Jeff Beckham

At every company I’ve been a part of, product marketing has always been the driver of any sales enablement done by the marketing team. I’m sure that’s not the case everywhere, but I believe it’s the norm. The main reason is PMMs are hired for a specific skill set that fits enablement – storytelling, positioning, and content production. On top of the raw skills, it’s part of the PMM team’s day job to be experts on the company’s product, market, and customers – all of which tie into the knowledge ...Read More

I’m glad you asked, because I love building presentations! I realize I’m a total slide nerd, but here’s my process: Align on the outcome you want from the presentation. Who are you trying to convince, and about what? Whether the audience is the sales team at SKO or execs at a business review, if all stakeholders aren’t on the same page there, creating the content will be a mess. Build an outline in a doc before creating any slides (GDocs, Notion, or any doc that supports group editing). If you d ...Read More

This is a fun question because I’ve seen this vary so broadly across the places I’ve worked. Step one is to make sure product marketing gets invited :) At Mixpanel, all of the go-to-market teams go to SKO, and it has really helped to create a sense of shared purpose across sales, marketing and customer success. But I’ve seen SKO be sales-only at larger companies and companies on tight budgets. You’ll likely get different answers from different people on the right level of involvement in the cont ...Read More

The more time in advance you can provide the sales team, the better. But you also don’t want to sit on new products / features that are ready to go, especially when you’re at a small and nimble company like yours. The key question is, when is the product far enough along that you know the final feature set, can demo it, and have certainty around the best positioning and sales narrative? That’s the earliest you could possibly host the training.I’ve found that doing training a week before a launch ...Read More

The biggest mistake I’ve made is not involving Sales at the ideation stage. Too many times, I’ve thought I had a great idea for a new program or piece of content, only to find upon rolling it out that I was solving a problem nobody had.It’s always good to have a few “friendlies” on the sales team who you can bounce early-stage ideas off of. If they think you’re onto something, you can get sales leadership involved. There’s no better way to make an enablement program work than for the Head of Sal ...Read More

If you have the opportunity to be involved, snatch it as quickly as possible! The core of product marketing is creating messaging that works, and the fastest way to test messaging is through channels that scale. SDR templates are one of those, along with digital ads and high-traffic web pages.Our rule of thumb at Mixpanel is that a unified message, either written or approved by product marketing, is the best. While you want to empower and trust your sales development reps, when there are hundred ...Read More

A good question to ask before starting a sales playbook is, “what’s in it for them?” Good sales reps welcome support from anyone who can truly help them, and product marketers are well-positioned to provide that type of assistance. But I’ve made the mistake many times of taking the “build it and they will come” mindset, because it was the path of least resistance. The playbooks I’ve seen actually make a difference were created with in-depth sales feedback from the get-go.Sometimes it seems obvio ...Read More

It’s exciting that your company is making the shift up-market! The first question to ask is whether you have the right people in place to sell into enterprises. Promoting the best people on the mid-market team is highly risky, although that decision is usually outside the purview of product marketing. Having a seasoned enterprise sales rep or two is essential to success because they can guide the broader organization in transforming in the way that it needs to. For enablement specifically, it’s ...Read More

It’s a good question, but also a loaded one! Product management needs to prove their value to the company too, right?The dynamic you’re describing is common though, unfortunately. I’ve lived it many times. The best working relationship comes when both sides have shared goals. If that’s not reality, one thing I’ve advised PMMs on my team to do is figure out what the PMs they work with care about and are goaled on. What are their OKRs or objectives? Assuming it’s not something crazy and counterpro ...Read More

That’s a tough question, and unfortunately, I think it does depend on your organization. I’ve usually seen enablement added as a separate function when a company reaches the 150-250 employee range. The common change-driver is usually a big push in sales hiring, which often comes with globalization. This creates a need to decrease ramp time for each rep, build custom learning paths by level, segment, and/or region, and run trainings in more places. It can be hard for product marketing to scale to ...Read More