Samsara

Samsara Overview
Website: samsara.com
Employees: 130
Headquarters: San Francisco, CA
About
Samsara’s portfolio of complete IoT solutions combine hardware and software to bring real-time visibility, analytics, and AI to operations across diverse sizes and industries: from transportation and logistics to field services, food production, energy...
Insights from the Samsara Product Marketing Team
Suyog Deshpande
Suyog Deshpande
Head Of Product & Partner Marketing, SamsaraJune 30
* You must have crafted regional value props. Discuss how you approached building those. The same framework can be scaled to craft global value props * You must have led a regional sales enablement program: This also scales well for global PMM teams. Your playbook will be similar just that the target audience will be larger * Market Intel: You should highlight this as a strength. For a regional PMM, market intel (competitive landscape, customer insights, industry knowledge) is crucial for their success. Share how you gathered, used, and distributed those to your stakeho...
Suyog Deshpande
Suyog Deshpande
Head Of Product & Partner Marketing, SamsaraJune 30
Refer to my answer for this other question here (link) For a team of 3, I can suggest some frameworks to use-  Do you have multiple products and can 3 people own 3 product GTMs?  Do you have a team where there are different strengths and are you able align people by functional expertise? For example: Could you have one person lead company messaging, positioning; one lead product launches and enablement and the other can own solutions or programs/pricing? Do you have different GTM motions - Enterprise, product led sales, volume sales for SMB? Can you align by that? For a 3 mem...
Suyog Deshpande
Suyog Deshpande
Head Of Product & Partner Marketing, SamsaraJune 30
Change Management: As you grow the team, you will have to restructure and assign new responsibilities to individuals. This can be tough when you are going from a do-it-all mindset to functional expertise. While making such a change, it could feel like you are taking away the responsibilities from individuals. It is important that you are able to articulate the reasons and define a growth path for all roles as you make the change. Additionally, change management requires communication with stakeholders. If change is not communicated, stakeholders and the team will either start executing base...
Suyog Deshpande
Suyog Deshpande
Head Of Product & Partner Marketing, SamsaraJune 30
Two things:  Build company narrative: If you are just starting the PMM function in the company, this would be one of the first things to focus on. Most likely the existing narrative was built out by the founding team but bringing expert perspective and start building out a differentiated narrative for your company. A good framework is a 3 Why funnel. I recall reading a blog about 3 Whys funnel (Apologies that I don't recall who wrote it). Why the problem you are solving is critical, Why they should choose you and Why should they make the decision now. Support the lead gen engine: Ever...
Suyog Deshpande
Suyog Deshpande
Head Of Product & Partner Marketing, SamsaraJune 28
Why do you want to communicate updates and activities? If the goal is to communicate just the work the team has been doing, then I don't think that you should be communicating this to a large audience. This may be a good weekly summary email to your manager (Also, why would your manager need it?, the manager should already know it and it should be in your 1:1 doc), anyway, my point is communicating just WHAT you or your team is working on is waste of time for you and the reader. I would rather communicate the impact and how other teams could leverage the work your team has done. This ...
Suyog Deshpande
Suyog Deshpande
Head Of Product & Partner Marketing, SamsaraJune 28
DO IT ALL -> FUNCTIONAL -> BY PRODUCT -> GRID It depends on the size of your team and the maturity of the company. Typically what I have seen is that -  * With 1-2 PMMs - it's "do it all" approach. These PMMs take on all responsibilities - Positioning, Messaging, Launches, Product GTM, Competitive, and Market Intel. However, that is doable at that size of the company beacuse PMM counterparts are doing the same. Sales will be a small team, the sales team won't wait for sales enablement to happen, they hustle and build their own pitch deck. Same for the product team *...
Dana Foster Chery
Dana Foster Chery
Vice President, Product Marketing, SamsaraFebruary 8
Running focus groups (with a diverse collection of existing customers and another with prospects) has been one of the most useful methods that I've leveraged to test messaging. Presenting a few different narratives and messaging options directly to your target audiences, and listening to them share what resonates and doesn't resonate (and why) can provide concrete insight in what message(s) would compel them to take serious interest in your offering.
Dana Foster Chery
Dana Foster Chery
Vice President, Product Marketing, SamsaraFebruary 8
This largely depends on the size and distribution of your sales team. On one end, if you have a small, locally based sales team then this is managable and usually lower effort than what you'd need to do on the other end of the specturm for a massive sales team that is highly geographically distributed, and that is also aligned to customers in different segments and/or industries. In general, ruthless consistency and over-communication via multiple formats (one pagers, slide decks, websites, FAQs, enablement videos) goes a long way, as does getting them to actively participate (ie. through m...
Dana Foster Chery
Dana Foster Chery
Vice President, Product Marketing, SamsaraFebruary 6
The best analyst briefing decks that I've either seen or helped build are not filled with marketing messaging. They clearly layout what analysts typically care about, which could include the following: trends you've observed in market you operate in, the challenges your product(s) solves, overview of your growth trajectory, industries you touch plus key use cases for each, unique differentiators, and insight into the product & (high level) GTM strategy and company vision.  Other elements I'd suggest: Include customer success stories, lay out the ecosystem that supports your products (ie. p...
Dana Foster Chery
Dana Foster Chery
Vice President, Product Marketing, SamsaraFebruary 6
Getting better at messaging can entail a few things and can depend on what exactly you want to improve (ie. having strong frameworks/structure, consistency in writing styles and tone, persuasion, etc.). However, what I always strive to get better at is storytelling. A few books that either directly or indirectly offer what I've found to be great gudience for how to tell engaging and meaningful stories include: Blink, Made to Stick, Start with Why (I'd suggest watch the TED Talk), Obviously Awesome (disclaimer: I haven't read this book yet, but have heard great things about it). I'd suggest...
Samsara Product Marketing Leaders
Suyog Deshpande
Suyog Deshpande
Head Of Product & Partner Marketing
Dana Foster Chery
Dana Foster Chery
Vice President, Product Marketing
Eleanor Horowitz
Eleanor Horowitz
Senior Manager, Product Marketing