Hien Phan

Oy! First, good luck! I have done the "first" before. I don't think you have the luxury of 30/60/90. I think it's more like 30 days to identify the problem and tackle easy wins. Sixty days build out a basic launch framework, then a GTM strategy, align both with leadership. Then 90 days to test and what you build and revise based on market feedback. My advice is to prioritize like crazy. 

First, welcome to PMM. It would depend on what kind of PMM they are looking to hire. I would do three buckets. (1) a thought leadership piece or website/landing page (2) a launch plan or GTM plan (3) examples of enablement like slides etc. They want to see if you have done core PMM activities: messaging, launch, and strategy. 

I see a few issues:

(1) not think about the sales process and the customer journey (CS version, not the marketing version). You need to think about when they will need collateral and what kind of collateral. This will help you with effectiveness. 

(2) build persona and product messaging without context, meaning just shipping an internal guide without thinking about the situations and scripts will not land. Anything you send out needs to be actionable and in the context of reps workflow (SDR, CS, and Sales) 

(3) not partnering and testing with a few higher-performing reps for new collateral. You need to make sure your best reps like and will use your collaterals, otherwise, you will land flat 

(4) not getting alignment from SDR, CS, and Sales leadership on any programs.

This question will depend on the size of your org. Generally, sales enablement shouldn't just fall on one person, even though PMMs are most involved and get most of the requests. There are two models: (1) PMM as a function become a centralized place to get requests and you filter requests down to the owners: case studies - customer marketing, any campaigns - demand gen and field marketing, and anything product related - PMM. The second model will entail the PMM providing request instructions, where depending on the requests, the reps will know where to ask. Both of these models will require PMM to be involved at least on the positioning and messaging portion. 
As for the go-to-stack for product releases, I don't fully get this question. Are you talking about tech stack or model for product training? If later, I do have a model to help with sales, CS, and SDR for product training and product releases for tracking and KPIs.

For the product question and template, email me at [email protected], and I will provide you details and my approach. In short, it will be based on Tiers and the product launch goals and your audience (Sales, CS, or SDR).

There are two ways to measure the effectiveness of your content - qualitative and quantitatively. However, before you even build anything, you must understand when and where your sales collaterals are being used in the sales process or rather where and when does your sales team need collateral. 

From a quantitative perspective, I would use software like Highspot, ShowPad to see how often they are sending content out, and whether your content is actually being view and shared by customers and prospects. 

From a qualitative perspective, I would do two things (1) have a monthly internal survey to make sure that the team actually finds your content effective and that they aren't just sending stuff out just for the sake of sending things out. Then (2) ask your top sales reps if they are leveraging any of your content, if they do, then more than likely other reps are as well. Reps listen to their highest performing colleagues.

This will depend on how do you define sales enablement at your company, but I will break it out into different categories and all of them combined will lead up to revenue or moving pipeline. 

(1) Product training - are reps learning the right messaging and is it landing? You can measure this category in two ways. Leveraging a tool like Chorus.ai or Gong.io, and create trackers on the product and key messaging that you want to track. You can measure how many reps are using your messaging for said product and how well it lands with prospects. On the CS side, you can track the same, and depending on type of release - product adoption and upsell. 

(2) Sales training - are reps deploying the right strategies whether they are competitive strategies, middle funnel strategies to move the deal forward? I would leverage trackers, but also feedback from sales managers. 

(4) Content - You should leverage a tool like Highspot, ShowPad, or similar tools to see the types of content being leveraged by reps and the types of content that are effective with prospects and customers. 

(5) Sales strategy - Is your approach the right approach given the market and persona? How does this translate into the selling motion? Does it reflect the buying motion? Do you have a middle funnel problem where things stuck? Do you have the right advice and CONTENT for each stage of the sales process and sales stage? The main measurement here is sales velocity for New Business. The main measurement is for CS is how effective is your customer journey and do you have the right CONTENT and tool for your CS team to upsell, renew, and increase retention. 

I hope this helps. 

I have spent my entire career selling into large enterprises. Now I work with our enterprise sales team executing complex enterprise sales, and enabling them with tools and content. My two-cent is that there is no such thing as go-to pieces content and collateral. More important is the sales process and qualification methodology. I think Savita mentioned MEDIPPIC. Taking a step back, the buying process which informs the sales process and the qualification method will determine the content and collateral that you will need. For example, if the security review is bigger than usual, then you will need a security one-pager. Because complex sales require so many stakeholders, the tools will depend on the market you are selling into and the sales motion that you have to execute against that market.

You need to have a slide on the new product and how it fits to your overall story. In cases where the product is a huge release, I would include a one pager. Included in all of the assets are talking points, training, and proof points TO SALES (i.e. a top sales person has used this asset and it worked and why it worked) 

I think that list is correct and you should prioritize this list depending on your business. In addition to the above, I would advise getting a tool like Chorus.ai or Gong.io. Chorus or Gong will help you scale as your team scales in getting customer feedback both on the new business side as well as current business. In reality, you can't be on all the great calls as that is physically impossible.  

This is a tough question to answer because it is so multifaceted. So let's start with the basics when you are moving from product to platform, you're moving from selling one solution to selling multiple solutions. My first recommendation is to hire a separate role that focuses on Sales Enablement. The reason is that you will have to shift from application marketing to solution marketing and this also means shifting to solutions selling, and you will need someone who has a sales background.  

If your company isn't ready, then you should partner with sales and cs to craft the level 2 and level 3 messages. Level 2 is messaging on assets and Level 3 is scripts and talking points.