First, I think you shouldn't expect 100% wholesale usage of the sales enablement
materials you create. Sales enablement materials are meant to create a solid
foundation for reps to use but, ultimately, every prospect and customer requires
some level of customization so expect adaptation.
If your sales team is like any sales team I've been privileged enough to work
with, your team is full of highly savvy individuals who know what needs to get
done to hit their numbers.
As a result, anything you want your sale team to sell must first be sold to them
as a way that they can, in t...more
In my personal ideal launch world, PMM would develop the core messaging,
positioning, and Bill of Materials that would then be handed to Sales Enablement
to transform into compelling trainings. PMM may end up guest starring in some
trainings as presenters, and Sales Enablement would be a critical...more
I love that you've already identified that sales is one of the most important
stakeholders in your launch process. It's true - having sales involvement early
in the product development cycle (ideally well before launch) is critical to
stress-testing the value of the product, clarifying its benefi...more
Sales enablement is a function that helps scale learning within an organization.
I've seen sales enablement focus on topics as broad as:
* Market/competitive intelligence
* Sales skills development
* Deal structure
* Product or solution launches
* Sales compensation
* and more
As with an...more
There's no quick answer here, but I'd consider the following factors when
deciding how far in advance to enable the sales team. I would also caveat that
this is less about how far in advance you train and more about how much
repetition you offer to the sales team to learn about the thing.
In well run marketing teams, the metrics for the business are assessed
holistically instead of piecemeal among each marketing function.
The contribution of Product Marketing to a growth result is setting up the
strategic positioning, messaging, and core assets that can be used by your
Here's what I have done in the past, but your mileage may vary based on your
Quarterly: Meet with leadership in your go-to-market teams, product teams, and
marketing teams. Understand goals, dependencies, and expectations and make sure
you set up instrumentation for tracking success.
The short answer is that there are more, and the desires each stakeholder has
become more specific!
Essentially, as companies grow they have the opportunity to bring in more
specialized talent. This could be teams in finance that are focused on products,
specialized support organizations, strate...more
The best way to identify the stakeholders is to identify the success metric for
the launch, and then figure out who is directly responsible for hitting that
metric. Typically your product manager is a stakeholder, but often you'll have a
customer success/sales organization involved and also engin...more