When it comes to PMM core duties, typically who are the best partners in the sales org, who has the knowledge and the customer touch points to really help PMMs win?
4 answers
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Christine Sotelo-Dag
Group Product Marketing Manager, IntercomNovember 22

Where I've found the most valuable bi-lateral relationships within the Sales org (outside of sales leadership) has been with teams that have access to data that can help my team inform where we can lean in more to help sales.
These are sales ops type teams that have an eye on the sales funnel, and are able to provide quantative data that paints a picture of sales health. How are deal progressing through the funnel, where are they getting stuck and why? This quantative data combined with the qualatative research our PMM team drives, helps reall prioritize where we can spend our time better enabling the sales org.

Outside of that, we find it really valuable to have a handful of strong relationship with members different sales orgs (SDRs, RMs, AEs) to provide feedback and input on any projects we're working on. 

Lizzie Yarbrough de Cantor
Senior Director of Product Marketing, InVisionOctober 28

When it comes to PMM core duties, typically who are the best partners in the sales org, who has the knowledge and the customer touch points to really help PMMs win?

I imagine this is specific to each organization, but for me it’s all about identifying your power players within sales and customer success. In my team’s onboarding, I actually recommend finding a “BFF” on sales and marketing in their first 90 days. It pays major dividends in their success down the road. Here are the teams and personality traits I find myself looking for:

  1. Sales engineering or solutions consulting: Just make this entire team your best friend. I have never found a bad partner in my pre-sales team. They are typically super connected to buyer perspective and are more likely to be strategic thinkers that can test things on the fly for product marketing. They are also a great extension of any launch strategy and change management for things like existing demos or collateral.
  2. Customer Success: I can’t say enough for finding a CS BFF. Customer success engagements are often the best leading indicator of general customer health and what to expect during renewals. Find a customer success manager or two who will allow you to ride along on calls or build things like Chorus or Gong playlists for you to listen into and commit yourself to actually listening!
  3. Account Execs: This is a tricky one. If you make yourself too open, you may find yourself at the end of a never-ending request list from certain folks on your sales team. My approach to finding good partnership with specific reps comes via sales management. I typically ask managers for a rep or two to connect with on an initiative as it arises. Also, pay attention to who is proactive to your communications. Certain reps are more likely to respond to your slack messages and requests for help in team channels. That is a good signal that they are eager to partner.
  4. Sales & CS Management: The last group that is important is your frontline managers. I find from an enablement perspective, any material or program you release is only as powerful as your sales management adoption. If the managers aren’t bought in and won’t reinforce with their teams, you are not going to see success. And on the flip side, they are great to get better insight into challenges and focus areas for their team that can help you prioritize what you work on at scale vs. the loudest voice in the virtual room or slack. :)
Axel Kirstetter
VP Product Marketing and Sales Enablement, EISMarch 31

1. Many companies have a form of President's Club. Congratulate every single awardee. Ask to join them on the next drive-by with prospects/clients. these are the best reps you company has. there is probably a reason they are good 

2. Listen in to tele conversation (be it inside our outisde sales). these are always extremely insightful and eye opening. Succinctly telling your story in 20 seconds is so hard. 

3. Get to know the sales ops / rev ops team. they are critical partners in providing you with lead / pipeline data

4. Check-in with field marketing. they hvae their feet to the ground in terms of events and campaigns and can give great insight to personality traits of individual sales department members 

Tracy Montour
Head of Product Marketing, HiredScoreJuly 28

I recommend building relationships with the canaries in the coal mine. What I mean by this is people who may not be decision makers but will be vocal, and may not often get "heard" from other teams or leaders in the department. If you can listen to their feedback/warnings/suggestions, prioritize any real threats, and take action cross-functionally not only will you build trust and credibility with that person, but the whole sales team will trust you and want to work with you more strategically. 

There are also the obvious choices of ADRs (they are the front lines!), sales enablement, etc. 

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 ...
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
I love Agile practices for this...my teams have always followed a process of Intake prioritization, and constant backlog grooming to feed a roadmap. A roadmap typically is a combination of the absolute must haves (e.g. events like SKO or infratsructure projects like getting an LMS in place or what not), and should haves (e.g. key strategic goals, new product launches requiring enablement, etc.) and some white space for all those things you can't possibly plan in fast growth companies. 
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
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 ...