Huzaifa Dalal

I agree with Mike above. Complex enterprise sales is about relationships and solution selling. There are multiple stages of selling and it should be part of your challenger solution selling course. These stages need collateral, marketing assets that excite, educate and enable the customer/user at that stage. Sales folks will benefit from this collateral (internal or external) in value selling at each stage and having one voice at each stage.

Hello, Its important to understand your sales cycle from Leads, Discovery, Demo, Negotiations, Close to Customer Success - what in the cyle is causing your deal velocity to slow down and why. Are there more elements of Education required? Are you spelling the functional value of the products correctly, or is it the value of doing business with your company - not clear. Dig a little more - and the answer will be right there :)

I believe as a PMM you should have an awesome read on the business. As a PMM you should have responsbility of the product and/or product portfolio - this will give you insight into comms, creative, demand gen, sales enablement and other functions in the organization. This clarity or control can be leveraged in getting a seat on the strategy table. Try searching for a seat on the table, not a title - this will give you industry wide leadership, will help you earn trust, and will make you seasoned and proven, which can leverage in your growth or search for titles

It depends which stage and how large is the enterprise one is targeting. 1. 30sec pitch/ 3 min pitch deck/ 30 min pitch deck - all are required 2. Kill sheets/ Cheat sheets/ (battle cards as Carrie mentions above) 3. If the customer is at lead stage - they need to know the content of emails, if the customer is at a discover stage (how can you arm them with industry data that excites them about your solution). Content that guides them in giving an interesting demo with perspective of the audience. How to close and sign up on the product - the path needs to be drawn up. Documents that accelerate contracts and negotiations

I really like what Mary, Ross and Josh have to say - great insights What's the product's objective? With the current plans will the business objectives and goals be met? I'm asuming you are coming from the angle that the business objectives will not be met. Building a business case around gaps, challenges, customer insights, competitive assumptions, sales challenges and opportunities. Building a case isn't enough, build a framework that shows how success can be acheived and communicate it among key influencers, decision makers and performers. Build an opportunity for the product, sales teams to TRUST you. Maybe try small steps in building your TRUST, with data and key insights