All related (29)
Rajendran Nair
VP Product Marketing, MedalliaJuly 20

When I am starting up a Sales Enablement practice (or it is a new product/market or even a new sales team), I prefer an intense, heavy handed approach, because that helps me develop and fine tune my stories and the assets I use to convey/manifest my stories. Over time, sales will have a bigger role in iterating on these assets, and possibly, to innovate on the messaging too.

Molly Friederich
Director of Product Marketing, SnorkelAI | Formerly Twilio, SendGridMay 25

Congrats! Can you share more about your current context? Is this a new role for the team, or are you stepping into an established function? This will likely inform how much/what type of expectation your stakeholders have... Are there critical existing deliverables to keep in the air? Do they have pent up anticipation for key value you'll bring?

If it's new, I'd start with evaluating the biggest gaps and start where the impact will be the largest. Does everyone fumble through an inconsistent pitch deck? Do they have trouble positioning against competitors on calls? Form an opinion yourself, and then present options to your stakeholders for input/alignment. 

Grace Kuo
Product Marketing, Chan Zuckerberg Initiative | Formerly UdemyJune 17

Hello! From a PMM perspective, Sales input is critical to a successful SE strategy. They know the needs of their team so they can help SE prioritize and focus. Usually finding a partner in Sales leadership can help you avoid too many cooks in the kitchen and streamline feedback.  

Where SE can add value is providing strategy on delivery (role play, compeition, certifications, etc.), structure, and content. The size of your company and enablement team also differentiates how much effort you can you play as well. Growing companies and larger sales teams will need more enablement and guidance - whereas in smaller companies, the sales team will be doing more scrappy and do things on their own. 

Where PMM plays a role is content and helps prioritize initiatives in the level of importance (narrative, competitor, product training, etc.). 

Charles Tsang
Head of Marketing, PinwheelFebruary 9

It's difficult to paint a broad brush stroke answer on this, but as a general rule of thumb:

  • Meet with Sales to understand their expectations and where they need the most help. It all starts with a conversation to understand gaps/opportunities.  
  • In most cases, Sales will look to Product Marketers to help ensure they have impactful content/assets (informed by research/insights) to help them sell. I have not met many sales reps that are interested (or have the time) to develop sales content on their own.  
  • That said, you should set the expectation that input from the Sales team will be crucial to ensure you're successful. They're on the front lines of talking with prospects, so they have unique on-the-ground insight on common customer questions, sticking points, etc. So they should expect that you'll meet with them regularly to collect their feedback on draft collateral as well as hear about how well some of the sales enablement assets are performing.  
    • On a related point, oftentimes in order to develop things like customer case studies/testimonials, you'll need direct involve from Sales. While they may not be creating the content, they can help you prioritize and identify potential customers to focus on, etc.  
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
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.
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
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 addresse...