How do you see ownership of sales enablement between product marketing and marketing?

At every company I’ve been a part of, product marketing has always been the driver of any sales enablement done by the marketing team. I’m sure that’s not the case everywhere, but I believe it’s the norm. The main reason is PMMs are hired for a specific skill set that fits enablement – storytelling, positioning, and content production. On top of the raw skills, it’s part of the PMM team’s day job to be experts on the company’s product, market, and customers – all of which tie into the knowledge ...Read More

I believe we should be working closely with marketing teams to amplify all the internal work to an external facing audience. This can be in the form of pitch decks, one pagers, workshopts etc that externalizes the content and message we are trying to launch to market. For Go-to stack of sales enablement, we have a tiering system to prioritize how big the sales enablement will be  P0: Full training, commdocs, one pagers, pitch decks and dashboard trackers if necessary  P1: Happens in a smaller me ...Read More

There is a bit to unpack in your question here so i'll focus on the product release element. We ‘size’ each release and the associated size determines a list of activities for that release.  We use tee-shirt sizing so as an example, if a release is defined as a Large (where we go from S to XL), then a product release has a big revenue opportunity and we will complete a number of major initiatives:1) Standalone AE enablement. We don't typically do standalone enablement that is outside the regular ...Read More

This question will depend on the size of your org. Generally, sales enablement shouldn't just fall on one person, even though PMMs are most involved and get most of the requests. There are two models: (1) PMM as a function become a centralized place to get requests and you filter requests down to the owners: case studies - customer marketing, any campaigns - demand gen and field marketing, and anything product related - PMM. The second model will entail the PMM providing request instructions, wh ...Read More

It really depends on the size of the marketing team and the level of specialization across the teams: Are there channel/audience owners? Is there a Solutions Marketing team? Product Marketing will always own the content and foundational assets that need product subject matter expertise.  In terms of a go-to-stack, the usual suspects are:  (*note: I use "comparison" and not "battle" cards because, thanks to our wonderful competitive intelligence lead, we moved to more inclusive, thoughtful langua ...Read More

It’s an extremely close partnership but there are some clear roles and responsibilities between PMM & Sales Enablement: Typically Product Marketing owns: Messaging, positioning, persona insights, product narrative, competitive intel, product launch enablement Revenue/Sales Enablement: Training infrastructure, onboarding, LMS tools, reinforcement programs, certifications. In mature orgs, I’ve found success setting up PMM to Enablement handoff processes. For example, for a launch PMM would pac ...Read More