Imagine this: Your marketing team has created new value messages for a product launch or update to support marketing’s online content and demand-and-lead-generation campaigns. Marketing will incorporate the new value messages in all customer-facing content assets they are creating for the sales force.
In parallel, the product management team prepares product-training services for the same product launch. As you can imagine, their training approach is based more on the product rather than the business problems the new product can solve or the business results that can be achieved. Furthermore, and this is the crucial point in this context, the value messages they use (if they use any) are old ones from a similar product.
Additionally, the recently established sales enablement initiative wants to justify its existence and has created interactive playbooks for all major product lines, based on, yes, the previous value messaging approach they had access to. Sound familiar?
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