Where does PMM end and Sales Enablement begin? (especially in relation to launches)

Great question. Context matters. Larger companies have a dedicated sales enablement department. They are subject experts at the process of passing on knowledge to Sales. PMM are experts in the subject at hand. For example in the context of a launch, PMM would define message, positiong, pricing etc. with Sales enablement determining the best method of passing this information on. FOr example via a global townhall, a regional sales training or through managers etc.. Subject to format, content may need to be adapted. In smaller companies that lack a dedicated group the process of enabling sales is often mixed with the content sales needs to know.   

Great question! 

In my experience, we work with SE to help them understand what's coming down the roadmap (big initiatives, product launches etc.) so they can plan and schedule training accordingly. Having a really tight relationship is critical so both sides have visibility into the needs of the GTM.

Product Marketing should provide the core content but leverage the strengths and reach of SE to help deliver the training and structure it strategically. For example, SE can take a look at the training and reflect on how to bring it to the GTM teams in a thoughtful and effective way. 

PMM is responsible for GTM strategy, messaging, positioning, pricing, competitive, etc. and managing the overall launch (and success of the launch). Sales Enablement is responsible for the “how & when” this information gets passed to Sales. PMM should work really closely with our SE counterparts because they need to distill down all the great things we’re working on, and make it digestible and easy for Sales to use/understand.

In my personal ideal launch world, PMM would develop the core messaging, positioning, and Bill of Materials that would then be handed to Sales Enablement to transform into compelling trainings. PMM may end up guest starring in some trainings as presenters, and Sales Enablement would be a critical feedback mechanism to fine-tune the launch assets. This would allow each organization to demonstrate their expertise and skills - PMM with placing the launch most advantageously for the business, Enablement with their capacity to educate and engage the salesforce to be most successful in their sale. 

That said, I recognize that the ideal world is not easy to attain based upon your own organization's resources. In some organizations, where "PMM ends and Sales Enablement begins" may be all within one person who is switching up their tasks as their jobs cover both domains. In others, it may require a heavier lift from one team or another. I would say the most important thing is to have clear lines of communication around roles and responsibilities, a collaborative mindset, and lots of public thanks for everyone who is involved in making any kind of enablement happen. 

The roles of Product Marketing Management (PMM) and Sales Enablement often intersect, particularly during product launches. While they have distinct functions, they collaborate closely to ensure a successful launch and ongoing sales support. Here's a breakdown of their responsibilities, especially in relation to launches:

Product Marketing Management (PMM):

• PMM focuses on understanding the market, customers, and competition. They create the go-to-market strategy, positioning, messaging, and pricing for the product.

• They conduct market research to identify target segments, customer needs, and competitive landscape.

• PMMs develop marketing collateral, such as sales decks, product sheets, and launch materials, to communicate the product's value to both internal teams and external audiences.

• Their work often begins before development and continues throughout the product lifecycle, ensuring the product stays relevant and competitive.

• PMM's main goal is to drive demand, generate leads, and position the product for success in the market.

Sales Enablement:

• Sales Enablement focuses on equipping sales teams with the knowledge, tools, and resources they need to effectively sell products.

• During launches, Sales Enablement ensures that sales reps are well-prepared to communicate the product's value and features to potential customers.

• They develop training programs, playbooks, battlecards, and other resources to empower sales reps with the right information and strategies.

• Sales Enablement may conduct training sessions, workshops, and role-playing exercises to improve sales skills and readiness.

• Their main goal is to enhance sales effectiveness, improve close rates, and drive revenue growth through well-prepared and confident sales teams.

Overlap and Collaboration:

• The collaboration between PMM and Sales Enablement is crucial, especially during launches.

• PMM provides the strategic direction, messaging, and positioning that Sales Enablement uses to create targeted training and materials.

• PMM's market insights inform Sales Enablement about customer pain points, objections, and value propositions.

• Sales Enablement takes PMM's messaging and refines it for sales pitches, demos, and customer interactions.

• Both teams work together to ensure a seamless transition from marketing efforts to sales execution during a launch.

In essence, PMM sets the strategic foundation and messaging for a product launch, while Sales Enablement operationalizes that strategy by preparing sales teams with the tools and skills needed to effectively engage customers and close deals. The collaboration between these two functions is essential for a successful launch and ongoing sales success.