Skills for Marketers
Sales enablement gives a sales team useful material for the conversations buyers actually have. Ground each asset in a specific buying question and a claim you can support.
Collect recurring objections, sales questions, and win-loss observations. Remove personal or confidential information that is unnecessary for the task.
Draft an objection response or comparison outline with source evidence beside each claim. Ask a salesperson to review it against a real conversation and note what needs updating.
Turns one competitor's entry in the competitor file into the page a salesperson actually uses — the questions to ask, the answer to that rival's usual claim, one customer who switched, and when to walk away — short enough to read in the ninety seconds before a call.
Builds the honest picture of each company the buyer is also considering — what they claim, who they beat you with, where they are genuinely better, where they are weak, what they charge, and what they have changed lately — and keeps it as the file every other skill checks a competitive claim against.
Designs a round of customer research that will actually settle something — who to talk to, what to ask without leading them, how many is enough — and then reads what comes back with a confidence level on every finding.
Turns a settled position into the words each audience hears — one claim held constant, a version for every persona and every person on the buying committee, the support each of them accepts, and the thing not to say to each.
Turns a messaging argument into a test plan you can run in two to four weeks with no research budget, then reads the results and says what they do and do not license you to change.
Examines what the company charges for rather than how much — the unit the price counts, how the tiers are separated, what the setup fee does to the package, and how any of it is explained to a buyer.
Diagnoses where marketing and sales are actually broken — lead definitions, the handoff, follow-up speed, feedback, shared numbers, and the joint meeting — then writes the stage definitions, the service-level agreement, and the pipeline review that fix it.
Works out which moment in a sale is going badly, audits what the company has already given the sales team, says what to throw away, and then builds at most two things — a deck in the order a buyer needs it, a one-pager of the right kind, or a demo narrative timed by scene.
Builds the list of what buyers actually push back on — in their own words, with what each one really means, the answer that has worked in your own calls, and a mark on anything borrowed from general practice rather than tested here.
Works out why deals were actually won and lost, starting from the assumption that the reason in the CRM is wrong — with a verdict per deal, a pattern across them, and the evidence cited deal by deal.
Builds and grows customer-language.md — what buyers actually said, word for word, about the problem, the result, the category, and the questions they ask.
Takes every claim the company makes and says, one at a time, whether anything it can actually show backs it up — with the verdict, the evidence named, and for anything thin a rewrite the evidence does carry.
The essentials
Build a foundation with 46 skills for recurring marketing work.
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Connect your workflow with all 62 skills and five playbooks.
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