When launching a significant sub-product (e.g. an enterprise version of an existing product) how do you strike the right balance of enabling your sales team without bombarding them with dizzying details?

Question

Nikhil Balaraman · Accepted Answer

Instead of focusing on the features, start with the use case -- why are we launching this we sub-product? What problem does it solve for our key personas or existing cus...

Erin Gunaratna · Answer

I’m lucky to partner with a great Enablement team at Yext, so I cannot take credit for everything I mention in this answer! But, we’ve treated our best enablement efforts...

Justin Graci · Answer

This question would likely require more details/specifics for me to answer fully, but I'll do my best!  If you organize your sales team by market segment, then you could...

Katie Gerard · Answer

It depends on how radically different your Enterprise solution actually is and how unfamiliar it will feel to Sales. Something else to consider, is this a new tier or a t...

Amanda Groves · Answer

Launching a significant sub-product, like an enterprise version of an existing product, requires a delicate balance between equipping your sales team with essential infor...

Marcus Andrews · Answer

I think two things really help here.  1. Make sure you're aligned with their incentives and what they want. We went through this recently and found the sales team was re...

When launching a significant sub-product (e.g. an enterprise version of an existing product) how do you strike the right balance of enabling your sales team without bombarding them with dizzying details?

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