Se enfrenta al rechazo del equipo de ventas en el posicionamiento del producto. ¿Cómo puedes vencer su resistencia?

To address the sales team's resistance to product positioning, I would start by understanding their concerns in a dedicated meeting. Emphasising our shared goals, I would present supporting market research, propose a pilot program to show effectiveness, and involve the team in refining the strategy. Providing training and regular check-ins, while highlighting early successes, would build confidence and buy-in. This collaborative, evidence-based approach will align our efforts and address their concerns effectively.

In my experience, validating the sales team's concerns helps show you're listening. By asking clarifying questions so they talk more than you fight for your position, you gain deeper insights into their challenges and perspectives. I value attending annual sales meetings to hear firsthand the difficulties and opportunities the sales team encounters with customers. These interactions foster trust and open communication. This collaborative approach ensures that the product meets market needs effectively and strengthens the overall strategy. By continuously engaging with the sales team and valuing their input, you build a stronger, more cohesive effort toward achieving common goals.

Acknowledging the sales team's expertise and actively listening to their concerns is essential in fostering a collaborative environment. By valuing their insights and addressing objections constructively, you not only enhance product positioning but also strengthen team morale and cohesion. This approach cultivates a culture of openness and mutual respect, paving the way for more effective problem-solving and continuous improvement in product strategy.

Facing pushback from the sales team on product positioning can be frustrating, but it's a common challenge for product managers (PMs). Here's a thoughtful perspective to navigate this situation: Understanding the Sales Team's Perspective: Their Goal: Sales reps are focused on closing deals. They might see the current positioning as hindering their ability to sell effectively. Their Concerns: Their concerns are valid. Unclear positioning leads to confused customers and missed sales opportunities. The PM's Role: Bridge the Gap: Your role is to bridge the gap between product vision and market reality.

The thing to deeply understand is that we're all aiming to make this product a superstar. First, let's really listen to what they have to say. Sales insights are like hidden treasure, and we need to dig into those. Next, bring the data. Show them how our positioning can actually make their lives easier and their numbers better. It’s all about backing up our strategy with solid facts. next flexibility is key. Being ready to adapt and tweak our approach will help us find that sweet spot where everyone wins. Think of it like a rock band: Product is the lead singer, but Sales is the electric guitar. We need both to create a chart-topping hit. Let's turn this pushback into our biggest success yet!

Educar sobre o trabalho de produto, e como se desenvolve bons produtos é super importante, portanto, precisamos nos aproximar dos stakeholders e explicar cada etapa do desenvolvimento de produto, qual é a estratégia atual, qual é a visão que acreditamos ser a mais certeira, e claro aproveitar esses momentos para validar se estamos no caminho certo, se tem algum insight ou feedback para melhorar é bem importante.

Once you've listened, it's time to educate. Develop a clear, concise presentation that outlines the rationale behind the new positioning. Use data and market research to support your decisions. Explain how this positioning addresses customer pain points and differentiates you from competitors. Be prepared to answer tough questions. Consider creating a "positioning playbook" that provides specific examples of how to articulate the new messaging in various sales scenarios. Remember, your goal is to equip the sales team with powerful tools, not to prove them wrong.

Once you've grasped their concerns, educate the sales team on the rationale behind the product positioning. Provide clear and concise explanations about the target market, customer pain points, and how the product addresses these needs uniquely. Utilize visual aids such as market research data, customer personas, and competitive analysis to substantiate your points.

Alignment in these situations is everything. You need to emphasize that both product management and sales share the same ultimate goal: driving customer satisfaction and business success. Reiterate that effective product positioning benefits everyone by making the product easier to sell and more attractive to customers.

- Equip Sales with the Right Tools: Empower sales with product demos, battle cards, and competitive analysis to confidently showcase value. - Gather Customer Feedback Together: Jointly attend sales calls or conduct customer interviews. Product learns what resonates, Sales gains fresh talking points. - Celebrate Wins as a Team: Recognize sales wins that tie back to product improvements. Builds morale and reinforces the product-sales connection.

Show how the new positioning aligns with both company and sales objectives. Demonstrate how it can lead to increased conversions, higher deal values, or expansion into new markets. Use concrete examples and projections to illustrate potential revenue growth. Make it clear that this isn't just a marketing exercise - it's a strategic move to drive business success. Consider setting shared KPIs that tie the new positioning to sales outcomes. This creates a sense of shared ownership and motivates the team to give the new approach a fair shot.

- Targeted Content for Different Sales Stages: Offer bite-sized content like case studies for early outreach and in-depth product comparisons for closing deals. - Sales Training Tailored to Needs: Provide ongoing coaching on product updates, competitor strategies, and handling specific customer concerns. - Easy Access to Product Experts: Establish clear channels for sales to consult product specialists for complex questions or unique customer scenarios.

Create a structured feedback loop to continuously refine the positioning based on sales team input. Set up regular check-ins to discuss what's working and what's not. Be open to making adjustments - positioning isn't set in stone. If certain aspects aren't resonating with customers, be willing to iterate. This collaborative approach shows that you value their expertise and are committed to finding the most effective positioning. It also helps the sales team feel ownership over the process, increasing their buy-in and motivation to make it succeed.

In my previous role, we faced similar resistance when repositioning our flagship product. I found that involving key sales leaders in the positioning development process from the start was crucial. We formed a cross-functional team that included top performers from sales, marketing, and product. This collaborative approach ensured that the final positioning wasn't just theoretically sound, but also practically effective in sales situations. It took longer, but the end result had much stronger buy-in and ultimately drove significant revenue growth.

In addition to the core strategies, consider leveraging specific frameworks and tools to streamline communication and collaboration between product management and sales teams. For instance, using a blueprint like the "Jobs-to-be-Done" framework can help clarify the underlying motivations of customers and align product features with their needs. Tools such as CRM systems (e.g., Salesforce), collaboration platforms (e.g., Slack), and project management software (e.g., Jira) can facilitate seamless information sharing and workflow integration between teams.