All related (27)
Jessica Scrimale
Senior Director of Product - Datafox and AI Applications, OracleAugust 17

The most successful internal launches are often big ones (i.e., rolling out a new product or sales methodology such as solution selling), and in my experience, they include: (1) an executive sponsor (2) alignment with business priorities and (3) internal momentum. 

  1. An executive sponsor is key if you want anything well-adopted by the sales team. Find a well-respected senior sales leader (the more senior, the better), who wants to take on the initiative and be responsible for getting the sales team to adopt it. They should be the figurehead, speaking to sales across a number of touchpoints (recorded videos sent via email, in all-hands meetings, etc.) to drive accountability and excitement
  2. Ideally whatever you're rolling out to the field ladders up to a key priority for the overall business, so that it's something being talked about and tracked across functions. This reinforces to the field the importance of learning and putting into practice what they've learned. If they see their manager and their manager's manager talking about the higher-order priority, they'll be more likely to spend time adopting whatever it is you're trying to teach them
  3. Internal momentum to drive excitement is key! Sellers are motivated by competition and rewards. Create leaderboards that the exec sponsor and managers can refer to every week. Get managers talking about success stories or reps who've adopted the material in their team meetings. Showcase reps who are successfully using the new material in a public internal forum so that they feel proud to be recognized by leadership. Create a silly video from the cross-functional team to drive awareness of the new material and send it to the sales team. This is where you can get creative and have fun! 
Amit Bhojraj
Head of Marketing, TransformApril 21

I would tailor the cadence and materials to your audience. You need a general track for all sales reps to highlight the 90-day roadmap updates, highlight key launches and other relevant topics. It would be best if you had a separate technical track for your technical field teams that will go deeper into the technical side of the feature.

A bi-weekly live call (for 60 min) seems to do the magic from a cadence standpoint. I've seen PMMs do loom videos and try for an offline education track, but it does not work.

Also, avoid the last week of the month for a sales enablement call :)

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 ...