I don't actually use market research for that, is the short answer. If we
believe that our solution is well suited for a particular vertical, we have the
budget to invest in GTM to capture business i
TAGS
AllAnalyst RelationshipsBrand StrategyBuilding a Product Marketing TeamCategory CreationCompetitive PositioningConsumer Product MarketingCustomer MarketingDeveloper Product MarketingEnterprise Product MarketingEstablishing Product MarketingGo-To-Market StrategyGrowth Product MarketingIndustry Product MarketingInfluencing the C-SuiteInfluencing the Product RoadmapMarket ResearchMessagingPartner Product MarketingPlatform and Solutions Product MarketingPricing and PackagingProduct LaunchesProduct Marketing 30/60/90 Day PlanProduct Marketing Career PathProduct Marketing / Demand Gen AlignmentProduct Marketing InterviewsProduct Marketing KPI'sProduct Marketing Productivity HacksProduct Marketing SkillsProduct Marketing vs Product ManagementRelease MarketingSales ContentSales EnablementScaling Product MarketingSelf-Serve Product MarketingSMB Product MarketingStakeholder ManagementTechnical Product Marketing
Industry Product Marketing
12 answers
Global Head of PMM and Content Marketing, TIDAL at Square • March 25
Senior Product Marketing Manager, Solutions at Matterport • December 30
There are a few questions you need to answer to determine if it's worth
targeting this new vertical: - Do you have product-market fit? Are you solving a
real problem for this vertical? - What is the s
Head of Product Marketing at Notion • February 4
Ensure verticalization aligns well with core competencies, market perception,
ability to deliver and differentiation. If you do not clearly understand the
definition of the target vertical, the trends
Senior Director, Product Marketing at Twilio • December 3
When looking to identify target verticals, I always prefer a data driven
approach. I'd work up a detailed analysis exercise and build a vertical based
TAM. I have a go-to bubble chart that I like to d
Product Marketing Lead at Google | Formerly DocuSign • January 26
Market research is a pretty valuable data point in terms of prioritizing
verticals (or any other segmentation slice), but so too is your product
ownership point of view and your internal usage data. S
Head of Product Marketing, VR Work Experiences, Oculus at Meta • February 3
Instead of a "vertical focus" go forward with a New Audience focus so you can
leverage the 5A GTM framework , and ensure you're thinking through a consumers'
need. Also, if you focus on a new user, y
Head of Product Marketing - Security, Developer Services & Hyperforce at Salesforce • April 6
Making the assumption here that vertical = industry. Industry definition - which
taxonomy are you using. NAICS, SIC, propietary, DUNS, Clearbit? This is
important because there is a lot of nuance h
Vice President of Product Marketing at GitLab • July 14
I believe that market insights are the #1 core product marketing capability.
Literally everything – from positioning and messaging to the products and
capabilities you deliver to the market – flows fr
Group Manager, Product Marketing at Lyra Health • August 4
Market research is near and dear to my heart and at the core of any strong
product and go-to-market plan. I have many examples of how you can use research
to inform vertical strategy, but my first tip
Head of Solutions Marketing at Iterable • January 12
When we first started to verticalize our solution, we looked at: TAM (total
addressable market) and SAM (sellable addressable market--what is realistic that
YOUR company can sell in to?) CARR Win Rat
Senior Director Product Marketing at Crossbeam | Formerly 6sense, JazzHR, Imagine Learning, Appsembler • January 24
We aim to diversify our revenue strategy with dynamic and compelling GTM
campaigns. We use market research from internal and external sources to fuel
decisions. Internal market research comes from our
8 answers
VP of Marketing at Qualia • September 15
This is largely industry specific. Definitely research your market and listen to
the data. An extremely important data point that should come your way is from
your sales motions and how your plays wor
Associate Director Product Marketing, Creator Promotion at Spotify • March 17
First, it's important to know why you need a segmentation. Is it about
go-to-market and creating more effective messaging? Is it about changing your
channel / sales strategy? Is it about product devel
Director of Product Marketing, Global Insights Solutions @ Momentive at Momentive (SurveyMonkey) | Formerly SurveyMonkey, Nielsen • March 24
There are many ways you could segment your market for your marketing and sales
motions: from industries to personas to company size to geographies (and for B2C
companies, major demographics like age,
Vice President, Product Marketing at Clearbit | Formerly Glassdoor, Prophet, Kraft • May 6
I believe the best way to segment your market is to do initial high-level
qualitative interviews to get a broad understanding of the market, followed by a
robust quantitative segmentation, and then fo
Director of Product Marketing at Snow Software • November 17
Start first by understanding what problems your product or service solves and
the personas who are willing to pay for the problem to be solved. Then look at
the alternatives in the market for solving
2 answers
VP of Marketing at Qualia • September 15
Simply put, it's marketing to a niche audience centered around a specific set of
needs. Examples include developing a deep focus in industries such as Real
Estate, Education, Healthcare, or others. By
Head of Product Marketing at LottieFiles | Formerly WeLoveNoCode (made $3.6M ARR), Abstract, Flawless App (sold) • December 4
Vertical product marketing is a type of product marketing that focuses on a
specific industry or market segment, rather than the broader market. In vertical
product marketing, the product marketing te
I'm a digital marketing specialist looking to transition to product marketing
5 answers
Vice President, Product Marketing at Braze • March 11
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
Head of Product Marketing, Cisco Meraki at Cisco Meraki | Formerly Tellme Networks, Microsoft, Box, Vera, Scout RFP, and Sisu Data, to name a few. • August 16
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
Head of Product Marketing at Klaviyo | Formerly Drift, Dropbox, Upwork • October 20
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
4 answers
Vice President Product Marketing at Unity | Formerly Splunk, New Relic, Microsoft, Oracle • April 13
It depends on what the charter of the industry marketing team is at your
company, but in my case I came up as a product marketer and went on to build and
lead product marketing teams, which is a prett
Head of Industry, Segment, and Solutions Marketing at Motive | Formerly Procore • June 17
A firm grasp on the market, understanding sales, empathy, great copywriting,
amazing storytelling, understanding of campaign operations, an entreprenurial
spirit, and leading with solution marketing i
Head of Product Marketing, Cisco Meraki at Cisco Meraki | Formerly Tellme Networks, Microsoft, Box, Vera, Scout RFP, and Sisu Data, to name a few. • August 16
A "head of role" is a very different focus. Before we can talk about standing
out in the interview, I think it's important to define what a leader in
marketing can and should be. Rule #1.#1. You are
16 answers
Senior Product Manager at Amazon • June 8
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
Vice President & GM, Global SMB at Braze • June 17
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
Head of Product Marketing, Real-Time CDP & Audience Manager at Adobe • June 24
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
Product Lead, Ecosystem Discovery at Square | Formerly Mparticle • July 8
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
Senior Director Product Marketing at Roofstock • January 6
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
Vice President & Head of Marketing at Fin.com • April 8
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
Director of Product Marketing at Mastercard • June 16
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
Vice President, Product Marketing at Momentive (SurveyMonkey) • March 9
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
Vice President Product Marketing at Unity | Formerly Splunk, New Relic, Microsoft, Oracle • April 13
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
Head of Product Marketing at Retool • May 5
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
VP Product Marketing & Lifecycle at Kajabi • May 12
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
Head of Industry, Segment, and Solutions Marketing at Motive | Formerly Procore • June 17
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
Head of Product Marketing at HiredScore • July 28
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
Head of Product Marketing, Cisco Meraki at Cisco Meraki | Formerly Tellme Networks, Microsoft, Box, Vera, Scout RFP, and Sisu Data, to name a few. • August 17
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
8 answers
Not sure I understand the question. If this is to set revenue targets for a new
industry expansion where GTM resources have not yet been assigned, I'd do a
top-down and bottom-up analysis of the total
Head of Industry/Audience Marketing; Director of Product Marketing at Procore Technologies • July 14
This is really tricky to do well, and requires strong executive leadership and
business operations support to pull off. Right now, at Procore, I work in an
environment where our sales teams -- and thu
Vice President, Product Marketing at Momentive (SurveyMonkey) • March 9
This is a tough one because it’s difficult to set any sort of revenue targets
for your industry if sales is not fully aligned and compensated to sell to that
industry. You could be setting yourself up
Vice President Product Marketing at Unity | Formerly Splunk, New Relic, Microsoft, Oracle • April 13
Formally, sales and sales ops should be setting revenue targets and the
associated pipeline coverage targets needed to drive marketing strategy. At
least for enterprise software companies with direct,
Head of Industry, Segment, and Solutions Marketing at Motive | Formerly Procore • June 17
Industry KPIs should encompass sales and marketing performance. Sales and
marketing teams need alignment on pipeline, revenue goals, and rep
productivity. In many instances, when a proper solution
Product Marketing Leader at Procore Technologies • June 24
The strategic marketing team could provide direction on where the business has
the greatest growth potential: where there is a strong product-market fit and
room to capture a greater share of demand.
Head of Product Marketing, Cisco Meraki at Cisco Meraki | Formerly Tellme Networks, Microsoft, Box, Vera, Scout RFP, and Sisu Data, to name a few. • August 17
As a PMM, revenue is a trailing metric and the one you have the least control
over. If there aren't existing quotas set by industry (and this is rare), this
is likely to be unsuccessful. Instead, go
2 answers
Head of Industry, Segment, and Solutions Marketing at Motive | Formerly Procore • June 17
In the early stages, as teams are starting to get built - trust and dividing
responsibilites is the biggest factor in ensuring alignment, especially between
PMM's and PM's. How do you build trust an
Head of Product Marketing, Cisco Meraki at Cisco Meraki | Formerly Tellme Networks, Microsoft, Box, Vera, Scout RFP, and Sisu Data, to name a few. • August 17
This is a really tough one. First and foremost, it's important to separate PM
and PMM. They need to be parallel, not dependent, organizations to effectively
function. You need them to have the freedom
6 answers
Head of Industry/Audience Marketing; Director of Product Marketing at Procore Technologies • July 15
I love this question -- and it's actually one I ask candidates during my
interview process as well, because the way that Product Marketing is measured
overall varies widely across organizations. Rig
Vice President, Product Marketing at Momentive (SurveyMonkey) • March 9
There are multiple key metrics I look at to see how our industry programs are
performing and positively influencing the right outcomes, sliced by industry:
Company-level metrics: growth, profitabilit
Vice President Product Marketing at Unity | Formerly Splunk, New Relic, Microsoft, Oracle • April 13
Metrics around awareness and demand in a given industry. For awareness, web
traffic and enagement, press coverage and customer reference stories are key. If
there are industry associations and trade p
Head of Industry, Segment, and Solutions Marketing at Motive | Formerly Procore • June 17
In a proper program, Industry Marketing & Campaigns have joint ownership of
communicating the right messages, in the right channels, at the right time, in
order to build pipeline and win NARR. I s
Head of Product Marketing, Cisco Meraki at Cisco Meraki | Formerly Tellme Networks, Microsoft, Box, Vera, Scout RFP, and Sisu Data, to name a few. • August 17
I recommend holding shared KPIs across PMM - the classics: Qualified Pipeline,
Win Rates, Opportunity Velocity/Duration. Looking at how your industry marketing
investments are improving your sales eff
7 answers
Head of Industry/Audience Marketing; Director of Product Marketing at Procore Technologies • July 14
All product marketers, no matter their focus area, need to understand both their
product and their buyer -- but industry marketers tend to overindex on
understanding the industry market, ICP, and Pers
Vice President, Product Marketing at Momentive (SurveyMonkey) • March 9
PMMs and Industry PMMs are very similar in terms of the core skill sets needed
to be successful in their roles. The biggest difference is that they need to
intimately understand the industry or set of
Vice President Product Marketing at Unity | Formerly Splunk, New Relic, Microsoft, Oracle • April 13
Generally, I'd say two things: 1) having enough familiarity and understanding of
an industry to know how to craft a message that lands with a given audience and
avoid missing the mark by either being
Head of Industry, Segment, and Solutions Marketing at Motive | Formerly Procore • June 16
Storytelling, bringing the customer vision to life, and having a wide variety of
skillsets (I always love ex-entrepreneurs) is vital for an industry marketer to
be exceptional. The industry marketer
Product Marketing Leader at Procore Technologies • June 24
Industry product marketers need to have a solid knowledge of the pain points and
needs for the audience they serve and be able to translate product benefits into
customer outcomes. They partner with p
Head of Product Marketing, Cisco Meraki at Cisco Meraki | Formerly Tellme Networks, Microsoft, Box, Vera, Scout RFP, and Sisu Data, to name a few. • August 16
Internal evangelism and industry expertise. Yes, you need all the core PMM
skills. You might even need to be a stronger writer and positioner than the core
PMM. But if your sole goal is to help grow