October 5, 2021 @ 10:00AM PT
Ha! this skill is probably the hardest. When it comes to messaging, everyone will have an opinion. Before you drive alignment on the messaging, align on the problem and solution. That is 50% - 60% of the battle. The rest is just wordsmithing. Depending on the level of messaging, I would incorporate them into the messaging development process.
(1) TOFU - create awareness [enteprise messaging]
(2) BOFU - making sure you have the right messaging and assets along the journey to closed won [sales play]
Together these two parts make an enterprise play. So depending on the problem, you can spend your time creating though-leadership pieces and campaigns, or you have to enable sales and cs. Or in some cases, you have to run a full integrated campaign.
I interviewed earlier this year and did well except for this assignment. I'm hoping to better prepare for similar situations. Here's the quest: As mentioned, the next part of this process is to complete a brief assignment. The purpose of this assignment is just to see your methodology get some insight into your approach to tasks. For this assignment, I'd like for you to create a high-level go-to-market plan and strategy for our flagship product our event marketing platform. Our company traditionally has targeted enterprise b2b companies. I'd like you to come up with high-level messaging, define who the target audience is, and then detail your strategy for informing the market about our event platform and getting more leads. Please identify which channels you would use, and what you would need for this go-to-market launch. Please keep your response under 2 pages
I have no idea how you prep your presentation. But for an assignment like this one, I think what employers want to test is your ability to assess the problem and provide a solution. So before I would even start on the assignment, I would try to highlight the problem statement. What problem is this product trying to solve? Who are you solving it for? And importantly, is this a problem, the user recognizes or not at all? These questions will help you detail your strategy before you go into messagi ...Read More
The main difference is around change management. When SMB and mid-market companies buy software, there isn't a huge change management aspect because of their size. "Enterprise," defined as more established companies like (P&G, etc.), would like to know how you will help them succeed with your software. So this means services, solution partnerships, and etc. The other two differences are pricing and packaging and multiple persona messaging. Enterprise like to buy with scale and with value, ...Read More
(1) problem (2) solution (3) benefit and value.
Remember there is a difference between benefit vs. value. For example, if something is automated, the benefit is you don't have to do it manually, the value might be you get to spend more time on more important tasks. Most prospects just want to see if (a) your company helped someone like them (b) was it a similar problem (c) what are the immediate benefits and (d) what are the long term value.
I've been tasked with it but I'm missing the mark. This research is for the CEO and Product/Engineering teams who want to know how our tech stacks up in the market. Do you have any tips?
Not sure what mark you're missing. But your CEO and product/eng team are probably looking for (1) an overview of the space, where everyone is going (2) highlighting a few players and going deep dive into why they're building it and who they are building for. [I would hire a secret shopper for the second part]
I would look at those three as the initial pillars to gage someone who is ready to be in PMM.
This makes launches pretty difficult to manage without creating large lapses in communication.
The misalignment comes from what product GA means versus what marketing GA means and confidence level. And this alignment should come from the top—Head of Product and you, with the support of the entire GTM team and executive. Establish two definitions for GA, and align on confidence levels for each stage of product development. These two things should be agreed upon by the Head of Product to every leader in the org. She has to be accountable to you on this framework.
I think this depends on the product and tiers. Not all launches should correlate to the sales cycle. Some launches will affect the sales cycle, and sales win. Some launches are for current customers. You have to be clear about your goals, and they shouldn't be more than two goals. Ideally, you should have one goal and a max of two metrics.
Currently, I am working with someone that I highly respect: John Hurley. But others like Grant Shirk, who is really thoughtful PMM leader at Cisco Meraki. Mary Sheehan who is at Adobe in campaigns, but has spent years in PMM before she switched over to campaigns.
This question is hard to answer because it really depends on stages of careers and what you are looking for.
One of the pillars of PMM is knowing the buyer persona exceptionally well. While I think one can context switch to a different industry, there is something to be said for having experience in a technology or industry; it will show up in your messaging and lends credibility when you publish content.
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