Passing the Knowledge
By David Shoaf
It isn’t easy for a group of product and marketing to pass their accumulated knowledge to the company’s sales force. For many, doing so is unfamiliar territory. Why? Because the motivations and perceptions of a successful sales force is orthogonal to product marketing functions.
Let’s take a look at why this is.
Prior to my career as a product manager, I was a quota-carrying, territory-based sales guy in business-to-business accounts. I was on the receiving end of product management training many times. Of course, the product managers are enthusiastic—they need to be, but I didn't like the training because they weren't answering the Top 10 Sales Questions.
Most product managers understand their products inside and out; they have deep product knowledge and they’re usually pretty good at translating techie-speak into value propositions. What product managers do not understand is that this knowledge alone is insufficient for motivating the sales rep to get it sold.