In an ideal world product and product marketing should be embedded in one
another’s efforts from start to finish (see my other response on “customer
needs” and getting PMM further upstream). In this w
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Product Marketing KPI's
10 answers
VP of Product Marketing at Oyster® • February 11
Product Marketing at Dropbox • April 6
So I am actually not sure this should be split, the best companies I have ever
worked at Product Management and Product Marketing shared these numbers and it
was our goal as a team to impact these. No
Sr. Director | Head Of Product & Partner Marketing at Samsara • May 12
Why split? Make feature adoption a shared metric between PMM and PM teams. This
is an important metric for both teams. I would use this metric pre-launch to
really understand the target market segment
Head of Growth Marketing at Clockwise • July 29
To the contrary, I always like to share and align on KPIs with the product team.
Bonus points is you can also align that with key partners in other functions as
well, like growth marketing. The more y
Sr. Director Product Marketing, Insights, Copy & Content at Bluevine • January 18
The ideal scenario is that product and product marketing have shared adoption
KPIs because this creates greater investment and accountability from both
groups. If that’s not the case, product will ten
Head Of Marketing at Magical • February 10
First off, is feature adoption the right KPI? In my opinion, focusing on feature
adoption could be too narrow of a metric and doesn't shed light on what the
end-user is experiencing. End users don't f
PMMs should be responsible for KPIs that bring users and customers to the
product and through onboarding and activation. Are the materials provided to
educate a user leading to activation? Is the onbo
Product Marketing at Trusted Health • May 26
In any SaaS business, “adoption” is a company-wide priority. If customers aren’t
happy and using the product, you’re just putting your sales/marketing
investments into a leaky bucket. So it makes sens
Head of Product Marketing at Klaviyo | Formerly Drift, Dropbox, Upwork • October 19
I've generally seen that the most successful product <> PMM partnerships are
based on shared goals, not split goals. Here's what that usually looks like.
Both teams should agree on a feature a
5 answers
Senior Director, Portfolio & Engagement Product Marketing at Airtable • November 17
If you’re asking about how self-serve product teams impact my function: I’ve
never been at a company where there is a “self-serve product” team. There are
some teams that are more focused on the self-
Head of Product Marketing, Core Product at Gusto • September 30
Three big impacts of having a self-serve product include 1 - there is no sales
readiness & enablement that is part of the role. That also means you’ll rely
more heavily on other methods to drive c
Sr. Director Product Marketing, Insights, Copy & Content at Bluevine • January 18
Whether you work on a self-serve or a sales-driven product will, in a way,
define the type of product marketing you'll do. In a sales-driven organization,
most of your product marketing activities wil
Head Of Marketing at Magical • February 10
I believe it may be important to start out with how product marketing is the
same across a self-serve/product-led motion and a sales-led motion. In my
opinion, the core product marketing responsibilit
12 answers
My answer spans the top hard + soft skills: Hard: Well-rounded across words and
numbers. You often hear that PMMs have to be strong storytellers (framing,
positioning, mesaging, writing), but the hig
Head of Product Marketing at Klaviyo | Formerly Drift, Dropbox, Upwork • November 17
I think the best product marketing candidates — and product marketers — have one
thing in common: empathy. Empathy helps you understand where others are coming
from, and that is the foundation of grea
Head Of Product Marketing at HubSpot | Formerly Salesforce, IBM, Silverpop, Blackboard • March 8
I've done a lot of interviews and hiring over the years and I'm constantly
impressed by how smart and driven Product Marketers are! It's one of the things
that makes interviewing so much fun - you get
Director of Product Marketing & Customer Marketing at Mode Analytics • March 17
From my hiring experience there are typically there are a few key
characteristics and examples I look out for Has to be a great storyteller - go
beyond writing copy, and able to craft narratives Abil
Vice President Product Marketing at Salesforce • April 19
I don't care about the candidate's background when interviewing for my team.
I've hired folks from engineering, solution engineering, sales, and customer
success teams and they've become successful PM
Head of Product Marketing at Retool • May 4
In my mind, the best performing product marketers exhibit three must-have
skills: Research Storytelling Project management To expand on each: The instinct
and ability to research, talk to customers
Head Of Marketing at Universe • June 1
I’m always wary of painting with too broad a brushstroke when it comes to
hiring. Your job as a hiring manager is to spend time understand the super
powers of the people you meet as part of your inter
Senior Vice President, Product Marketing at BetterUp | Formerly Klaviyo, Qualtrics, Microsoft, MckInsey • November 22
I think the best product marketing candidates have three things in common They
are strong on the core requirements for the role. In most cases, it involves a
degree of comfort with developing or acti
Head of Product Marketing at LottieFiles | Formerly WeLoveNoCode (made $3.6M ARR), Abstract, Flawless App (sold) • December 3
The best product marketing candidates have: Excellent communication skills that
come to "fitting" them to the role I'm hiring. Proven experience in product
marketing with measurable results. The best
I don't want to just be a launch project manager or a new releases copywriter.
9 answers
Sr. Director | Head Of Product & Partner Marketing at Samsara • November 19
Know your ARR/Pipegen numbers and analytics tools: Get comfortable with building
reports and dashboards. Know how to run reports and play around with that data.
You will start uncovering interesting t
Having consulted for PMM teams, and built/run one from scratch, it's safe to say
the areas of responsibility for any PMM is on an ever-evolving continuum.
However, I see a difference between a junior
Product Marketing, Senior Director at Replicant | Formerly MobileCoin, Zuora, Hired, Oracle, Responsys • January 11
Being a launch project manager is part of the job – PMMs own product launches,
the creation, strategy and management of it. Being a strong copywriter for
releases is also part of the job. We write a
Head of Product Marketing, Collaboration SaaS at Cisco | Formerly Adobe, Samsung, Verifone • February 16
Build relationships with your stakeholders in Product Management, Sales and
other Marketing teams (Content, Digital, DG, Integrated, etc.). Ask them to
invite you to meetings and listen intently to id
Director of Product Marketing & Customer Marketing at Mode Analytics • March 17
My advice is to work on building relationship with the Product org. Proactively
find ways you can bring them value - whether it be through market or competitive
insights, product teardowns, industry k
Head of Industry, Segment, and Solutions Marketing at Motive | Formerly Procore • November 23
Product Marketers should always be thinking of ways to contribute directly to
revenue. In my mind, if it doesn't move the needle, its not meant to be worked
on. Prioritization needs to be ruthlessly p
Head of Product Marketing at LottieFiles | Formerly WeLoveNoCode (made $3.6M ARR), Abstract, Flawless App (sold) • December 3
If you are a junior product marketing manager who is the first product marketing
hire, you may be facing some unique challenges and opportunities. To succeed in
this role, here are some pieces of advi
For instance, it's easy to jerry-rig performance to a one-sheeter that was sent in the course of a deal, but I'm having trouble finding ways to measure performance for intangible efforts that improve sales performance but isn't easily attributable to revenue.
5 answers
Vice President Product Marketing at New Relic | Formerly Twilio, Cisco, Intuit • May 27
Not everything we do is measurable and this is especially true for PMMs. Unless
there is a compelling reason to measure every aspect of sales enablement, I
would not suggest you do so. But if you
Director of Product Marketing at Sanity.io | Formerly Twilio, SendGrid • April 27
A mix of qualitative and quantitative data is always the gold standard. For
training, take time to connect sellers both before and after trainings to ask
what questions they have, what they took awa
Vice President Product Marketing at AlertMedia | Formerly TrustRadius, Levelset, Walmart • November 2
Qualitative measures require qualitative assessment. I don’t see a way around
spending time listening to calls (at 1.75x speed of course) :) The best way to
measure performance is to select a random
Principal Marketing Manager - Product GTM & Enablement at HubSpot • November 23
Great question. When it comes to measuring objection handling: Leverage a
conversation intelligence tool such as Gong, where you can report on keywords
within sales calls and attribute those convers
4 answers
Founder at BrainKraft • April 11
Start with these: 1. Customer Lifetime Value (LTV) - it measures how long a
customer stays with you and how much they spend during that time. It's a good
early warning metric. 2. Win/Loss Ratio - of
Chief Marketing Officer at Crayon • July 26
I take the approach of getting both quantitative and qualitative measures, both
bottom line (e.g. revenue) and project-specific (e.g. collateral usage) metrics.
Quantitative metrics include: revenue,
Director of Product Marketing at Appcues • August 27
Below are some key metrics we track, many already shared by David and Ellie, but
I have bolded a few that are slightly different: Revenue of product line (or
product portfolio) Average lead age or le
Head of Industry, Segment, and Solutions Marketing at Motive | Formerly Procore • November 23
In a proper program, Industry Marketing & Campaigns have joint ownership so we
both look at the same metrics in order to build pipeline and win NARR. I say
this as a preface because Industry and C
2 answers
Sr. Director | Head Of Product & Partner Marketing at Samsara • May 13
That's would be a tough problem if you are trying to understand the impact on
one deal over a period of 18 months. I would flip this on its head and instead
try to focus on measuring pipeline progress
Head of Industry, Segment, and Solutions Marketing at Motive | Formerly Procore • November 23
Naturally you want to look at how your content and its assets have touched the
sales cycle. Typically here are a few ways I tend to look at metrics with long
sales cycles (upmarket): Conversions NARR
2 answers
This ties back to business objectives (corporate level KPIs), and how your team
/ individual role & responsibility is structured against those objectives.
You'll often see that, depending on the
Head of Industry, Segment, and Solutions Marketing at Motive | Formerly Procore • November 23
Messaging and revenue. But to be clear, here are the specifics: Drive pipeline
and top-line revenue growth, inclusive of new logo and cross-sell / up-sell
(land & expand growth) Partner with enab
1 answer
Head of Industry, Segment, and Solutions Marketing at Motive | Formerly Procore • November 23
Great question - Because I am so focused on Industry Marketing right now, I have
it divided between Product Marketing KPIs and Industry Marketing KPIs: For
Product Marketing: Conversions NARR Attachm
6 answers
Director, Product Marketing at Intercom • October 26
This is a big question! It would be impossible for me to detail all the ways we
work with these teams, but at a high level: Sales & CSM: I'm bundling these two
together, as the type of work we do
Head of Product Marketing at Klaviyo | Formerly Drift, Dropbox, Upwork • June 29
Cross-functional work is Product Marketing's middle name! PMM <> Sales Key
deliverables: Pitch decks, enablement assets (internal resources like
battlecards and personas, external resources l
Product Marketing Lead at Google | Formerly DocuSign • July 14
These are some of the main stakeholders a core PMM would work with. With Sales,
I tend to like to see what is resonating with prospects. Is there a specific
line or way of telling our story that cli
Vice President, Product Marketing at Momentive (SurveyMonkey) • August 10
Regular engagement and alignment in key. I meet with my cross-functional
leadership team bi-weekly to ensure we’re aligned on the needs of each team as
they evolve and areas of focus. Key goals and d
Senior Director Product Marketing at Crossbeam | Formerly 6sense, JazzHR, Imagine Learning, Appsembler • September 6
PMM with Sales: I ask for links to chorus/gong calls to listen to customer's
positioning. We tackle enterprise needs on-going and jam on enablement materials
+ content market fit. I also pitch new co
VP / Head of Product Marketing, Agile and DevOps solutions at Atlassian • November 17
The best products are built with the market in mind–and product marketing should
contribute long before anything gets put on a shelf. It is an expectation that
product marketing is involved way before