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Get answers from product marketing leaders
Raman Kalyan
Raman Kalyan
Microsoft Director of Product Marketing, Microsoft 365 SecurityDecember 1
We have different types of product marketing teams: 1. Core product marketing - responsibile for working closely with engineering on influencing the product roadmap and developing the value proposition with associated assets to drive awarness, consideration and adoption of our solutions 2. GTM - responsible for training our field and partners to ensure they understand the value proposition and can clearly articulate it to drive consideration and adoption of our solutions 3. Events - responsible for all first party and third party events where we will be present 
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Claire Drumond
Claire Drumond
Atlassian Sr. Director, Head of Product Marketing, Jira and Jira suiteAugust 16
Customer proof. The real question you're asking is how do you get consensus around a lot of opinions. Getting messaging approved can feel like being stuck in a wave pool. It's because messaging uniquely forces uncomfortable reflections like what do we stand for and why will anyone care? You can't know the answers without deeply understanding your customer. And that deep customer empathy is what makes a great PMM. I always go back to the customer's pain points when trying to drive exec alignment, not just on messaging, but everything. At the end of the day -- no one's opinion matters more than the customers. Some tips: * Bring execs & stakeholders to the table during the outline/ideation phase to uncover what they think are the most important value pillars and angles. * Test your main points with customers before writing anything. Use customers' own language when writing. * Show your process, supporting customer feedback, and why you are confident this is the right messaging when presenting.
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Jodi Innerfield
Jodi Innerfield
Salesforce Senior Director, Product Marketing Launch Strategy & Emerging ProductsJanuary 12
First--well done for having a post-mortem! It's really easy to just get caught up in the next thing that comes along, but post-mortems are super important! This is your time to reflect on the launch planning, the launch itself, and whatever happens next. Launch Planning Reflection - Get feedback from stakeholders involved in the planning. Did everyone have what they need to do their jobs? Was there adequate time to get everything done? Were the right people involved from the beginning or at the right time? This information should inform changes in your bill of materials or launch planning steps for the next launch. Launch Results - Since you want a post-mortem to happen relatively soon after the launch, you probably don't have too many KPIs to measure. But you can reflect on how launch day went--did everything go as planned? What happened that was unexpected you could better plan for next time? Were your launch-day KPIs hit? Next Steps - Post-mortems may help you identify what needs to happen next. For example, are you getting a specific question from sales or customers that you weren't prepared for? Maybe update your resources and FAQs to address questions that you didn't anticipate. What post-launch activities come next that are either on track or need to be adapted based on launch day? Sending out an anonymous survey ahead of the post-mortem ensures everyone gets their thoughts heard. Ask two questions: 1. What went well? 2. What should we do differently? Then, group answers by theme and by stage listed above. Use the actual post-mortem meeting to share the results and have people elaborate
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Christina Dam
Christina Dam
Lightspeed Commerce Vice President, Brand & Product Marketing | Formerly Apple, Electronic Arts, DigitasOctober 13
Great question and I would be very curious to hear how other companies do this! I mentioned in an earlier question that Square is very collaborative, and that means there is a mix of formal, and informal, ways in which we deliver customer feedback. Formal research / customer feedback studies: * PMM often captures customer feedback through conducting surveys, commissioning external research, listening to calls from Sales or Account Management/Customer Success, analyzing dashboards, or conducting interviews ourselves. * When we conduct these more formal studies, we always produce a Google Doc that summarizes the project objectives, goals and approach, and key findings (in addition to a link to all the raw data & feedback). * PMMs can provide immense value by taking the time to distill the insights into an executive summary, and articulate the prevalence of a specific piece/theme of feedback, and the impact it could have if addressed (e.g. will more customers adopt the product, vs. will it help with engagement or retention, etc). * In order to highlight this added strategic perspective, I haven’t found anything more effective than a well-written doc that the product teams can read and comment on. More informal ways of delivering feedback: * We host regular meetings with our Sales, Account Management and Customer Success representatives where they can surface individual customer stories and feedback directly to both PMs and PMMs. * We also utilize slack channels heavily, where PMMs and other functions can share customer feedback directly with our product managers, as we hear it. While many of these ‘one-off’ stories re-inforce feedback that has already been heard before, they provide additional insight into use cases or nuances that may not have been fully understood before. Top Tools used for delivering customer feedback: 1. Google Docs & Sheets - to summarize customer feedback, which can be translated into spreadsheets that Product Managers can use to further assess and prioritize the requests. 2. Salesforce is used by our Sales/AM teams to log feature requests, with dashboards we can access to pull top requests. 3. Gong - We also utilize Gong to listen to calls from our Sales/AM teams, and will often include links to the recordings in write-ups. And finally, I’ll mention the importance of repetition in delivering customer feedback. A well-written report may be appreciated and digested, but a PMM will gain even more trust as the voice of the customer if they are also referencing those key insights and speaking knowingly about the customer use cases in live discussions, product design reviews, roadmap planning sessions and more.
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Apurva Davé
Apurva Davé
Aembit CMOMay 25
I think PMM orgs go through phases. When I started in this role we were strictly by product, but our portfolio quickly became too complicated. We moved to more of a segment or sub-portfolio model. At the same time, the rest of the organizations' PMM teams were sub-dividing by objective. In order to match with the rest of that org we had 'ambassadors' to the objective-based teams. Given that PMM stakeholders are typically PM and Sales, I think the best approach is to best align your PMMs with the stakeholder objectives. In most organizations that's by product line or segment.
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Alina Fu
Alina Fu
Microsoft Director, Copilot for Microsoft 365January 25
Every company has its own system or values that they look for during candidate review. During interviews, especially at larger enterprise companies, the recruiter or hiring manager usually has a rubric that assesses how much the candidate fulfills the criteria. Here are what stands out for me in a pool of PMM candidates: 1. Achievement - how do they take initiative and demonstrate that they are results-oriented 2. Influence - how do they convey ideas that can influence others without formal authority 3. Leadership - how do they build on the work of others and help develop others 4. Adaptability/ Resilience - how do they navigate through ambiguous solutions and how do they pivot when needed 5. Self Awareness - how do they handle constructive feedback and how aware are they of their own strengths and opportunity areas 6. Problem-Solving - how well do they analyze situations, identify key issues, and produce an alternative solution 7. Strategy oriented - how well do they think beyond their current activity/scope into a broader vision The more senior the role, the more emphasis I have on finding a candidate that can address all 7 characteristics on this list.
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Patty Medberry
Patty Medberry
Infor Senior Director, Product Marketing | Formerly MicrosoftJuly 27
Successful product marketing, even outside of launches, requires close collaboration with the product management team. I encourage the PM team to consider product marketing as part of their team. Attending their staff meetings, business/planning meetings, and regular sync-ups are a must to understand and execute on the business. Choosing which features and products to focus on is a joint effort between the two groups. PMMs work with the PMs to understand what problem these new capabilities will solve or the opportunity this brings to customers. We also work with them to understand feature revenue potential, target market, etc. At the same time, PMMs are looking at our bigger story to the market and how these capabilities support that. All this helps us decide what to focus on…. We have two standard messaging templates (one long, one short) that include who we are targeting, the problem we are addressing, customer benefits, and key proof points. The longer version will include competitive information, the narrative, etc.
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Stephen Baloglu
Stephen Baloglu
Adobe Director of Product MarketingMarch 30
Organization readiness can be measured at different altitudes…e.g. Super high level and broad: does the business have the right strategy to win? vs. tactical: are we set up for a successful product launch and meet near-term goals? And points in-between. Let’s assume the big strategy pieces are figured out and set up for success and we’re focusing on the more near-term tactical pieces of a successful launch. There are a few areas that I focus on to assess launch readiness. For all of these, the key is to gain partnership and commitment with your x-functional leaders on the priority and measures of success. 1. Product readiness * Customer voice - Talk to your beta customers. What do they think? What is their behavior, look at the data. Don’t have a set of beta customers? Well, you need to find a way to get real-world insights from your target customers to inform the launch. * Launch metrics - is the product meeting established criteria that have been set to signal product-market fit. This can include things like CSAT or NPS, high-intensity use, performance & stability metrics, etc.. * Scalability - are the product and systems ready to handle the volume and scale of the launch…and then some. You are going to crush the launch, right! 2. Customer Experience * Discovery and customer journeys - do you have the right funnels with a cohesive story/message across the journey that drive customers to whatever you’re launching? At Adobe we do end-to-end experience mapping by a partner team (unbiased 3rd party) to uncover risks and gaps to fill prior to launch. * Product led growth engine- Are you delivering value fast enough, with low barriers to entry as a part of a loop to get customers more deeply engaged? Map this all out and figure out what's critical at launch to keep customers engaged and what you can build post-launch as you iterate on the experience. * Customer support - this includes status content as well as live people helping people in whatever channels you have; phones, chat, community forums, social channels, etc…Do these teams have all the right info to help customers when and if they need it? * Globalization and Culturalization - If this is a global launch, are you serving an experience that is not only localized for language but culturalized to connect with your customers in their local context? Partner with your geo teams to get this right and make the right investments where you can have the most impact. 3. Sales & Channel readiness * Sales enablement content - Have you armed the team with great content? Make sure you have some strong relationships with the sales team and be open to iterating on this content to make it work for the field teams. * Awareness and motivation - You can send your 1-sheeter to the sales team…but that doesn’t mean they’ll use it. Find the opportunities to get in front of the team and hit home why this is important for them and their goals. 4. Data * Analytics - I’ve had too many launches where we’re close to launching and haven’t built the dashboards and fully defined what we’re measuring beyond the KPIs. You’ll want diagnostics to come along with the high-level metrics so you can tell what’s working, and what’s not. Data…do it early and often. * Feedback loops - Do you have the right listening posts pre and post-launch to get well-rounded insights from the market. This can be product telemetry data as well as qual feedback and quant customer surveys. Use this to determine success as well as informing the next iteration and roadmap. 5. Team * Big launches need professional biz ops/program management - Don’t ask the pastry chef to make the soup. Leverage what people are best at…A great biz ops partner will ask the tough questions in an unbiased way, shake out the overly optimistic/unrealistic parts of the plan, and get the right people in the room to solve problems. * Don’t be afraid to get real - Let’s talk Status - The launch is either green or red (all product launches are yellow and come down to the wire…the question is, are you going to make it or not? Is the team blocked? Do they need more resources? If you need leaders to unlock something or make a decision, it’s red. If not, it’s green and you’ll figure it out) Debate this with the team…Candor…ask the team what’s not being said that should? * Team health - Along the way, be sure to check-in with the team on the personal and emotional aspects. Big product launches are most successful when a team is collaborating effectively, with clear responsibilities, committed to the vision, and trimming the boat in the same direction.
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John Kinmonth
John Kinmonth
Atlassian Head of Product Marketing, Agile + DevOps GrowthOctober 5
Love this question. This will differ at every org, but for me the gold standard is win/loss ratio and booked revenue associated with a sales play, along with qualitative/sentiment data on whether it's resonating with customers (pitch recordings, feedback from sales, etc). These are not always easy to gather (and the first two might be outside of your official PMM remit), but they will really point your enablement efforts toward ROI. Other traditional measurements are more internal adoption- or checkbox-focused (passing a certification, attending a training, downloading or using an asset), but it can be harder to glean whether your enablement efforts are effective from those measures.
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Alex Wagner Lavian
Alex Wagner Lavian
Origin VP of Marketing | Formerly UberDecember 20
PMMs are storytellers so just as you would approach a marketing narrative, tell your personal story in a crisp and compelling way. Prior to the interview, reflect on a few projects you want to highlight that showcase the breadth of PMM competencies and be prepared to weave those stories into your answers. Some examples include: a complex go-to-market strategy you drove, a time you influenced the product roadmap, a challenging customer problem you solved. In addition to preparing your story it's important to experience the product to put yourself in the customer's shoes. This will provide you with the knowledge to speak to product pain points and offer suggestions on ways to enhance the product or the marketing to improve adoption.
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