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The Perils of Sales-Led Growth
Part two of the Enterprise B2B Product Management series
This is part 2 of my Enterprise B2B series — if you missed part one about the sales cycle, read it here. All of these points are summarised in my recent talk the difference between B2C product management and enterprise B2B product management.
It is not unheard of for there to be a somewhat antagonistic relationship between sales teams and product teams. Product teams will accuse the sales team of doing anything they can to make a deal, consequences be damned. Sales teams will blame the product team for every lost sale because of some missing functionality or unclear value proposition. The cycle continues, lines are drawn, the product team start referring to “the business” as if it’s a separate part of the organisation to them.
This has to stop!
However, we need to investigate some of the root causes, and some of the ways we might work together more effectively.
The Columbo effect … just one more thing
Let’s set the stage — you’re a product manager working on an enterprise B2B SaaS product. You’re still in growth mode, and have a few foundational clients. You’re pretty sure you’ve got product/market fit (in a future instalment, we’ll talk about how that might be a myth)…
