All related (7)
Kara Gillis
Sr. Director of Product Management, SplunkMay 31

I used to be a product marketer. My ideal working relationship is to view product marketing as my key partner in product development, launch, and iteration. We are both stewards of the product success.

I try to involve product marketing into the very beginning stages of product development - they help me amplify the voice of the customer, help me find reference customers by launch, fine tune messaging, speak to industry analysts educating them on the new product, enable sales and customers on the product benefits and messaging. PMMs also conduct competitor messaging/positioning analysis, deal win/loss analysis, and in my experience, how the product is represented in all facets (website, content marketing, customer facing slides, analyst research).

Kara Gillis
Sr. Director of Product Management, Splunk
Product differentiation != new features. New features can enhance differentiation, but these are not the same thing. For example, product differentiation can be predominantly delivered in the go-to-market if a product's "see-try-buy" motion is just inherently better than everything else available. The differentiation there is in the trial experience and ease of transaction - not necessarily in the latest feature.
Wade G. Morgan
Product Strategy & Operations Lead, Airtable
Love the spirit of this question, and will broaden it a bit to "how do you balance market needs with the vision your company may have?" Prior to shifting to Product Strategy & Ops, I was hired as the 2nd Account Executive at Airtable. I found this experience so valuable because I had a front row seat to literally thousands of customer perspectives on what our product needed to evolve. One of the biggest lessons I took away from that experience was how to think about the balance between providing what people ask for, vs providing something they never would have conceived of--let's call it t...
Sandeep Rajan
Product Lead, Member Experience, Patreon
I generally don't believe in investing in differentiation for differentiation's sake – if the feature doesn't solve a core customer need then I'd have a hard time prioritizing it over a feature that does simply for the purpose of checking a box on a table unless there's a strong belief (preferably: clear evidence) that it will drive a purchasing decision, and that is the right priority for the business at the time. That said, the place where I could see this being a key driver of strategy is if you're looking to enter a new market or serve a new segment. In this case, differentiators may h...
Lizzy Masotta
Senior Product Lead, Shopify | Formerly Salesforce, Google, Nest, Cisco Systems
A common mistake exec teams make is focusing on output and forgetting about outcomes. Product teams present roadmaps to execs and once they’ve shipped a thing, they tell them it’s complete and move onto the next. At the end of the day, it doesn’t matter what’s on your roadmap or what you’ve successfully shipped if you’re not moving the needle in the outcomes you care about. Questions to align on with your team to help you get there: 1. Do we have clearly defined desired outcomes for your team? 2. Do we have alignment on these outcomes with leadership / execs? 3. Do we have a way to ...
Bhaskar Krishnan
Product Leadership, Meta | Formerly Stripe, Flipkart, Yahoo
* Hybrid products are exponentially harder to build than pure software products. Software can be updated via the cloud, at any time and with any frequency but hardware cannot * The form factor, the physical functionality, etc of a hybrid product need way more thought, user testing and context than the software. For instance, the physical components of the Tesla 3, the sensors, cameras, etc are paramount compared to the Maps, Apple Carplay integration or self-driving updates that can be done through the cloud  * Context, background and living with the problem are the key...
Sriram Iyer
GM / Head of Products and Partnerships, Adobe DVA, Adobe | Formerly Salesforce, Deloitte
Metrics are absolutely necessary when building your vision board. As you think of metrics, think of what will really define success? And how will we as a team measure success? Here are a few examples of key questions teams try to answer as they think of crafting metrics for their vision canvas -  1. What KPIs will you use to define success? 2. What are your product goals and outcomes? 3. What are your quality goals and outcomes? (Performance and Stability goals for example) 4. How will you measure progress toward these goals? 5. How will you communicate progress towards these goals? ...