Every argument clarity score on this site is built from rows on this page. Each
question and answer was assessed with names hidden, the host's own answers included, on
four things from 1 to 5:
directness (does it answer the question asked), coherence (do the ideas follow),
precision (concrete details and clear references), compression (says a lot per word). The weighted
mix (30/30/25/15) is the exchange score. A person's published score averages their exchange
scores on raw tape only, at least 8 of them, shrunk toward the cohort mean.
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Answered produced feed
D 5 · C 5 · P 5 · Cm 4 4.85
Q as being visionaries. They might be the only one. So then how do you deal with that? Because you might have one internal champion, two, hell, you can even have 10. But how do they then get like everyone else on board, especially with enterprise software where there's integrations involved and multiple stakeholders? Tell me how you convert those other people or arm them to make the case for you.
A Well, that's where product marketing is just like the lifeblood of an enterprise software company. What is the box you're drawing for the customer to buy? How do you define the box? What's in the box? What's outside the box? That's product marketing. In doing that, you define your entire competitive landscape. And like deconstructing your secret sauce, how do you teach one, 10, a hundred salespeople how to sell what's unique about you? That's the sales enablement side of product marketing. So, you know, we're a little early at Usermind for this, but at Aptio, we, we took our first 20 customers, we got them into a customer advisory council, And we brought prospects into those meetings, and we had them all talk about what they were doing. And there's nothing more credible than big enterprises talking about in detail their use cases, their value, because now it's not you selling them, it's the customer selling them. So to me, you know, whether it's building a community, or it's case studies that you arm the field with, or it's reference calls, or it's, you know, business ROI calculators, your job is to basically take all that proof that comes out of your first 20 customers and turn it into materials and tools that you can teach the other sales reps how to use. Like you're not going to be able to scale your early success or scale how to sell or scale which persona to target without…
AI assessment note: “turn it into materials and tools that you can teach the other sales reps”
Answered produced feed
D 5 · C 5 · P 4 · Cm 4 4.60
Q I mean, that's profound in a certain level, but I feel like it's also very obvious. Like, of course, price point drives your business. What do you actually mean? Why does that specifically matter in the enterprise or is it unique to the enterprise?
A I don't think it's unique. I mean, if you look at it right, who would start a Kleenex company? Like, we call Kleenex Kleenex, and the price of Kleenex is set. And so to me, the point of view is, how do I get you to see the world differently so you see a problem I want you to focus on? How do I make that problem really important to you? How do I make it compelling that you're gonna solve that? And it's really hard to do that in a defined, like, where Kleenex exists. So this, to me, is marketing and branding, just like in any other business, just like CPG. We don't think about enterprise software like any other marketing and branding exercise. So to me, that's where the narrative starts. The narrative starts with Framing a problem that may already be latent, or, or they don't even think about, and making it top of mind. And when you make people see a problem differently, you arbitrarily get to reset the value associated with solving that problem.
AI assessment note: “I don't think it's unique.”
Answered produced feed
D 5 · C 5 · P 4 · Cm 4 4.60
Q I mean, that's profound in a certain level, but I feel like it's also very obvious. Like, of course, price point drives your business. What do you actually mean? Why does that specifically matter in the enterprise or is it unique to the enterprise?
A I don't think it's unique. I mean, if you look at it right, who would start a Kleenex company? Like, we call Kleenex Kleenex, and the price of Kleenex is set. And so to me, the point of view is, how do I get you to see the world differently so you see a problem I want you to focus on? How do I make that problem really important to you? How do I make it compelling that you're gonna solve that? And it's really hard to do that in a defined, like, where Kleenex exists. So this, to me, is marketing and branding, just like in any other business, just like CPG. We don't think about enterprise software like any other marketing and branding exercise. So to me, that's where the narrative starts. The narrative starts with Framing a problem that may already be latent, or, or they don't even think about, and making it top of mind. And when you make people see a problem differently, you arbitrarily get to reset the value associated with solving that problem.
AI assessment note: “I don't think it's unique. I mean, if you look at it right”
Answered produced feed
D 4 · C 5 · P 4 · Cm 4 4.30
Q as being visionaries. They might be the only one. So then how do you deal with that? Because you might have one internal champion, two, hell, you can even have 10. But how do they then get like everyone else on board, especially with enterprise software where there's integrations involved and multiple stakeholders? Tell me how you convert those other people or arm them to make the case for you.
A Well, that's where product marketing is just like the lifeblood of an enterprise software company. What is the box you're drawing for the customer to buy? How do you define the box? What's in the box? What's outside the box? That's product marketing. In doing that, you define your entire competitive landscape. And like deconstructing your secret sauce, how do you teach one, 10, a hundred salespeople how to sell what's unique about you? That's the sales enablement side of product marketing. So, you know, we're a little early at Usermind for this, but at Aptio, we, we took our first 20 customers, we got them into a customer advisory council, And we brought prospects into those meetings, and we had them all talk about what they were doing. And there's nothing more credible than big enterprises talking about in detail their use cases, their value, because now it's not you selling them, it's the customer selling them. So to me, you know, whether it's building a community, or it's case studies that you arm the field with, or it's reference calls, or it's, you know, business ROI calculators, your job is to basically take all that proof that comes out of your first 20 customers and turn it into materials and tools that you can teach the other sales reps how to use. Like you're not going to be able to scale your early success or scale how to sell or scale which persona to target without…
AI assessment note: “turn it into materials and tools that you can teach the other sales reps how to use”
