All related (28)
Molly Friederich
Director of Product Marketing, SnorkelAI | Formerly Twilio, SendGridMay 25

Regular reminders and reinforcement! Sales teams obviously face a ton of pressure to hit quota, and they need to be as efficient as possible... And while some are awesome at experimentation, many will struggle to adopt new assets/messaging when they're moving fast and rely on what's familiar. 

On the flip side, be sure to manage outdated materials as best you can... If there are old decks/n-pagers floating around, label them as such, and if you see things pop up from people's "private collections" send them a note with the latest and greatest and ask them to replace. 

Make it as easy as possible to use a new asset (discoverable, clear guidance) and then showcase where it has been impactful for other reps. Nothing like an internal case study to motivate your team! 

Madeline Ng
Head of Marketing, Google Maps Platform, GoogleApril 26

First, I think you shouldn't expect 100% wholesale usage of the sales enablement materials you create. Sales enablement materials are meant to create a solid foundation for reps to use but, ultimately, every prospect and customer requires some level of customization so expect adaptation. 

There's really a spectrum here of tracking and it depends on what metrics you need to justify the resourcing you put to sales enablement, and to whom you need to justify that resourcing. On one hand, you can simply use anecdotal feedback by talking to reps and sales leadership to understand if the materials are being used. This could come from joining sales meetings and asking, or doing an informal poll. On the other end of the spectrum, you could gate and tag every marketing asset and use technology solutions to track usage. I'm not going to cite specific tools but it won't take long for you to find!

The more tracking you do, the more friction you might introduce into the process and in some ways it might actually run counter to your goal (usage). But if your team needs to justify additional heads for sales enablement, or you need more OpEx to get things done, you could take this approach. 

Ryan Fleisch
Head of Product Marketing, Real-Time CDP & Audience Manager, AdobeJune 23

First, create content that’s in line with what you know they will use. I mentioned in one of my other answers here that oy need to understand their selling methodology and ensure the content aligns with it. If they use Demo2Win then know your content needs to follow a Tell-Show-Tell framework around problems, solutions, value for each mini-chapter. If they use ValueSelling, know that your content needs to anchor on a key business issue followed by the common obstacles standing in the way. The more you understand about how their pitch will be run, the better you can build content that will easily fit into it and get used.

Second, ensure everyone actually knows the content and is comfortable with it. Rolling out decks and hoping they get used can be frustrating for everyone. Add speaker notes to the slides, record talk-tracks to the decks that people can review, and run elevator pitch competitions where each person needs to present an overview of the content to their peers and you. Offer up some prizes to make these fun and incentivized.

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...