Get answers from product marketing leaders
Nisha Goklaney
HubSpot Senior Director of Product Marketing | Formerly Intuit, American Express, Sage • November 10
This is a great question! Given messaging is such a subjective topic - it's super important to quantifiably test and iterate on it to ensure it lands well in the market. Here's a few strategies and tactics you can use to quantifably test it: 1. During the process of creating the messaging, work with your market research team to test aspects of the messaging with prospects and customers. This can be both qualitative tests where you test specific aspects of your pitch and differentiated value or quantitative tests of words or descriptors you use. 2. Solicit early feedback from Sales and Customer support teams - We’ve recently done this super effectively at Hubspot, by essentially recording a Loom video of our pitch (keep it under 5-7 minutes) and following that up with a Google form with specific questions to solicit sales and customer success feedback on the pitch, differentiated value, use cases, imagery used etc. 3. Leverage platforms and tools such as Wynter - This has been another effective platform we’ve used to test messaging effectiveness and gain specific feedback on what resonates and doesnt with your prospective buyers. Wynter allows you to crowdsource and get real-time feedback from your target customers. 4. A/B test on your website, ad copy, social copy, search copy - these are simple and effective ways to test a couple of different messaging options with your prospects in real-time to see what resonates most. 5. Email test your messaging to prospects - This is a tactic you can easily use to test different subject lines, body copy, CTA’s to see what resonates most.
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Lauren Hakim
Zendesk Group Product Marketing Manager, AI • January 20
This can certainly vary depending on the company! Here are some examples of areas that would be owned by different product marketing levels based on my experience: Messaging & Positioning * PMM: Crafts messaging and positioning at capability/feature level with some coaching * Sr. PMM: Drives messaging and positioning at the product/feature level and coaches others on product/feature level positioning * Director: Drives messaging and positioning at the category level and ensures alignment across teams Sales enablement * PMM: Creates materials and conducts enablement sessions on sales fundamentals (e.g. first call deck, demos) * Sr. PMM: Orchestrates enablement initiatives and programs at the product level or across multiple features. Identifies opportunities to increase pipeline by collaborating directly with reps and sales leadership. * Director: A mix of strategic/tactical partner to sales leadership for their functional area. Ensures execution of sales-facing content and training. GTM strategy & execution * PMM: Plays a specific role in building GTM strategy and execution for area of focus (e.g. buyer, competitors) * Sr. PMM: Drives GTM strategy work across multiple products, features, or initiatives (e.g. pricing, narrative). Makes recommendations to optimize methodologies and processes. * Director: Ensures the success of the development of GTM strategy and responsible for their teams’ execution of GTM programs. Considers the portfolio strategy (e.g. where a particular launch strategy fits in amongst other launches). Makes recommendations to optimize methodologies and processes.
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Quinn Hubbard
Matterport Head of Global Brand & Product Marketing, Director • May 4
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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Adrienne Joselow
HubSpot Director of Product Marketing • December 7
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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Susan "Spark" Park
Monzo Director of Product Marketing • February 4
I built the 5A Framework of GTM for this question. :-) I know where you're coming from. You're proud of your incredibly, detailed GTM, but you need to present this plan to your GTM team, and you're in a sea of product documents and spreadhseets and you're unsure of what points to bring up. Create 5 sections with each of these A's, and you'll be surprised how holistic the GTM story is, and the quality feedback you will get back to pivot the GTM if need it. This is why 1. Audience: You must understand your target(s), and how it will be best to approach them. This can open eyes on who the product is built for and if you're going after an existing customer base or expading into a new customer base. This can start landing whether or not you're driving growth or retention in your accomplishments or goals 2. Angle: What is your message/angle. This will tell your audience(s) how you solve a problem. This can address whether or not your angles/messages go along with the existing mission and other product suite. Feedback here is critical to understand if the product is in line with where the company is going, and this is critical to get buy-in. This also leaves room for your copy and marketing team to get very creative. 3. Accomplishments: Your goals and milestones. These are also critical to get buy-in. If you're gunning for growth you will potentially have commercial objectives to hit. Either way, these will be necessary to ensure you are positiong your launch in line with the success executives want to see. This can also focus the GTM team for the right areas, and drive the right channels to hit these Accomplishments. 4. Activate: How will you execute your plan? This is where a screenshot of the GTM checklist with highlights of your top channels and partners come in. If you're not getting push back on any of the Audience, Angle, or Accomplishments, this Activation plan will not need to change much. But if any of the preceding A's are changed, be prepared to change how you will Activate, which is why it's more tactics than a big discussion. Also if your channel team understand all of the A's, they will have great ideas of their own to Activate. Empower your team with knowledge with the 5A Framework. 5. Assess: Evaluate and adjust. This will come in a post-launch and your plan of tracking. Everyone needs to be onboard on this for when you will regroup and what success/good looks like. This will enable the whole team to learn from each other and adapt better for the next launch. If your teams don't all understand this at a high level, it would be very hard for them to have agency in their contribution to the GTM. So ensure everyone has this undestanding so they can brainstorm how the best to hit these goals in your launch.
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Sonia Moaiery
Skilljar Director of Product Marketing | Formerly Glassdoor, Prophet, Kraft • October 19
I’ll outline where I see PM and PMM overlap and diverge, and what signals to look out for to assess the better fit for you. I had a chance to test out a PM role in the past and was a CPG Brand Manager which is similar to a PM. PM/PMM Overlap. They both: * Have the end goal of solving a customer/end user problem. This requires a deep understanding of who the customer is, their needs and the value they seek. * Work cross-functionally to get x-func teams bought into a vision, solutions to a customers' problem and plans for how to get customers adopting and using new products and features. * Require strong skills in distilling insights, storytelling and influencing a complex set of cross functional stakeholders. Both are often influencing people who don’t directly report to them. * Make trade offs between the following things: 1) building for prospects vs. existing customers 2) building new innovative features vs. optimizing existing features 3) when to announce vs. when to make available etc. PM/PMM Differences: * PMMs have the challenging job of translating the solution and value the PM/Eng teams are building into a compelling narrative for prospects and existing customers and what channels to activate that narrative in. PMs should certainly input into how we tell the story, but that is not their primary role. It's good for a PM to be aware of the 'marketing plan' for a new product or feature, but they're not deeply involved in the mechanics of the marketing plan the way the PMM isn't deeply involved in the technical mechanics of the product. * The main cross functional stakeholders they serve. PM works primarily with Engineering, Product Design and UX research, designing and building a solution and to deliver a coherent product roadmap. They’re often working with Engineering in tools like Jira and design in tools like Figma, to determine how to actually solve the customer's problem via the product. Their deliverables include product requirements, technical plans, JIRA product stories/tickets and roadmap rationales. * PMM works primarily with Marketing, Sales and Enablement to build a go to market strategy. They’re often working with Marketing in tools like Asana/Figma to track customer-facing creative projects, collateral and new landing pages, or in Google Slides coordinating training for sales, launch plans and marketing collateral. Deliverables include launch/adoption strategies, pitch decks, buyer insights / personas and market analyses. * PMMs tend to be more involved in the nuts and bolts of pricing and packaging, and may even own it entirely at some companies. Although if you’re at a PLG company, “growth PMs” may be more commercially-minded and responsible for driving acquisition where pricing and packaging are a big component. * PMMs are expected to have more of a pulse and eye on what’s happening in the market landscape, industry, competitors and buyer insights. They should be seen as the customer expert especially as relates to how to reach and engage them. PMs will benefit from a PMM who does this, but if they don't have a PMM counterpart, they'll often have to do it themselves and it can fall to the wayside. * PMs more often have to make hard trade off decisions around optimizing and maintaining existing feature/product challenges/bugs/shortcomings or building new innovative features. They are often translating the overall company strategy to their specific domain or area to determine where to invest. PMMs certainly input here but it is not their primary role. * PMs have to figure out where to start. They might have a lofty vision and roadmap but that has to be broken down into smaller pieces and parts to get to the bigger end goal. You have to be skilled at working with engineering to think about sequencing, prioritization and iterating.
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Eric Bensley
Asana Head of Global Product Marketing • September 14
There's no perfect way to do this. People hate when I say this but when it comes to messaging, I'm much more into qualitative feedback vs. quantitative. If you similarly hate me, feel free to move on. If not, here are a few qualitative measures I use: * Can your sales team remember it and pitch it on calls? If you use call recording software with your team, take a listen. If your sales team is pitching it, it's working. If not, it's not. * Do a webinar or event and ask for feedback after. Incentivize response with free swag. Session scores call tell you a lot about how your messaging landed. * Is more work "falling out of it"? What I mean by this is whether other people are building on top of it. ARe they thinking about it could be used for their segment and iterating on it. The best messaging becomes an organic force at your company.
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Chad Kimner
Meta Product Marketing Director, AR/VR | Formerly Mozilla, LeapFrog • April 20
I like this kind of question because so much time is spent at work getting humans to agree that we're talking about the same thing. My particular answers are less important than creating a shared lexicon with the teams you need to mind-meld with. That said, I do like precision and so here's how I parse some of these terms: Value Proposition: This is the reason that your target audiences should choose you instead of your competition. It's the thing that you do uniquely well and it's the reason someone who lands on your site decides to learn more. Sometimes your value prop emerges so clear and forceful that you don't need to put it through rounds of wordsmithing, but more often than not you probably will. Using an example anyone who has ever seen a single TV commercial break will relate to, Geico's value prop has always looked something like: "we make it easier than anyone else to save significantly on insurance". That used to get translated a lot in their marketing to this famous copy: "15 minutes could save you 15% or more on car insurance". Substantiating their value prop that way made it crisper and more compelling. Messaging: Typically an outcome of a product positioning process, I think of messaging as the step in which we identify the specific things we want to say to our audience that support that positioning. What are the compelling arguments that make your value clear relative to competitors? What are the features and benefits you need to make clear? The common confusion about messaging is whether it's the same as copywriting and in my experience, it's wise to distinguish those two steps. Messaging is the "what", copy is the "how" in our communiation approach. The question doesn't ask about positioning statements, though I often see that term used interchangably with value proposition. I tend to see a couple areas of daylight between the two ideas. I think a value proposition can be broader than a positioning statement that is going to define, in detail, an audience, their unique needs and the competition.
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Kristen Kanka
Morningstar Head of Marketing, Enterprise Solutions | Formerly CaptureX, Medline Industries • January 27
Storytelling is the biggest trait is look for. I want all of my product marketers to be able to tell stories that anyone can follow that inspire action. Everyone I interview is asked to provide a writing sample so I can see if they’ve got “it.” The next trait is problem solving: In every interview I ask the same question: Tell me about a go-to-market that failed. I don’t care so much about the “why” of the failure; I want to know how you determined it was off track, and what you did about it to get back on track. And third is collaboration. How does someone build relationships? How can they earn a seat at the table with a diverse group of stakeholders? If they aren’t able to collaborate, it isn’t a role for them. You have to want to be the glue that holds a team together.
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Justine Davis
Postman Head of Marketing • November 18
The best products are built with the market in mind–and product marketing should contribute long before anything gets put on a shelf. It is an expectation that product marketing is involved way before the feature gets built and can answer "can I sell this?" with product. It definitely helps to have joint goals with product so work is not at odds. Product and product marketing are a true partnership and PMMs/PMs who realize this and don't treat the relationship as transactional are far better for it. Product marketing lives in 3 worlds — customers, product, and marketing (of course). And we bring the 3 together. It rests on product marketing to shape a clear, compelling, consistent voice for the product in the market. My marketing counterparts (analyst relations, demand gen, PR, performance marketing, brand, analytics, etc.) are in my team slack channels, attend my team meetings, and we have regular sparring sessions. I treat them as if they are on my team, because they are! Shared goals help here too. To work with CSM and sales, I have monthly business reviews where we do go to market deep dives and swap intel. We have regular win/loss reports, I get pulled in to do customer calls, we make enablement with a feedback loop from sales and CSM on what is needed.
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