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. Now not every company looks at it this way, some just want to know the impact YOU as a single person or team are impacting. So I usually talk about owning registration numbers, second week retention numbers and have the product teams focused on the MAU and DAU numbers from there out and work with them to make sure they are retaining.
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 tend to focus on post-login KPIs such as MAUs and DAUs. Marketing will focus on pre-login KPIs such as site visits, email engagement rates etc. Overall, it’s best if both teams focus on the NPS as that’s a clear indicator of how satisfied customers are with the product and if they will recommend it to others.
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 onboarding experience good? Are experiments leading to intended results? Once the user has activated, PMs should be responsible for owning long-term adoption of specific feature areas. At some point, sending more emails to remind users that certain features exist just won't cut it. If the feature isn't solving a real business problem, that's a problem with the product.
There are dfinitely many directions to take. I'll try to distill down to two metrics across external & internal GTM KPIs:
The X in days depends on the type of business you're in. For B2C you'll focus on MRR and shorter conversion cycles, likely within the first 15-30 days. For B2B align it with your avg sales cycle for prospects and 75% of the time for customer add-ons.
PMM is about product and sales success so your OKRs should align with company, CMO and product OKRs. However, I think these 3 serve as a good
"PMM OKR template"
1. Build a POV and become the hub of market intelligence: Think of this as all PMM programs: Competitive intel, Voice of Customer, Analyst Relations,
2. Bridge the gap between product and sales: Product launches, sales enablement, technical and release marketing, Roadmaps, CABs
3. Win in your core market: Your ranking, Customer advocacy, SOV, Content hubs, Thought leadership, Pipegen, ACV, Website
In general, OKRs can become quite vague and hard to measure for PMM. However, the OKRs I’ve seen that are easier to measure are:
1) Successful and ontime product launches. This means the product launch was able to happen on time with all cross functional teams trained up prior to the product launch so there were no surprises.
2) Completed messaging maps/documents for a target segment or new feature.
3) Completed research around target customer segments and who to go after next.
4) Updated pricing model or structure for new features.
We use OKRs at Airtable and we align OKRs from the top to bottom with an app built on Airtable (of course). Every PMM works on objectives that ladder up to marketing OKRs which in turn ladder up to corporate OKRs. Pretty standard stuff and we find that it works well for us. Not every company works this way though. Salesforce famously uses a method called the V2MOM which is more complex but is similar in spirit.
Key results, in aggregate, should indicate whether or not the objective was achieved.
Airtable grows quickly within the enterprise via word of mouth and through natural viral growth. When a team builds a solution on top of Airtable, other teams learn about it and realize they can solve their problems too. If you're asking about standard marketing channels we've seen success in the community, via paid ads (FB + LinkedIn), and of course SEO/SEM.
This depends on the industry, segment, and target buyer. When I was at AppDynamics marketing application performance monitoring to IT Ops teams, the land could take up to 3-6 months and the expand could take 6-12 months depending on the size of deal.
At Airtable, there’s a lot more variability because we sell into so many functions (marketing, product, IT, HR, finance, legal, etc). Generally speaking, the more tech-forward departments like marketing, product, and IT will buy more quickly than say finance and legal. Most land deals will close in quarter.