Alysia Baker Eve的动态

SaaS marketers — your internal teams are an often untapped resource for ideas, messaging direction, and market insight. But most are doing it wrong. Why? They ask for marketing ideas. As soon as you frame it this way, you put your non-marketer colleagues in the wrong mindset. They try to think like you - like a marketer. But it’s unnatural to them. They lose their authenticity and you’ll struggle to get the output you’re looking for. Instead, immerse yourself in their world. Shadow them and join their meetings. Go into observation mode. Listen to what they’re talking about and why they’re talking about it. Use their real-world experiences as a resource. This isn’t an extensive list, but some of the teams you can leverage by shadowing them are: Sales ? What language do prospects use, what challenges do they face today, which are the most common? ? How do sales sell the product to prospects and how do prospects respond?? ? What are common objections and how do sales handle them? Product ? Get deeper product knowledge, the pains it solves and competitive differentiation ? Understand the most used areas of the product/most valuable features ? Understand product roadmap, future capabilities and the pains it solves Customer Success ? What do customers value most in the relationship/what unexpected value do customers get that they didn’t expect? ? Which customer segments are the most successful and deliver the highest LTV? ? Understand why customers churn or get stuck with the product & where educational resources might be needed to aid retention Tap into the different teams across your business and you’ll cut out the guesswork and get the raw insights you need to create or improve marketing initiatives. #saasmarketing #b2bmarketingstrategy #marketinsights #messaging #demandgeneration

Why do some SaaS products thrive, while others fail? (As a new product marketer, I’m learning this.) Here are three lessons I’ve picked up so far: ??Customer feedback is everything. At every stage, it’s your guide. From surveys to support tickets. These tools uncover pain points. They show what users love and what they don’t. Without this, the product can lose its edge. ??Positioning starts on day one. I learned this through social media work. Clear messaging isn’t just nice to have. It sets the tone for everything else. ??Who’s your audience? ??What’s their problem? ??How does your product stand out? Answering these creates trust and alignment. ??Collaboration is the secret sauce. I’m still figuring this out. But one thing is clear—marketing isn’t solo work. You need sales, product, and customer success. Understanding their goals makes your work stronger. I’m new to product marketing, but here’s what I know: Customer focus, clear messaging, and teamwork win. What’s the best lesson you have learned in your role? #productmarketingmanager #linkedinconnections

I'm often getting asked about our Allbound approach to GTM and was lucky enough to be invited on Sequel.io's Game Changers webinar series to talk all about it! Everyone knows the terms "inbound" and "outbound" and how it can put a wedge between marketing and sales. What separates teams is having different goals and ownership. Marketing having an MQL target and Sales having a revenue target causes friction when they aren't working in harmony. I.e. too many MQL's but not high enough conversions across the sales cycle ultimately leading to missed revenue targets. Allbound aligns teams and pays everyone on revenue: ?? Shatter silos: Allbound shatters the existing silos within organizations by aligning departments as one GTM team. By bridging departments within the business, teams share a pool of insights that enables them to act quickly and work more efficiently towards their shared goals. ?? Accelerate opportunities: Uniting everyone within one team allows you to target the same personas and ICP - the result is not only a substantial decline in cost per opportunity but also improved business efficiency. This paves the way for the sales team to shift from merely filling the top-of-the-funnel with leads to actively accelerating opportunities with the help of marketing. ?? Be more customer-centric: Bringing together the best of both the inbound and outbound strategies, the Allbound approach shifts from quantity-based goals to an enriched quality of customer engagement. This helps improve buyer experiences and get a better understanding of their journey. What's your winning strategy right now?

How do you get key stakeholders in your company telling the same story based on the approved product positioning and messaging? An inclusive approach to your positioning process is the best way to get buy-in and develop consensus for your positioning and messaging. It should include informal and formal input and feedback loops with key stakeholders in sales, marketing, analyst relations, public relations, consulting, product management, support and management. Start by making everyone aware of the process and let it be known that you are seeking input and feedback from start to finish. Involving sales early and often throughout the positioning process is especially important for several reasons including it’s a step toward solving the alignment problem that plagues most B2B software and technology companies. Once you have created your initial high-level messaging, share it with key stakeholders and get their feedback and input. Use what they tell you to make changes and additions and then share the new work with them. It may take another feedback loop or two to develop buy-in and consensus, and when you do it’s time to get management approval. By doing so, you will overcome the biggest obstacle to successfully positioning your product – getting management team members to actually use your product positioning and messaging instead of their own special story about the product. The inclusive nature of your positioning process should break down internal resistance some have to any work other than their own. As you might expect, getting company-wide buy-in to your product positioning and messaging can take time and patience. But if you are like most companies, it takes way too long to create every piece of marketing content because so many stakeholders have a say while it is being created. Instead let them have a say during your product positioning process, so when you use it in your marketing content, they will like the content and approve it immediately. #B2B?product marketing?#B2B marketing #B2B sales #B2Bsoftware?#revenuegrowth?#gtm?#saas #positioning?statement?#messaging #revenuegrowth #B2B positioning #B2B messaging

If you want to enhance alignment across teams, revenue enablement is the answer ?? All too often, the likes of sales, marketing, and product teams can become siloed. The result is a disjointed experience for the customer ?? With revenue enablement, everyone will work as a cohesive unit, providing better insight into what customers want. This translates to consistent messaging for buyers throughout different touchpoints and the transition between different departments will be quick and frictionless ? Three more benefits here ?? https://hubs.la/Q02JJLD00 #Alignment #Collaboration #CustomerJourney

Did you know that as far back as 25 years ago, sales enablement started as one of the key pillars of product marketing (PMM)? I remember taking a course by Pragmatic Marketing in 1999 on product marketing. We spent about 20% of the course discussing sales enablement strategies and tactics. While the term "sales enablement" gained a lot of prominence in recent years, its roots are firmly planted in the history of product marketing. PMM and sales enablement have long worked hand-in-hand to drive revenue, improve customer engagement, and streamline sales processes. The course taught me a lot of about technology marketing and also served as a strong foundation for the rise of sales enablement, SalesHood and my book Enablement Mastery. The role of product marketers in supporting sales teams has always been crucial, but the current business landscape has only heightened the need for PMM to be central to sales success. As we navigate a resource-constrained world, where companies must do more with less, the collaboration between PMM and sales enablement is more important than ever. Leaning on PMM for sales support and sales content across the customer journey is not only a strategy for growth but a business imperative in 2024 and beyond. Watch for more on this topic coming soon. What are your thoughts on the evolving roles of sales enablement and product marketing? Let's discuss!

?? GTM Enablement = The Glue for Product Success A great product alone isn’t enough. If sales can’t sell it, marketing can’t position it, and customer success can’t support it, the launch will flop. What is GTM Enablement? It's the process of ensuring all teams—sales, marketing, and customer success—are equipped with the right tools, training, and resources to launch and scale a product successfully. It turns strategy into execution and keeps teams aligned. Example: Imagine a SaaS startup launching an AI-powered analytics tool. Without GTM enablement: ? Marketing runs generic campaigns that don’t target the right audience. ? Sales struggles to articulate the product’s value. ? Customer success lacks the knowledge to onboard users effectively. With GTM enablement: ? Marketing positions the product with clear, compelling messaging. ? Sales teams have a playbook to navigate objections and close deals. ? Customer success is ready to support adoption and retention. Don’t let silos slow you down. Invest in GTM enablement, empower your teams, and turn strategy into results. #GTM #SalesEnablement #GoToMarket #Growth

It is Sales Kickoff (SKO) season, so for my #ProductMarketers out there--this one is for you. ------------------------------------------------------------------------------- 2025 reminder on what Product Marketing does: - Focus: #Positioning, #messaging, and the overall value proposition of the product or solution. - Goal: Ensure the product resonates with the target audience by understanding customer needs, industry trends, and competitive differentiation. - Activities: Crafting product #narratives and value propositions; creating sales #enablement tools (e.g., playbooks, one-pagers, pitch decks); managing product launches and go-to-market strategies; conducting customer and market #research for positioning; collaborating with product/engineering teams to shape the roadmap. - Impact: #New business creation, market fit, #adoption, and alignment between product, sales, and customer needs. Product Marketing, is and should be: - Strategic vs. Tactical: Product marketing is foundational—it sets the tone for messaging, #differentiation, and market #positioning, which informs how other functions like lead gen or events operate. #Customer-centric: Product marketing bridges customer needs with product capabilities, ensuring all marketing campaigns resonate with the target audience. Cross-functional: Product marketing serves as a connector across product teams, sales, and marketing to ensure alignment and consistency in go-to-market efforts. ---------------------------------------------------------------------------------- I always tell people I am on the "nerdy" side of marketing, spending a ton of my time asking, listening, researching, iterating, and understanding technical specifications. So before you spend all of January/February 'making things pretty', remember to do it intentionally.

What if 67% of your sales team never practiced their pitches and only got feedback at random? What if Product Marketers are underutilised or aren't confident enough to step up and help with sales enablement (say 86% of the time) (ok, I made this stat up for effect). James Pursey Replicate Labs has compiled a sobering State of Sales Enablement report that might blow your mind and as a product marketer/occasional dj I wanted to make an extended 12'' re-edit of his report, creating an ecosystem you can build, to fly the flag from the perspective of #productmarketing. I also drew out findings from the State of Product Marketing 2024 report in relation to sales enablement Product Marketing Alliance / Richard King) (type FOLLOW in the comments to get access to it) ?? We all want to know how to improve sales performance and achieve better outcomes. ?? The real issue is that current sales training focuses too much on theory and not enough on practical, buyer-centric training. < something product marketing can help with ?? How we see things drives what we do. Our beliefs shape our actions, and they don't change quickly. For sales training to work, it needs to be based on real-world scenarios and customer insights. This makes the training relevant, practical, and directly useful, leading to better engagement and performance. ?? To achieve our goal, we need to integrate product marketing, traditional marketing, traditional sales, and practical, buyer-centric training from Replicate Labs into a unified system. ??? Create training content based on customer insights, run realistic role-plays, and gather continuous feedback to improve programs. Ensure marketing and sales strategies are aligned, and use data to monitor and enhance performance. ?? By integrating these elements, not only do we improve sales performance and outcomes, but we also create a resilient and adaptable sales force. This ensures that your team can respond to market changes and customer needs, leading to sustained success. No full time product marketer? No problem. At least by reading James's report you can discover how you can emulate, even temporarily, product marketing behaviour/mindset/drive to proactively help out...... and sales teams, yes you! don't be afraid to reach out for help from (product) marketing too. Works both ways.. #productmarketing #salesenablement

?? Why are we building what we are building???? A critical question for every organization, product & engineering team. More often than not, we find that product, customer success, sales, and others within an organization are not aligned on the answer to this question. They don’t understand or cannot clearly articulate the ‘why’ behind what they are creating which has massive ramifications from spec and build to product marketing to actually selling and using the solution. To help simplify this, I’ve found these 4 buckets quickly enable teams to classify the ‘why.’ If it doesn’t fall into one of these, chances are you should have some hard conversations as to its importance. (Note: sometimes there are good reasons to build things outside of these 4, but those are the exception) Help us Win More:? Features/solutions that give you a competitive edge or put you on par with competitors in areas you've been losing deals. Help Us Sell More:? Enhancements that increase average selling price (ASP), gives us a natural progression for upsell or cross-sell. Help Us Keep Clients:? Updates aimed at reducing churn, improving stability, and user satisfaction. These can be tech debt, uptime, and things that create friction or frustration. Open up new or expand markets:? Innovations that open new markets or regions, like adding languages, new security certifications, complying with regional data security standards, etc. This expands your Total Relevant Market (TRM) that you can sell into. If it doesn’t fall into one or more of these, why are you doing it? After this quick classification, you then want to dive into how much.?How much will if this this category? How much do we expect it to increase ASP, win rate, etc.? This helps us determine how we will measure success and the potential impact a roadmap item may have. Finally, with your PMs & PMMs, map this on an effort vs impact matrix and see what shakes out! What did I miss? #prodcutmanagement #prodcutmarketing #product strategy