Industry Product Marketing

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

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

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

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

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

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

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

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

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

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

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

I'm biased. I'm a former consultant and market researcher— market research always follows priority verticals and market efforts.   Depending on the stage of your organization, you might not have the

Data should always inform decisions, though it’s OK to supplement it with some qualitative insights driven by observations of market trends. It’s not good enough to simply let the most senior person d

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

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

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,

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

Ideally you would draw on both a combination of quantitative and qualitative data to shape your segmentation research. Start with a hypothesis of who your TAM (total addressable market) is. This will

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

This all depends on the stage of your company and whether you're a PLG or SLG company. Product-Led Growth companies: You won't be able to truly segment effectively until your product is mature and yo

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

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 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

At Salesforce I’ve worked for 7 different executives in just over 6 years. Each of these leaders had a different mixture of leadership characteristics, and what I try to always look for is their ‘kill

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

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

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

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

There is an in-depth science to this that many sales or product strategy teams leverage, so with that caveat, I'm sharing a high-level approach. My recommendation is to break down the problem piece b

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

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

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

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,

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

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.

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

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

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

As industry marketers, our hope is to get a message that we author deeply embedded into the minds of as many target buyers across as many accounts as possible. Some measurements of this ‘influence’ ar

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

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

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

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

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

With my industry product marketers, I nurture the development of a set of skills that I feel differentiate them. These are the skills I feel an industry product marketer should be exceptional at: 1.)

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

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

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

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

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

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