In the dynamic startup landscape, sales enablement is a make-or-break factor. As a product marketing professional, I've witnessed firsthand how seamless alignment between product messaging and sales execution can propel a company to new heights. Conversely, a disconnect in this critical area can quickly derail even the most promising ventures.
The question then arises: What sales enablement responsibilities should product marketing managers (PMMs) own, and what should they entrust to others? This is a delicate dance, and striking the right balance is an art form that I've honed through experience.
At the core of a PMM's role lies the crafting of compelling product messaging and positioning. This is our bread and butter, our raison d'être. We are the storytellers who breathe life into the product, articulating its value proposition in a way that resonates with customers and ignites the sales team's passion.
From developing key messaging pillars and positioning statements to creating sales battlecards and competitive intelligence, these tasks are squarely within the PMM's domain. We are the subject matter experts who deeply understand the product, the market landscape, and the customer's pain points. Delegating these critical responsibilities would be akin to a chef outsourcing the creation of their signature dishes.
When it comes to sales training and enablement, however, a more nuanced approach is required. While PMMs should undoubtedly lead the charge in developing training content and curricula, the actual delivery and facilitation of training sessions can often be delegated to dedicated sales enablement professionals or external trainers.
Think of it like this: As a PMM, you are the architect who designs the blueprint for a masterful sales enablement program. You meticulously craft the messaging, positioning, and content that will equip the sales team with the knowledge and tools they need to succeed. However, the construction and execution of the training itself can be entrusted to skilled contractors – the sales enablement specialists who excel in adult learning principles, facilitation techniques, and ongoing coaching.
Ultimately, the most effective sales enablement strategies emerge from a harmonious collaboration between PMMs, sales enablement professionals, and the sales team itself. As a PMM, I've learned that fostering open communication channels and actively seeking input from those on the front lines is invaluable.
By inviting sales representatives to share their experiences, challenges, and insights, we can refine our messaging and enablement approaches to better align with real-world scenarios. It's a symbiotic relationship: We provide the sales team with the ammunition they need, and they, in turn, offer us a window into the battlefield, allowing us to continuously optimize our strategies.
In the dynamic world of startups, effective sales enablement is a critical catalyst for growth. As PMMs, we must embrace our role as messaging maestros while recognizing the value of strategic delegation and collaboration. By owning the core messaging and positioning responsibilities, while judiciously leveraging the expertise of sales enablement specialists and the sales team itself, we can strike the perfect balance – empowering our sales force with the tools and knowledge they need to conquer the market.