All related (34)
Jessica Scrimale
Senior Director of Product - Datafox and AI Applications, OracleAugust 17
This is all about relationships, credibility/expertise, and your ability to help sellers. Once you can demonstrate that you can help them by bringing your perspective to what they're doing to make them smarter, more consultative, more well-informed, etc., the more they'll trust you and the better your end product - in this case - messaging - will be. Get curious about what deals are giving sellers trouble, and where in the sales process they're getting stuck. Ask them if you can learn more. Shadow their calls. Read and learn as much as you can about the category and the market to give you a...
Gregg Miller
VP of Product Marketing, Oyster®May 15
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...
Jeff Beckham
Sr. Director and Head of Product Marketing, GemDecember 17
The best sales reps I’ve seen rely on people and resources across the company to win deals, but these same reps are also very particular about the materials they use and the people they invite to meetings. This attention to detail in the customer experience is what drives their success. The million dollar question to ask yourself is: “How can I be a value-add? What can I provide that they can’t get from anyone else at the company?” If you aren’t sure, just ask them what they need that would make their job easier. It might be a custom sales deck for a big meeting, a new two-pager, or some ...
Dave Kong
Head of Product Marketing, Scale AIJanuary 16
Well, it’s difficult to “ensure” that anyone is going to use any set of materials. I would look at it from the point of view where PMM's job is to create messaging and materials that sales would want to use.  Understand/Build your Voice of the Customer  To build initial credibility, it’s essential to champion the voice of the customer. You need to make sure you understand the buyer as well as they do, or your credibility will never get off the ground. Understanding the voice of the customer also means that you're empathetic to what’s going on with your buyer. When you visibly demonstra...
Lauren Kersanske
Senior Marketing Manager, CrayonFebruary 2
These are all great answers. To add just a little bit to Gaurav's helpful points of consistency and ease... Consistency--keep content updated with market and competitor movements. Did a competitor change pricing? Launch a new product? Change the messaging on their product pages? If you're tracking this stuff consistently AND you keep your sales collateral updated with those insights (battlecards, competitive profiles, etc.) sales will continue to leverage your materials because they know that it is accurate and you're on top of it, thus building your credibility. Ease--agreed that you...
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 Palay
Head Of Product Marketing, 3GtmsFebruary 25
Meet them where their difficulties are. What, in their minds, is preventing them from closing more, bigger, faster? Maybe you know that messaging is the issue, but until you actually sit with salespeople and understand where they feel their own gaps are, you won't be able to translate that messaging into a format they will be able to use. For example, I've stopped making "buyer personas" the final deliverable. It should always be "business cases" that tell the actual story of how different stakeholders will achieve success with the product. 
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.
Hien Phan
Director of Enterprise Product Marketing, AmplitudeMay 2
I am going to answer this question as a former sales person plus as someone who produces content and train sales on new messaging. Sales people will listen to you if (1) they feel that you can help them close deals (2) you understand their painpoints as a sales person. So two things that I have done, which makes my training effective. (1) I make it a point to join calls as a silent listener, and when I train a team on some new messaging, I would reference the call that i attended as an example on how / why new messaging might be more effective on said call. A complimentary approach to being...
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 
Gaurav Harode
Founder, EnablixNovember 13
In addition to David's answer, I will also add the following points that should help build the credibility.  Consistency You want to continue to deliver fresh content consistently. Consistent doesn't mean high quantity. But you need to follow a consistent cadence. Too many times, marketing will create content in these bursts and then stay back and watch. If your company is selling, then there is always an opportunity to gather insights and share them with your sales team to help them with their selling.  Make it easy You need to make it easy for sales team to get access to this info...
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.  
Wayne Cerullo
Chief Buyer Advocate, B2P PartnersMarch 15
Great question - great answers. Dave Kong started us with a super framework. As you know, this is not a trivial issue so I would like to add a POV to these answers. (Full disclosure: I am sharing what I have seen as head of a B2B buyer strategy firm. I am so passionate about this, we created an offering to do this called PlaybooksPlus).  The Key to Sales Thinking In my experience, sales people are ruthlessly practical - they use what works. So the conversation with them must be ruthlessly focused on 'we know this works'. There is only one way to ensure this -- know in advance what your ...
Gregg Miller
VP of Product Marketing, Oyster®
I'll try and answer each of these three questions separately. * My philosophy is short and sweet. If you're making battlecards longer than one page or using size 5 font it's going to be impossible for your sales reps to get the high impact at a glance insight they need. Battle cards work best when they are reference docs a rep can use to find what they're looking for in <30 seconds. If they get lost in the amount of detail you provided, they will not use the battle card after the first attempt. * If you don't know the technical components and there's no way for you to l...