When it comes to measuring objection handling:
At the end of the day, not everything is going to have a direct line to tangible results. But there are more and more solutions on the market to help today, and creative ways to think about it.
This is probably pretty standard for most companies, but these sales materials have been the most used:
Beyond the well known ones above, we've seen reps finding a ton of value in higher value things like tools, such as calculators. A lot of our best 'lead gen tools' or 'consulting tools' were originally created as spreadsheets, but eventually we invested in building these as proper web-apps that look good.
My answer would change depending on what we're talking about (B2b Marketing program vs Sales enablement program).
For a sales enablement program:
Great question. I suggest all marketers to collaborate with their sales team. At my previous company, marketers were required to shadow a certain number of sales calls per month. This was a great way for us to understand their process, hear what prospects are saying, and align what we're doing.
In terms of engaging Sales for input, here is what I'd suggest:
Another approach we've taken is with creating a "Sales Panel" which is a monthly recurring meeting with a core group of reps who are willing to provide feedback and ideas to marketing. These meetings have a dynamic agenda, where any marketer can join with a question they're seeking feedback/responses to.
My last tip... hire a sales rep who has marketing skills to join your marketing team. They'll bring with them a ton of connections/trust within the sales org.
Here are a few tips for ensuring your sales team leverages the content you create:
At the end of the day, marketers who support the sales org need to focus on QUALITY and not quantity. Don't get yourself in a place where you're a content factory. Instead, do research with your reps, find what would be most impactful and useful, and commit to a small number of high value assets.
This question would likely require more details/specifics for me to answer fully, but I'll do my best!
If you organize your sales team by market segment, then you could focus the enterprise product details on your enterprise segment reps, while the broader set of reps focus on the existing product offering.
If you have one sales team that covers all segments, then you'll need to find more of a balance. And with that, I'd make sure you don't over compensate on the new enterprise offering right out of the gates and first pressure test the product-market fit and whether a smaller group of reps have success.
In terms of striking a balance:
I've learned that the best way to solve this sort of problem is to stop spoon feeding them every time. Yes, once at first is fine, but if this is one particular sales person every single time, then don't give them the direct link to what they needed and instead tell them where to find it and let them find it on their own. Here is what that looks like:
Sales Rep: Hey marketer/enablement lead, do you know if we have any one pagers about X?
Marketer: Hey there, yes I believe we do have what you're looking for. Have you looked in our enablement platform by searching for it? It should be there. If not, let me know.
Just like all humans... if we get comfortable with someone spoon feeding us, we'll continue wanting to be spoon-fed instead of figuring it out ourselves. But if you can help nudge them towards the right behavior without giving them the answer/content up front, you'll help them learn the desired behavior. Ultimately, if this tactic doesn't correct it, then I'd mention something to their manager in a nice way (again, frame it around wanting to help their rep be productive vs looking for answers).
Here are some of the top sections I'd include:
Sounds like you've entered a fun career path! Prior to working at HubSpot, I worked at a startup/scaleup and learned a ton about being scrappy.
I might need a bit more context on exactly what type of support you mean, but if I can read between the lines a bit, I'll do my best to provide a few tips. It sounds like you're doing two things... 1) creating content sales can use and 2) creating nurture email flows to support sales. So let me break that into two sections
Creating sales content:
For email flows:
This is always a difficult one. Sometimes it can be easier to solve with technology, while other times it's a bit more difficult to track/measure.
At the end of the day, every company and sales team will need the same core assets/materials. Things such as an approved pitch deck, a few core one-pagers, a pillar page on your website, or a tool such as an ROI calculator. So it really comes down to a matter of quality over trying to figure out 'which materials to create' and this can only be figured out through sales rep feedback and working with them.
So in short = work with your sales counterparts to listen, learn, and then create.