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Product Marketing vs Product Management
Product Marketing vs Product Management
2 answers
Executive Vice President Product (fmr VP PMM), Snow Software • March 2
There is no one-size-fits-all response to this answer. At Snow Software, where I
lead Product Marketing and Operations, pricing falls under me. Prior to my
arrival, pricing fell under Product Management. I had an interest in owning
pricing and the Product Management lead did not, so it was a quite simple
decision. We recently hired a Pricing Manager who works closely with Sales
Operations and partners with PM and PMM on pricing strategy.
When Product Management owns pricing, I would see the role of the PMM as
providing feedback on pricing via Win-Loss Analysis. Pricing is one of the 4Ps
of...
Director of Product Marketing, dbt Labs • April 27
I've always felt like this question felt a bit like, "who owns features,
engineering or product?" Both teams are responsible for different points in the
lifecycle.
In my ideal version of the world, pricing overhauls (a new pricing strategy like
moving from seats to usage), is managed by a project management team. It's a lot
of chasing folks for research, input, and decisions.
PMM should play the role of:
* Understanding market comparisons (how complementary and competitive solutions
price)
* Feature value ranking—to inform what value customers derive from the product
in ord...
6 answers
Senior Director Product Marketing, Skedulo • October 25
Hiring! My big challenge right now, to quote our head of sales, is that there's
not enough of me to go around. That's not meant to be self-congratulatory--when
the need for your function exceeds your resources, it's a challenge and
frustration! You have to be relentless in your prioritization and accept that
you will not do things that people need sometimes.
All the other challenges are the type that a person is lucky to have in their
job. A lot of PMMs find that other leaders in the business want to get involved
in or even takeover things they do, but it's almost always because what we ...
Group Product Marketing Manager, Amplitude • February 20
For me right now - it's that the craft of Product Marketing isn't fully realized
by both people in Product Marketing and companies. There is a pretty stark
difference between someone who markets products and someone who is a product
marketer. I find that people who market products are heavily focused on the top
of the funnel only, which comes with a lot of content/headline writing, while
product marketers are looking at the entire buying process from end to end. And
while I write and produce a lot of content, it's still a small portion of my
overall responsibilities. In fact, the most scala...
Director of Product Management, Speech and Video AI, Cisco • March 11
I absolutely agree with the response above. I believe the "Craft of product
marketing" is many companies is relegated to "content" but in order to product
content, people don't realise that you have to first understand the industry,
customer, problem, solution, why different, why now, how etc. Craft a solid
messaging and positioning brief that senior leadership has also understood well
enough, the message resonates and the pillars are aligned. Any good content
writer / agency should be able to than create brochure, website content etc.
PMM's can contribute to the roadmap discussion, market ...
Senior Director, Technology Marketing and Communications, Zendesk • February 4
I’m going to split my answer here because the additional question details
suggest you may be feeling frustrated that PMM has become more strategic, but
for me, the strategic work in product marketing is a large part of why I love
the function so much :). I’m hoping I can still be helpful to you in my response
if I just separate those pieces.
In my experience, I’ve actually always seen the role of PMM to be quite
strategic and I think that’s really driven by the function sitting at such a
critical place within a company, in the middle of Marketing, Product and Sales.
We’re usually taking a ...
Executive Vice President Product (fmr VP PMM), Snow Software • March 2
One of the pillars of Product Marketing at Snow Software – where I work – is
that we should “Be the glue between Marketing, Product, and Sales Enablement”.
While this sounds great, it is hard.
A rock star PMM serves the needs of these three customers equally. However, for
most of us it’s really hard to have an A+ relationship with these three groups
at the same time.
For most of us, if we have an A+ with Marketing, then we’re usually managing a
B+ with both Product and Enablement. In my view, it’s helpful to focus on
getting everything right with one group and understanding that...
Director of Product Marketing, dbt Labs • April 27
Any frustrations I have are either a reflection of my ego getting in the way, or
a failure on my part to communicate expectations or demonstrate value.
Some examples:
* Sometimes it's frustrating when sales comes up with their own messaging, and
slideware. However, if they're doing that it's because what they have isn't
working, or they haven't been properly enabled, or they're not convinced of
the results existing content can produce. This can actually GOOD to some
extent, because you're getting continuous testing of new messaging.
* Sometimes it's frustrating when prod...
1 answer
Director of Product Marketing, dbt Labs • April 26
I've heard before that product marketing KPIs can be squishy—that it's hard to
quantify the value of what we do. I don't agree! I have a few KPIs that are
unique to PMM, and a few that are tackled with PM, just from a different angle.
I'll focus mostly on the shared KPIs:
Shared:
Feature adoption. Self-serve or Sales-led/assisted
- PM would be responsible for continuous feature use over the lifecycle of an
account (is the thing we built actually useful and intuitively designed?)
- PMM is responsible for adoption within the first ~30 days (did we get the
right message in front of the r...
1 answer
Sr. Director Product Marketing, VMware | Formerly Accenture, United States Air Force • March 29
Here are some OKRs my teams track for product launches:
Awareness - Web, social and blog activity (impressions, engagements and link
clicks)
Sales if not self-serve - MQLs and SQLs
Time to value - how long does it take a customer to onboard and get value?
Consumption - How often are new features being used (DAU / MAU)
Renewals - NRR