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Invite people not only from Product & Tech, but also Support, Sales, Training, and any other relevant group. Hold a recurring meeting once per month that gets you in front of a cross-departmental audience. Create slides to walk the audience through: What’s been happening with the product (e.g., recap the last release, usage data).
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.
It may take a bit of a leap of faith to invest in a differentiation strategy that won’t immediately translate into ROI, especially in a pandemic, but you can’t sacrifice innovation and sustainability for short-term revenue. The general gist of that is you need to be both differentiated to be attractive to buy in the first place.
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.
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.
You can create salestraining and prepare go-to-market plans for upcoming feature launches months in advance. This involves defining the core user(s), articulating the user’s “ jobs to be done “, and identifying how the company is differentiated. You can align on direction. Everything flows from this vision.
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.
What they’re doing is they’re teaching for differentiation. They’re teaching for differentiation. What’s their ideal customer, their ideal customer is someone who’s a little bit more sophisticated on the salestraining bit, right. And you’ve got a head of sales enablement.
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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