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Get answers from product marketing leaders
Nisha Goklaney
Nisha Goklaney
HubSpot Senior Director of Product Marketing | Formerly Intuit, American Express, SageNovember 9
Yes, there are plenty resources out there for you to continue to sharpen your toolset and learn from others in the community as well. Here are some of my favorites 1. Listening to podcasts - Women in Product Marketing by Mary Sheehan is by far my favorite. She brings on a host of Senior PMM's in their field to discuss topics from messaging, positioning, pricing, getting into PMM, GTM strategy etc. 2. Following thought leaders on Linkedin. 3. Spend time on other websites - Some website I have come to love over time are Airtable, Asana, Snowflake, Zendesk, Gong, Drift, Dropbox, Evernote etc. Here's a good list of good B2B website examples and what makes them great as well 3. Spending time in the field with actual customers - listen to how they talk about their challenges, goals, aspirations and passions. What they like spending time doing and what they don't. Ask specific questions on how your product/service helps them, what they would do otherwise and take notes on the specific words and language they use to describe the value your product brings to them 4. Listen to Gong calls or shadow your sales/Customer success teams - to hear first hand on how your sellers sell your product/service, the slides and pitch decks they use, and their words and language. Pay attention to what resonates with customers, and what doesnt. Listen also, to how prospects describe their problems. 
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Kevin Zentmeyer
Kevin Zentmeyer
Jobber Senior Director, Product MarketingApril 26
One tactical way to get better at interviews is practice using the following method: 1) Search Glassdoor for product marketing interview questions. 2) Google "product marketing interview questions. 3) Copy paste all of them into one document. 4) Scan the document for any questions that you could answer in your sleep and delete them. 5) De-duplicated the remaining questions. 6) Write answers for each of those questions. 7) For repetitions, you can either re-read your answers to these questions or delete your answers and write fresh ones to take yourself through the thought process with a fresh pass at it. This method takes a long time, but getting better at most things requires a significant time investment in deliberate practice. So if you want to get better, this will help.
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Mike Berger
Mike Berger
Ex-VP, Product Marketing @ ClickUp, SurveyMonkey, Gainsight, Marketo | Formerly Momentive, Gainsight, MarketoNovember 11
If you are looking for key Product Marketing metrics to determine success, here are some ideas: * For a mature product: new users, adoption (usage), active users, daily active users, monthly active users, retention, net retention, pipeline, revenue, deal size, win rate, close rate, velocity * For a very immature product: # of early customers, # of customer demos, # of trial signups, adoption (usage) * For going after a new buyer: # of new relevant titles added to the database, # of wins in a new vertical The key is to determine what the objective is given where the product is in its lifecycle, and come up with the right metric accordingly.
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Adrienne Joselow
Adrienne Joselow
HubSpot Director of Product MarketingDecember 6
We develop personas in three degrees depending on the need: lightweight, qualitative, and quantitative (statistical). Each of these populate a similar framework: demographic details (job title, geo if applicable, age range, etc), responsibilities/needs/jobs to be done, challenges/pain points, Worth mentioning that a companion framework, the Ideal Customer Profile (ICP), is often created to establish firmagraphic targeting to complement. Competitive insights are typically not included in our persona frameworks (though I hold space for exceptions here in rare cases - i.e. if credentialing on a certain product is part of a job responsibility). Instead, generally, our competitive insights are cultivated and applied in conjunction with the above. From a Challenger model, we aim to reframe the problem, introduce new/improved impavt as a result, and ultimately reveal value. 
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Priya Kotak
Priya Kotak
Figma Product MarketingFebruary 23
I’m a big advocate of getting messaging in front of customers and potential customers directly. Here are a few ways I’ve done that recently: * Test messaging in product betas: At Figma we often launch features to a subset of customers in beta before making them generally available. I like to use this as an opportunity to test some messaging ideas. Not only can you test messaging in recruitment comms and onboarding decks you can join feedback calls to hear use cases and benefits in the customers’ own words * Test landing pages with target audience: When we launched FigJam we created 3 versions of our landing page, each leaning into slightly different messaging, and partnered with our research team to test them with customers in our target audience. We had them react to each page as well as answer various questions to gauge which messaging was easiest to understand and most compelling. I feel comfortable knowing messaging won’t be 100% perfect at launch and that it will evolve as we learn how users actually use the feature/product. If you’re already sending surveys and talking to customers you’re on the right track — from there you can iterate post launch. Here are some things you can do to learn whether you need to tweak your messaging: * Review performance: Look at metrics for your landing page, blog post, etc. How are they performing compared to benchmarks? Are you seeing the traffic and conversions you expected? If not, this might be a sign that the product messaging isn’t resonating — a good next step would be talking to some customers and your Sales team. * Learn from Sales: Check-in with your Sales team to learn from their experience. How has the messaging and pitch for the new product been landing? Are they using the materials you created or have they changed them? Joining or listening to calls is a great way to understand this first hand. You can also look through data in your CRM to learn who’s buying so you know whether your messaging is targeting the right personas
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John Hurley
John Hurley
Notion Head of Product MarketingDecember 15
When it comes to defining goals for product launches, we tend to consider both short-term and long-term objectives. In the short-term, our goals may be centered around acquisition, engagement, and awareness. For example, we might aim to gain a certain number of new users, or to generate a certain amount of buzz on social media in the weeks following the launch. These early indicators can help us understand whether our product is resonating with our target audience, and can give us some early feedback on potential areas for improvement. Long-term goals, on the other hand, are focused on driving sustained usage and adoption. We want users to not only try our product, but to continue using it over time. This may involve goals around user retention or activation rates, as well as measuring how frequently users are engaging with our product. Ultimately, our goals for product launches are tailored to each specific product and our broader company objectives, but it is important that we consider both short-term and long-term goals in order to create a successful launch.
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6927 Views
Chad Kimner
Chad Kimner
Meta Product Marketing Director, AR/VR | Formerly Mozilla, LeapFrogNovember 16
The answer will depend on the size of the organization and the resource network available to PMM teams. Today, my team enjoys dedicated Marketing Insights and UXR teams and so the critical work is writing an excellent brief that clearly defines: * What we're trying to learn? And why it's important to solving a business problem. The reality of large organizations is often that research teams are getting multiple requests for projects with significant overlap in purpose. Clarity around these topics might allow you jump on board another project that has already cleared organizational hurdles and save your budget for other research. * The target audience. If this is exploratory research, the audience may be less socialized and understood across teams so defining great personas for research teams to go find is critical. * Legal, ethical, competitive constraints. We're closest to understanding the challenges research teams may face in getting work into field given limits on what certain teams are comfortable sharing outside the company walls. * An expected plan for socialization. Who will care about the results of the work and how can we make sure we're tailoring the project to generate the kinds of data that will influence your key stakeholders?
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3458 Views
Leher Pathak
Leher Pathak
OpenAI Head of Product Marketing, API PlatformAugust 14
I am constantly learning new ways to use AI to be more efficient and impactful as a PMM, just like the rest of this PMM community. A few things I've found to be helpful: * Product naming: I've used ChatGPT to help me come up with inspiration for product names, especially when I'm trying evoke something intangible, like a concept or feeling. (Note: ChatGPT loves being creative, so you'll definitely get some names that you make you chuckle.) * First drafts: Sometimes I'll ask ChatGPT to help me with a first draft of an email or a tweet. It's important to remember that ChatGPT's written drafts are only as good as the information you feed into it. So try to be as detailed as possible—you can even upload a PRD into ChatGPT to help give it context. * Charts: I've been really impressed with ChatGPT for creating charts. You can upload a spreadsheet directly to ChatGPT and ask it to create any kind of chart (bar chart, line graph, etc.) You can even specify the x- and y-axis and color-coding. * Slide visuals: While I haven't figured out how to get ChatGPT to make a slide deck for me yet, the DALL·E capabilities can really help when you need to create images for a presentation.
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1473 Views
Alex Gutow
Alex Gutow
Snowflake Senior Director of Product MarketingNovember 4
2 pieces of advice here: 1) Take a look at the messaging from other companies (even outside of your market or industry). Who is really nailing it and what do you like about it? And who are the players that you still can't figure out what they do? See if you can start to incorporate some of the aspects you like into your message, or prune out some of what you didn't like. One thing I love doing here is seeing if there are ways to be more colloquial in your messaging. Especially if you work in B2B, see if you can incorporate some of the fun, down to earth messaging that B2C tends to do more of. 2) Don't be afraid to have your work torn apart. It can be hard getting feedback, especially for something you've spent a lot of time and energy on. But try not to get defensive or tune out what you don't agreement with. Go get feedback from the hardest critics. And don't be afraid to ask them follow up questions (ie "Do you agree with this point directionally or you don't think it's a main value at all?" "Do you have suggestions for alternative wordings?" etc)
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Claire Drumond
Claire Drumond
Atlassian Sr. Director, Head of Product Marketing, Jira and Jira suiteJanuary 25
I think the most effective model here is the hub and spoke, (while remembering the wheel is the most important). * PMM is the center of the wheel, setting the strategic direction along with their product counterparts. * PMM should be aligning on business goals, developing competitive and differentiated roadmap & GTM strategy, and ensuring that your messaging and positioning is competitive and compelling. If PMMs are doing their jobs correctly, this direction should help all your general marketing functions build their own plans around the set direction. For example, demand gen should be able to take your set strategy to build and execute on campaigns that drive those goals. * Then each craft should have their own guardrail metrics that show if their work is effective in driving towards the north star. I find this model breaks down when the general marketing functions have their own goals that are disconnected to, or not directly driving towards the PMMs goals. For example, if PMM is trying to land new logos, and your brand team is trying to rebrand the company and using all of their resources to do that, it would be a good time to have a conversation with leadership and ask them to prioritize. If goals are clear and aligned, managing this relationship should be easy. Your marketing counterparts are an extension of your PMM team, bring them along for the ride, involve them in your planning cycles and team meetings, buy them drinks, especially the creative team because lets face it, they're usually the most fun.
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