Nikhil Balaraman

* Short answer: build the framework, but allow people to be creative. Don’t micro-manage every single email. But maybe run some audits and always be close with the SDR leaders, and get a good understanding for why they are getting rejected/hearing no. * Long answer: * PMM, and especially Brand marketing, are going to be helping in setting the tone and narrative of how we talk to prospects. For many of these prospects, the outreach from SDRs will likely be the first time they have direct contact with the company; so, PMM’s role should be to ensure that we’ve set up a framework that gives teams the freedom and flexibility to adapt their language to specific audiences as needed, but that the messaging remains consistent. * To get more specific, I would say that the PMM team will set up a structure for expressing the company’s key value props. Under those value props, you might want to create a matrix (could just do this on a spreadsheet) of Persona x Vertical and then fill in those cells with specific use case collateral or customer case studies. So if I sell to IT, and one of my key value props is “Trust”, I would have a matrix that look something like industry: finance, tech, retail on one axis and title: cio/ciso, vp/dir eng, vp mktg, dev on the other axis. In each of the boxes I would want to provide SDRs with easy to access to case studies, one pagers, or even just key quotes that would appeal to that audience. * This might be a little bit too tactical but it gives you a sense of how you can use a framework -- in this case key value props -- to help organize content and ensure that people have the flexibility to pull what content might be most helpful for them, but still have that content organized in a way that they’re all saying the same thing (e.g., Hi Jane, I saw you’re recent data breach at Y company in the news. Well here at X we’re on a mission to [mission statement] by providing products that [val prop 1, 2, 3]. Here an example of how your competitors are using us to keep their networks safe [pull from matrix]! I’ll give you a call tomorrow at 10am to discuss further.)

I think the mistake here is making it too long. I’d suggest an inverse triangle approach, and keep it short depending on the length and purpose of your briefing, probably no more than 5-10 slides. My typical lay out is: 1. Company slide (founded in, team, key logos, etc) 2. Market context (TAM/SAM/SOM as needed) 3. Problem statement: Key persona & pain points 4. Unique perspective: What’s your thesis/why you 5. Product overview: Perhaps a traditional marchitecture slide to start and then some screenshots or even better a 10min product demo walking thru a fictional user problem 6. Customer case study, ideally with metrics 7. End on questions/discussion points you have for the analyst As you think thru your talk track, make sure to really frame your language in the same language that the analyst your talking to uses. Talk about the category the same way they do, and just be honest with them about your products strengths and weaknesses. Analysts are curious people and enjoy learning about new things, they will ask you lots of questions. Make sure that you’re giving them the right path of questioning to go down so that you can also take away valuable insights from the conversion!

* Instead of focusing on the features, start with the use case -- why are we launching this we sub-product? What problem does it solve for our key personas or existing customers? Do we have examples of users adopting this product? * Once you have an understanding for how/why people are actually using this, then move a step up in the pitch to the messaging. How do we frame the problem that our prospects or current customers are actually having that this new product/enhancement addresses? Ideally, the messaging for this feature will tie into the broader messaging for the main product/company. * For example, at Uber Freight, we released a new product to help shippers (companies) connect with any trucking company via the Uber Freight tech stack. This solves lots of inefficiencies that exist in the market today, and has the added benefit of feeding into our mission which is to simplify the movement of goods and help communities thrive. Instead of focusing on the exact features, we can tell stories of how this helps our customers gain visibility into their shipments, helps truck drivers gain access to more freight, and helps the entire market by improving transparency and efficiency. * If you’re a technical product marketer, you may want to also think about how you train different audiences. Everyone, but especially, the Sales and CS teams should be trained on the narrative. Your SE teams will likely need to be trained on the technical details and ease of implementation (or reality of implementation)...especially if your buyer/decision maker persona and the user or implementer are different (e.g., buyer might be VP of Marketing/eComm; implementer is actually the dev team or website team)

* It's going to be hard in the early days becuase you'll have a lot to do, and the partner channel probably is non-existant until ~20m or so in ARR. If you're selling into regulated industries this might vary/be sooner, but your main focus should be on enabling your internal teams. * Good news is that once an official partner person is hired, you should already have some assets ready to go! Most of your existing assets can probably be lightly customized so that your messaging and positioning stay consistent, but speaks to the new audience. Maybe a few new assets that the channel can use if more of a sell-thru relationship vs. sell-with. * After a few deals materialize, hopefully a pattern will emerge and you'll see if it's more of a downmarket partner motion (e.g., Canva or Hubspot; selling thru marketing/brand/design agencies to SMBs) or more of an upmarket partner motion (e.g., Microsoft, Salesforce; selling thru GSIs to F50 companies). If you're seeing especially fast channel growth (say something like 20%+ of pipeline coming thru the channel), then definitely dedicate a PMM to that channel!

* Generally, product marketers and sales enablement should work hand-in-hand as they are some of the most cross-functional roles in any organization. Because of their cross-functional nature, these roles need to be closely connected in order to coordinate messaging, launches, new asset distribution, new campaigns and more across multiple functions and departments. * Organizationally, it’s not uncommon to have sales enablement and product marketing sit in the same org, with some of the roles of sales enablement (such as time to ramp, % of reps at quota, etc.) owned by a sales or revenue operations role which sits in the sales org. * Functionally, Product Marketing is going to own the narrative. PMM typically works across the organization to help understand and give shape to the vision, and then translate that into a mission, values, and positioning that form the narrative which then guides all asset and collateral development. Sales Enablement ensures that the sales teams are fully trained on how to communicate that narrative, and how and where to most effectively use those materials in the sales process.

* I actually came to PMM from an SE role/background and would highly recommend people who are in technical roles consider PMM! The best part about this transition is that you're already trained on how to be an expert on the product, and how to best address and identify customer pain points, and craft solutions for those paint points. * Specific to making the transition from an SE or technical account manager role, I think the easiest step is to get involved with PMM is to provide feedback on pitch decks and ideas for new collateral. One of your biggest assets is also your customer relationships, so use that time with customers to ask them about how our product can do more for them, or what use cases they wish we solved. Maybe we do actually solve that today, but our message just isn't getting out there...and maybe a new space that needs a dedicated PMM of which you can end up becoming the lead!

The chasm framework makes it seem like there's just one magic gap that needs to be jumped across, and then you can just set your sales and marketing efforts to autopilot and go on an indefinite vacation. For some companies that may be true...Zoom definitely had an exogenous force push them across the chasm. For most, I think you're always going to be feeling like you're on the early side of the chasm staring across the strait at the promised land. As it relates to B2B, I think the best thing to do here is really to focus on understanding the market pain points that your solution addresses, having a strong messaging framework with key value props that are backed up by case studies and strong product use cases, and then activating the channels that are best suited to speaking to your key personas.

* At a high-level the goal is likely to make sellers more productive in some sense. Probably by making them more effective or more efficient. Let’s just call this “go-to-market readiness” as this is typically a key pillar of any sales enablement team. * GTM readiness is likely the success metric that is going to be most inspected/cared about. So you’ll want to be tracking things like time to close, deal velocity, deal size, churn (if trial to close), or any other metrics that are standardized and easily reportable via your CRM. Other GTM readiness metrics that would be especially relevant for orgs that are quickly growing include things like time to ramp for sales reps (could be measured by testing/quizzing for proficiency in combination with quota attainment), % of reps at quota, etc.

* There are 2 main ways of tracking for success: Consumption Metrics and Outcome Metrics * Consumption metrics -- these metrics should be shared/co-owned amongst Enablement, PMM, and Content teams * Content views * Collateral usage * Quiz scores (used as an Enablement metric when rolling out new messaging) * Outcome metrics -- these are more Enablement specific metrics, but PMM should definitely be attuned to how new launches and especially new product positioning affects these metrics * Win rate * Deal size * Deal velocity * Time to firsts (first opp, first deal, quota attained, etc) * In the end, the enablement function should work with leadership on what strategic initiative is being prioritized, and build out a program to solve for it, using benchmarks and metrics to measure for success. * For example, if the goal is to double the sales team, there needs to be a scalable onboarding program to ensure productivity early. A KPI might be, time to create first opportunity, time to create second opportunity, and same for deals. You’d want to start tracking how long it typically takes for a seller to create an opp after your onboarding, as well as some other early metrics, and then implement a program for onboarding and training reps, and compare those to your previous benchmarks. * Another might be wanting to reduce your sales cycle time. You’d want to identify what are some blockers within your sales process and work to remove those and compare your new cycle times to your previous.

* Having been through several of these at a few different companies, the advice I would offer is that for joint-sessions focus on the biggest impact announcements (e.g., new product demos, fireside chat with a major customer w/ Q&A, new company vision/mission, etc.), and make sure to put the time, effort, and energy into producing the content for these sessions--these assets can all be reused, and it’s an easy way to get the team excited. Have these sessions be less about Q&A and more of a one-way street in terms of content going out to the audience is typically better for everyone in the room. * The individual team sessions should be used to focus on what’s relevant to those teams so that you can get focused Q&A that will be valuable to everyone in that room. Share wins/losses/learnings from big deals/top reps, train on new processes or collateral (e.g., pitch decks), go over new comp plans or territories (these probably need their own day to cover…).