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?

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 ...Read More

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 w ...Read More

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 o ...Read More

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 ...Read More

Launching a significant sub-product, like an enterprise version of an existing product, requires a delicate balance between equipping your sales team with essential information and avoiding overwhelming them with excessive details. Here's a strategy to strike that balance effectively: Start with the Big Picture: Begin by presenting the overarching value proposition and benefits of the new sub-product. Highlight how it aligns with the company's goals and addresses customer pain points. This sets ...Read More

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 attent ...Read More