Insights from the Salesforce Team
Answering this one in the 'product roadmap AMA' because its super relevant in all situations. I prefer 30-60 days, because most SaaS companies, PMMs need to move faster and start demonstrating value a lot faster than 90 days. 30 days - Find out your stakeholders and meet each one of them. Cre...more
1. Focus group or survey data from customers or prospects 2. Market research study showing the need for certain capabilities 3. Survey data from sales, customer success showing the need 4. Deal loss analysis showing that lack of a capability is killing deals If you have all of these, thats a...more
What kind of PMM organizational structure is ideal for ensuring that PMMs are set up for success (in this case, to influence the Product roadmap)?
If your main goal is to stay tightly aligned with PM, then its best to mirror their structure as much as possible. E.g. in my world we have alignment at both the product VP/GM level down to the individual PM level. Its not necessary to have a 1:1 between PM and PMM because that can be inefficient...more
How do you work with the sales and success teams, in conjunction with the product team, on the roadmap? What pieces of the puzzle do you own, versus your sales and success team?
PMMs can provide a scaling function for sales and success teams. Usually sales and success teams will offer inputs based on their experience with their territory, accounts or regions. PMM can help ask the right questions that can get to the root of buyer needs, synthesize feedback across sales/su...more
How can PMMs get involved in the early stages of Product development, and how much influence should a marketing strategy have on the overall vision for a product?
Ideally, very early on. If your org uses an agile methodology, its best if PMMs get involved at the release planning or 'epic' phase to help shape the bigger direction. Its not ideal for PMMs to get involved at the story level because that tends to be about technical tradeoffs and can lead to PMM...more
Always think of a unique prioritization angle to help PMs make their decisions. Chances are they have talked to customers and users and have a good sense of their needs. But many times there are blind spots in terms of sales needs and competitive intelligence. Specifically: 1. What will make the...more
What kinds of market research do you do to shape the product roadmap and build, buy, and partner strategy? And more tactically, what format do you share your analysis?
For the purpose of this question, lets assume that the PMM team is either directly doing the work or strongly influencing the teams doing the work. E.g. competitive, market strategy, GTM, focus groups, etc. Then you need a few key inputs to help PM make roadmap decisions: 1. Market definition. W...more
What's the best way to split up responsibilities in a Product Marketing team within an Enterprise company?
This is an evolution depending on the complexity and scope of the Product and GTM motion. But usually it follows this path (additive): 1. Aligned to individual products 2. Aligned to product groupings (solutions, use cases, needs, JTBD etc) 3. Aligned to customer segments 4. Aligned to indus...more
* Team alignment --> Map your PMMs to your PMs or their teams as much as possible. Embed them into the PM rituals like release planning, release reviews etc (not at the super detailed story/sprint level). Ensure that your PMMs know the product - they can demo it, answer enough questions...more
What has been your experience ensuring that the value proposition is distributed amongst international teams. And do you use a framework to ensure everyone is following the same value prop.
The right question to ask is: "how do we ensure that the value prop/messaging is being tailored correctly for the needs of the international markets and customers?" A big PMM mistake is to push for too much consistency and end up with a generic value prop that either says nothing to noone, or app...more
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