All related (55)
Ryan Fleisch
Head of Product Marketing, Real-Time CDP & Audience Manager, AdobeJune 23

This somewhat depends on the resources your company has on each of those teams. If you have a full sales ops team then partner with them to understand win/loss and pipeline health. What you’re looking for is how much you’re winning/losing, why you’re winning/losing, who you’re winning/losing against, and what the forward-looking pipeline looks like considering all of those factors. If you don’t have a sales ops team, then you need to take some of this on yourself. I don’t believe a PMM team can be effective unless they have this foundation of data-backed insights. If doing these activities is a major strain on your PMM resources, then try to get some software to help automate these activities in the short-term. Longer-term, partner with sales to build a business case around why your company needs more sales ops people (or additional PMM headcount focused on this area).

Amit Bhojraj
Head of Marketing, TransformApril 21

Sales ops cannot be responsible for launching new products or features. Any topic directly related to the product or the GTM motion should fall under the purview of PMM (since they will be closely attached to the product management team). PMMs create the training/launch materials and are responsible for rallying the internal teams and the market towards a launch. So, this separation should be pretty straightforward. PMMs should also strive to share insights from the ongoing sales motion (customer interviews, win-loss analysis etc.) to equip the sales team better to challenge the customer during a sales conversation. In my experience in SaaS, more than 80% of the sales enablement training materials should be coming from the PMM team. I've given a generic response above, and I would love to understand a little more about your organization to provide more explicit guidance.

On a side note, I recently read this book called "The Challenger Sale." It is an excellent read on how Marketing (especially PMM) can play a critical role in equipping the sales team to challenge the prospect (using insights/patterns) and make them think differently.

Charles Tsang
Head of Marketing, PinwheelFebruary 10

This is likely something that can differ a bit depending on company and organization, but in general:

  • Sales Ops functions are focused on strategies, systems, and processes related to stuff like sales forecasting, quota assignment, sales comp design, sales coverage, and administration/maintainance of a company's CRM and lead management systems. All this is of course done in service to not only enable sales, but also execute on the desired sales strategy.  
  • Product Marketing's focus on sales enablement is more oriented around development of content, assets, and sales tools that help a sales rep sell a particular product or solution (e.g., sales decks, demos, case studies).  

In some organizations, there are sales enablement training groups/teams that focus on developing curriculum, courses, and learning design to help upskill sales reps in different selling methodologies (e.g., consultative sales).  

Axel Kirstetter
VP Product Marketing and Sales Enablement, EISMarch 29

Its OK for the line to be muddy. Make sure you have a good working relation with your sales ops counterpart. 

Usually sales ops and enablement are slightly different functions. sales ops has also revenue ops elements in it around contracting and quoting for example. One common metric outright owned by sales enablement is time to productivity. THis comes from good onboarding, based on Sales understanding the market, product, customer, tools, pricing, quotation process, SOW terms etc. Most of that has little to do with PMM and we should be grateful for sales ops' exisitence. 

If you find yourself in a situation where there are competing interests, draw an accountability chart. For example, PMM is crealy responsible for creating assets/content acorss the buying journey; sales enablement is clearly responsible for sales process knowledge. Dis/agree with your counterpart and align hierarchies around the RACI. 

Charlene Wang
Vice President & Head of Marketing, Fin.comApril 7

Different companies will define product marketing and sales ops / sales enablement in different ways. The distinction tends to run along a spectrum where on the one hand, Product Marketing will lead the creation of content that focuses on market positioning and differentiation, and on the other hand, Sales Ops will lead specific activities or content that helps translate that marketing positioning in a way that resonates with the experience of being in sales.

For example, a Product Marketer may create content that talks about how your company has designed product capabilities to addresses a specific pain point compared to other solutions on the market and why that product design provides more value to the customer. From there, Sales Ops / Sales Enablement may package the content into an e-Learning or sales training and also supplement the content with success stories from successful reps and conduct trainings on how tp present the information and handle objections. 

Objection handling is an example of where there may be overlap and collaboration between PMM and Sales Ops. In some cases, Sales Ops may start creating the objection handling content but will likely need to circle back to Product Marketing for PMM's perspective on the content to address the objections. In some cases, PMM will start creating the objection handling content but will consult Sales Ops on the most effective way to teach that content to sales.

Julian Dunn
Senior Director of Product Management, GitHubJune 14

I break it down as follows: product marketing's main role in sales enablement is to educate salespeople on the target customers/market segments/buyer personas & needs, etc., how to position value (not benefits or feature/function) for those customers, and provide competitive intelligence (battlecards, training on what to know and what to say, objection handling, etc.) There is also a technical marketing component to it of course, which is training sales engineers (typically) on features & functions and mapping those to buyer and user problems.

The rest of it, in my view, is sales enablement's responsibility. Curating and packaging the aforementioned content in a way that is consumable by sales. Training salespeople on all the other mechanics of sales -- BANT, MEDDIC, sales process, sales operations, negotiation skills, objection handling skills, etc. Anything that is a generic skill that a rep would need at any other company similar to ours.

In other words: if a rep doesn't have the information they need in order to position the product, handle objections, and articulate value to the buyer, that's on product marketing. If the rep can't find the information when it's around, isn't trained on how to use it, or doesn't have good sales process hygiene around any other aspect of their job, that's on sales enablement.

Tracy Montour
Head of Product Marketing, HiredScoreJuly 29

The lines between sales enablement and product marketing will always ebb and flow between different organizations. There should be a more clear line between sales op and product marketing. 

Sales ops focuses on data analysis, training and support, revenue forecasting, and general sales process optimization. I would say this role likely has more ovverlap with sales enablement than with product marketing.  

No matter your situation, sit down and map out the R&R boundaries. If you're at a small company, you'll likely have to wear multiple hats - and that's okay! Ensure you know what you're responsible for and then take extreme ownership. 

Gaurav Harode
Founder, EnablixJune 15

Sales Enablement is a very broad term. But, content and messaging is an important part of sales enablement. 


We believe that product marketing is the best positioned to drive content enablement because,

  • product marketing is responsible for the messaging and majority of the content (directly or indirectly). They know the buyer personas, target markets, own product positioning, and competitive intelligence. 
  • product marketing is better aligned with the other teams than the traditional sales enablement function. Companies need consistency in their messaging across the funnel. Demand Gen, Field Marketing, Sales, Customer Success - they all need to be pitching the same message and value 
  • Prospects/customers start their buying journey in the domain owned by marketing and they progress into the domain owned by sales. It doesn't make sense to drive content enablement half-way through the buyer's journey. It will result in an inconsistent experience for your buyers.

    Sales enablement (sales ops) is an important function and a key stakeholder. We see the following synergies,

  • Sales enablement is responsible for training. A lot of training content is based on the messaging and positioning defined by product marketing
  • Sales enablement is responsible for building tactical playbooks and marketing is contributing the content that goes into the playbook
  • Sales enablement's outlook is tactical (driven by quarterly demands). Marketing takes a more strategic outlook.

In our words, "product marketing owns the ingredients and sales ops (and sales enablement) owns the recipes."

James Winter
VP of Marketing, Spekit
INTERNAL TRAINING MATERIALS/DECK Education should always be a big part of launching the product. The first thing you need to accomplish is getting the sales team to actually care about whatever it is that you're launching. Try not to make this overly academic, make sure you're getting the point across as to what the opportunity is for the sales person to make money.    BETA/EARLY ADOPTER CASE STUDIES I always try to avoid launching products without a couple of well produced case studies from early adopters/beta users.    LEAVE BEHIND MATERIALS Could be a deck, a one pager, somethin...
Daniel Kuperman
Head of Product Marketing, ITSM, Atlassian
This is done in conjunction with your sales enablement team, if you have one. Ideally you will look at the key priorities for sales enablement which you gathered directly from the sales team either via surveys (if you have a big team) or informally during a feedback session (great for smaller orgs). Part of the prioritization process involves looking at: 1. What are the most requested enablement topics or needs 2. Which of those will have the highest impact in a seller's ability to meet their quota 3. How much effort is required to deliver it From there you plot along the timeline ...
Loren Elia
Head Of Product Marketing, Xero
You need to truly understand your partner's motivations and processes. I don't think you need to have been an AE or a PM to be able to do great PMM work but you do need to have very open and very frequent communication with your cross-functional partners. Don't be affraid to ask detailed questions - people love to talk about what they do. Err on the side of over-communicating.
Dave Kong
Head of Product Marketing, 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