This continues to be an evolving process but we leverage a few things: Lead time
- sharing the info early so the sales team can disseminate it via the right
channels with enough notice (for example,
Sales Enablement
8 answers
Head of Marketing at Landed • May 7
Vice President, Marketing at Samsara • February 8
This largely depends on the size and distribution of your sales team. On one
end, if you have a small, locally based sales team then this is managable and
usually lower effort than what you'd need to
Director of Product Marketing at Sanity.io | Formerly Twilio, SendGrid • May 25
Repetition is so important; it's about embodying the messaging in everything PMM
produces, and as you enable on different assets, tying it back to the strategy.
Show examples of how key points can com
Head of Product Marketing at HiredScore • July 29
My favorite approach to ensuring the sales team gets messaging is two-fold: Work
with sales leadership: Get alignment from sales leadership early and often. If
they are bought into the messaging and
Head of Product Marketing at Calendly • March 21
One of the things I think many PMMs struggle with is realizing that different
styles of messaging resonate with different people. Investors like to hear one
thing, prospects another, influencers somet
14 answers
Head (VP) of Global Enablement at Benchling • May 18
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
Head of Product Marketing at Notion • February 3
Align on needs and get buy-in on the program from key stakeholders upfront,
otherwise, you will just be reactive and the expectations will be that every
request is handled and every asset is up to dat
Head Of Product Marketing at 3Gtms • March 30
In the "real world" this is a function of whose responsibility sales collateral
is. If it's product marketing, the answer is simple: Supply new collateral when
it's time for an update. However, if pro
Vice President & Head of Marketing at Fin.com • April 7
There's two parts to keeping all the above content up to date, including content
creation and content delivery: Content Creation: This is all about capacity
planning of the Product Marketing team on
Head of Product Marketing at Retool • June 24
Make it jointly owned. Your team will (almost certainly) not grow as fast as
sales, success, support, etc. Even talented PMMs struggle to keep these things
relevant and useful for every season of the
Vice President Product Marketing at Medallia • July 20
This really depends on your product and industry. Let me outline a framework
with four elements: The customer perspective The competitor perspective The
technology perspective, and The marketplace p
Senior Director of Product Management at Oracle • August 17
This is tough, but you can prevent foundational PMM assets from going stale by
having (1) defined processes (e.g., establishing which components of your market
intelligence are most important to updat
Associate Director Product Marketing, Creator Promotion at Spotify • March 16
I'm big on updating information based on actions that need to be taken /
decision that need to be made. When it comes to market research and personas,
clarify what decisions you need to make based o
Senior Director Product Marketing at Roofstock • March 21
Starting with the customer insight is always the #1 job of a product marketer.
Ideal customer profile, target verticals, buyer personas, etc these are things
that aren’t going to change on a weekly or
Director of Product Marketing at Snow Software • November 16
The good news is sales people notice when materials are out of date, and will
let you know it is time for a refresh. :) Joking aside, here are some proactive
tips on how to keep materials up to date.
Head of Core Product Marketing & GTM, ITSM Solutions at Atlassian • December 20
You have to establish a cadence of updates for different assets, which will vary
based on how they are used and your market dynamics. Personas don't change
often, so revisting them every 6 months migh
Co-founder of Grow+Scale at Grow + Scale • February 17
Outdated information is almost worse than having no information since you might
be making decisions from data sources that are no longer relevant or valid. To
make sure this doesn't happen to you, c
11 answers
VP of Marketing at Spekit • January 17
Hopefully I don't make this answer overly complex. I think the more important
question here is what are you actively working on? Because product marketing can
cover such a wide variety of activities
General Partner at Unusual Ventures • January 22
Definitely echo the fact that Product marketing KPIs need to keep evolving with
the focus that the organization currently has. When I was at Amplitude, we came
up with some strong *impact* metrics t
Chief Marketing Officer at Crayon • December 20
Agreed with the other answers about aligning impact with focus areas for the
business as a whole. Though I also like to have some consistent metrics to be
able to see some longer term trends. There's
Senior Product Marketing Manager at Highspot • January 24
Full disclosure - I work for Highspot - but we do use our own platforrm and one
of the benefits of it is that we can see usage and buyer enagement analytics for
all of the content we create. It's a qu
Co-founder & CEO at Chameleon • February 4
Curious to know if there are any metrics that the Product Marketing function is
accountable for any metrics?I know there is such a wide variety of jobs that
Product Marketers do, but for example, if t
Chief Growth Officer at Verifiable • March 26
Recently PMM has been very involved with top-of-funnel marketing and campaigns,
so a lot of the typical metrics you might suspect in a campaign are ways we
measure success for these (Leads, MQLs, MQL&
Director of Product Marketing at Sourcegraph • June 8
While there is no "one size fits all" metric that works for product marketing,
my recommendation is to try to align your goals with either sales, demand gen,
or product depending on what you're workin
Senior Director of Product Marketing at Klue • January 5
Sales win rate, more specifically competitive win rateMake sure that you're reps
are populating a "primary competitor" field in your CRM so you can track this
effectively. You'll then be able to trac
7 answers
Head of Marketing at Retool • December 19
While you can have really compelling per-product pitches, the real challenge of
selling a platform is getting prospects and customers to buy into a vision that
unifying their systems is going to be a
Head (VP) of Global Enablement at Benchling • May 19
It depends on where you are in the growth journey. If this is a strategy change
- in terms of no longer selling a product to selling a platform, it's more about
messaging & the art of the possible
VP of Marketing at Mux • April 21
Let's start with the difference between a platform and a product: Almost every
SaaS product has APIs that let it integrate with other applications. A platform,
however, plays a more active role in c
Director of Product Marketing & Customer Marketing at Mode Analytics • November 23
In my experience the shift from Product selling to Platform selling has meant
that we've had to update the buyer personas we sell too, or at least expand
them. It has meant we're no longer selling to
Product Marketing Lead at Google | Formerly DocuSign • January 25
When selling a platform, you're selling what a customer can accomplish, less
what a customer is buying. Obviously in the SaaS world, a lot of our marketing
is based on the product being the thing that
Sales enablement programs have to be designed with a hierarchy in mind, just
like how there's a messaging hierarchy. You lead with the hero and follow with
the supporting cast. Based on the way this
2 answers
President at Giant Stride Marketing Group • September 8
Good question! Over my career, I have seen release cycles shrink a lot and fewer
and fewer requests for datasheets! My advice: 1. Minimize the number of "sources
of truth." If you can get away with j
Head of Product Marketing and Documentation at Coro | Formerly Lytx, Cisco, Snyk, Lightrun, Comeet • December 11
There are several steps that you can take to ensure that you have the most
accurate description and version of a datasheet when features are changing
constantly. These steps include: Work closely wit
How to effectively measure the sales enablement success by product marketers?
3 answers
Head of Marketing at LEVEE | Formerly Mezmo, Sauce Labs • December 2
There are a couple of different ways to approach measuring sales enablement
effectiveness. The main question I ask myself is, "Is the sales team confidently
delivering the right message to our target
Head of Product Marketing at LottieFiles | Formerly WeLoveNoCode (made $3.6M ARR), Abstract, Flawless App (sold) • December 5
Measuring the success of sales enablement comes to having clearly defined
metrics that PMM can influence. There are a few key metrics you can use to
measure the success of your programs. These include
Head of Product Marketing and Documentation at Coro | Formerly Lytx, Cisco, Snyk, Lightrun, Comeet • December 11
One way to measure the success of sales enablement efforts by product marketers
is to track key metrics such as the number of sales-related resources that have
been created, the number of sales reps w
What should I do differently? Developers do not want to be sold to.
13 answers
Product Marketing at Hedera Hashgraph • July 21
Background: Worked as a Community Manager and Product Marketer for an open
source database software company DataStax; we sold a proprietary version of the
open source database Apache Cassandra, target
Vice President Product Marketing at Unity | Formerly Splunk, New Relic, Microsoft, Oracle • March 12
Selling to developers can be difficult, often because they have a ton of say
over the decision but not explicitly the budget, but marketing to developers is
simpler than people think. Quickly and conc
Senior Director, Product Marketing at Twilio • October 27
I love this question, <3 Developers! The fundamentals of sales enablement dont
change, it's more the way you communicate the needs of your audience to your
sales team that changes. If we unpack dev
Product Marketing at Okta • February 17
Great question, something I think about a lot. I’m a huge proponent of
specialization with technical products. I wouldn’t expect every member of our
enterprise field organization (which is in the thou
Head of Core Product Marketing & GTM, ITSM Solutions at Atlassian • February 18
When selling to developers your enablement activities are likely to take on a
different focus so that the team understands how to engage in a discussion and
build a community while keeping their sales
Head of Marketing at Orb | Formerly Cloudflare, Google Cloud, Google Developers, Observable • April 14
I love this question. First, I would say to save your company's BDR/SDRs time
and avoid trying to set up calls with developers. You'll avoid a lot of
frustration on both ends. Gating content content
Director, Product Marketing at Salesforce • April 19
This is a classical problem for many developer-first companies. Without
mentioning names, many have successfully figured out the working model with both
strong developer engagement alongside a thrivin
VP of Marketing at Mux • April 21
B2d follows a whole different motion. A developer is not eager to talk to Sales
(and they don't want to be sold to). Developers want to try out the product
themselves, tinker with it, and only if they
Head of Product Marketing at Cortex • September 14
It depends a bit on how your sales team is organized today. But in any event,
your product value pillars should always translate to both individual and
company-wide gain, so your core message is alway
I'd say the mindset shift in B2D is that it's no longer "sales enablement", but
just "enablement". And that should be a shared goal across your organization,
whether it's the marketing team, sales tea
Vice President of Product Marketing at mParticle • December 7
For companies targeting developers, it's a good habit to build up a culture of
developer empathy. Practical exmaples include: Provide them 101 sessions, enough
for them to be dangerous and speak the
4 answers
Senior Director, Product Marketing at Twilio • October 27
Similar to the response around growth, adding some color here. I encourage my
team to be the ‘mini CMO’ for the products they cover. That means the single
biggest metric to measure is pipeline (with
Head of Marketing at Pinwheel • February 10
This is a bit of an oversimplification, but I boil down measuring sales
enablement success into three categories: Usage: This would be the volume of
assets developed as well as ways to measure how of
Head of Core Product Marketing & GTM, ITSM Solutions at Atlassian • February 18
Ultimately is about revenue attainment. Are sales reps being able to make their
numbers? If yes, you are likely doing your job well. Now, if we look more
closely at how to impact revenue attainment fr
Head of Product Marketing at LottieFiles | Formerly WeLoveNoCode (made $3.6M ARR), Abstract, Flawless App (sold) • December 2
Measuring the success of sales enablement comes to having clearly defined
metrics that PMM can influence. There are a few key metrics you can use to
measure the success of your programs. These include
Would love to get your perspective on generating excitement around your new product, vs. continuous enablement on the core capabilities of your solutions
5 answers
Product Marketing at Dropbox • April 6
Oh this is fun! Adding new features and or functions to grow into a new market
or persona is a great way to grow. The sales team on the other hand may not get
excited for it, this is new things to lea
Vice President & Head of Marketing at Fin.com • April 7
In this case, you would first want to enable your sales teams on the new
persona, including what this persona generally "looks like", relevant pain
points, and other information to help sales successf
Head of Marketing, Google Maps Platform at Google • April 26
If your sales team is like any sales team I've been privileged enough to work
with, your team is full of highly savvy individuals who know what needs to get
done to hit their numbers. As a result, a
Vice President Product Marketing at AlertMedia | Formerly TrustRadius, Levelset, Walmart • November 2
Go back to the basics and develop the buyer persona assets for this new buyer.
You can’t effectively sell to someone you don’t understand. Training and
workshops for the sales team to fully internaliz
4 answers
Head (VP) of Global Enablement at Benchling • May 18
Value selling is a really tool you can have in your arsenal. I would do a few
things here if you're focused on having them shift to higher selling things. (1)
Articulate Value - what is the customer
Director of Product Management - Pricing & Packaging, CXP at Twilio | Formerly Narvar, Medallia, Helpshift, Feedzai, Reputation.com • February 24
Your room to maneuver depends on whether you have a fully transparent pricing
model reflected on your website or if it is somewhat general on the pricing page
so that your reps can customize. If I w
Director of Product Marketing at Klaviyo • May 12
It sounds like you may be cannibalizing yourself with overlapping product
offerings. If customers are happy to use your cheaper product, it means the
value of your enterprise package isn't crystal cl