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?

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 focus the enterprise product details on your enterprise segment reps, while the broader set of reps focus on the existing product offering.

If you have one sales team that covers all segments, then you'll need to find more of a balance. And with that, I'd make sure you don't over compensate on the new enterprise offering right out of the gates and first pressure test the product-market fit and whether a smaller group of reps have success. 

In terms of striking a balance:

• Create clear differentiation of your offerings so reps understand what the product is, who it's for, what's different from the core offering, etc.
• Help reps understand how the new enterprise version fits into the bigger picture
• Create a sales specialist team that can focus more on the enterprise offering, and allow reps to pull them into deals where they're needed.

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 totally new product?  

Often your Enterprise solution isn't radically different from your Standard product, especially at launch. Also, if your sales team has come into contact with enterprise customers they're probably already clamoring for the enterprise functionality. If this isn't the case though and let's say you've acquired or built a more standalone enterprise solution and are trying to train your SMB sales team on it, I'd start slow and then ramp up. Make sure the team really understands the enterprise pain points the new solution is meant to solve. What's the value proposition? Key selling points? Starting high level this way, you can ramp your team up slowly on all the details. With Enterrpise sales, your volume is probably fairly low especially in the beginning so you can have a Solutions Architect or even PMM help out with demos until the Sales team feels more comfortable.

• 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 customers? Do we have examples of users adopting this product?
• Once you have an understanding for how/why people are actually using this, then move a step up in the pitch to the messaging. How do we frame the problem that our prospects or current customers are actually having that this new product/enhancement addresses? Ideally, the messaging for this feature will tie into the broader messaging for the main product/company.
• For example, at Uber Freight, we released a new product to help shippers (companies) connect with any trucking company via the Uber Freight tech stack. This solves lots of inefficiencies that exist in the market today, and has the added benefit of feeding into our mission which is to simplify the movement of goods and help communities thrive. Instead of focusing on the exact features, we can tell stories of how this helps our customers gain visibility into their shipments, helps truck drivers gain access to more freight, and helps the entire market by improving transparency and efficiency. 
• If you’re a technical product marketer, you may want to also think about how you train different audiences. Everyone, but especially, the Sales and CS teams should be trained on the narrative. Your SE teams will likely need to be trained on the technical details and ease of implementation (or reality of implementation)...especially if your buyer/decision maker persona and the user or implementer are different (e.g., buyer might be VP of Marketing/eComm; implementer is actually the dev team or website team)

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 sort of like a “compliment sandwich” — start with the simple message, then open the hood to see the context and relevant details, and close out once again with the simple message. Wash, rinse, repeat.

I think it’s very common in PMM to be afraid of sharing too much detail — we all know how busy our colleagues in sales are, and we want to keep them focused on spending time with customers, rather than distracting them with too much content. But, we shouldn’t hide things from them. They are smart people!

Another strategy here (once you’ve enabled them on the core messaging, of course) is to make sure they know that details are available and where and how to find them, rather than making them learn all the details right from the outset. This allows them to decide when they’re going to check in and learn on their own schedule.

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 really hungry for something new to sell. We gave them a new way to hit their numbers and as a result they really worked hard to learn the new product. 

2. Make it a story and make it fun. As PMMs we're uniquely positioned to deliver a powerful interesting story the sales team can copy and make their own. This will keep their attention and help them absorb more info.