The first step is defining the customer journey and making sure your key
functiona teams understand that journey. Then, recognizing that there may be
stop gaps that need to be implemented to ensure cu
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
Product Launches
For example: your customer need to migrate from an old API to a new one.
2 answers
Product Marketing at Cohere | Formerly Adobe, Box, Google • April 2
Welcome to the fun world of Enablement! And there are internal + external
aspects of this. External Message x Value & benefits: What's in it for your
users? Migration is a pain in the ass. Befor
1 answer
Senior Director Product Marketing at Crossbeam | Formerly 6sense, JazzHR, Imagine Learning, Appsembler • June 21
It certainly depends on the launch tier along with other market factors/customer
dimensions, but typically I am looking at the data to inform next steps. Did we
hit our product usage target? Is the na
1 answer
Senior Director Product Marketing at Crossbeam | Formerly 6sense, JazzHR, Imagine Learning, Appsembler • June 21
I really like the story brand framework by Donald Miller. The narrative
structure puts the customer as the hero of the story and your solution as the
guide to their problem. The book also talks about
11 answers
Product Marketing at Cohere | Formerly Adobe, Box, Google • April 2
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.
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
There is often a huge emphasis on analytical skills, instead of brand marketing skills, when it comes to product marketing job descriptions.
12 answers
Head of Global Product Marketing at Airbnb • November 30
It's funny, I've been working on a deck looking at exactly this question.
It's fascinating how much it varies from company to company. We're moving to a
place where the distinctions between product ma
Director of Product Management, Speech and Video AI at Cisco • January 19
Just a feedback on the last comment, as I reacquaint myself to the "new" bay
area. I have noticed more emphasis on demand gen skills amongst many startups.
If there are stakeholders in the company alr
Sr. Director | Head Of Product & Partner Marketing at Samsara • November 19
First, you can not decouple analytical skills from brand marketing skills. They
are not mutually exclusive. You are right that there is more emphasis on
analytical skills in job description for produc
Senior User Acquisition Manager at Hopper | Formerly Skillz, Telus Health, • January 3
100% agree with Suyog. Nothing we do exists in a vacuum and all of the
positioning and messaging we bring to market should be looked at from a brand
lens to ensure consistency. Ultimately, the consume
CEO at AudiencePlus • January 28
I definitely appreciate this tension -- and in a perfect world you find the
right mix of both on the team. Analytical skills will benefit our understanding
of market sizing and opportunity, pricing an
Vice President, Product Marketing at Braze • March 10
Analytical skills tend to be the preferred skill set of a product marketer
because they are "running the business". Product Marketers own a product's P&L
and must have the business acumen to drive
VP of Marketing at Blueocean.ai • July 8
Brand is more than just a logo or color palette or tag line. Brand is the
combination of customer touchpoints that create meaning and belonging for that
customer...Brand attracts the customer in the f
VP of Product Marketing at Howl | Formerly Google • May 24
Understanding how Brand Marketing works is critical to succeed in Product
Marketing as these two teams work closely together to bring any Marketing and
Product work to life. Brand Marketing thinks ab
Vice President, Product Marketing at DigitalOcean • February 6
In my opinion, a big part of Product Marketing is storytelling - connecting the
customers' and prospects' desires and pain points to the capabilities of your
products and solutions. Brand Marketing
Director of Product Marketing at OkCupid • March 22
It depends on the role. As Head of Product Marketing at OkCupid, I rely on data
and analytics to drive product decisions. But ultimately, my priority is
ensuring that our product lives up to our brand
7 answers
Senior Director, Marketing at Figma • December 3
Launching the Figma Community. Some quick context: Figma Community is a space
where individuals and brands can create a public profile and publish design
files to the world, so anyone in the world can
Vice President of Product Marketing at GitLab • July 28
I’ve had my fair share of challenging product launches in my career. The Tier 2s
that you desperately want to become a Tier 1. The launches that you, as a
product marketer, learn about 48 hours before
Vice President, Industry and Product Marketing at RingCentral • October 19
Hands-down, Zoom Hardware as a Service. The messaging and positioning were quite
simple, definitely the easiest part... the hard part was steering a purely SaaS
company to launch hardware solutions in
Head of Product Marketing, VR Work Experiences, Oculus at Meta • February 3
Spotify Video Ads Why: I had a new boss that did not trust me yet, nor hired me
and didn't understand my Google background and I needed to gain their trust as
well as the XFN team Thinking back I grew
Head of Product Marketing - Security, Developer Services & Hyperforce at Salesforce • April 5
This was a product I helped launch more than a year ago. It was a product that
had high market demand and was long overdue for the target buyers. If you
reference the question I answered on 'GTM blu
Vice President, Product Marketing at Momentive (SurveyMonkey) • December 12
One of the most challenging product launches I’ve done was the launch of Box
Drive. It was challenging for 2 reasons: 1) we were dead last to market from a
product competitive perspective (and only ab
11 answers
There are dfinitely many directions to take. I'll try to distill down to two
metrics across external & internal GTM KPIs: External Leads, or Revenue within X
days of launch Activation/adoption w
Senior Director, Product Marketing Launch Strategy at Salesforce • January 12
The goal of most B2B launches is revenue--but there are many other KPIs you can
track besides how much revenue you've generated! Customer KPIs: These KPIs all
tell me how much my launch resonates wit
Director, Product Marketing at Amplitude • January 25
I'm glad you asked about KPIs. As Product Marketers, we don't have the luxury of
a single metric or even a couple metrics. We own the health of the story &
vision our company is selling. I say hea
Head of Product & Growth Marketing at Qualia • March 31
As always, the answer is probably “it depends” as it really does depend on what
the goal of your launch is. For example, are you trying to drive awareness of a
feature? Adoption? Expansion sales? Onc
Director of Product Marketing at Matterport • May 3
As much as I would love to share a one-size-fits-all KPIs, I’ve found that no
two launches are the same. Even if you’re launching a product again in a new
market, you’ve probably learned something fro
Vice President of Product Marketing at GitLab • July 13
Product Marketers should, as they say, measure what matters...and what matters
is heavily dependent on the stage of the business and product. If you are
earlier stage, focus on assessing whether the p
Group Manager, Product Marketing at Lyra Health • August 3
There are different motivations for launching products. For example, beyond
solving a buyer problem a company could launch a product to expand TAM, retain
customers, or differentiate from competitors.
Vice President, Product Marketing at Momentive (SurveyMonkey) • December 12
The most typical KPIs are pipeline/revenue if it’s a product that can be
purchased or product adoption if it’s free. However, there are other KPIs that
can be leading indicators to follow. It’ll depen
Head of Lightroom Product Marketing at Adobe • January 16
Ultimately I think that every launch should have one "north-star" goal and
cascading KPIs, and you might see that varies by launch. For example, your
north-star could be increasing Annual Recurring Re
Senior Director Product Marketing at Crossbeam | Formerly 6sense, JazzHR, Imagine Learning, Appsembler • January 23
Some KPIs I consider across the PMM remit are: Core PMM: Platform Adoption,
Activation, and Expansion (via product and sales-led motions) Customer and
Lifecycle Marketing: Direct Revenue Attainment +
12 answers
Global Head of PMM and Content Marketing, TIDAL at Square • March 24
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
Senior Product Marketing Manager, Solutions at Matterport • December 29
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 2
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 25
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 5
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 13
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 3
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 11
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 23
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
Vice President of Product Marketing at GitLab • July 28
Changing your positioning is a big deal. So much of your Go to Market plan
relies on a positioning strategy that is well thought out and embraced by your
company. Whenever I need to manage a change
VP, Product Marketing at Chargebee • January 20
Seems like whoever asked this question may be a bit familiar with my world over
at Yext! :) In the 6+ years I’ve been lucky to work here, we’ve transformed from
a single-product location listings comp
Director of Product Marketing & Lifecycle Marketing at Loom • August 25
This starts with aligning with the product on what this means for your product
and company. This probably involves meeting live to discuss the product
direction etc. More tactically, we have a GTM ha
Head of Product Marketing, VR Work Experiences, Oculus at Meta • February 3
I built the 5A Framework of GTM for this question. :-) I know where you're
coming from. You're proud of your incredibly, detailed GTM, but you need to
present this plan to your GTM team, and you're
Head of Product & Growth Marketing at Qualia • March 31
In my mind, enablement of internal teams is one of the most important thing you
can do when it comes to repositioning or changing GTM strategy, including making
it simple and effective to deliver on.
Head of Product Marketing - Security, Developer Services & Hyperforce at Salesforce • April 5
It comes down again to segmentation, target and positioning. How critical is the
new release/features to your target segment? Alternatively, it might seem like a
small feature but can unlock a new ma
Senior Director Product Marketing at Crossbeam | Formerly 6sense, JazzHR, Imagine Learning, Appsembler • January 23
It really depends on the channel and material. An email will vary from a webpage
or a positioning document. I would encourage you to think about buyer stage
(awareness, activation, adoption, advocacy)
I'm looking for functional/tactical tips please.
9 answers
Head of Product Marketing and Documentation at Coro | Formerly Lytx, Cisco, Snyk, Lightrun, Comeet • November 26
This question is essentially "how to lead effectively without authority" - or in
other words, how to lead your peers and others who aren't necessarily in your
organization and/or who don't report to y
Senior Director of Product Marketing at Drift • December 1
I know this isn't tactical, but I would make sure to include them in the product
launch kick off meeting (which happens ever before you have your entire plan
built) because it helps them understand WH
Head of Product Marketing at LottieFiles | Formerly WeLoveNoCode (made $3.6M ARR), Abstract, Flawless App (sold) • December 5
You need to get buy-in to the GTM strategy before you build it that includes:
involving the team in the strategy development process, as this can increase
their ownership and commitment to the GTM p
Director, Product Marketing at Gong • December 7
Here are a few considerations and actions you can take to build support across
the team: Tie your launch goals to the greater Marketing team goals. It’s
important to connect the dots on how your laun
Head of Solutions Marketing at Iterable • January 11
Get buy in EARLY, and share "excitement" around WHY the strategy was decided on
and the potential value/opportunity it brings for the company and that specific
marketing team! Once I have my messagin
Senior Director Product Marketing at Crossbeam | Formerly 6sense, JazzHR, Imagine Learning, Appsembler • January 23
I typically back up departmental asks with customer sentiment (qual) and data
(quant). This makes it easier to rally team members around our why and cultivate
influence towards a new GTM initiative. F
I've found in my career that when I create the strategy on my own, it's much
harder to convince everyone else to buy into it. However, suppose I include
those other marketing teams much earlier in the