Sales Enablement

Would love to get your perspective on generating excitement around your new product, vs. continuous enablement on the core capabilities of your solutions

I'm in Fintech, a world of ever evolving nomenclature - i feel like there is new jargon every day.

Im not sure how i can structure this document, but i have (numbers) on how our product benefited the customer and why they chose us over a competitor and multiple quotes from different customers. What is the best way to tell a story?

What should I do differently? Developers do not want to be sold to.

As B2B product marketers we want to be able to identify which sales enablement assets (i.e. one pagers, pitch decks, etc) are the most impactful to guide future resoure investment decisions but oftentimes tracking of these materials can be challenging since it frequently requires manual tracking on the part of the sales team.

I have one stakeholder who really should only be an inform but is acting like a decision-maker, and the conflicting feedback I'm getting is prolonging the creation process 5x. I've also got a design team that needs a lot of handholding, which is difficult for me since it's not my specialty.

The product in question is related to energy management and caters to diverse verticals such as agriculture, paper production, and crypto mining. While typically a PMM would craft distinct buyer personas for the purchase journey, handling multiple verticals might result in around 15 personas, which is too much. How do you approach buyer personas in this case? Are personas still essential in this case?

For companies without dedicated resources for competitive intel/ analysis, how do you ensure its contribution to product development and/ or sales & marketing strategies? How should this be regularly practiced/ managed by PMMs?

What are good ways to learn about the field's approach, prospect priorities, etc.