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We (the product managers) are the experts in our product: We know who it’s for, we know why it’s better, we know its differentiators, we know the stories of pain our prospects are suffering, and the glories of the successes of our customers. So, we should be good at least at some parts of selling it. Follow the rules.
SalesTraining on Customers vs. Products. The goal is to make sure sales dialogues lead with a strong vision and a differentiating value story that’s supported by all products. When it comes to salestraining, products play a supporting role, not a leading role. Product Demos. Demand Generation.
SalesTraining. The goal is to make sure sales dialogues lead with a strong vision and a differentiating value story that’s supported by all products. When it comes to salestraining, products play a supporting role, not a leading role.
If someone asked me to compete with most organisations today, I wouldn’t fuss with innovation so much or think of competitive differentiators, I’d just solve the problem of how time is spent organisation wide, and try and build a company that does the same thing, with less distractions. Meetings also have a way of procreating.
You know, I think we always want to tell an interesting and unique and differentiated story but we don't want to just make it up. So as part of your launch plan to then do you have a sort of sales enablement and salestraining piece of it that your group handles? And then I think we look in the market for validation.
You know, I think we always want to tell an interesting and unique and differentiated story but we don't want to just make it up. So as part of your launch plan to then do you have a sort of sales enablement and salestraining piece of it that your group handles? And then I think we look in the market for validation.
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