Amit Bhojraj

Sales ops cannot be responsible for launching new products or features. Any topic directly related to the product or the GTM motion should fall under the purview of PMM (since they will be closely attached to the product management team). PMMs create the training/launch materials and are responsible for rallying the internal teams and the market towards a launch. So, this separation should be pretty straightforward. PMMs should also strive to share insights from the ongoing sales motion (custome ...Read More

This is a great question and, honestly, a great exercise for the entire PMM team. Once you have the narrative ironed out, you should think about the customer journey as they move from awareness to consideration to decision and deeply consider which assets would make sense at each stage. "Awareness" could be as simple as a copy for a LinkedIn ad, "Consideration" could be a thought leadership asset or a technical deep-dive doc, and "Decision" could be case studies, ROI calculators, or competitor p ...Read More

One of the KPIs for the PMM team should be around sales enablement. I have seen this KPI measured when a PMM delivers sales training. After every live session, we would do a survey where we check two dimensions: Quality of the presentation and usefulness of the material. Though this was interesting initially, we noticed that there is general fatigue over time, and most people would give a high average rating of over 8 (scale:1-10). There are sales enablement tools like Highspot that provide more ...Read More

I would tailor the cadence and materials to your audience. You need a general track for all sales reps to highlight the 90-day roadmap updates, highlight key launches and other relevant topics. It would be best if you had a separate technical track for your technical field teams that will go deeper into the technical side of the feature. A bi-weekly live call (for 60 min) seems to do the magic from a cadence standpoint. I've seen PMMs do loom videos and try for an offline education track, but it ...Read More

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 creating an ecosystem and acts as a central hub where how multiple products work and can thrive together. If the platform evolves to a point where it can serve up a marketplace for other products, then the sales enablement process must include the partners who are part of your ecosystem. In my mind, th ...Read More

Considering your limited bandwidth, it is challenging to go broad. So, the answer, in my humble view, lies in "focus". When I think about competitive analysis, I usually think about one competitor that I call the "Next Best Alternative." The next best alternative may not always be a competing vendor. Your positioning (and messaging) should ideally focus on these 1-2 competitors. If you want to go broad, there are competitive intelligence platforms such as Crayon and Klue that you can use to trac ...Read More