There are probably three major questions to answer when operationalizing a GTM
plan: What is the governance? Meaning who is in charge? What is the division of
labor? Who holds what decision rights (e.
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Pricing and Packaging
11 answers
Product Marketing at Cohere | Formerly Adobe, Box, Google • April 2
Director of Product Marketing at HubSpot | Formerly Early hire @ Automattic (WordPress.com, WordPress VIP) • April 7
One of the biggest risks of operationalizing a GTM plan is the lack of a common
understanding of the time it takes to do good marketing work, internally.
Marketing shouldn't slow down product; but at
Vice President Product Marketing / GTM at Wrike • April 8
I'll answer this from the aspect of a GTM plan for pricing and packaging
changes. The top 3 areas to identify and mitigate risk around include: 1) RISK:
Did you get the Price/Packaging right? Do
Product Marketing at Fire TV (Smart TVs) at Amazon • April 21
Great question. There could be many reasons why a GTM plan is deemed risky.
Perhaps because a lot is hinging on a product launch, or a risky marketing
campaign and the riskiest of all - you as a PMM a
Head of Product Marketing - Security, Developer Services & Hyperforce at Salesforce • April 5
Making assumptions about pricing and not vetting them with sales VERY early in
the process Assuming that its a 'handoff' to sales enablement vs in reality its
an ongoing partnership where PMM needs t
Director of Product Marketing at Matterport • May 3
This is a great question because, as every PMM knows, each launch holds a
surprise hiccup. If you can mitigate as much risk as possible before that time
comes, then you’ll be successful in solving tho
Vice President of Product Marketing at GitLab • July 13
Operationalizing a go-to-market strategy is not for the faint of heart. There’s
a lot that happens between writing the doc (see narrative above) or slides and
executing the strategy in the market. Her
Group Manager, Product Marketing at Lyra Health • August 3
Almost every launch has something unexpected arise not matter how much you plan.
To me, the riskiest items are the ones that might be harder to change or adjust
post-launch. Making sure there is prod
Head of Solutions Marketing at Iterable • January 11
The biggest risk I typically see in GTM strategies is that it doesnt work.
Somewhere, something was missed, or the messaging, product, etc. doesnt resonate
with prospects and customers. ' I have foun
Senior Director Product Marketing at Crossbeam | Formerly 6sense, JazzHR, Imagine Learning, Appsembler • January 23
The most risky operationalizations in a GTM strategy to me are spray and pray
(homogenous) campaigns, broad (not segmented nor sophisticated/suppressed, not
segmented (targeted) and not timely (satura
Product Marketing Lead - Spend Management at Brex | Formerly Klaviyo, Square, Intuit, PepsiCo, Heineken, Mondelez • March 23
Cross-functional collaboration, alignment, and execution are the most
challenging aspects of operationalizing a GTM plan. Challenge: X-functional
collaboration Solution: PMMs must ensure that a cross
11 answers
Vice President Product Marketing / GTM at Wrike • April 9
It depends on the competitive dynamics in your market. Are you the market leader
or a new emerging alternative? What are the important buying factors in your
market and with your buyers? Is price a
Head of Product Marketing at Symphony Talent • October 20
A truly successful pricing and packaging exercise can't be completed in a vacuum
which means competitive positioning must be included in the discussion. The main
reason is that you don't want to creat
Head of Product Marketing, Platform & Commerce at Atlassian • August 4
Your pricing inherently reflects the value of your products, and since
competitive comparisons will inevitably come up in deals, you have to translate
all your competitive research and market understa
Sr. Director, Product Marketing at Productboard • December 14
Positioning (which by definition is competitive positioning since it carves out
a place in the market where you are the clear winner) is your strategy. It
defines who you're for and how you'll win. A
Director of Product Management - Pricing & Packaging, CXP at Twilio | Formerly Narvar, Medallia, Helpshift, Feedzai, Reputation.com • February 24
The truth is most pricing problems aren't pricing problems. In fact, they are
rarely pricing problems. They are just the causal impact of poorly understood
and/or communicated positioning of a product
Head of Product Marketing, Cisco Meraki at Cisco Meraki | Formerly Tellme Networks, Microsoft, Box, Vera, Scout RFP, and Sisu Data, to name a few. • April 13
Pricing and packaging are positioning. They're the most concrete way you are
defining the value and TCO of your solution relative to the pain a customer is
feeling. But it's important to remember that
Senior Director of Product Marketing at Drift • May 3
They go hand in hand. You need to keep a pulse on your competitors pricing &
packaging so that you can adjust or create promos/spiffs to support your sales
team when needed. That said, you don't b
Product Marketing Lead - Spend Management at Brex | Formerly Klaviyo, Square, Intuit, PepsiCo, Heineken, Mondelez • October 25
Your pricing and packaging are components of your competitive positioning - the
way you group features or the value metric you use to charge a SaaS fee helps
frame your offering to your target audienc
Director of Pricing & Packaging Strategy at Gong • November 10
Really depends where you stack up in the competitive ranking. Let's say there
are three products: Mercedes, Toyota, Pontiac. The price reflects the package.
That's why Mercedes are $50k and Toyotas
Co-founder of Grow+Scale at Grow + Scale • March 7
Pricing will be one of the elements of how your brand is perceived. Priced low
- you might be thought of as an early-stage startup who doesn't have
product/market fit yet or isn't confident in their
8 answers
Vice President Product Marketing / GTM at Wrike • April 9
Generally, product marketing creates messaging guides for new products,
features, pricing, campaigns, company positioning, etc. While develop the
messaging guide, we typically solicity input from oth
Sr. Director, Product Marketing at Heap • June 9
I mentioned in another post that I have come up with a structured process for
messaging development. with my team of product managers and product marketers, I
work through a series of questions that
Head of Product & Growth Marketing at Qualia • August 24
In my view, the whole point of messaging guides is that they are shared as
widely and as openly in your organization as possible. We actually keep a
"launch tracker" document (google sheets file) that
Vice President of Product Marketing at Workato • September 28
One thing I try not to do is share content or messaging without walking the
person I want to get feedback from through the context and purpose live on a
call/zoom. Sending something over for feedback
What I’ve learned from great leaders who are able to inspire and motivate is to
gain consensus before you walk into the room. This is pretty much how I have
shared messaging guides internally to ensur
Director of Product Marketing & Lifecycle Marketing at Loom • December 2
We are still working on refining our process here, however, our usual process is
to attend the commercial team all-hands to notify them of any new messaging
guides and materials and then we record a m
Co-Founder at Messages That Matter • February 13
I have my clients create a team responsible for positioning a B2B product and
seeking input and feedback throughout the process from key stakeholders -
especially sales. Once the team is confident tha
1 answer
3 answers
Senior Director, Portfolio & Engagement Product Marketing at Airtable • December 28
Too many to count! I’ll give you a rundown of my top ones: Keep the conversation
focused on value not price: The more you focus on price, the more the customer
will. The more you focus on value in y
VP Product and Industry Marketing at Demandbase | Formerly Conga, SAP • January 24
The first thing I do when considering a price increase rollout is research. Some
of the key pieces of information you need to gather are: Past average selling
price (for an existing product or simila
CMO at Skylum • January 31
When implementing a price increase rollout, as a marketer, some best practices
to keep in mind include: Communicate early and often: Provide advanced notice of
the price increase to customers, and co
4 answers
VP Product & Customer Marketing at Observe.AI | Formerly Clari, Vendavo, Amdocs • December 21
Do not try to justify or explain why you charge the way you charge but better to
engage in a conversation and prompt the prospect to share with you their
reasoning. Start with some silence and then ex
Senior Director, Portfolio & Engagement Product Marketing at Airtable • December 28
I’ll start by saying that if you’re consistently hearing that feedback, your job
as a PMM is not just to come up with messaging to handle the objection but also
to make sure you’re getting to the roo
CMO at Skylum • January 31
When faced with the common objection "Your prices are too high!", as a marketer,
you can employ the following strategies to overcome this challenge: Address the
customer's concerns: Acknowledge the i
2 answers
VP Product and Industry Marketing at Demandbase | Formerly Conga, SAP • January 24
Similar to other questions above, there are lots of resources to leverage when
thinking about pricing and packaging including competitor pricing. Here are some
that I've found most useful: Competitor
President at Giant Stride Marketing Group • January 26
Pricing for enterprise software is harder to find than pricing for SMB products,
but it's still available. Here are a few places to start. Your sales team.
Trusted contacts will often share useful i
2 answers
Director of Pricing & Packaging Strategy at Gong • November 10
Someone is theoretically in charge of the product roadmap (Head of Product,
CEO). They're your best friend. Use them! I find that a bi-monthly sync on
state of the roadmap is helpful. The agenda
VP Product and Industry Marketing at Demandbase | Formerly Conga, SAP • January 24
Product deployments should really not affect pricing significantly especially
weekly changes. Really you should only focus on pricing and packaging changes
for big feature additions which are probably
3 answers
Director of Product Management - Pricing & Packaging, CXP at Twilio | Formerly Narvar, Medallia, Helpshift, Feedzai, Reputation.com • February 24
It's become a trend today to publish pricing pages, 75% of companies do. But
this is by no means a virtue. The following is an excerpt from my book, Price To
Scale. "When you have a large market with
VP Product Marketing & Lifecycle at Kajabi • September 14
Deeply understand your target customer and their buying preferences. How do they
want to purchase from you? Will knowing the price up front help in the buying
process? Are you losing out on prospects
VP Product and Industry Marketing at Demandbase | Formerly Conga, SAP • January 24
This is a tough question as it causes a lot of fear especially for salespeople
who think it will limit their ability to maintain their current average selling
prices but in fact studies have shown tha
1 answer
VP Product and Industry Marketing at Demandbase | Formerly Conga, SAP • January 24
Definitely check out some of the research resources I've mentioned in previous
answers. I would also interview people at your company, salespeople, your CEO,
finance, etc and also see if you can get a