Building a Product Marketing Team
Consumer Product Marketing
Developer Product Marketing
Enterprise Product Marketing
Establishing Product Marketing
Growth Product Marketing
Industry Product Marketing
Influencing the C-Suite
Influencing the Product Roadmap
Partner Product Marketing
Platform and Solutions Product Marketing
Pricing and Packaging
Product Marketing 30/60/90 Day Plan
Product Marketing Career Path
Product Marketing / Demand Gen Alignment
Product Marketing Interviews
Product Marketing KPI's
Product Marketing Productivity Hacks
Product Marketing Skills
Product Marketing vs Product Management
Scaling Product Marketing
Self-Serve Product Marketing
SMB Product Marketing
Technical Product Marketing
I’m glad you are asking this question because this is exactly the right mindset you should have in a young Product Marketing org to avoid becoming solely a GTM service function. The path to this is through a mixture of education and showing value to the Product team. Something you should find ou......Read More
Yes, great question. This relationship can be so valuable to both the PM and PMM, but also to the rest of the organization. For this relationship, I encourage each team to spend time understanding each others roles and responsibilities as well as having a discussion to align on what responsibilit......Read More
I must admit that design disagreements have been rare in my experience. The best way to ensure alignment is to really think of your design partner as a true partner (vs. just a service role), bring them in early and upfront, provide them with context (e.g. maybe even have them be part of planning......Read More
Knowing that people in different functions and different levels of leadership often need different approaches to storytelling in decks, docs, and shareouts for key strategic projects, do you have any tricks for thinking through whether it's worth the work to "reskin" docs and decks for these diverse stakeholders?
I suppose with executive level comms, it's more obvious, but how do you manage work that's in-flight that requires as many as 5 PMs, in addition to analysts, designers, marketers, and more? How do you keep people "in the loop" at the right level of fidelity without opening up a can of worms and adding complexity? A DACI model is great, but has its limits.
Not necessarily. The goal is to ensure that for whatever initiative (launch, pricing, campaign etc) youre leading, the north star is clear, expectations from each member (or group) are clear, and the communication is very clear. The only group that usually 'needs' their own reskinned decks and do......Read More
Getting a variety of feedback from a variety of people is the best thing you can do to influence and persuade teams. I always like to poll multiple teams and different levels of people to ensure that I have as many examples as possible. Make sure you ask internal teams - sales (including pre-sale......Read More
My biggest accomplishment was in a prior role at a different company for a SaaS product. I was able to persuade the product and executive leadership team to invest in a redesign of the user experience of a product that had become stale compared to new entrants in the space. Redesigns can be a har......Read More
How often and when do you typically get feedback on collateral from the teams that will use it?
I've found that it's valuable to get feedback from 1-3 reps on a high-quality first draft, and sometimes, even the final version to ensure it will work for the team it's using it, but it often takes more time than I'd like
Getting feedback on assets and collateral from stakeholders is a key part of Product Marketing's job. What I like to do is create a tiger team of people you can count on. This could differ of course depending on the asset but should likely include a mix of salespeople (pre-sales, AEs/reps, SDRs, ......Read More
In general, PMM roles at Intercom are more of the 'full stack' variety - i.e we cover the whole journey from feeding into the roadmap to launch, including competitive research, buyer/persona/market research, GTM strategy, positioning and messaging, enablement, launch planning etc. Our team sits ......Read More
The first time this happens at your company (assuming the MVP is already built), you have to let the product launch and (likely) fail in the market. There's likely too much internal momentum around this MVP and you won't be able to stop the runaway train, no matter how loudly you yell. Now, you s......Read More
How do you approach an environment where there has been no formal launch process and make sure you get the buy-in from engineering and product management?
This is especially a problem in smaller, owner-led companies who don't realize they need product marketing and/or an official launch process. Thanks!
I actually don't have much experience with this, I'm sorry! I wonder if you should just start rolling out / following a lightweight launch process to show-not-tell how it can help? I'm getting an error that my answer is to short so I am typing more but again, I haven't really experienced pushback......Read More