Daniel Kuperman

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 might be enough, but if you are on a competitive market it may require a quarterly or more frequent update of competitive battlecards. The important thing is to establish a schedule for revisions and set time aside for updating those materials. Another part of your process should be communication to the ...Read More

In most B2B tech organizations (where I've spent most of my career) the PMM team owns the Go-To-Market. From a strategic perspective this means: - Who we should sell to and how - What should we sell and why - How we'll reach them and what we'll tell them - Knowing what works and course-correcting The challenge is that each of these elements is broken down into specific tactics, such as: - Who we should sell to and how: creating buyer personas, doing market segmentation, identifying sales channel ...Read More

First, start with what you already have at your disposal, which will likely include: - written customer case studies or success stories - requests that customers have made in the past about product features - support requests that came into customer support The other easy action you can take is to talk to the sales reps at your company, and ask them: - Why do we win deals? What are customers looking to solve when they purchase our solution? - Why do we lose deals? What are customers not finding ...Read More

The best enablement decks I’ve seen address: Who is this for? Why is this important? What is the impact of this? Action items / next stepsWhatever the subject, following the framework above will help identify the specifics of why someone should pay attention. It is also important to always keep in mind the broader context of where the company operates and if you are selling multiple products and/or have a large global presence, to make sure that the team understand that particular situation.  Fi ...Read More

The biggest mistake is to focus on what the competitor does versus what the customer cares about. Don't start with what the competition is doing or not doing, start with what specific customer needs are not being met by the current players, and find better ways to serve them. Another common issue is to be too reactive to the competition and following competitors into whatever new shiny thing they believe will give them an edge. Again, looking at what the customer wants and why they want it will ...Read More

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 from a product marketing perspective we end up with the following metrics: Win / Loss rate: this can indicate if the messaging/positioning needs work and if sales reps have the right tools at their disposal. Competitive win rate: indicates how effective are the battle cards and competitive training. C ...Read More

The key rule of thumb is to always be truthful. Don't lie about who you work for, your role with the company, and what you are looking for. For example: When filling out an online web form to download content from a competitor's website, use your real name and business email address. When approaching a competitor's booth at a trade show, disclose who you are and who you work for. Don't ask anyone else to misrepresent their intentions so that you can get eyes on a competitor's product or get insi ...Read More

Good question. In my experience, the best way to prioritize competitive insights is to show there's a clear connection between the work and business results. This often comes in the form of improved win rate for the sales team, better messaging for the marketing team, prioritization of product features, and higher ranking in analyst reports, to name just a few. Something to consider is creating a table in a Google Doc or similar in which you list all the deliverables or types of insights you wil ...Read More

For category creation, your GTM plan - in my experience - needs to be a multi-year affair. You may need to start with market education, analysts influence, etc even before you launch a product. Also, after launching the product you will need to keep ongoing market education to help get the new category in the minds of your customers. Some key elements to help your GTM in this case are: Customer proof: the more customer testimonials, case studies, quotes, and videos you can create and disseminate ...Read More