Would love to get your perspective on generating excitement around your new product, vs. continuous enablement on the core capabilities of your solutions
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All related (62)
Madeline Ng
Head of Marketing, Google Maps Platform, GoogleApril 25

If your sales team is like any sales team I've been privileged enough to work with, your team is full of highly savvy individuals who know what needs to get done to hit their numbers. 

As a result, anything you want your sale team to sell must first be sold to them as a way that they can, in the end, meet and exceed their targets. 

Your job is to create that excitement. Perhaps this new persona influences the traditional buyer, and selling them the product will help not only net new sales but also grow existing customers. Or perhaps this new persona is an entirely new market full of greenfield accounts that your rep can now prospect. In any case, you need to figure out how to sell your sales people on how this new product aligns with their incentives. And if it doesn't, you need to solve that problem or else you really should not expect much interest or action from your sales team.

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

In this case, you would first want to enable your sales teams on the new persona, including what this persona generally "looks like", relevant pain points, and other information to help sales successfully reach these personas. You will have more a heavy lift in educating sales on how to successfully sell this product compared to a product that's built for the personas that your sales team is already used to targeting.

Beyond sales enablement, new target personas will sometimes require a broader rethink of the go-to-market strategy. Is your messaging and content properly targeted to this audience? Has your Growth Marketing / Demand Gen team adequately generated leads from this new pool of buyers? Does the new target persona require additional aircover from brand and PR? Will targeting multiple personas create conflict within sales and are there ways to segment sales and/or sales channels to better manage this conflict? These are important questions that Product Marketing and Marketing more generally should consider as part of the new product launch.

Aaron Brennan
Head Of Product Marketing, RedoxApril 6

Oh this is fun! Adding new features and or functions to grow into a new market or persona is a great way to grow. The sales team on the other hand may not get excited for it, this is new things to learn, new messaging, new persona when they might have gotten used to the last one. I position this as a new market and new sales goals that will increase their effectiveness and they get to make more money off commissions. So I usually show them the size of the new market or how many of these persona's there are in the industries we are going after. Once they realize how big the growth opportunities are and the impact on their commissions that is when we start doing fun programs like Q & A's with these persona's where the sales team gets to really know this type of users, Trivia with prizes that allow them to compete for amazon gift cards or a dinner out, we also offer first call help where product marketing will jump on their first call with the new persona to help them sell! This all makes sales jobs so much easier and gets them super excited for the opportunities to make more money!

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 ...
Priya Gill
Vice President, Product Marketing, Momentive
Funny enough, this was completely a Marketing led rebrand. Product roadmap didn't play a role in guiding the process because we already had the right set of products, we just didn't have the right message or name in the market. An important part of this repositioning was strongly signaling to the market that we are no longer just a surveys company. This has actually been true for a while, but even our own customers had little awareness of some of the other products in our portfolio. But it’s hard to convince the outside world that we’re more than a surveys company with a name like SurveyMon...
Brianne Shally
Head of Product Marketing, Nextdoor
Sharing the product roadmap externally is a great way to share the company's vision, investment in innovation, and upcoming features to get prospects and customers excited about the potential. It can be a strong selling tool to get prospects on board and a resource to get current customers to invest more. What's important is that the roadmap isn't standing on it own, but partnered with an overall vision to show how product efforts later up to a great vision. This is where Product Marketing can play a strong role in storytelling and positioning to bring it all together. I've seen this execut...
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 
Laura Jones
Chief Marketing Officer, Instacart
In my experience, the most powerful tool for influencing the Product Roadmap as a PMM is customer insights. If you can clearly demonstrate customer pain points and inspire empathy, that tees up the opportunity to be part of the discussion around how you might meet those needs through product solutions. From a timeline standpoint, I find aligning on prioritization to be the most effective lever. One way to approach this is to look at the roadmap, estimate the business impact of all key initiatives, and assess whether delivery dates should be re-stacked to address the most impactful projects ...