Salesforce

Salesforce Overview
Employees: 35000
Headquarters: San Francisco, CA
Founded: 1999
About
Salesforce.com, Inc. is an American cloud computing company headquartered in San Francisco, California. Though its revenue comes from a customer relationship management product, Salesforce also sells commercial applications of social networking through...
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Top Team Awards 2022
Insights from the Salesforce Product Marketing Team
Rekha Srivatsan
Rekha Srivatsan
VP of Product Marketing, SalesforceAugust 9
* Don't box yourself, ever!  * Don't always stick to how things are always done.  * And ask questions more.  * And observe and take notes.  * And don't pretend to know it all!  Here's the thing: When you are early in your career, you are often embarrassed to ask questions or ask "why?" But asking those questions more would help you understand things wayyyyy better. Some of my best learnings have come from asking questions to understand things better. Think about it — if you can't understand a feature as a marketer, chances are that your customers won't. That's your biggest advantage; ...
Rekha Srivatsan
Rekha Srivatsan
VP of Product Marketing, SalesforceAugust 9
I am familiar with this situation as I was here not too long ago. ;) Here's what worked well for me:  * As a new leader, establish your 30-60-90 days goals with your manager. Align on the big bets, so there are no big surprises.  * You are also likely to re-org the team to make it more efficient. Chances are that your manager might also have a few thoughts/ideas. Pick their brain earlier to understand more, so it can influence your plans.  * Ask your manager for the critical stakeholders for you to build relationships across the organization and genuinely pursue that.  * As...
Rekha Srivatsan
Rekha Srivatsan
VP of Product Marketing, SalesforceAugust 9
Product marketing is the core of any organization. We are the product experts, which means:  * We work closely with the demand gen teams to create compelling ads in the market.  * We partner with the awareness teams to hype the product / upcoming features. * We align with the product teams on feature prioritization and the right short-term and long-term product strategy. * We work with the field to arm the sellers with the latest product innovation and how to sell them.  * We work with the AR and PR teams to ensure we stay relevant in the market.  Can you name another team t...
Rekha Srivatsan
Rekha Srivatsan
VP of Product Marketing, SalesforceAugust 9
Great question! You can consider your target buyers and prioritize messaging based on your top personas. This will help your field tremendously too. You can also identify common customer outcomes and make sure you map your buyers to expected outcomes to the general vision of the platform. Aligning all of this will help you really synthesize the top value prop of your platform. 
Rekha Srivatsan
Rekha Srivatsan
VP of Product Marketing, SalesforceAugust 9
I've done it in so many different ways! Few quick pointers:  * The most important thing is to ensure every team member has a good swim lane and growth path.  * Take your revenue goal and slice that evenly across the team to see what makes the most sense — product line, segment, or objective.  * If you have a big product organization, try aligning your team with leaders. This will help you ensure PM-PMM alignment for a stronger product strategy.  * If you have several SKUs/product lines, it might be worthwhile to have a person or a team dedicated to overall messaging and nar...
Harish Peri
Harish Peri
Head of Product Marketing - Security, Integrations, Mobile, SalesforceAugust 1
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. Create a stakeholder map (can be a spreadsheet) that answers the questions: what are your expectations of me, what should I expect from you, what's been going well in the last 2-3 months, what needs improvement immediately? - Setup recurring meetings with each of them - frequency is based on how criti...
Harish Peri
Harish Peri
Head of Product Marketing - Security, Integrations, Mobile, SalesforceJuly 29
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 perfect storm. But even one of these, provided its accurate and unique data can go a long way in convincing PM.
Harish Peri
Harish Peri
Head of Product Marketing - Security, Integrations, Mobile, SalesforceJuly 29
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. Said another way: 1. Product VP/GM <--> PMM VP. Alignment of portfolio/solution level messaging, big pricing or GTM decisions, influencing longer term product strategy 2. Product leader <--> PMM leader. This can be many-to-1. Goals more short-medium term, including release marketing, competitive...
Harish Peri
Harish Peri
Head of Product Marketing - Security, Integrations, Mobile, SalesforceJuly 27
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/success teams, spot patterns and help PM teams make decisions in a more holistic way.
Harish Peri
Harish Peri
Head of Product Marketing - Security, Integrations, Mobile, SalesforceJuly 27
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 PMMs stepping on PM toes for no reason. If there is a clear hypothesis of target market/buyer/segment, then PMM can provide useful input on what capabilities and use cases should be prioritized.   PMMs should have a strong POV on the overall vision since they can provide the voice of sales/customer...
Salesforce Product Marketing Leaders
Al Dea
Al Dea
Senior Manager, Product Marketing
Rekha Srivatsan
Rekha Srivatsan
VP of Product Marketing
Srini Nirmalgandhi
Srini Nirmalgandhi
Director Product Marketing
Jodi Innerfield
Jodi Innerfield
Senior Director, Product Marketing
Harish Peri
Harish Peri
Head of Product Marketing - Security, Integrations, Mobile