Sales Enablement Landscape Vol.2 2021

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ENABLEMENT
VOL.1 REPORT
1
LANDSCAPE
Vol. 2020
REPORT 2020
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VOL. 2 2021 VOL. 1

Part 3 - Role, responsibilities, and KPIs
Part 1 3
Introduction
Part 2 6
Introducing the participants
Part 3 10
How are teams structured?
Part 4 21
Sales enablement assets
Part 5 27
Sales enablement during the
COVID-19 pandemic
Part 6 29
How are sales enablement
teams being supported?
Part 7 39
The role of product marketing in
sales enablement
Part 8 45
Sales enablement tools
Part 9 49
How much is being spent on
sales enablement?
Part 10 54
Sales enablements tips
Part 11 62
Conclusion
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Part 3 - Role, responsibilities, and KPIs Sales Enablement Landscape 2021
Part 1
Introduction
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Part 1 - Introduction Sales Enablement Landscape 2021
Introduction
Sales enablement is often regarded as one of the core responsibilities of the product marketing role.
Sales enablement is often referred to as one of the core responsibilities within product marketing,
alongside product positioning, messaging, managing product launches, and creating sales collateral. It
helps companies:
• Scale their operations,
• Increases customer conversion,
• Equips sales teams with enhanced knowledge of best practices, and
• Provides access to the best tools and resources on the market.
So, with this in mind, we’ve rolled up our sleeves and honed our sights on the who, what, how, when, and
why of sales enablement, as we seek to uncover the intricacies of an essential area in this, the Sales
Enablement Landscape Vol.2.
In the sequel to the Sales Enablement Landscape Vol.1, we’re addressing key questions, including:
• Do companies have dedicated sales enablement teams in place?
• How are sales enablement teams structured?
• Who owns sales enablement?
• To what extent does sales enablement play a role in the PMM role?
• Is product marketing responsible for creating sales enablement content?
• How do product marketers listen to their sales team’s needs?
• How often are sales enablement sessions held?
• How is the effectiveness of sales enablement measured?
• How engaged are salespeople in the product launch process?
And a whole lot more...
> So, without further ado, let’s unravel a string of indispensable sales enablement insights.
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Part 1 - Introduction Sales Enablement Landscape 2021
A quick overview
Can’t spare the time to unpick the report in its entirety?
We’d hate for you to miss out on the juicy insights we’ve discovered.
Here are the key findings from the Sales Enablement Landscape Vol.2:
1. 33.3% of product marketers said they don’t have a sales enablement team in place - and
have no plans to introduce one.
2. 64.6% of product marketers said they own sales enablement at their company.
3. 94% of product marketers surveyed said they’re responsible for creating sales enablement
assets.
4. When we asked how engaged sales representatives are on a scale of 1-10, the average
response rate was 6.1.
5. Almost half of the product marketers surveyed (46.4%) don’t have a dedicated budget for
sales enablement
6. 54.8% don’t think enough money is being invested in sales enablement.
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Part 2
Introducing the participants
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Part 2 - Introducing the participants Sales Enablement Landscape 2021
Introducing the We picked the brains of over 200 professionals with a background in sales enablement. While the
participants
majority were product marketers, others plied their trade in industries such as engineering, digital
content, and software.
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Introducing the Experience and roles
participants The majority of product marketers we surveyed were Product Marketing Managers (30.2%).
We also gained insights from professionals in other capacities, including Senior Product Marketing
Managers (24.2%), Directors of Product Marketing (16.7%), Associate Product Marketing Managers
(8.1%), (People) Managers of Product Marketing (6.7%), and VPs of Product Marketing (4.4%).
However, respondents weren’t limited to product marketers. 9.7% of people surveyed worked in a
non-PMM capacity.
Product Marketing Manager 30.2%
Senior Product Marketing Manager 24.2%
Director of Product Marketing 16.7%
Associate Product Marketing Manager 8.1%
(People) Manager of Product Marketing 6.7%
VP of Product Marketing 4.4%
Other 9.7%
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Introducing the Company type

participants The vast majority of product marketers we spoke with served B2B customers (90.5%),
with just 1.2% serving B2C clientele. 8.3% catered for both B2B and B2C companies.
Both
8.3%
Customers (B2C)
1.2%
Business (B2B)
90.5%
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Part 3
How are teams structured?
We explored how companies structure their teams to support the
sales enablement function within their respective set-ups.
We asked whether a dedicated sales team is in place, how many

people are in such teams, if companies are utilizing sales enablement
teams, and if so, how they’re structured.
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Part 3 - How are teams structured? Sales Enablement Landscape 2021
How are teams Do companies have a sales team?
structured? In last year’s Sales Enablement Landscape Vol.1, 96.2% of respondents said they had a sales team in place,
with just 3.8% indicating they don’t have a team responsible for sales.
However, fast forward 12 months, and 95.2% of people revealed they do have an established sales team.
While this figure is still high, it does represent a slight decrease from 2020.
Although the decrease is minuscule, it is somewhat surprising that there are fewer companies with a sales
team; aside from their role in increasing revenue, they also play a considerable role in establishing brand
reputation, long-term customer relationships, retention of customers, and overall business growth.
Do you have a sales team at your company?
Yes
2020
2021
96.2%
95.2%
No
2020 2021
3.8% 4.8%
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How are teams How many people are in a sales team?
structured? We not only wanted to find out if respondents had a sales team in place, but if they did, how many
people there were in their set-up.
Most of the product marketers we surveyed (55%), said their sales team consisted of 0-25 people,
with a further 15% indicating that they had a team of 26-50 sales specialists.
At the opposite end of the spectrum, 10% of people said they were lucky enough to have a sales team
formed of 200+ salespeople.
55%
15%
7.5% 10%
5% 5%
2.5%
0-25 26-50 51-75 76-100 101-150 151-200 200+
Size of sales team
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How are teams Do companies have a dedicated sales enablement team?
structured? The importance of sales enablement shouldn’t be underestimated. It serves as a platform for helping your
team refine the sales process and improve revenue. But that’s not all - sales enablement also ensures sales
representatives have the training, coaching, and content needed to perform to their optimum potential.
So, with these benefits in mind, we wanted to find out if companies are incorporating specialist sales
enablement teams into their company structure.
Despite its clear benefits, over half of respondents (57.1%) said they don’t have a dedicated sales
enablement team in place. Perhaps even more surprising is that 33.3% of product marketers said they
don’t plan on introducing a sales enablement team any time soon.
Conversely, 23.8% said that while they don’t have a sales enablement team in place now, they have
plans to introduce one in the future, while 42.9% have a sales enablement team already.
While there’s still room for improvement when we compare this year’s figures to stats from last year, it
seems companies are growing more receptive to the idea of sales enablement teams.
Although 33.3% of PMMs we surveyed said they don’t have a sales enablement team and have no plans
to introduce one at their company, this is an improvement from last year, when 47.9% showed no signs
of embracing the benefits of the function.
Yes
2020 43.6%
2021 42.9%
No - and no plans to
2020 47.9%
2021 33.3%
No - but planning to introduce one

2020 8.5%
2021 23.8%
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How are teams “I see the rise of sales enablement teams in the last year as a positive thing
structured? because it allows PMMs to move from being the trainer to the ‘train the
trainer’ role which is far more scalable.”
Igor Kranjčec, Head of Marketing at Mediatoolkit
“It’s great news that less people are reluctant to introduce a sales enablement
team. I think when a company gets to a certain point in size, it’s nearly
impossible to scale without a proper enablement function in place. You
end up with way too many bespoke and inefficient ways of achieving scale
which end up causing burnout of your top players as you try to replicate that
formula. So investing in this discipline is one of the keys to growth.”
Roopal Shah, VP of Enablement & Services at Salesforce
“This growth is fantastic. It demonstrates that organizations are

beginning to invest more in sales enablement, even if 46% of PMMs still
don’t have a dedicated budget. It also allows the product marketing
function to focus on being a subject matter expert, leaving the nuts and
bolts of enablement to a specialized team.”
Spencer Grover, Senior PMM, LevelJump
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How are teams How are sales enablement teams structured?
structured? There’s no such thing as a universal set-up for a sales enablement team - each and every one is different.
So, we asked product marketers how their teams are structured at their organization:
“Sales enablement supports different brands/product lines/salespeople, but

overall work together to provide timely information and resources to sales via
the Seismic platform and schedule training.”
Susie Lage, Product Marketing Manager at Western Digital
“The team is headed “One group handles non-

by a Product Marketing technical enablement
Manager with a couple of and sales training
dedicated resources.” courses. The other
Anupam Chaturvedi, handles technical
Growth Marketing product training.”
Manager at Etech Global David Friedlander,
Services Director of Product
Marketing at Red Hat
“We have a manager and a coordinator who work closely with a manager
and coordinator for product marketing. The two teams are responsible for GTM
strategy and execution for all ad solutions.
“Product marketing focuses primarily on sales materials and messaging while
Sales Enablement focuses on training and education.”
Michelle Pannell, Director of Product Marketing & Sales Enablement at a4 Media
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How are teams “Two sales team members directly partner with product marketing for training,
structured? resource management, and enablement materials.”

Rebecca Byers, Senior Product Marketing Manager at CentralReach
“We have a sales enablement person and product marketing supporting the
function.”
Sam Niro, Product Marketing Manager at Acquire
“We have three people: one focused on customer success, one focused on
sales, and one director.”
Alex McDonnell, Market Intelligence Lead at Airtable
“At our company, one person is in charge of the whole of sales enablement.”
Pierre de Champsavin, Senior Product Marketing Manager at DIGITEMIS
Cybersecurity & Privacy
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How are teams Who owns sales enablement?
structured? When we asked product marketers who owned sales enablement at their company, the majority said
the task sat with product marketing (64.6%), while 18.8% said marketing was responsible. A further 6.3%
said sales owned the process, while 10.3% weren’t sure.
This represents a considerable shift from the trends from the previous year’s sales enablement
survey, in which 56.3% of respondents said marketing owned the process, with 23.4% saying it was a
responsibility held by product marketing.
These statistics reinforce the findings from the 2021 State of Product Marketing report, in which we
found that there’s been an increase in the number of product marketers being asked to create sales
collateral; the figure increased from 73.8% in 2020 to 78% in 2021.
I don’t know
10.3%
Sales
6.3%
Marketing
18.8%
Product marketing
64.6%
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How are teams We spoke with Ali Hanyaloglu, Head of Global Product Marketing at Akeneo, and asked him for
structured?
his thoughts on why the sales enablement baton has seemingly been handed from marketing to
product marketing:
“It can make sense for sales enablement to sit within product marketing.
Product marketing and sales are both responsible for taking the language of
the products we market and sell, and turning that into the language of the
customer so that it’s relevant and compelling for them.
“However, as an organization grows, it quickly becomes clear that sales
enablement is a lot more than product training, competitive battlecards, and
pitch decks. There’s defining and following sales processes, incorporating
selling methodologies, finding and implementing tools to enable sellers in
their day-to-day, driving forecasting and reporting cadence, and so on.
“If product marketing leadership is willing to take that on, then more power to
them. But for medium-to-large enterprises, sales enablement should sit in the
sales enablement team! That team might report to a Chief Revenue, Strategy,
or Operations Officer.
“Either way, they will still have a very close partnership with the entire PMM
team: we will always have sales enablement as a key strategy for bringing
products and solutions to our target customers and markets, and the sales
enablement team can help bring all that to life with the customer-facing
teams.”
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How are teams Spencer Grover, Senior Product Marketing Manager at LevelJump, also gave his two-cents:
structured? “Providing the enablement teams are rolling into product marketing, this is
great to see. However, organizations need to settle on where enablement
should live long term.
“While product marketing is the obvious choice, it may not be the best one,
given the broad mandate of sales enablement. Rather, product marketers —
especially those lucky enough to work with a dedicated enablement team
— should be positioning themselves as valuable subject matter experts, and
leaving the running of enablement to teams who have the time and resources
to do it right.”
We also spoke with a host of product marketers who gave their thoughts on who they think should
own sales enablement, and who owns the process at their company:
“Creative/copy from the marketing team, product marketing, market

research, and pre-sales, and sales should all play a part in the sales
enablement process.”
Abhishek Jha, Product Marketer at Target
“Sales enablement is dependent on product marketing, pre-sales, and

consulting teams.”
Sunayana Hazarika, Senior Marketing Manager, Fintech SaaS Product at
HighRadius
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How are teams

structured?
“In my experience, a field marketing or marketing generalist with customer-
facing experience and lots of personal research, validated by sales, is your
best bet.
“Now, I am biased, as I worked in product management and biz dev before
establishing a pure marketing path.
“The combination of social skills, industry lingo and the ability to provide
both training and documentation are key elements for someone to own
sales enablement.”
Jean-Marc Robillard, Full-Stack Marketer
“In our company, it is a joint partnership between product marketing and

global ops. I think sales enablement should be its own function.”
Monica Longoria, Director of Product Marketing at LG Ads
“There are varying schools of thought on this. In my last role, this was owned
by product management (who also owned product marketing), but in some
organizations like the B2B information industry, you have dedicated teams
who collaborate with marketing but report into the sales leadership.
“I think it should sit within marketing, but it varies from company to company
and how the team is structured.”
Amit Alagh, Senior Product Marketing Manager at LexisNexis
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Part 4
Sales enablement assets
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Part 4 - Sales enablement assets Sales Enablement Landscape 2021
Sales Beforehand, sales enablement was primarily the responsibility of marketing, but our research
enablement
suggests the task now falls under the remit of product marketing.
With this in mind, it wasn’t a surprise to see an overwhelming majority of product marketers (94%)
assets say they’re responsible for creating sales enablement assets, such as battle cards, comparison
sheets, one-pagers, etc.
But which other departments are responsible for creating sales enablement assets?
When we posed the question, 4.8% said marketing also creates materials, while just 1.2% said
product chip in and play their part, a far cry from last year, when the load was shared across
product, marketing, sales enablement, and customer success.
Product
1.2%
Who creates
sales enablement
Marketing content at your
4.8% company?
Product
marketing
94%
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Sales “If 94% collaborate with sales and other stakeholders and don’t make
enablement the assets from a single point of view, it makes a solid ground for a good
enablement program.”
assets Igor Kranjčec, Head of Marketing at Mediatoolkit
“Product marketing should be the production house for enablement resources.

It’s the easiest way to keep the go-to-market team speaking with a single
voice. However, it should be a collaborative process, in particular those in
customer-facing roles.”
Spencer Grover, Senior Product Marketing Manager at LevelJump
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Sales Which sales enablement assets are considered most effective?
enablement From battle cards to sales scripts, case studies to demos, there are a whole bunch of sales
enablement assets available to product marketers, but we wanted to know which are considered to
assets be the most useful by PMMs for their sales enablement endeavors.
When we asked product marketers what their go-to-asset is, 71.4% said they think customer case
studies are most effective, as was the case in our previous report when 78% of respondents identified
this resource as their preferred choice.
Sales one-pagers (66.7%) and product demos (61.9%) weren’t too far behind, while just over half of
respondents (53.6%) said they have a preference for battle cards.
A small proportion of the product marketers we surveyed (4.8%) fell into the ‘other’ category. They
specified they use video, and sales decks to supplement their sales enablement efforts.
71.4%
66.7%
61.9%
53.6%
46.4% 46.4%
26.2%
23.8%
4.8%
Customer Sales Product Battlecards Product Product Product Sales Other

case one-pager demos sheets comparison roadmap scripts
studies charts assets
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Sales Are sales playbooks being used by product marketers?
enablement Sales playbooks are often regarded as an indispensable resource for anyone aligned with the
sales process within a company.
assets The tool supports reps in fulfilling their roles, responsibilities, methods, tactics, and when
designed well (and used correctly), they play a fundamental role in nurturing prospects through
the buyer funnel, enhancing the likelihood of converting a lead into a bonafide customer.
We wanted to find out if product marketers are incorporating sales playbooks into their practice
- unfortunately, there’s room for improvement.
Over half of the product marketers we asked (57%) said they don’t have a sales playbook in
place, a slight increase on the number of product markers who didn’t have a playbook in place
in 2020 (55%).
Do you currently
Yes No
have a sales
57% 43%
playbook in
place?
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Sales How is sales enablement content structured?
enablement Sales content management is crucial in helping companies execute a successful sales enablement
strategy. Meanwhile, sales enablement and content management platforms help sales teams to find
assets relevant content quickly and efficiently, and automate certain essential management processes.
When we asked our batch of product marketers how they structure their sales enablement content,
most said they use an internal wiki (27.4%), while this method was closely followed by third-party
applications (27.3%).
When we asked the same question a year ago, 19% of product marketers indicated they used a folder
on the server. The number of PMMs organizing their sales content in this way in 2021 decreased to 17.9%.
On the other hand, there are more product marketers using customer relationship management (CRM)
for this purpose, with 11.9% in 2021 representing a 2.4% increase from 2020, when 9.5% used this method.
12% of respondents also identified Google Docs as their preferred way of organizing their content.
A small percentage of respondents said they utilize alternative methods, with Enablix, and SharePoint
sites used.
27.4% 27.3% 17.9%
Internal Third- Folder on

wiki party app server
11.9% 9.5% 6%
In a CRM Google Other

Docs
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Part 5
Sales enablement during
the COVID-19 pandemic
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Part 5 - Sales enablement during the Sales Enablement Landscape 2021
COVID-19 pandemic
Sales The world of business has been hit hard following the outbreak of the COVID-19 pandemic in 2020.
enablement Global organizations have pivoted, adopted new techniques and approaches to limit the impact
of the pandemic; this has included changes to how sales enablement is implemented.
during the Given the sheer disruption to the status quo during the last year, we wanted to establish what
COVID-19
impact PMMs think the pandemic has had on sales enablement, and how they’ve pivoted to
maintain standards during this challenging time.
pandemic Nick Ziech-Lopez, Chief Marketing Officer at report sponsor Enablix, gave his views on how he
thinks the pandemic has affected sales enablement:
“Sales enablement used to be able to gather meetings much more easily

which ‘felt’ valuable. But with everyone over Zoom, a lot of those meetings
quickly fell apart.
“However, I’ve seen sales enablement teams be creative in finding ways to
enablix enable on-the-go and inject knowledge into sales/partnerships workflow.”
enablix
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Part 6
How are sales enablement
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Part 6 - How are sales enablement Sales Enablement Landscape 2021
How are sales As part of the 2021 State of Product Marketing Report, we asked PMMs what they view as the top
enablement
skills for an awesome product marketer: 78% said collaboration with coworkers, whilst 77% said
communication is the most important trait.
teams being We asked how product marketers are supporting their teams to see if these skills are being
transferred to the world of sales enablement.
supported? How do you listen to the needs of your sales team?

To provide sufficient support for any department, you need to understand the needs of the people
with whom you work - so, how are product marketers lifting the lid on the needs of their sales team?
Last year, the overwhelming majority of product marketers (90%) identified the needs of their team
by lending an ear and speaking with them directly.
While the figure has decreased slightly to 86.9%, this remains the preferred method of
communication by some distance, with win-loss interviews (40.5%) coming in second place.
86.9% By speaking with sales leaders face-to-face
Conducting win-loss interviews
Sending out surveys
Distribution of online forms
Ad hoc desk drops

40.5%
Respondents in the ‘Other’ 34.5%
Other
31%
category sought feedback
during monthly drop-ins, listened
to recorded Gong calls, used
7.1%
content audit metrics, conducted 4.8%
outreach via Slack, while some
said they sit in sales meetings.
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How are sales “Any feedback is welcome, but without tracking the feedback systematically
enablement via some form so you can collect and analyze data, there’s a lower chance
of spotting patterns making it harder to introduce improvements. Same as
teams being with win-loss analysis, we need to work on systematic feedback collection in
order to improve.”
supported? Igor Kranjčec, Head of Marketing at Mediatoolkit
Roopal Shah, VP of Enablement & Services at Salesforce, adopted a more pragmatic approach,
questioning the long-term sustainability of the method:
“This is great but long term, it’s not scalable. This works when you have a
diverse pool or programs like “Voice of Field” with a diverse group of sellers
covering segments, verticals, regions, and tenure in place to gather feedback.
“Long term, you need more quantitative sources of field input such as surveys
and skill assessments to ensure you are making data-driven decisions.”
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How are sales How often are sales enablement sessions held?
enablement Sales teams are the lifeblood of millions of companies - if they’re not consistently on top form, your
prospects won’t convert, and this plays directly into the hands of your competitors.
teams being Sales enablement sessions are critical, because they serve as an opportunity for sales
supported?
representatives to understand how your product works, how to position your product, your USPs
(unique selling points), and identify rival products.
Given its undoubted importance in the sales process, how often are product marketers organizing
sessions at their company?
The lion’s share of the people we spoke with told us they conduct sales enablement sessions
whenever a new product is due to launch (39.4%), an increase of 5.4% from last year. However, while
it’s encouraging to see this rise, it is marginal.
As we said in our 2020 report, the companies with the best sales teams prepare their teams
meticulously, and it’d seem there’s some work to be done, with just 17.9% conducting weekly sessions,
while monthly sessions have decreased by a huge 12% when compared to last year’s study.
39.4%
34%
25%
17.9%
15% 16%
13% 11.9%
10.7% 10%
7.1%
N/A%
Whenever a Weekly Monthly Quarterly Biweekly Other

new product is
due to launch Products supported
Avg. % (2021) Avg. % (2020)
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How are sales How is the effectiveness of sales enablement being measured?
enablement Whether you’re conducting sales enablement weekly or monthly, you need to know if the methods you’re
using are bearing fruit.
teams being Half of the people we surveyed (50%) said they evaluate the effectiveness of their sales enablement
supported?
activity by looking at asset utilization figures, followed by 42.9% who said they use surveys as their
preferred method.
Looking at asset utilization numbers 50%
Surveys with salespeople 42.9%
Win ratios 39.3%
Conversion rates throughout the buying funnel 36.9%
Measuring sales confidence 28.6%
Researching won and lost opportunities 21.4%
Length of the sales cycle 20.2%
Average deal size 19%
Quota attainment 15.5%
Time to onboard new sales reps 9.5%
Other 7.1%
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How are sales How often are sales enablement sessions reviewed?
enablement The hard work doesn’t stop with the introduction of a sales enablement team.
teams being
To maintain (and surpass) the standards you currently have in place, it’s essential to review your
current practice and make any necessary adjustments - but was this best practice being followed
supported?
by the product marketers we spoke with?
The majority of respondents said they reviewed their sales enablement sessions monthly or quarterly
(31%), an encouraging increase of 5.4% across 12 months.
Last year, we were shocked to find almost one-fifth of respondents (16.6%) said they couldn’t
remember the last time they reviewed their sales enablement. However, when we asked the same
question this year, it was encouraging to see this figure had reduced by exactly 50%, with 8.3% of
participants falling into this category.
Monthly
Monthly Quarterly
I can’t
Weekly remember the
last time it was
reviewed Twice a year
Annually Bi-weekly Daily
31% 31% 17.9% 8.3% 6% 2.4% 2.4% 1.2%
Quarterly
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How are sales How engaged are salespeople?
enablement Sales teams play a critical role in ensuring a product launch goes smoothly, but if your salespeople aren’t
engaged and fulfilled when weaving their magic, your conversion rate will suffer the consequences.
teams being For the most part, sales teams answered in the region of 5-8, with an engagement rate of 6.1, a
supported?
decrease from last year, when the average engagement rate out of 10 was an 8.
While this could potentially be attributed to the COVID-19 pandemic, in which there have been
significant changes in the ways sales teams have been hamstrung in the ways they’ve been able to
conduct their business, it doesn’t detract from the fact that salespeople need to be kept engaged to
ensure they convert prospects into as many bonafide customers as possible, a point echoed by
Igor Kranjčec, Head of Marketing at Mediatoolkit.
“Moving online could have influenced this decrease, but it’s not something we
can accept in the future. Remote is not an exception anymore, and it’s here
to stay, so it’s on us who own sales enablement to find new ways to engage
sales representatives.”
The impact of the global pandemic on the engagement of sales representatives has also been
touted as a potential cause for the dip in engagement by Roopal Shah, VP of Enablement & Services
at Salesforce:
“I wonder how much was influenced by going remote this past year or two.
With that said, virtual training is not anything new nor something that is going
away. There are a multitude of ways to keep your learners engaged virtually
including gamification, flipping the classroom, and social learning to ensure
that engagement and retention don’t increase in this modality.”
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How are sales How engaged are salespeople?
enablement 6.1/10
teams being
supported? 1 2 3 4 5 6 7 8 9 10
2.4% 6% 3.6% 3.6% 19% 16.7% 19% 19% 4.8% 4.8%
So, what advice do product marketers have for getting sales teams bought into their work and
improving sales enablement sessions?
“We get them on board “Integrate sales feedback

with the problem/ and requirements into
weakness, updating your collateral.”
them along the way of Sai Anand, Marketing
solutions we find.”
Analyst & Product
Jack Preece, Product Marketing at Zoho
Marketing Executive at Corporation
Linnworks
“Get feedback from sales teams along the way. When training on existing
products, we ask them what questions or objections they get from their
customers and then create training content to help them overcome those
objections.”
Michelle Pannell, Director, Product Marketing & Sales Enablement at a4 Media
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How are sales “Drop-in on their weekly meetings, ask for feedback regularly, review their sales
enablement calls with tools like Chorus, answer their questions proactively on Slack, send
out polls to the team, invite them into projects from the beginning, and set
teams being expectations on their role and output.”

Eduardo Lopez, Senior Product Marketing Manager at FastSpring
supported?
“Product consistent content, join their calls to answer questions, and stay top of
mind.”
Melanie Grefsheim, Senior Product Marketing Manager at Gainsight
“Pilot new assets or approaches with a few sales reps to get feedback before
going after the entire sales force.”
Daniel Kuperman, Head of Product Marketing, Jira Align at Atlassian
“Organize a one-on-one with them, show them my thoughts and listen to their
feedback to see if it’s valuable or how it can be structured to be valuable to
them. For me, it’s what makes it easy to get their jobs done.”
Omamuzo Samson, Product Marketing Manager at Curacel
>
> 37
How are sales “I communicate from the very beginning that one of my primary goals is to
enablement make them more successful and help them sell more, and communicate pre-
launch about how new products/features will help them up-sell/cross-sell and
teams being make more money.

“I also attend sales meetings and proactively ask for their feedback on my work
supported? so they feel like their opinions matter; this increases the likelihood of them using
the assets I produce for them, fostering a good relationship.”
Nick Green, Product Marketing Manager at Thrive TRM
“Be transparent - “When we keep up our

explore the whys, always end of the agreement to
communicate, listen to support each other, I’ve
their input, and introduce found that sales teams are
impact measurement.” more than willing to buy
Heatherly Bucher, into our work - and further
Director of Product advocate for PMM across
Marketing at Greenlight the organization too.”
Guru Monica Raszyk, Director
of Product Marketing at
Kontent by Kentico
>
> 38
Part 7
The role of product
marketing in sales
enablement
>
> 39
Part 7 - The role of product marketing Sales Enablement Landscape 2021
in sales enablement
The role of In the State of Product Marketing Report 2021, we found most product marketers are supporting five or
product
more products (34%), a slight increase when compared to 2020’s statistics (33%).
There’s no disputing that product marketing is a multi-functional role, but what influence do PMMs
marketing have on the sales enablement process?
in sales
During our research for the Sales Enablement Landscape Vol.1, we asked PMMs to rate their influence
in the sales enablement process on a scale of 1-10, and most of the people we spoke with rated their
enablement authority as an 8.
We asked the same question for this report, and while the average rating decreased slightly to 7.2, a
resounding 20% rated their influence as a 10, a 7.8% increase from last year.
While it’s good to see product marketing’s influence increasing, there remains work to be done, a view
shared by Spencer Grover, Senior Product Marketing Manager at LevelJump:
“It’s good to see influence increasing, but with the sharp uptick in product
marketing functions running sales enablement, there’s still work to be done.
Proving their programs and training contribute to revenue — and quantifying
that contribution — is the easiest way to juice this number.
Product marketing’s influence in sales enablement 7.2/10
1 2 3 4 5 6 7 8 9 10
2.4% 3.6% 6% 2.4% 4.8% 11.9% 19% 17.9% 8.3% 20%
>
> 40
in sales enablement
The role of Do product marketers feel their contribution to sales enablement

is valued?
product With sales enablement added to their growing list of tasks, it prompts the question: do product
marketing marketers feel that their input is valued within their respective companies?
in sales
We were pleased to see the best part of respondents indicated they feel appreciated and valued
“most of the time” (41.7%).
enablement However, while the 4.7% of product marketers who said they don’t feel valued at all represented the
minority within our sample, it is worth noting that this figure has increased since the publication of the
2020 report, in which only one person said they didn’t feel appreciated at all.
Not at all
4.7%
Not really
8.3%
Yes, most of
the time
41.7%
Sometimes
29.8%
Yes, 100%
15.5%
>
> 41
in sales enablement
The role of What do product marketers find challenging about sales

enablement?
product As is the case with every element of product marketing, sales enablement isn’t always plain sailing; it’s
marketing inevitable for challenges to materialize, from time to time.
in sales
While it’s tempting to focus exclusively on sales enablement success stories, we wanted to hone in on
the challenges and identify some of the obstacles product marketers have faced:
enablement “It’s tough when the sales team is “I don’t have frequent forums to speak
raising deal data or flagging major with salespeople. We have regional
reasons for winning/losing. We leads that do most of the interaction
want that feedback loop to become and report back.”
habitual.”
“Driving usage, compliance with

“Tailoring content for every sale is what we trained sales teams on, and
difficult as volumes increase, but it getting constructive feedback on why
cannot be ignored if we want to win certain collateral does not work as
those customers.” effectively as they would like.”
“Information about competitors is “It’s a challenge keeping an ear to

difficult to find. I work with the internal the ground for competitive news;
teams to get the information but having lots is happening and there’s lots to
a third-party agency to help would monitor.”
be nice. However, we have a limited
budget. Time is also a challenge. I am
the only PMM in a segment with multiple
business lines. There is a lot of work but
not much time.”
>
> 42
in sales enablement
The role of “It can be tough providing the right “Being the sole PMM at an early-
product information about upcoming updates

so that marketing and sales can align
stage startup, you do a little bit of
everything. Even if you try to prioritize,
marketing
their strategy.” it’s easy to get spread too thin and
feel like you’re doing just an OK job.
in sales
Also, the function sometimes doesn’t
“Sales teams think they know better scale with the rest of the company.
enablement and don’t see the value marketing For example, we have a channel
brings to sales enablement, other than partner program that has a big need
on the branding side of things.” for sales enablement materials, but
we don’t have the bandwidth to tackle
that. Another common issue is for
“In organizations that have both sales to say ‘our customer needs this’
product marketing and sales without explaining why. It’s usually a
enablement functions, it’s really one-pager, and when you dig deeper,
important to make a clear distinction all the information was already on our
of PMM’s scope and involvement - website and the customer would have
and when the handover should occur. been content with that.”
This helps sales teams understand
what feedback is relevant for PMM
and especially what they should and “Sales either don’t bring me in from
should not expect from PMM. We impart the beginning or don’t bring their
foundational knowledge and insights challenges to the forefront early
during sales training sessions. From enough so it can be fixed.”
there, it’s the responsibility of sales
enablement teams to deliver on sales
skills and coaching initiatives. Once “Sales teams still don’t understand
these delineations are in place, it’s what sales enablement means, while
much smoother sailing.” some people think it’s just training.”
>
> 43
in sales enablement
The role of “Until we purchased a sales “Cross-functional collaboration and
product enablement tool, it was ensuring

the team knew where to find assets,
buy-ins are tricky during the initial
phase of setting up. This gets all the
marketing
which assets we’re most updated and more difficult if the sales team is
internally auditing assets.” not aligned even after knowing the
in sales
sensitivity of the task/project.”
enablement
“I’d say our main challenge is driving
alignment between different groups “Getting sales to use all of the assets
within the company - product, customer at their disposal. They have a library,
success, sales, and marketing.” but don’t use it.”
“At my company, it boils down to “Making sure that the sales team
poor leadership of the official sales knows what’s available to them,
enablement function - product especially for new reps. Way too
marketing has to seriously pick up many times I hear in meetings “it
the slack. We are shadow sales would be great to have something
enablement. Often the sales Leaders that says this”... when we do…”
come directly to us to circumvent the
sales enablement team because they
aren’t able to meet the seller’s needs.” “When sales enablement resources
are the scapegoat for lost sales.”
“We often have an overwhelming

amount of tactical rather than
strategic work.”
>
> 44
Part 8
Sales enablement tools
>
> 45
Part 8 - Sales enablement tools Sales Enablement Landscape 2021
Sales Which tools are being used to support remote selling models?
enablement The COVID-19 pandemic has had a profound impact on our working lives - and the world of sales
enablement isn’t exempt from the rule.
tools An increasing number of sales teams have introduced remote selling models, in a bid to overcome
the challenges imposed by lockdowns and subsequent office closures - but what types of sales
enablement tools are considered most important in implementing a successful remote working model?
With many companies utilizing tools such as Zoom and Google Meet to coordinate their daily activities,
it came as no great surprise that most of the respondents (41.2%) deemed video conferencing software
to be the most important tool for transitioning to remote selling.
Following up in second, 35.7% said they felt CRM systems were most important, while sales intelligence
(17.9%), and e-signature, and document tracking (4.8%) also emerged as tools that are being used by,
albeit on a smaller scale.
Preferred remote selling tool
41.2%
35.7%
17.9%
4.8%
Video conferencing CRM Sales intelligence E-signature and

software document tracking
>
> 46
Sales Recommended sales enablement tools
enablement With a variety of options on the market, we asked product marketers about the go-to tools they use to
help them complete their sales enablement tasks. Here are the top 10 sales enablement tools being
tools used by product marketers:
16.7% 15.5% 11.9%
Internal
tools
9.5% 9.5% 8.3% 8.3%
enablix
enablix
7.1% 7.1% 4.8%
As well as existing sales enablement favorites, we also asked product marketers to look into their crystal
ball and predict which emerging technologies and platforms they think have a promising future in sales
enablement, with Jiminy, Gong, Clozd, Highspot, and Enablix all earmarked as tools to look out for.
enablix
enablix
>
> 47
Sales Are automated tools used by product marketers for sales

enablement?
enablement There are a host of perceived benefits associated with automating the sales process, including:
tools • Recognition of your potential customers

• Simplification of the reporting process
• Greater accuracy
• Enhanced customer knowledge
• Improved customer relationship management
And these are just a few of the benefits cited by advocates of replacing manual processes with automation.
The majority of the product marketers we surveyed were also fans of using automated tools, with 58.3%
saying they apply this approach to support their sales enablement.
But we didn’t stop there. Not only did we want to know if automation was used, but we also wanted to
know what it was being used for.
Almost three-quarters of respondents (69%) said they use automated tools for lead tracking, while 34.5%
indicated that they use the tools to schedule meetings and content automation. Just over one-quarter of
product marketers we spoke with (29.8%) use automated tools to task assignments, while 11.9% use the
platforms to arrange follow-up meetings.
A small proportion of respondents (3.6%) fell into the ‘Other’ category and said they implement
automated tools to process requests for information, non-disclosure agreements, and quotes.
69% 34.5% 34.5% 29.8% 11.9% 3.6%
Lead Schedule of Content Task Follow-up Other

tracking meeting automation assignments meetings
>
> 48
Part 9
How much is being spent
on sales enablement?
>
> 49
Part 9 - How much is being spent on Sales Enablement Landscape 2021
sales enablement?
How much is Sales enablement can be worth its weight in gold. But as is the case with many other lucrative
being spent
practices, you need to invest to reap the financial benefits.
With this in mind, we decided to explore what proportion of a company’s annual budget is being set
on sales aside for sales enablement - and the results were somewhat of a mixed bag.
enablement?
Of the PMMs who did have a sales enablement budget in place, 20.2% said their budget fell in the
region of $0-25k, whilst at the opposite end of the spectrum, 11.9% said they had a budget surpassing
the $100k mark.
However, almost half of the product marketers we surveyed (46.4%) revealed that they don’t have a
product marketing budget in place at their company, a statistic Nick Ziech-Lopez, Chief Marketing
Officer at Enablix, was understandably disappointed by:
“Classic management thinking: hire people to solve a problem, but don’t

give them any tools to solve the problem.
“This number is going to drop dramatically in the next year as companies
realize that not all sales enablement can be solved through meetings. It’s
enablix important for product marketers to be thinking more about the specific
enablix problems they’re facing in sales enablement, and the kinds of tools and
products they’re going to need.
“After all, the more specific a budget request is, the more likely it is to be
granted.”
>
> 50
sales enablement?
How much is How much is spent on sales enablement?
being spent
on sales We don’t have a sales
enablement budget in place
46.4%
enablement? 70%
60%
50%
$100k+ $0-25k
11.9% 40% 20.2%
30%
20%
10%
$76-100k
$26-50k
4.8%
7.1%
$51-75k
7.1%
>
> 51
sales enablement?
How much is With a significant proportion of product marketers highlighting a lack of sales enablement budget at
being spent their company, we think there’s certainly room for improvement, as far as investment goes.
on sales
Nevertheless, we opted to seek the opinions of those who matter most, and asked if product
marketers think enough budget is being allocated to sales enablement at their company.
enablement? Taking our aforementioned findings into account, we weren’t surprised when over half (54.8%) of the
people surveyed said they didn’t think enough money was being spent to support sales enablement.
Yes No
54.8% 45.2%
Do PMMs think enough is being

spent on sales enablement at
their company?
>
> 52
sales enablement?
How much is However, it’s not all doom and gloom. When we asked product marketers about how they envisioned
being spent
their sales enablement budget unfolding in the next year, 61.9% said they expect their budget to
increase, with just 3.6% predicting a decrease in their budget; the remaining 34.5% believe there
on sales won’t be any adjustments to their budget.
enablement? In the next year, do PMMs think their budget will

increase, decrease, or stay the same?
Decrease
3.6%
Increase
61.9%
Stay the same
34.5%
>
> 53
Part 10
Sales enablement tips
>
> 54
Part 10 - Sales enablement tips Sales Enablement Landscape 2021
Sales We’re winding down our write-up with a collection of expert tips you can apply directly to your practice, to
enablement
improve your sales enablement efforts:
tips “Balance sales requests “Put the focus on

between quick wins vs maintaining sell-in
long term strategies for materials so things don’t
success.” become out of date.”
Jack Preece, Product Susie Lage, Product
Marketing Manager at Marketing Manager at
Linnworks Western Digital
“Be where sales are - don’t try to make them come round to your way of
working/your tools, you need to fit into their workflows.”
Jamie Wallis, Product Marketing Manager at Gearset
“Listen to the salespeople. “Make it a practice to sit

Become their partner, not in sales calls periodically
just their resource.” to know how their needs
Jason Siebert, Senior evolve.”
Product Marketing Sai Anand, Marketing

Manager at iObeya Analyst, Product Marketing
at Zoho Corporation
>
> 55
Sales “Use customer questions and interviews to inform content. Prospects can skew
enablement data because of bad targeting or bad use case fit. But customers are vetted
and can provide insight into what potential customers may lack in the buying
tips process.”
Eduardo Lopez, Senior Product Marketing Manager at FastSpring
“Hold regular open forums for requests and discussion, in addition to more
formal talks and internal webinars.”
Laura Elliston, Senior Product Marketing Manager at YayPay by Quadient
“Ensure the process or tool you use is basic enough to understand the
navigation and sufficient enough that time isn’t a factor to manage.”
Brad Roark, Director of Digital Marketing at Inspirata
“Utilize and involve reps in the development of tools and in the training to
increase adoption.”
Leah Vusich, Product Marketing Manager at Dejero
>
> 56
Sales “Consistently “Always have your case
enablement communicate with the

sales team and listen to
study handy and let it
be easy for search and
tips their feedback.”

Bryce Carr, Digital
distribution.”
Omamuzo Samson,
Content Strategist Product Marketing
Manager at Curacel
“Put yourself in the shoes of the buyer, then imagine what you would want the
salesperson to do to help you buy.”
Daniel Kuperman, Director of Product Marketing at Jira Align at Atlassian
“Make sure you have “Listen. To sales reps,

a regular open forum to customers you win,
discussion with sales to prospects you lose.
teams to get feedback Be willing to adapt. Get
and provide informal the reps on your side
updates.” by treating their time as
David Friedlander, valuable.”
Director of Product John Finn, Sales

Marketing at Red Hat Enablement Specialist at
AudienceView
>
> 57
Sales “Make sure you understand what your sales teams need. No one likes spending
enablement a lot of time on materials or initiatives, only to find out the sales teams won’t
use it.”
tips Michelle Pannell, Director of Product Marketing & Sales Enablement at a4

Media
“One training session for the sales team is not enough. The information must
be repeated so that the sales team remembers.”
Claire Bui, Product Marketing Manager at Trace One
“Strive to measure the impact of content efforts throughout the entire sales
journey. This will allow you to prioritize efforts for bigger impact and then gain
strategic visibility.”
Heatherly Bucher, Director of Product Marketing at Greenlight Guru
“Show that you’re open and willing to help. That you won’t be upset if they call
your baby ugly. That you’re using the feedback they provide. Be better. Sales
enablement is so much smoother when you find your champions and leverage
them wisely.”
Monica Raszyk, Director of Product Marketing at Kontent by Kentico
>
> 58
Sales “Always ask ‘what’s in it “Life gets easier and
enablement for them’ - why should a

sales person care about
there’s greater buy-in
when key sales folks are
tips this item, and how will it

help them?”
close to PM and when
these folks are part
Kristen Lee, Senior of training, battlecard
development, etc.”
Product Marketing
Specialist at simPRO Christian Rohr, Head of
Product Marketing at Ryte
“You have to be aggressive about internal marketing of enablement assets. A

lot goes into creation, so you better know how assets are performing, even if it’s
not the answer you want to hear.”
Chris Haberle, VP of Product Marketing at Nextiva
“Educate sales teams “Talk to reps directly! Don’t

based on customer rely on feedback filtered
personas and needs.” through sales managers.”
Seema Kathuria, Senior Alex McDonnell, Market
Product Marketing Intelligence at AirTable
Manager at Duo Security
>
> 59
Sales “Communicate with your sales team regularly and proactively. Welcome
enablement feedback, but don’t wait for it to come your way. Having consistent
conversations with sales leadership and top sales representatives is the best
tips way to ensure your sales enablement strategy is as effective as possible.”

Jessica Materna, Director of Product Marketing at Litmus
“Enable more than just the sales team. Go in-depth with key account
managers, support team, and other customer-facing roles. Give the whole
company an overview so internal conversations are happening organically.”
Mike Rishworth, Head of Marketing at ezyVet
“Don’t create assets and then forget about them - if you do this, they’re unlikely
to be utilized and they’ll be a complete waste of time. Ask your reps if they’d
find your proposed resources useful, and if not, ask why.”
Lucy Allen, Product Marketing Manager at Linnworks
“If you focus on clearly and convincingly communicating how customer needs
are met by your offering, sales team needs will take care of themselves.”
Todd Walker, Director of Product Marketing at Techstars
>
> 60
Sales “Go out into the field with “Be selective in what you
enablement salespeople to acquire

legitimacy.”
produce, one really good
piece is better than 10 ok
tips Pierre de Champsavin, ones.”

Gretchen Hanson,
Product Marketing at
DIGITEMIS Cybersecurity Principal Product
& Privacy Marketing Manager at
Turnitin
>
> 61
Part 11
Conclusion
>
> 62
Part 11 - Conclusion Sales Enablement Landscape 2021
Conclusion Our latest research into the world of sales enablement has flagged some improvements and areas
for improvement.
Firstly, it was encouraging to see the number of companies without plans to introduce sales
enablement has decreased since we conducted the previous study 12 months ago.
Similarly, it’s also positive that product marketing is being given a much more prominent role in the
sales enablement process. This would suggest companies are trusting their teams more.
That said, the fact that over half of the people surveyed don’t have a sales enablement budget, was
disappointing to see. Companies need to back their teams to optimize performance, so hopefully,
the forecasts of increased resources will prove to be correct.
There’s been progress made since the release of the Sales Enablement Landscape Vol.1, and that’s
encouraging to see, yet there’s still plenty of room for further improvements that we hope to see in
Vol.3 in 2022.
“Sales enablement plays a crucial role in product marketing, and

following the release of last year’s report, I was eager to see the trends
that’d emerge in the 2021 edition.
“It’s fulfilling to see that so many product marketers are playing such a
key part in supporting their respective companies in the sales enablement
process - it’s indicative of a shift in mindset whereby companies are finally
appreciating what PMMs can bring to the table.
“However, organizations need to set aside necessary funds to support

PMMs and help them maintain performance; it’s a tough task, and I’d like
to think the calls for extra cash won’t fall on deaf ears.
“On the whole, there’s been a positive shift in the relationship between
product marketing and sales enablement - long may it continue when we
sit down and crunch the numbers in 2022.”
Richard King, Founder of Product Marketing Alliance
>
> 63
Conclusion A huge thanks to our sponsors...
enablix
Enablix is a sales enablement solution built for product marketers that helps teams make better
enablix
use of their sales and marketing content.
By seamlessly connecting and linking content from any source, reps and marketers can activate
existing content and make data-driven decisions about what to create next - because life is too
short for good content to go wasted.
For more information, visit www.enablix.com
Klue is an AI-powered Competitive Intelligence platform designed to help product marketers and CI
teams collect, curate, and deliver actionable competitor insights to empower Sales to win more business.
To learn more about Klue, visit www.klue.com
>
> 64
A special Contributors
thank you
Lawrence Chapman
Copywriter
Lawrence is our Copywriter here at PMA who loves crafting content to
keep readers informed, entertained, and enthralled. He’s always open
to feedback and would be thrilled to hear from you!
Richard King
Founder of Product Marketing Alliance
Rich is the Founder of Product Marketing Alliance and is at the helm of our
voyage to elevate the PMM role worldwide. He’s responsible for what happens
next with the community so if you’d like to have your say, don’t hesitate to get
in touch - Rich is always open to invaluable feedback and ideas.
Bryony Pearce
Head of Content
Bryony is the brains behind the Aladdin’s Cave of content we generously
churn out for members and non-members alike. She’s known as the Product
Marketing Alliance ‘Oracle’, and has a never-ending supply of new ideas. Feel
free to share your feedback with her - she’d love to hear it!
Jon Sayer
Graphic Designer
Jon is our graphic designer and looks at all our design requirements.
He’s responsible for the layout and visual elements in this report and
is always happy to hear your thoughts!
>
> 65
Part 3 - Role, responsibilities, and KPIs

Sales Enablement Landscape Vol.2 2021

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VOL. 2 2021 VOL. 1

And a whole lot more...

6. 54.8% don’t think enough money is being invested in sales enablement.

Introducing the Experience and roles

Product Marketing Manager 30.2%

Senior Product Marketing Manager 24.2%

Director of Product Marketing 16.7%

Associate Product Marketing Manager 8.1%

(People) Manager of Product Marketing 6.7%

VP of Product Marketing 4.4%

Introducing the Company type

We asked whether a dedicated sales team is in place, how many

How are teams Do companies have a sales team?

Do you have a sales team at your company?

How are teams How many people are in a sales team?

0-25 26-50 51-75 76-100 101-150 151-200 200+

Size of sales team

How are teams Do companies have a dedicated sales enablement team?

No - but planning to introduce one

“This growth is fantastic. It demonstrates that organizations are

How are teams How are sales enablement teams structured?

“Sales enablement supports different brands/product lines/salespeople, but

“The team is headed “One group handles non-

structured? resource management, and enablement materials.”

How are teams Who owns sales enablement?

“Creative/copy from the marketing team, product marketing, market

“Sales enablement is dependent on product marketing, pre-sales, and

How are teams

“In our company, it is a joint partnership between product marketing and

assets Igor Kranjčec, Head of Marketing at Mediatoolkit

“Product marketing should be the production house for enablement resources.

Sales Which sales enablement assets are considered most effective?

Customer Sales Product Battlecards Product Product Product Sales Other

Sales Are sales playbooks being used by product marketers?

Sales How is sales enablement content structured?

27.4% 27.3% 17.9%

Internal Third- Folder on

In a CRM Google Other

“Sales enablement used to be able to gather meetings much more easily

supported? How do you listen to the needs of your sales team?

86.9% By speaking with sales leaders face-to-face

Conducting win-loss interviews

Sending out surveys

Distribution of online forms

Ad hoc desk drops

supported? Igor Kranjčec, Head of Marketing at Mediatoolkit

Whenever a Weekly Monthly Quarterly Biweekly Other

Avg. % (2021) Avg. % (2020)

Looking at asset utilization numbers 50%

Surveys with salespeople 42.9%

Win ratios 39.3%

Conversion rates throughout the buying funnel 36.9%

Measuring sales confidence 28.6%

Researching won and lost opportunities 21.4%

Length of the sales cycle 20.2%

Average deal size 19%

Quota attainment 15.5%

Time to onboard new sales reps 9.5%

31% 31% 17.9% 8.3% 6% 2.4% 2.4% 1.2%

How are sales How engaged are salespeople?

How are sales How engaged are salespeople?

2.4% 6% 3.6% 3.6% 19% 16.7% 19% 19% 4.8% 4.8%

“We get them on board “Integrate sales feedback