Wade Lowe’s Post

The dynamic between product and sales teams often reads like a classic love-hate story. Isn't it? Sales team aims to tailor a solution to individual customer needs, while product team strives for a scalable product that caters to the majority. This intersection often leads to tension between the teams. After much reflection, I've come to believe that as product managers, we should the ones bridging this gap. It's our responsibility to equip the sales team with a deep understanding of our product - who it's for, what problems it solves out-of-the-box, and its potential through configuration, customization and extension. But equally, carefully listening to the sales team and incorporating their feedback is crucial for the future product improvement. Ultimately, we are focusing on the same, one goal - to help as many people as possible to address their needs with our product ♥️ At Spryker's recent global Go-to-Market kick-off in Berlin, we used this exact approach. The positive feedback from the sales team was overwhelming, confirming the massive value of such approach. I'm confident that this approach will result in a growing, satisfied customer base within our Spryker ecosystem. ✨ Fellow Product Managers, how do you create synergy with your sales team? Any additional strategies you've found effective? #ProductManagement #SalesCollaboration #TeamSynergy #CustomerSuccess

Dear founders, until you have product/market fit, YOU need to be on the front lines. Why? Because that's how you'll truly understand the market. You have to hear directly from customers to know what they really want and need. Delegating too early means losing touch with the pulse of your market. Through these frontline interactions, you'll gain insights that will shape your product roadmap and go-to-market strategy. Only once you've found that product/market fit can you start building out your sales and support teams. 

If you're looking for a leader who can take your sales, marketing & customer success to the next level, PM me to connect to a RevOps revolutionary. It's hard to connect the dots on how the various teams drive the bottom line, but not when you've got a RevOps leader who has experience across, sales, marketing & customer led orgs and knows how to reveal what's working, what's not, and plot the course for all teams to move ahead across the revenue finish line.

Why does it feel so hard just to sell a product…could it be you’re solving the wrong problem? See…we used to have different products, to solve different problems. Has something gone wrong? Did we lose our way? Or has everybody just got very confused about the problem they solve? Or is everybody trying to solve every problem? Not happy with solving what they solve…they want to fix everybody else’s problem too? The problem here is: Product Market Fit. You can’t Go To Market if your product isn’t really damned good at solving one particular problem. And you’ll make hardly any headway…if you can’t define tightly…that problem. That’s why it’s called: -Product -Market -Fit If it feels hard for you, there’s a good chance you’re solving the wrong problem… Or you’re just not sure what that problem is? #CEO #vpsales #salesmanager #salesdirector

Very interesting Article of Ronke Majekodunmi, MBA : #mindtheproduct #productmanagement #productmanager Product-led sales is product management Our customers are like us. We have to understand that they want bonuses, pay raises, and promotions just as we do. As product managers, it’s our mission to position them as heroes within their organizations by providing products, solutions, and services that solve their unique problems effectively. We’ve entered the age of the customer, where traditional sales strategies have become obsolete. Frankly, our customers are busy and don’t want to feel like they're being sold on something. They want to solve their company’s problems in their own way and in their own time. They want less human interaction, and they want products that will make their work life better. What is also driving these changes in posture is the need to experience the product’s value before making a commitment, which, oftentimes, are multi-year contracts that need to be budgeted for. In these financially uncertain times, potential customers must ensure that there is value in the product by experiencing it first. Today, power users now have a seat at the table when making decisions as to which products, solutions, or services to purchase for their organizations. Empowered with buying power, they are trusted by their leadership to research, recommend, and, in some cases, make the purchase on behalf of the organization. It’s crucial, therefore, that we make it easy for them to subscribe to free trials and make purchases independently without having actually to talk to anyone. Their end-to-end journey should be effortless. With this shift in purchasing in mind, as product leaders, we should be leading a cultural change in our organization that will accentuate building, developing, and launching self-service and free trial-driven products. By aligning our product business model with customer expectations, we anticipate not only increased sales but also greater adoption and retention rates. Ronke Majekodunmi, MBA Product Management Leader

Sales teams always have the most valuable feedback for Product Managers. Why? There's no sugarcoating involved. ____ Your sales team has the best insights on 👇 → Deal breaker features → How your product is perceived by people → Pain points → Competitor pricing → Purchasing behaviour → Why did prospects choose your competitor ____ Your sales team should be the main source of information. It's in their best interest to help you build a successful product. Their career literally depends on it. #salesfeedback #feedbackmanagement #productmgmt #productsuccess

Being an enabler in revenue enablement isn't just a fancy title (although it is pretty fun to say). It's a role that lets you have a real impact on the success of the sales team, and that's something I find incredibly rewarding. Here's why why I love being an enabler: ✅Witnessing growth: There's nothing better than seeing a rep take the skills and knowledge you helped them develop and absolutely crush their goals. Being part of their success journey is motivating and energising. ✅Solving problems creatively: Revenue enablement is all about identifying roadblocks and crafting solutions. Whether it's building a killer sales playbook or developing a training program that sticks, I love the challenge of finding creative ways to empower the business. ✅Collaboration is king: This role thrives on collaboration! From working with sales leaders to understand their needs to partnering with marketing on content creation, there's always a new perspective to learn from. ✅Never a dull moment (my favourite): The world of sales is constantly evolving, and revenue enablement has to keep pace. There's always a new technology to explore, a new sales methodology to learn, which keeps things interesting and intellectually stimulating. ✅Seeing the bigger picture: Revenue enablement sits at the intersection of sales, marketing, and customer success. It allows you to see how all the pieces of the puzzle fit together to drive revenue growth. It's a strategic role with a tangible impact on the company's bottom line. #revenueenablement #enabler #salessuccess #salestraining #salescoaching What are your favorite things about being an enabler?

I once had a job where I would sit in stakeholder meetings with our leadership group to discuss our product roadmap. I would frequently talk about our closed lost sales reasons and what features were lacking or missing. The support leader would talk about what they were hearing from their teams. Our CEO would throw in his two cents about the direction they thought we should go and our dev leader would try to prioritize the fastest wins that would make the biggest difference. We could have been better. What we should have done is talk to the people that talk to the customers the most often. They are the ones who are having the conversations with your current customers or prospective customers. They are the ones hearing about issues with reporting, feature parody that is missing, or promises that were made but never delivered. If you want to build your product the right way invite your front-line support reps, CSMs, and account executives to the table. Have them work closely with product and you will be amazed by what you walk away with.

🚀 Unlocking Sustainable Growth: Beyond Sales Teams to Product Excellence 💼🌐 In the pursuit of growth, sales teams play a pivotal role, but let's not overlook the indispensable contribution of a stellar product. Here are 3 crucial lessons on why a winning product strategy is equally vital for achieving sustainable growth: 1️⃣ Product is the Foundation 🏗️🌱: While a dynamic sales team drives revenue, a groundbreaking product lays the foundation. A stellar product not only attracts customers but retains them. Investing in product excellence ensures a robust offering that aligns seamlessly with market demands. 2️⃣ Customer-Centric Innovation 🎯🛠️: Sales thrive when the product speaks to the customer's needs. Prioritize customer-centric innovation. Listen intently to customer feedback, adapt, and evolve the product to address pain points. A product that resonates with its users is a powerful catalyst for organic growth. 3️⃣ Holistic Growth Strategy 🔄🚀: Balance is key. Rather than an either-or scenario, integrate sales and product strategies. Align them with a holistic growth vision. Synergy between an effective sales force and an exceptional product positions a company for sustained success in the long run. In the growth journey, sales teams and product excellence are symbiotic forces, each enhancing the other. Let's recognize that achieving sustainable growth isn't just about selling—it's about offering a product that captivates, satisfies, and fosters enduring customer loyalty. 🌟✨ #ProductStrategy #SalesExcellence #BusinessGrowth #CustomerCentricity #SustainableSuccess

Product Development vs. Sales: Finding the Perfect Balance The question plagues many founders: where should we focus our time and energy? Should we dive headfirst into product development or should we prioritise sales? It's a tough decision to make, but the answer lies in finding the perfect balance between the two. Here's what I've learned along the way: 1. Understand the needs of your customers. Instead of solely focusing on product development, take the time to listen to your customers. What are their pain points? What are they looking for in a solution? By understanding their needs, you can tailor your product to meet their demands and increase your chances of sales success. 2. Iterate and improve. Don't get stuck in a never-ending loop of perfecting your product. Development is essential, but it shouldn't be a never-ending process. 3. Don't neglect sales and marketing efforts. While product development is essential, sales are equally important. Without sales, your product won't generate revenue and gain traction in the market. So, founders find the sweet spot between product development and sales. It's not an either/or situation, but rather a harmonious combination of the two. Now, I have a question for you: What challenges have you faced in balancing product development and sales? #Sales #DigitalMarketing #LeadGeneration #MarketingStrategy #SalesStrategy