You can identify other documents produced by Gartner in the segment in which you
work and contact the analyst who produces them. MQs do not exist when there is
no variation between vendors in each qua
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Analyst Relationships
4 answers
Product manager at Playvox • November 3
Senior Vice President, Product Marketing at BetterUp | Formerly Klaviyo, Qualtrics, Microsoft, MckInsey • November 4
MQs and waves aren's static and evolve over time as new categories emerge and
old categories get consolidated or unbundled away. Analyst firms like Gartner,
Forrester, IDC know this and their analysts
Head of Core Product Marketing & GTM, ITSM Solutions at Atlassian • December 20
The MQ, or "Magic Quadrant" report is what Gartner calls their comparative
report for specific markets. Each major analyst firm has their own comparative
report (Wave, Marketscape, etc.). The existenc
Senior Product Marketing Manager at AppDirect • February 21
1) Be realistic: how many other competitors are there in this space? A MQ is
meant to show the main players and their market share. If the category is too
nascent then it might not make sense to publi
14 answers
Head (VP) of Global Enablement at Benchling • May 18
Your CMS (content management system) should have some sort of archiving
parameters in place that should remind the PMM team when things get stale. With
that said, all the reminders in the world won't
Head of Product Marketing at Notion • February 3
Align on needs and get buy-in on the program from key stakeholders upfront,
otherwise, you will just be reactive and the expectations will be that every
request is handled and every asset is up to dat
Head Of Product Marketing at 3Gtms • March 30
In the "real world" this is a function of whose responsibility sales collateral
is. If it's product marketing, the answer is simple: Supply new collateral when
it's time for an update. However, if pro
Vice President & Head of Marketing at Fin.com • April 7
There's two parts to keeping all the above content up to date, including content
creation and content delivery: Content Creation: This is all about capacity
planning of the Product Marketing team on
Head of Product Marketing at Retool • June 24
Make it jointly owned. Your team will (almost certainly) not grow as fast as
sales, success, support, etc. Even talented PMMs struggle to keep these things
relevant and useful for every season of the
Vice President Product Marketing at Medallia • July 20
This really depends on your product and industry. Let me outline a framework
with four elements: The customer perspective The competitor perspective The
technology perspective, and The marketplace p
Senior Director of Product Management at Oracle • August 17
This is tough, but you can prevent foundational PMM assets from going stale by
having (1) defined processes (e.g., establishing which components of your market
intelligence are most important to updat
Associate Director Product Marketing, Creator Promotion at Spotify • March 16
I'm big on updating information based on actions that need to be taken /
decision that need to be made. When it comes to market research and personas,
clarify what decisions you need to make based o
Senior Director Product Marketing at Roofstock • March 21
Starting with the customer insight is always the #1 job of a product marketer.
Ideal customer profile, target verticals, buyer personas, etc these are things
that aren’t going to change on a weekly or
Director of Product Marketing at Snow Software • November 16
The good news is sales people notice when materials are out of date, and will
let you know it is time for a refresh. :) Joking aside, here are some proactive
tips on how to keep materials up to date.
Head of Core Product Marketing & GTM, ITSM Solutions at Atlassian • December 20
You have to establish a cadence of updates for different assets, which will vary
based on how they are used and your market dynamics. Personas don't change
often, so revisting them every 6 months migh
Co-founder of Grow+Scale at Grow + Scale • February 17
Outdated information is almost worse than having no information since you might
be making decisions from data sources that are no longer relevant or valid. To
make sure this doesn't happen to you, c
6 answers
Director of Product Management - Pricing & Packaging, CXP at Twilio | Formerly Narvar, Medallia, Helpshift, Feedzai, Reputation.com • May 5
I have been a Product Marketer since 2013 and have built numerous VoC programs
back when I worked at Medallia. For one, generally speaking, PMMs don't always
own the VoC program. That being said, t
Associate Director Product Marketing, Creator Promotion at Spotify • March 16
The two biggest mistakes I see are (1) not having a clear goal as to what you
want to learn from customers and how this will inform product / go-to-market
strategy, and (2) not truly prioritizing or r
Senior Director Product Marketing at Roofstock • March 21
I think the easiest thing to miss when setting up Voice of Customer programs is
alignment cross-functionally on the purpose of these programs. As product
marketers, it’s easy to drive towards your goa
Director of Product Marketing at Snow Software • November 16
The most common mistake I've seen in developing VoC programs is thinking too
narrowly about the customers' voice. Often, VoC programs start with marketing or
customer success with the goal of obtainin
Especially if you don't have any customers that fit the bill my current plan is to assemble a list of possible titles and have my virtual assistant company prospect for and find contact details for them then probably send out a survey to validate if they're the right people to talk to and reach out individually to the ones that fit the bill.
8 answers
VP of GTM & Strategy at Novi • December 20
If you’re looking for specific titles, I think the approach you laid out makes
sense. The screener survey is super important for making sure you’re find
representative folks to talk to (based on you
Director of Product and Customer Marketing at CallRail • June 15
Respondent.io is great tool for this - you can target specific job titles in any
number of industries and weed out interviewees based on a survey. We typically
ask things like company size, job functi
Head Of Product Marketing at 3Gtms • March 30
First things first, I believe that a representative sampling of non-customers
can actually be a better source of information than current customers, so you're
in a good position there. However, I woul
Senior Director, Product Marketing at Twilio • December 2
Based on your question detail, it sounds like you are targeting some specific
persona details. If you have the time and capacity to take the approach you
described, then it's a good way to do it. The
VP Product & Customer Marketing at Observe.AI | Formerly Clari, Vendavo, Amdocs • May 31
If you're going after a whole new market, consider using services like G2G where
you can provide the desired profile including industry, companies, titles, and
areas of expertise. Then you'll get sche
Director of Product Marketing at Indeed • July 28
This is a great approach. It's best if you get as specific as possible to
identify prospects (ie. country, company size, verticle/industry, job title) and
get clear on where you want to focus. I shar
Director of Product Marketing at Snow Software • November 16
I think your plan is a good way of moving forward. If money is no object, you
could obtain a panel, and do a survey, and then contact those who seem to fit
the profile for a deeper interview. I've u
4 answers
CEO at AudiencePlus • January 28
It may be a controversial pov, but my perspective is that the analyst community
is getting disrupted by DTC user review sites like G2, TrustRadius, and the
others. Customer voice is just as powerful a
VP Product & Customer Marketing at Observe.AI | Formerly Clari, Vendavo, Amdocs • May 31
Analysts will not endorse any vendor directly. Your goal with AR is to help
shape their POV about the market, especially if this is a new category and
ultimately get well positioned on MQs and Wave re
Head of Product Marketing at HiredScore • July 29
I recommend creating a more high-level analyst stategy that outlines your actual
need for analyst partnerships. Once you and your stakeholders are aligned on the
need, you need to carefully select ana
Head of Core Product Marketing & GTM, ITSM Solutions at Atlassian • December 19
Spending more money with analysts won't guarantee a good placement in a Quadrant
or Wave. I've seen companies mistakenly spend money on: - Buying more seats or
licenses than they actually need; - Sign
4 answers
VP, Product Marketing at Quantum Metric • July 28
This is the situation we're in right now. Our AR program is three years old and
it's an ongoing initiative to identify and vet the right analysts, build
relationships, and education/inform/influence t
Director of Product Marketing & Demand Generation at ESO | Formerly Fortive • August 2
Treat it as a category creation opportunity! Analyst firms have their place, but
they can also hamstring your creativity when it comes to positioning your
offering and differentiating from competitors
Senior Director Product Marketing at Roofstock • March 21
Honestly, this is a GREAT problem to have. If there’s no Wave or MQ for your
category, then all the more reason for you to be in the top right quadrant once
one comes out :) The first thing I would r
Head of Core Product Marketing & GTM, ITSM Solutions at Atlassian • December 20
As I mentioned in the other answer, even if your market does not have a
comparative report such as a Wave, Quadrant, Marketscape, etc. it doesn't mean
you should not engage with an analyst firm. These
I'm about to make my companies first analyst briefing deck. I've made them in the past but want to make a really kick ass one this time around.
6 answers
Product Marketing Director at Eightfold • January 10
Afraid that this is a confidential item I can't share---sorry! A few thoughts
though about how we do this well (and I have to credit a colleague, Michael
Dunne, who does this work and is an exceptiona
Senior Director Product Marketing at Oracle • September 26
I've been on both sides of the table. Before you set pixels to powerpoint... #1
- What questions do you have for the analyst to help validate or refute your
assumptions about the market? #2 - Can y
VP, Product Marketing at Quantum Metric • July 28
I covered the basic flow of an introductory briefing deck in another question.
I'd be happy to connect with you 1-1 to walk through yours and share a bit of
mine :) Find me on LinkedIn! I've found 3
Vice President, Marketing at Samsara • February 8
The best analyst briefing decks that I've either seen or helped build are not
filled with marketing messaging. They clearly layout what analysts typically
care about, which could include the following
Senior Director Product Marketing at Roofstock • March 21
I think the mistake here is making it too long. I’d suggest an inverse triangle
approach, and keep it short depending on the length and purpose of your
briefing, probably no more than 5-10 slides. My
Head of Core Product Marketing & GTM, ITSM Solutions at Atlassian • December 20
While briefing decks may vary, I believe there are a few key elements that you
should consider to make it a 'kick-ass' deck: - company overview - solution
overview - competitive landscape - customer p
Product marketing owns the customer advisory board but product management owns the roadmap.
7 answers
Product Marketing at Cohere | Formerly Adobe, Box, Google • April 2
CABs are great. Customer advisory boards have several common objectives in mind,
including:- To create champions for the brand- To validate product ideas and
guide the product roadmap- To help shape m
Manager, Product Marketing at Sprout Social • April 8
It's best practice to create CABs with one specific business focus – and that
focus could very much be to help inform your product strategy. The weight that
member feedback carries depends on the mak
Senior Director Product Marketing at Roofstock • March 21
Customer advisory boards are great ways to bring product, leadership, and your
customers face-to-face to really help everyone understand if what is being built
will really solve customer needs. Along
Product Marketing Lead at Google | Formerly DocuSign • December 6
IMO, your roadmap needs to be representative of your company vision. And
practically, your company's growth opportunities would come from customer
expansion and new deals. So I'd advise that you lever
Head of Core Product Marketing & GTM, ITSM Solutions at Atlassian • December 20
A customer advisory board should be an imyportant source of validation of
product vision and roadmap, but not the only one. The best customer advisory
boards have a good representation of key customer
3 answers
Senior Director Product Marketing at Roofstock • March 21
Well first of all, it’s always tough to be a team of one. You are definitely
going to have to ruthlessly prioritize and as a team of one, it can be easy to
get stuck as the sales content/collateral &a
VP Product & Customer Marketing at Observe.AI | Formerly Clari, Vendavo, Amdocs • May 31
Listen to sales/CS calls. As a team on 1 you can't be on every call but make it
a weekly habit to listen to at least 5-10 calls (you can listen at 1.5 or 2x
speed 😊). Be strategic about the calls you
Head of Core Product Marketing & GTM, ITSM Solutions at Atlassian • December 20
First, start with what you already have at your disposal, which will likely
include: - written customer case studies or success stories - requests that
customers have made in the past about product fe
4 answers
VP, Product Marketing at Quantum Metric • July 28
This is a great question and top of mind for me right now. For your executives,
their primary goal may be to get into a Forrester Wave or Magic Quadrant. Yes,
that would be the ultimate win, but it
Senior Director Product Marketing at Roofstock • March 21
Analyst relations programs are best run as a partnership between PR/Comms teams
and PMM. The PR and Comms teams will be helpful in driving longer term thinking
and time horizons. How do we start to in
Head of Core Product Marketing & GTM, ITSM Solutions at Atlassian • December 20
First, establish the goals for your analyst relations program. Think beyond the
placement of your company in a 'Magic Quadrant' or 'Wave' type of report, and
identify additional KPI's, such as: - numb