All related (34)
Pallavi Vanacharla
Head of Marketing, IoT at Twilio
Not everything we do is measurable and this is especially true for PMMs.  Unless there is a compelling reason to measure every aspect of sales enablement, I would not suggest you do so.   But if you must, then for most things, a simple survey to the sales org is best. Ask them how useful a specific task was in their sales cycle? And if you should stop, continue or improve that specific task? Remember to give them an incentive to complete the survey.  You can also try other indirect means, like measuring the sales success rate of someone who took a training vs. not, but none of thes...more
Molly Friederich
Director of Product Marketing at Snorkel AI | Formerly Twilio, SendGrid
A mix of qualitative and quantitative data is always the gold standard.  For training, take time to connect sellers both before and after trainings to ask what questions they have, what they took away, or what they might still need. Mix up who you go to so you hear from both your most and least engaged teammates. Then, for consistent quant data, make simple post-training surveys a standard (required!) part of training so your teams provide you with consistent feedback, and you can learn as you experiment with different formats.  For call best practices, build opportunities for role pl...more
James Winter
VP of Marketing at 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...more
Daniel Kuperman
Head of Product Marketing, ITSM at 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 at 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 at 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 at 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...more
Charlene Wang
Vice President & Head of Marketing at Fin.com
Great competitive analysis comes from access to the right information, meaningful insights into the data, and addressing the needs of sales in real-time.  From an information access perspective, it's important to find the right sources of information first and to do this efficiently. This should come from figuring out both what you can easily access from sources available to you (perhaps online research and analyst perspectives) and where it makes sense to put in th effort to dig out further information (for example, finding former customers or industry experts who can provide specific i...more