Enterprise Product Marketing

At Zapier I approached this by starting with a mission statement to describe why our team exists and the work we aim to uniquely do for the company: “PMM exists to maximize Zapier’s market opportuniti

This can definitely be a challenge whether you're the first or tenth PMM at a company. I'm a fan of working backwards from the customer, rather than starting with an idea for the product team or from

First, I listen. It's important to understand in depth why these needs/deliverables are being asked of Product Marketing. What is the underlying problem? How can Product Marketing solve this?  Then,

As mentioned before, product marketing is one of the most cross-functional roles of any in most companies. And as such, you’ll be getting requests for projects and deliverables from every angle. The f

Only a few weeks into my current role, I’m living this one in real-time! For myself, I’ve created the following approach: Listen → Set Expectations → Execute → Close the Loop. For prioritizing needs/d

I generally use a modified version of the Eisenhower Matrix (I just learned the name). On the spectrum of "not urgent to urgent" and "not important to important," you should prioritize the deliverable

I'm going to talk about my experience at really early stage companies, at this point, everyone is doing everything, so the priority is to create some strcuture to help every get aligned on the same go

As stated above, PMM wears so many hats it's important to recognize what is needed at any stage of a company. When first coming into an organization as the first PMM I think the most important thing t

Every company and every growth stage is different so the evaluative framework you utilize needs some flexibility. I recommend that your framework is developed in tandem with your partner stakeholders

I don't have a set framework as such, but this is the approach I'd take: Meet with stakeholders across the business to understand what's working, where the gaps are that PMM might be able to fill, an

I'm still trying to master this one, but here's what I'm doing at Klue (I'm in my first month at the company).  Create your PMM Charter With the input of your boss and other leaders in the company, yo

I start with my phases of success for a PMM in my first 100 days here. Through this process I create my priorities and ensure I have executive alignment on them. I always get feedback from my leaders

Chances are you will inherit a number of projects in queue Day 1. Do your best to deliver on those projects to drive results out of the gate. This will instantly help you build credibility with collea

As a first PMM hire it's important to prioritize needs and deliverables based on the overall goals and objectives of the company. Do “discovery” similar to how you would approach a product launch – g

As a first (and oftentimes only) product marketer at a company, prioritization is the mother of all skills. The framework I would apply is a natural extension of the 30/60/90 day plan outlined above.

Great question! I generally look for folks that have a bit more of a technical background or have worked with products that are a bit more technical in nature. Specifically I’m not looking for them t

When it comes to hiring a segment PMM like an Enterprise Product Marketer, one key trait I look for is someone who is problem-solver. As an enterprise PMM, you’ll need to identify and investigate busi

Understanding of an enterprise sales motion - Enterprise buying is complex . I look for PMMs who understand this complexity and have experience dealing with it. Do they understand that buyers and use

I have taken the certification offered by Pragmatic institute foundations and launch certification. I found them to be good courses for PMMs in enterprise companies. They have used their generic frame

I am aware of just a few 1. Pragmatic institute - I took it. However, I found that to be specific to B2B enterprise sales. 2. 280 Group: I recently found out about this institute, I am looking to conn

I am not aware of any one key certification for product marketers. I work with PMMs that come from backgrounds in campaigns, sales, engineering, and product management. Each of those backgrounds lend

I'm a little biased here, but I don't believe that there are courses or certifications that are a prerequisite or requirement to jumping into product marketing. If you haven't done any marketing befor

Courses, certifications, and books can definitely help transition into product marketing, but the best way to learn is by doing. I would see if there are side projects you can take on with the PMM tea

My advice would be to build this into your regular team processes. If your company has an OKR setting process, this would be the right time to cross-functionally align with product partners on shared

Good question. I am sure you have heard this statement many times - “PM and PMMs are like two sides of the same coin”. It’s absolutely true, and work wise I see the roles to have a Venn diagram. There

Great call to have commonly shared KPIs with the product team - this is the best way to ensure mutual success. When it comes to product launches, it depends a bit on what you're launching. If your co

Broadly, alignment with Product should happen in an OKR or goals planning process at some regular interval. That's the real moment to align with you product partners on what problems you're trying to

At a high level, I think it's essential for all teams involved to understand the ultimate goal of whatever product or feature they are launching - meaning what is the problem you are trying to solve a

This idea of cross-functional KPIs is core to what makes PMM the most interesting and the most challenging function to quantify. But, you can do it! Two things I believe strongly:  Cross-functional

Great question! A lot of collaboration can come from shared KPIs, so it's great to align where possible. I'll divide this into two groups, on-going and launches. On-going KPIs: These should largely

Super important question 🙌 Cross-functional collaboration happens much easier when teams have shared KPIs, OKRs, or North Stars. To be honest, those goal-setting frameworks really work when they are

Ideal customer profile (ICP) is a great way to focus on the most valuable prospects likely to purchase your product and align all areas of the Go-To-Market (GTM) strategy on targeting those accounts.

I’d keep an eye on all the indicators - leading and lagging. For leading, do your campaign metrics indicate that people are interested and engaged? How is this helping you fill your funnel? Can you us

I think this depends on the product and tiers. Not all launches should correlate to the sales cycle. Some launches will affect the sales cycle, and sales win. Some launches are for current customers.

It can be hard to measure effectiveness of an asset, launch or campaign in longer sales cycles because attribution is tricky in a 6+ month sales cycle. Measuring the number of touchpoints that influen

Enterprise Product marketers really need to be able to understand the long, and complex sales cycles that Enterprise deals take. In addition, they need to understand all the additional nuances that co

One of the key areas of differentiation is the buying group involved with a larger organization which typically lengthens the sales cycle. It’s critical to understand who are the key players in your b

Every enterprise sales rep wants to sell more, faster. The most valuable PMMs I’ve worked with are experts on their product, market, customers, and competition. Individual sales reps don’t have time t

PMMs are the most important when it comes to being able to simplify what the product has built and clearly describe what it does and why it’s important. Sales teams are constantly being bombarded with

(1) TOFU - create awareness [enteprise messaging]  (2) BOFU - making sure you have the right messaging and assets along the journey to closed won [sales play]  Together these two parts make an enterp

PMM can influence several touchpoints across the enterprise sales motion. PMM’s biggest impact will likely vary widely depending on the business stage. Identifying and anticipating the needs of each p

Measuring sales success is unique to your organization but you can gauge general effectiveness by understanding the volume of opportunities, conversion rates, and productivity.  Volume of Opportunity

My top 3 metrics to measure sales enablement success are :1. Reduction in ramp time for new AEs coming into the company - defined as 'how many days does an AE spend at my company before they close the

I’m going to answer this question the same way I answered, “How do you measure ROI of sales enablement?” because ultimately success should be ROI in some form. Here’s my response again:  Ultimately yo

In my opinion the effectiveness of sales enablement should be measured by reducing the customer acquisition costs over time and reducing the time it takes to close a deal. Having these in-process KPIs

Sharing how I think about this as an industry marketer. My first step would be to huddle with my sales and product leaders and align common goals (where possible). If you are working within a larger

I think there's a similar question above on measuring KPIs. Please refer to it. But essentially I'll look at 2 parts  1. Whether sales has received the information Attendance rates, Tests/Quizzes to

At a high-level the goal is likely to make sellers more productive in some sense. Probably by making them more effective or more efficient. Let’s just call this “go-to-market readiness” as this is ty

Sales enablement success should ultimately drive sales success, including the size & number of deals closed won and win rates. Leading sales enablement indicators of sales success include adoption

Create a quiz or set up role playing for your sales team on their understanding of the product features, capabilities and messaging. When you set aside time to observe how your sales teams are underst

It really depends on the type of enablement that you’re doing and the problems you’re looking to solve. But at the end of the day, there are two key metrics I’m always looking at, which is the average

It's a bit of a white whale in a lot of organizations, but ideally you want to measure not just consumption or certification rates, but the percentage of closed/won opportunties in which the account t

There are a lot of ways to measure sales enablement: lead-to-conversion rates, win-rates, sales rep NPS, etc. HubSpot does a great overview of popular options in this post.  In my experience, there i

I've seen this done successfully a number of different ways. Here are a few common ones: Usage - What is the % of your sales team that is using the content and collateral you are creating. If you use

As an industry marketer I am mostly concerned around the sales cycle, ASP, win rate, content performance, and rep productivity. Good enablement, marketing, and content, should shorten sales cycles and

My favorite way to measure sales enablement success is through a Sales Confidence Score. Start with a baseline survey to the sales team on their confidence across your products, personas, verticals, e

A shorter answer here, but I think there's a pretty straightforward way to measure sales enablement overall. Ideally, this is driven by the sales enablement team, and you're fueling their succces: Ke

This is a great question, and one that I ask most of the candidates I interview at some point in the process. The kinds of materials I like to see are dependent on the job they’re being hired for, but

First - anyone inviting you to interview will see from your resume whether you’ve done product marketing. If you haven’t and you still get invited to interview, then there’s no need to worry about bei

Try to align your portfolio with the job description: If the job description focuses on messaging and positioning, share an example of a messaging framework or landing page that you put together. If

Not sure I completely answer the question. Typically when I ask candidates to give a presentation, it's less about the specific products they're presenting, but rather HOW they present it. Can the can

Welcome to the PMM world! ;) My approach to this would be:  Take a closer look at the particular job responsibilities. If the job responsibilities are heavy on content creation, I'd include samples o

First, welcome to PMM. It would depend on what kind of PMM they are looking to hire. I would do three buckets. (1) a thought leadership piece or website/landing page (2) a launch plan or GTM plan (3)

Maybe I'm unique but I've been in Product Marketing for a long time and I've never been asked to present a "marketing portfolio". I have, on the other hand, been asked to present on specific topics or

I would be super metrics-dr :iven here. Maybe show a few functions you've owned (or contributed to), from top of the funnel to middle and bottom of the funnel, with the corresponding programs and the

Think creatively about marketing-adjacent work you've done, and put together a series of case studies that you can share with the hiring team. Examples can include:  Identifying customer insights and

There's a lot of potential variability here depending on company, exact role, industry, and more. That said, here are a few ideas of what you can show: Cross-functional Initiative: If you've directly

The product marketing portfolio could be: Messaging: key messaging on the products you worked on GTM: links to your part launches (landing pages) GTM: launch brief which you can share Content: links