Product Managers and Product Marketing Managers depend on sales enablement tools to ensure that sales teams have the right training and messages to make the most of their product opportunities.
Download white paper: http://startupproduct.com/contondo
However, when introducing new products or features to market, sales enablement often fails - resulting in an under-performing product launch or sluggish product. This failure can be signified by the following symptoms:
1. Unable to build confidence to overcome sales' reluctance to sell the new product
2. Competitors annihilate the first attempts to create a market segment
3. What seemed to work for some teams does not scale for other teams
Overcoming these challenges has a lot to do with what PMs and PMMs choose to do at the early stages of product introduction.
In this webcast you will learn:
1. How to uncover unproven assumptions that can poison motivation when going to market
2. How to deal with uncertainties within the sales force
3. How to overcome sales aversion to selling the new features and products
4. How to deal with lack of competitive information and references
7. All participants will
receive an early
version of our new
white paper:
“Sales Enablement
Tactics for Product
Managers”.
Participate and Receive!
8. Empowering product
managers to drive sales.
The Contondo toolkit helps
you establish sales
momentum for your new
product.
About Contondo
9. Aviv Ben Zeev - Aviv Ben Zeev has over 15
years' experience working for
large, global, high-tech companies in various
engineering, sales and sales-management
positions.
Assaf Litai - A seasoned entrepreneur, Assaf
has over 20 years’ experience
defining, developing and selling various B2B
products to mid and large scale enterprises
globally.
About the Speakers
10. An Imaginary Scenario
The Keys to Early Sales Enablement
5 Common Traps During Early Sales Enablement
Avoiding the Early Sales Enablement Traps (for PMs) –
A Demo Using Contondo
Summary and Q&A
Agenda
11. Mike is a PM that was getting a new product to
market
Working with PMMs, he developed stellar
messaging and executed a GTM strategy:
Created presentations
Produced product sheets
Updated all the portals
Worked on a sales enablement process and playbook
Sent out emails
6 months after launch, of 30 sales teams, only 12
teams sell the product consistently
An Imaginary Scenario
(but based on many real stories…)
12. Mike is a PM that was getting a new product to
market
Working with PMMs, he developed stellar
messaging and executed a GTM strategy:
Created presentations
Produced product sheets
Updated all the portals
Worked on a sales enablement process and playbook
Sent out emails
6 months after launch, of 30 sales teams, only 12
teams sell the product consistently
Mike the PM asks: Looking back, what could I have
done differently to improve the sales of my product?
An Imaginary Scenario
(but based on many real stories…)
13. Definition: “The delivery of the right information to the
right person at the right time and in the right place
necessary to move a specific sales opportunity forward.”
– IDC, 2009
Sales Enablement is usually on your go-to-market timelines
In early stages it is imperative that sales enablement -
- Enable product sales (the obvious)
- Avoid the traps that poison sales motivation (the hidden killer)
The Keys to Early Sales Enablement
Key Takeaway:
14. 5 Common Traps During
Early Sales Enablement
Sales Enablement Tactics for PMs and PMMs…
15. Assumptions – often a necessary evil.
But, sales teams can’t differentiate proven facts from
unproven assumptions.
Misleading assumptions can kill sales momentum and
motivation.
Trap 1: Assumptions
“When you ASSUME, you make an ASS out of U and ME” – Oscar Wilde
16. “Customer qualification”: determining likelihood of success
before resources are spent
No customer qualification criteria means shotgun sales
approach – i.e. targeting wrong opportunities
The above will result in:
Product won’t solve customer’s problem
Trip on traps set by competitor
Heavy discounting
Motivation for future sales is poisoned due to
opportunity cost – Missing quota and wasted resources
Trap 2: Lack of Customer
Qualification
17. New products are accompanied by canned messages
Canned messages often fail because they are:
Unfocused - on the target audience
Unfriendly –for both sales and buyers
Of unclear value – when attempting to align with buyers
requirements
Trap 3: Using Canned Messages
18. Managing referential and competitive data:
Difficult to collect, classify, tag and distribute.
Doesn’t happen by itself (email…)
The outcome:
Can’t leverage anecdotal evidence across
different teams
Can’t learn quickly about competitive
situations
Trap 4: Mismanagement of
Referential and Competitive Data
19. Trap 4: Mismanagement of
Referential and Competitive Data
Managing referential and competitive data:
Difficult to collect, classify, tag and distribute.
Doesn’t happen by itself (email…)
The outcome:
Can’t leverage anecdotal evidence across
different teams
Can’t learn quickly about competitive
situations
Mike the PM asks: What are the best tools to
manage referential and competitive data for new
product and feature introduction?
20. “Collateralizing” knowledge in nascent product
stages:
Misleading assumptions become pervasive
Good information stales quickly
Information Explosion (e.g. frequent updates)
Messaging consistency issues (e.g. field attempts to
make data relevant)
Collateral serves as a crutch, freezing mistakes and
failing to convince customers to buy
Trap 5: Collateral Dependence
21. Trap1: Assumptions
Trap 2: Lack of Customer Qualification
Trap 3: Using Canned Messages
Trap 4: Mismanagement of Referential and
Competitive Data
Trap 5: Collateral Dependence
Recap: List of Traps
22. Tips for Avoiding the Early
Sales Enablement Traps (Demo)
Sales Enablement Tactics for PMs and PMMs…
23. Contondo Demo
Mobile Sales Enablement
Mobile and
offline access to
new product
messaging is a
must for sales
and SE that work
in the field.
Tip:
A Sales and SE
friendly UX
solicits field
participation.
Field users have
little patience
for VPNs and
extraneous
clicks.
Tip:
24. Contondo Demo
Scenario Based Messaging
Knowledge
portal should be
set up like Sales
and SE think -
in terms of
opportunity
scenarios.
Tip:
29. Contondo Demo
Scenario Based Messaging
System should
recommend
additional
helpful data.
The scenario as
selected by the
salesperson or
SE
Data should be
sorted based on
the relevancy to
the scenario.
Tip:
Tip:
33. Contondo Demo
Customer Qualifications
Gamification (e.g.
vote trophys and
badges) helps
encourage Sales
and SE contribute
data (such as
qualifiers)
Tip:
SE are your
product’s best
representatives;
Integrate your
Knowledge
Management
with the SE
mailing list
Tip:
37. Contondo Demo
Managing References and CI
All data must be
catalogued for
scenario
relevancy
(In this case CI) Your systems
should share
referential and
CI feedback
instantly with all
users.
Tip:
Tip:
38. Contondo Demo
Managing References and CI
Your systems
should share
referential and
CI feedback
instantly with all
users.
Tip:
All data must be
catalogued for
scenario
relevancy
(In this case CI)
Tip:
39. Contondo Demo
Managing References and CI
Your systems
should share
referential and
CI feedback
instantly with all
users.
Tip:
All data must be
catalogued for
scenario
relevancy
(In this case CI)
Tip:
40. Summary
Early sales success is critical for sales motivation
Try to avoid deal loss by insisting on proper qualification
Mark all unproven assumptions
SE are the product’s main representatives
Keep on top of requested scenario material
Redistribute referential and CI instantly
Focus on tailored messaging rather than on producing collateral
Work on honing your canned messaging ASAP
Think small sized, scenario relevant, messaging in their pockets (mobile)
Key Takeaways:
41. Q&A
About Contondo:
Contondo provides an innovative
knowledge management system tailored
for PM and PMMs empowering them to
drive sales for their products.
For more information contact us at:
assaf@contondo.com
aviv@contondo.com
Twitter: @ContondoMedia
Facebook: https://www.facebook.com/ContondoMedia
Linked-in: http://www.linkedin.com/company/contondo
Website: http://www.contondo.com
AIPMM offers globally recognized certifications for product managers, product marketing managers and brand managers.Certified Product Manager (CPM), Certified Product Marketing Management (CPMM) and Agile Certified Product Manager (ACPM). Certification requires obtaining a college degree, minimum one year of experience, and passing a certification examination.
Aviv and I have years of experience creating B2B software and hardware products and bringing them to market. In our experience Everyone wants a repeatable sales process that exploits the opportunity for their products. Some succeed fantastically, Some fail miserably,But the majority of us live somewhere in the middle – Products sell, but are difficult to sell, sales teams complain, missing features, hard to beat competition, etc.In extreme cases company restarts are favored where existing sales teams are purged and replaced with others – that either sell or fail.
Mike did almost everything right.His product did sell, so it did meet customer expectations.But not all teams did as well. There was no uniformity in the success of the teams.
Question:Looking back, could Mike have done anything different to improve the sales of his product?Answers:Nope. Fire the bad sales people. Do more/better outbound marketingTalk to customers moreImprove thesales enablement process Give bigger discountsDiscussion:When sales motivation becomes poisoned, it is much more difficult to rebuild confidence. Sometime firing them is the only way to proceed. If your product is luck enough to be strategic it might be the decision of management. Let’s try to avoid this…In this case the product does sell. Assume we analyzed the information and it wasn’t regional in nature… Again, in this case the product does sell. Perhaps Mike needs to be in front of customers to sell (that is to say do the Sales and SE’s job…).Possibly the biggest ROI – help the Sales and SE be more proficient at selling the product – we’ll discuss how in the next slides.Discounts discounts discounts…. Price is the easiest to blame. But in typical B2B sales scenario secondary to TCO, Perceived Value, Suitability of Purpose, etc.
IDC said it well. We just plagiarized.The IDC definition focuses on the right message, the right person and the right time; Get one of these wrong (wrong person, wrong message, wrong time) and you are setting yourself for failure. And failure should not be an option.I searched for B2B centric Go-To-Market kits that did not have Sales Enablement (or its sibling – Sales and SE Training) and found none. SO we all know that getting sales to sell is important.Key takeaway here is that:It is not just important to teach them to sell.Don’t allow them to fail. Make them win the first deals. Once they have a few successes then they can fight it out with the big boys. Build their confidence and don’t let them fail.
These are common.We’ve seen these everywhere we worked. Some teams are better than others.As sales managers and PMs - Were we to blame for some of this?We believe so.
Being Product Managers, almost everything we do is based on assumptions that customers:Have a painThe pain is acute enough to want a new productOur product will ameliorate the pain (or at least appear to) The customer will put 2 and 2 together and buyThere are many more assumptions made during development…We try to get proof. We market research, conduct interviews and etc.But some (many) assumptions remain unproven. These can blow up when a sales team assumes they are proven and position them as absolutes.Early sales failure kills momentum and can kill our fledgling product.
Wherever I worked qualification was a battle; everyone wanted a “shotgun approach”: long lead lists and a huge funnel.Everyone was also disappointed when conversion rates between leads to opportunities to closure was single digit or very low two digits.It didn’t just make Salesforce reports look bad – it killed sales motivation. It is better to have ten closable deals than have sales chase 100 leads of which 12 are closable. That will end up with sales closing very few, with heavy discount, and lack of motivation to continue.
Canned messages are the first messages we write at the office. Usually, they require a great deal of honing to become effective.Unless progressively honed and shared, (in a virtuous cycle) sales will ultimately create and use their own versions.
After launch it usually takes a rather long time to get references and create a good arsenal of competitive tactics in the field. At this stage every little bit counts. Instantly sharing competitive insights and anecdotal stories helps other teams win deals.
Mike the PM asks: What are the best tools to manage referential and competitive data for new product and feature introduction?EmailCRM Reports Phone calls Portals ChatterNone of these tools work very well
In this day and age collateral is king. PDF, Word,PowerPoint, ExcelFor new products, this approach can backfire as misleading data becomes pervasive and detrimental to the early sales effort.
In this day and age collateral is king. PDF, Word,PowerPoint, ExcelFor new products, this approach can backfire as misleading data becomes pervasive and detrimental to the early sales effort.
1. Configure your knowledge management system so that searches that do not produce good results trigger an automatic flag for your product’s PM.2. Mention that this is a title view