AMA: Google Product Marketing Lead, Varun Krovvidi on Self-Serve Product Marketing

In general, the answer would largely depend if the enterprise customers and self-serve customers are in the same journey. As in, if the self-serve customers are eventually graduating into a subscription model. But, if you were to look at the nuances between the two sets of customers, I would start by asking the following questions: 1/ How are these two customer segments different? How are their motivations different? - Self-service customers crave control and the ability to solve problems independently. They want quick wins and immediate value. They rely on peer reviews and community validation. Typically they tend to be individual users or smaller teams focused on improving their own experience and workflows. They evaluate products primarily based on personal/team needs, usability, and the ability to self-serve. In your messaging and storytelling, the question of "how" to use your product becomes very important as well. - Enterprise customers primarily need assurance that your solution is reliable and won't disrupt their operations. For example, they won't get fired if they choose your product. They want solutions that enhance their reputation and position them as industry leaders. They value personalized attention and access to exclusive resources. Typically they tend to be Senior decision-makers and influencers tasked with driving some change. They assess products through the lens of how they can help their business achieve its strategic goals. In your messaging and storytelling, great emphasis should be placed on "why" 2/ How can you reach and influence them? - Self-service customers primarily engage through digital channels like the website, social media, online communities, and word-of-mouth. They also seek out peer reviews, product demos, and hands-on trials to evaluate the product's capabilities and ease-of-use. A lot rides on providing a robust self-service onboarding experience, in-app guidance, and access to educational resources - Enterprise customers expect a consultative approach with dedicated account teams. They rely heavily on validation from industry analysts, trusted advisors, and peer organizations to assess the vendor's credibility. They also respond well to personalized outreach, custom solutions, and ongoing strategic partnership

This is where collaboration is key! Here's how I'd approach it: Why share KPIs with the product team in the first place? Sharing KPIs creates a closed-loop feedback system where product marketing insights directly inform product development and vice versa. Both teams are working towards the same goals. When both teams are responsible for achieving shared KPIs, it increases accountability and encourages a sense of ownership. What is the right frame of reference to think through KPIs? Focus on KPIs that reflect the customer journey and experience. Choose KPIs that directly contribute to achieving THE RIGHT business goals, such as revenue growth, user acquisition, or customer retention. Avoid overwhelming yourself with too many metrics. Focus on a few key KPIs that are easy to understand and actionable. Typical split across Product and Product Marketing teams for KPIs: For product teams - Feature usage: Why is this necessary? To understand how users interact with the feature and identify areas for improvement. This data guides development decisions and that the feature is meeting REAL user needs. - Time to Value (TTV): Why is this necessary? To measure the efficiency and intuitiveness of the feature. A shorter TTV indicates a more user-friendly and valuable feature, leading to increased adoption and satisfaction. - Stickiness: Why is this necessary? To understand how the feature contributes to overall engagement and retention. This helps prioritize features that drive long-term user value and loyalty. For product marketing teams - Awareness: Why is this necessary? To gauge the effectiveness in communicating the feature's value and driving user discovery. Low awareness indicates a need for improved messaging or distribution channels. - Trial conversion: Why is this necessary? To measure the feature's impact on user acquisition and monetization. This data informs pricing strategies, trial design, and marketing campaigns. - Satisfaction: Why is this necessary? To understand user sentiment towards the feature and identify areas for improvement. This feedback loop is key for driving positive word-of-mouth.

Great question. Let's start by asking the primary question here: "Why is sales enablement a key activity for PMMs". Primarily because sales people are the most important voices of influence for a potential customer, we want them to echo the best parts of our product, with the best possible stories. Now if we ask the same question again, in self-service the enablement to our users STILL needs to happen -- just not through sales. Self-service PMMs need a clear understanding of who influences their users and how to effectively enable those sources of trust and discovery. Typically they tend to be - Digital channels: Since self-serve customers primarily discover and evaluate the product through digital channels, self-serve PMMs can invest heavily in content marketing, social media engagement, SEO, and other online tactics to attract, educate, and convert these users. Here organic search also becomes critical. PMMs need SEO expertise to ensure your product pages, blog posts, and website content rank highly. - Tastemakers in the industry: Collaborate with relevant voices in your target audience's online spaces. This could be through sponsored content, affiliate programs, or genuine relationship building. Since these voices tend to create opinions for your potential users, you need to show up for in front of your potential users through these tastemaker voices - Super users of your product: Without a sales team, self-serve PMMs must find other ways to build trust and influence. A big focus area is cultivating a thriving community of power users, evangelists, and industry influencers. Identify and nurture power users who become advocates. Think ambassador programs, exclusive content, and early access to features. They become your extended sales force. - Sense of belonging for your users: Create online forums, user groups, and social media communities where customers can connect, share best practices, and get support. Tap into collective wisdom by encouraging peer-to-peer learning and problem-solving. This reduces reliance on traditional support channels and builds customer loyalty. - Product experience optimization: Self-serve PMMs can devote more time to deeply understanding their users' journeys and pain points. This allows them to identify friction points, optimize in-app experiences, and ensure the product is as intuitive and self-explanatory as possible. Minimize steps required to get to the "aha" moment. - Data, data, data: Analyze user behavior by tracking key metrics like website traffic, conversion rates, and churn. Use A/B testing to optimize landing pages, pricing plans, and onboarding flows.

Great question. The key to leveraging a community of passionate users and consulting partners, is to view them as force multipliers for your go-to-market efforts. Let's start with user community - Beta testing & feedback: Why? Because your users are the ultimate product experts. They understand the real-world challenges and use cases better than anyone. Involving them early on ensures you're building a product that truly meets their needs, reducing development costs and increasing the likelihood of market success. - Evangelism: Why? Because authentic, peer-driven recommendations are far more persuasive than any marketing campaign. People trust people, especially those they perceive as similar to themselves. Using the enthusiasm of your user community creates a powerful network effect that amplifies your organic growth. - Content: Why? Because user-generated content builds trust and credibility. It's authentic, relatable, and often more engaging than branded content. Users who share their knowledge and experiences, create a rich library of resources that attracts and educates potential customers. - Community-led support: Why? Because it creates a sense of shared ownership and reduces reliance on your internal teams. When users help each other, it not only lightens the load on your support team but also creates a stronger sense of belonging. Now to think through consulting partners. - Extending the reach of your sales channels: Why? Because partners provide access to new markets and customer segments that you might not be able to reach on your own. They often have established relationships and expertise in specific industries, allowing you to tap into their network and credibility. - Implementation & Integration: Why? Because complex products often require specialized expertise for successful implementation. Partners can bridge THAT specific gap, making sure there is a smooth onboarding experience. This is particularly crucial for enterprise customers who have unique needs and complex systems.