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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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55663 Views
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Apurva Davé
Apurva Davé
Aembit CMOMay 25
I'll focus on the creating great messaging, because frankly that's the most challenging part of the job. Especially given the noise out there with so many products, and so many companies being funded, it's really hard to stand out. I think there are lots of ways to create great messaging, but it all comes from the same place: * Great insight into your customers drive great messaging. That's it. So then the question is, how do you get there? For me it means holistically understanding the environment around your user, and then being able to connect the most differentiated value of your product to their world. That means your product marketers must have a deep understanding of the customer as well as the demands and challenges they face, combined with a deep understanding of your own product, and finally the overall environment (competitors, legacy products, substitutions). When this comes together, messaging must be defensible (it's true) and must be differentiated (you couldn't slap a competitor's name on it and have the market believe it). Finally and most importantly, it must matter. The customer must care about your why's and how's. Over time as a marketing leader you develop a sense if a product message meets these requirements, but the only real proof is testing it with your customer base and proxies for the base. Proxies include product managers, good sales people, and analysts. Use them! And then when you're ready test with willing customers, and then finally with prospects who don't know they are getting the new stuff. Don't be afraid to get the message out there. Finally, I would say that I'm not a huge fan of A/B testing messaging through ads or web pages in the early days. While you may see which one gets more clicks, you won't know why. Having real conversations allows you to ask the follow on questions that give you the insight needed to improve your messaging.
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47008 Views
Quinn Hubbard
Quinn Hubbard
Matterport Head of Global Brand & Product Marketing, DirectorMay 3
As much as I would love to share a one-size-fits-all KPIs, I’ve found that no two launches are the same. Even if you’re launching a product again in a new market, you’ve probably learned something from the first launch that will lead you to optimize your approach the next time. Instead, I break it down into these four categories and choose the most important metric from each category: * Business metrics: How will this launch help the business to meet its goals? Is it revenue, subscriptions, marketplace balance, users? * Product metrics: What action(s) do we want our target audience to take? For example, trial, adoption, retention, increased usage. * Channel metrics: Based on the way that the campaign is set up, what’s the most important way that our audience can engage with the marketing campaign? Do we want them to watch the video, click on the push notification, read the blog, ask a question or something else entirely? * Top of funnel metrics: What do you want your audience to know, think or feel based on the launch? These are your awareness, perception and sentiment metrics. It takes a lot of discipline to pick only the most important metrics and stay laser-focused on those. But I’ve found that when I’m able to do it, it gives the team a clearer mission and strengthens the impact.
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39659 Views
Jodi Innerfield
Jodi Innerfield
Salesforce Senior Director, Product Marketing Launch Strategy & Emerging ProductsJanuary 12
Tiering and t-shirt sizing a launch should be based on "how impactful is this to my customer and the company?" If it's a brand new product suite, a new offering in the market either for the company or the space, or a material investment/improvement from what exists today--that's a Tier 1, full-court press (whatever that means for your company!) Moderate improvements, new SKUs, bigger features that are exciting but not totally new and different for the company are the market are more medium-Tier launches. Smaller features and incremental updates can be covered in release marketing only, maybe in-app notifications, or documentation because they're more for end-users vs buyers are Tier 3.
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34568 Views
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
Lindsey Weinig
Lindsey Weinig
Twilio Director of Product MarketingAugust 16
I love the power of a new perspective. I recommend an inspect, reflect, then suggest approach. Taking time to gather information from and form relationships with teams you support including product, sales, sales enablement/programs, marketing, as well as peers at your level will help you gauge your role's expectations and the business needs. Learning priorities, measures/OKRs/KPIs, recent learnings, challenges, and opportunities from these teams will help inform a perspective that will drive your approach and priorities as you ramp up. 
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19517 Views
Ryane Bohm
Ryane Bohm
Clari Head of Product Marketing | Formerly Gong, Salesforce, GENovember 3
A new feature within a product would usually fall under a Tier 2 or 3 launch in my book. That means they are getting attention, but not quite everything you have up your sleeve. Tier 2 or 3 launches often include: 1. Website updates 2. Launch blog 3. External comms 4. Employee comms & employee activation 5. Light field enablement 6. Internal FAQ document 7. An ammendment to the core product messaging & positioning, as needed Salesforce has historically done fantastic job launching new features in products on a recurring & predictable schedule, meeting the customers where they already are, and showing the feature value. For overall product marketing, marketing, and category creation education, definitely check out the book Play Bigger. It puts a new spin on thinking differently and creating differention in the market. And of course, give Clari a follow and see how we are activating our channels across social media, product news, web, and more! 
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5858 Views
Kevin Wu
Kevin Wu
Airtable Former Sr Director Product Marketing | Formerly Salesforce, AppDynamics, WeWork, AirtableMarch 2
I agree with this statement. Sometimes when I look at PMM resumes that say something like “Increased sales pipeline by 30%” or “Increased product adoption by 15%”, I’m often skeptical because how much credit can a PMM really take? Did you write all the content? Did you do all the work on campaigns, ads, paid performance, SEO, SEM, digital, video, webinars, and webpages? PMMs operate through influence, not authority. We’re the strategic center of marketing—defining the strategy, personas, messaging, and execution. That being said, let’s at least start with the stuff we can take credit for: * Personas - How well are the personas defined and how well does the marketing and sales org understand these personas? What research has been conducted? Which documents can we point to? * Messaging - Good messaging is highly subjective but the key here is ensuring all messaging has been vetted by sales, customers, and internal experts. Is the messaging easily consumed by other stakeholders like content marketers? * Sales enablement - If you’re B2B, PMMs are directly responsible for enabling the field on the market, competition, product positioning, messaging, pitches, and demos. Of course, this is all influenced pipeline but is the foundation there? If it’s not, you’ve got work to do. * Campaign strategy - PMMs should be shaping and directing the themes of campaigns throughout the year and educating the marketing org on why a certain kind of campaign is needed. Campaign runners are responsible for driving those campaigns in market. * Product launches - PMMs are often the quarterback for launches. How many launches can be accomplished per year? How organized are these launches? Are they reaching their target audience? Was the launch able to drive the expected amount of product adoption? * Analyst briefings & thought leadership - Just keeping analysts informed and up-to-date is critically important for the business. Spearheading a Gartner MQ is a ton of work. Did you develop thought leadership themes with the comms team? * Events - Supporting user conferences, tradeshows, and keynotes. How many field events did you support? There's a lot I missed. Some of the above can be measured quantitatively but most are qualitative. If you take a step back, I would say a PMM can tie themselves to the holistic movement of core KPIs quarter-over-quarter. If you’re doing your job right, you should be able to claim influence on sign-ups, activation, pipeline, and close rates QoQ.
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11653 Views
Daniel Kish
Daniel Kish
Conveyor VP Product MarketingNovember 10
Let's assume that you've got the pricing set, the feature packaging defined, and the product technically built. What happens next? Enablement! My laundry list of things to do includes: * Work with the CPQ/Systems team to build out the commercial workflow of what a SKU looks like, how discount approvals and escalations flow, product special terms, and configuration policies * Build a training deck for different audiences (Sales, CSMs, Implementation, Support, Deal Desk) that describes what the product is, who typically will buyer, details on the ideal customer profile, the pricing, who can sell, discount structure, positioning, and selling "rules of engagement" * Generate assets like price sheets, seller guides, proposal/ROI calculators, and feature-packaging breakdowns * Work with the customer marketing team to push content to the install base * Work with the revenue marketing team to push content to prospects * Set up the measurement apparatus on KPIs like average selling price, average deal size, cumulative ARR, and discretionary discounting all broken down by segment, region, deal type, and competitive-threat * Work with the Documentation teams to incorporate feature differentiation into key help center or customer advice channels Because pricing and packaging will touch almost every area of the business, you'll have to prioritize! My method is to start with where the product is most likely to be sold. For example, are you primarily selling to the install base? TALK TO CSMS! Is it mainly for smaller customers? PRIORITIZE THE SMB SEGMENT!
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6110 Views
Nate Franklin
Nate Franklin
Hex Head of Product MarketingJanuary 26
I see those as different skills sets and usually different teams but I don't think there are strict lines in between them. Product Marketers should own the story, the core positioning and messaging, the surrounding context / thought leadership and GTM strategy. Ideally there are counterparts in integrated marketing, campaigns or growth marketing to help make that come to life. But I think there's also what is ideal on paper and what is practical in real life. More often then not those integrated brand / campaign teams are swamped and not only serving the needs of product marketing. As a result, PMMs will more often then not need to stretch into what it specific assets and content needs to be created - whether that's videos, ebooks, blog posts, etc. And quite frankly, your partners in marketing will thank you if you come to them with ideas and they you can brainstorm the best path forward. When I am hiring PMMs the core positioning and messaging skills matter the most, but I also want to know that they can stretch to think and how should this be brough to market. 
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7584 Views