All related (29)
Daniel Kuperman
Head of Product Marketing, ITSM, AtlassianFebruary 18
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.
Vanessa Thompson
Senior Director, Product Marketing, TwilioOctober 27
Prioritization is always tough. Every stakeholder has a different perspective on what they are looking to achieve. The ultimate goal of sales enablement is to make sure the sales team is equipped to sell and i’d also add they should focus on “selling what is on the truck.” To share a bit more of my mental model about the elements to consider when prioritizing: 1) Where are the biggest areas of opportunity? Are there any specific products or use cases where we are differentiated and we have a clear runway of opportunity? We should prioritize our efforts here. 2) Are there some products that...
Mary Margaret
Editor in Chief, Entertainment WeeklyMarch 11
Really good question and there are many ways to address this. The best way in my opinion is to zoom out and look at it through the lens of the company's main goals (usually revenue goals). Are those areas being served well?  Also, where are there the biggest knowledge gaps? You have to be careful on this one though since while there may be a knowledge gap in one space if reps are not going to prioritize that space, it will likely be wasted effort. So alignment with the business goals and sales strategy/level of rep mindshare you will get is important.
Rajendran Nair
VP Product Marketing, MedalliaJuly 20
I am not sure I understand this question but let me try. It starts with the corporate objective - what is the revenue goal for each product. Sales Enablement will need to focus on the product by priority. You also need to consider the lifestage of the product. For example, a new product may need additional focus as you evangelize it with the sales team. Did that answer your question?
James Winter
VP of Marketing, 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...
Daniel Kuperman
Head of Product Marketing, ITSM, Atlassian
Some of the big differences you will see include: * Longer sales cycle * A bigger group of buyers and influencers * More focus on security, certifications, and customer proof The main change is to incorporate additional personas in the sales cycle which will include new messaging and positioning. When you go from having to convince 1 or 2 people to buy your product to 5 or 7, more work is needed. In the Enterprise market you will also be asked more questions about security, certifications, global support, etc. so enabling the team to handle these questions will help. Finally, the sal...
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 
Roopal Shah
Head (VP) of Global Enablement, Benchling
Your CMS (content management system) should have some sort of archiving parameters in place that should remind the PMM team when things get stale. With that said, all the reminders in the world won't matter if people ignore them, so I recommend you also have a "librarian" of sorts manage your content site - whether it's in a sales portal or in another tool, someone who is in charge of managing the site, tracking metrics, and also monitoring / organizing PMM when content needs to be refreshed/archived.  
Gregg Miller
VP of Product Marketing, Oyster®
Man, I love this question! As PMMs so much of our work only has impact if it has engagement from others, and the only way to get that engagement is by having credibility in the organization. This won't be a perfect list or exhaustive, but some things that come to mind are: * Take the time to understand their world: Get out in the field with them, get to know them over drinks, learn what customers are saying about how the product is/isn't meeting their needs, see how our assets do in the wild, etc. There's so many steps we can take to demonstrate we care, that we recognize t...
Charlene Wang
Vice President & Head of Marketing, Fin.com
There's two parts to keeping all the above content up to date, including content creation and content delivery: * Content Creation: This is all about capacity planning of the Product Marketing team on the capacity of the team to update content vs. the amount of content that needs to be updated. First, you need to define what content must be kept up-to-date and how frequently these updates need to happen. For example, some product marketing content needs to be updated frequently (e.g. information about new products and/or features that have come out in each release), wher...