how new sales enablement tactics will speed up enterprise product sales
Post on 14-Sep-2014
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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 referencesTRANSCRIPT
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How New Sales Enablement Tactics Will
Speed Up Enterprise Product Sales
AIPMM Webinar Series
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Association of International Product Marketing & Management
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Participants get access to a free download of the brand new 2014 whitepaper :
Sales Enablement Tactics for PMs and PMMs
Participate and Win!
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Today’s Speakers
Moderator:
Cindy F. Solomon, CPM, CPMM Founder, Startup Product Academy
Presenters:
Assaf LitaiAviv Ben ZeevCo-founders, Contondo Inc.
www.contondo.com
© 2014 Contondo Inc.
Sales Enablement Tactics for PMs and PMMs
AIPMM / CONTONDO / STARTUP PRODUCT ACADEMY
All participants will receive an early version of our new white paper:
“Sales Enablement Tactics for Product Managers”.
Participate and Receive!
Empowering product managers to drive sales.
The Contondo toolkit helps you establish sales momentum for your new product.
About Contondo
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
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
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…)
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…)
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:
5 Common Traps During Early Sales Enablement
Sales Enablement Tactics for PMs and PMMs…
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
“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
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
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
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?
“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
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
Tips for Avoiding the Early Sales Enablement Traps (Demo)
Sales Enablement Tactics for PMs and PMMs…
Contondo DemoMobile 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:
Contondo DemoScenario Based Messaging
Knowledge portal should be set up like Sales and SE think - in terms of opportunity scenarios.
Tip:
Contondo DemoScenario Based Messaging
Contondo DemoScenario Based Messaging
Contondo DemoScenario Based Messaging
Contondo DemoScenario Based Messaging
Contondo DemoScenario 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:
Contondo DemoHandling Assumptions
Always track your unproven assumptions and mark them as such.
Tip:
Contondo DemoHandling Assumptions
Sales and SE are prompted to corroborate assumptions by voting helpful or participate by editing the wiki message
Contondo DemoCustomer Qualifications
Create customer qualifiers that minimize the opportunity cost by ensuring the teams win the early deals and avoid wasting resources.
Tip:
Contondo DemoCustomer 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:
Contondo DemoManaging References and CI
Getting early feedback from the field should be as easy as 1-2-3
Tip:
Contondo DemoManaging References and CI
Your systems should share referential and CI feedback instantly with all users.
Tip:
Contondo DemoManaging References and CI
Your systems should share referential and CI feedback instantly with all users.
Tip:
Contondo DemoManaging 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:
Contondo DemoManaging 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:
Contondo DemoManaging 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:
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:
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:[email protected]@contondo.com
Twitter: @ContondoMediaFacebook: https://www.facebook.com/ContondoMedia Linked-in: http://www.linkedin.com/company/contondo Website: http://www.contondo.com
© AIPMM 2014 www.aipmm.com
Q & A
Moderator:
Cindy F. Solomon, CPM, CPMM Founder, Startup Product Academy
Presenters:
Assaf LitaiAviv Ben ZeevCo-founders, Contondo Inc.
www.contondo.com
© AIPMM 2014 www.aipmm.com
New white paper
“Sales Enablement Tactics for Product Managers”.
Download Whitepaper
http://startupproduct.com/contondo/
© AIPMM 2014 www.aipmm.com
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