monday.com, and we set up a request form through it that we’ve mandated all our GTM teams use. This allows us to see requests flowing into a single project management board, with the requestor having to submit the context, and we can then use a rubric to rank the request against everything else we have going on. This allows us to be transparent with our org and show what’s on our plate and why we have prioritized the way we have (it can also open a good conversation if priorities might need to shift). It’s a lot easier to say “no” to a transactional request when you can also say “here are the 15 strategic activities we have in-flight. We appreciate your request, but it’s going to be X weeks before we can get to it.” Two things will happen: 1) you’ve proven your value and earned the right of refusal rather than the requestor thinking “I never know what PMM does…”, and 2) you’ve set timing expectations that the requestor can agree to or find an alternative path forward. You’d be surprised how many of these transactional requests evaporate when there isn’t the knee-jerk ability to get content around whatever the last one-off client request in a meeting was.

Lizzie Yarbrough de Cantor
Senior Director of Product Marketing, InVisionOctober 28

This feels like the ultimate question for this topic!! Balancing strategic vs. reactional requests coming out of sales is a tough dance. I typically stay away from promising things like a one-sheet or any request that is so specific it will not scale or have a long shelf life. My approach is to try and dig deeper into the source of these types of requests, it is usually reactionary and based on a single customer interaction which is any easy way to shed light on why it is not a good use of product marketing time.

What I do focus on is how we can enhance our core “sales kit” that is available to anyone on our customer facing teams. As we think about a new feature launch or addressing changes a competitor has made, it’s best to think holistically. How is that new feature becoming a slide in our roadmap deck? Or how does this change a value statement or addressable markets we can go after?

If it doesn’t build on the central foundation, then I do not think of it as a good use of product marketing time. Here are a few examples of things that I do think may require one-pagers:

  • Pricing tables and things to help your reps and customers understand how your products are priced.
  • Competitive battle cards, for internal use(!), and comparison matrixes for competitors if that is part of your go to market approach.
  • Persona frameworks and discovery guides. This falls into foundational work, but is so important to keep short and digestible to make sure your sales team can engage!
Christine Sotelo-Dag
Director of Product Marketing, ModeNovember 22

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 labor and time intensive and therefore there needs to be a balance.

Therefore we commit to a certain number of resource intensive projects (ie. 2 per quarter) and balance remaining capacity with faster paced transactional projects that can deliver faster. Not only does this help to progress those "needle moving" initiatives but it also impacts team morale - where it feels good to get things done, and continue to move fast in some areas.

Roopal Shah
Head (VP) of Global Enablement, BenchlingMay 19

Balance is always tricky. At the end of the day, it's about getting others to understand why you think this is important versus over the stuff and also understanding that bandwidth - whether it's yours as the content creator or the seller's as the content consumer - is finite, so prioritization is key. 

 

AEs are coin operated a lot, so start with the "what's in it for me?" answer for them and that should help with the pitch.