• Do you struggle hitting the new product first year targets?
  • Do you struggle with the sales team not embracing the new products?
  • Are you getting beat up for relying on the legacy product to make your number?


If you answered “yes” to all 3 questions, you’re not alone. As soon as the product is thrown over the fence to you and your team, it’s now your problem the company’s not hitting the new product goals.


Sales conditions are constantly changing, the pace of change continues to accelerate, yet you continue to accept new product without properly enabling the sales team.


Selling New Products


Give your sales team a chance by ensuring the following groups do their jobs and that you’re involved in the process (refer to the Sales Enablement chart above).


  • Product Management
  • Product Marketing
  • Product Development
  • Field Marketing


As a CSO, VP of Sales or Sales Manager; Sales Enablement is core to your responsibilities.


Part of your Key Account opt-in package includes access and co-development of new products and services. The launch of a new product shouldn’t be a surprise to your key accounts; they should be pushing you to finalize the release based on the value of the solution they worked to help develop.


Key takeaways:


  1. Leverage the Key Account Management team to pilot new products; that’s why you’re in their labs/test environments
  2. Make sure you have a Sales Enablement program and that every product/service goes through every step
  3. Don’t confuse Sales Enablement with a Product Gate Process; only a small portion of the Sales Enablement program is found in a world class Product Gate process
  4. Don’t assume a tweak to the compensation plan is the answer


Looking to fill your organization with top sales talent in less time?  RSVP for our new webinar “Filling Open Reqs with Top Talent Fast!”




Follow @JohnStaplesSBI


Follow @MakingTheNumber




John Staples

Leads teams of highly qualified experts, all relentless in their pursuit of helping you make your number.

John is the global leader of SBI’s account management business unit. As such, he and his team help clients across 19 verticals drive top line growth and operational efficiency in sales and marketing.


John’s marketing, sales and product expertise span a multichannel strategic approach. He has an unyielding focus on strategic and key account development, which enables strategic alignment between all functional team members in order to reduce acquisition cost and increase lifetime value.


His broad experience in sales, marketing, product and engineering allows him to bring a unique problem solving approach to his team and clients. As he has discovered through decades of experience, clients are often distracted by the symptoms of a larger problem and overlook the root cause of it.


Read full bio >