This depends on the company and what it needs the role of product marketing to
be. This boils down to: what gap is the company trying to fill? I'll use my role
as an example, and for context, Full Cir
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Product Marketing / Demand Gen Alignment
17 answers
Head of Lightroom Product Marketing at Adobe • August 2
Thoughtful answers, Feng! In my experience, resource-wise its best to be with
the marketing team & budget. Tech-wise, product. If you want to pull your hair
out all the time, sales :)
VP, Product at Barracuda Networks • August 3
This reminds me of the classic "SDR team in sales or marketing" debate. The
answer is that it can work in either place and really doesn't matter as long as
PMM and the rest of marketing are communicat
Director of Product Marketing at Skopenow • August 18
It can work in many places, but I find it to be the most effective if it is
either within Marketing or on its own entirely so that marketing is properly on
message. I often draw a venn diagram of prod
Director of Product Management, Speech and Video AI at Cisco • March 11
I have been in marketing and product org -- both places and see pros and cons
for both. It all depends on the strength of the PM team and their skills. > If
PM team is strong enough to own end-t
Co-founder & CEO at Chameleon • July 4
Based on some research we did (admittendly small sample size), we found that 2/3
report to CMO / VP Marketing and only ~10% to Product. Source: A New Definition
of Product Marketing At this stage
Vice President of Marketing at Snorkel AI • July 9
Product Management and Product Marketing are two sides of the same coin.
Organizationally there are benefits to both approaches. As a product manager, I
have had product marketers on my team, and as a
PMO at TikTok • August 13
This is related to the question above with regards to marketing's ability to
influence the roadmap. There's no right or wrong way to do this. It's a matter
of the role a CEO wants marketing to play wi
Senior Director, Technology Marketing and Communications at Zendesk • February 4
I personally think Product Marketing should report into Marketing with the head
of the whole product marketing function reporting directly to the CMO. This is
exactly how we’re organized at Zendesk an
Vice President Product Marketing at Unity | Formerly Splunk, New Relic, Microsoft, Oracle • February 9
I firmly believe that Product Marketing should report into the Marketing org for
one central reason: PMM is a communications-driven role requiring the ability to
effectively craft and convey messages
Product Marketing, Senior Director at Replicant | Formerly MobileCoin, Zuora, Hired, Oracle, Responsys • May 5
The more technical your product and complex your use cases, i.e. selling to
enterprise customers, then PMM can report into Product. This is what we do at
Zuora and other companies I’ve worked at. The
Senior Director of Product Management at GitHub • June 13
I've reported into both in my career and the best I can come up with is "it
depends". As an overall philosophy, I would generally prefer to report into
marketing, because it creates the right level of
CEO at Product School • July 15
A Product Marketing Manager’s position varies depending on the company. However,
you will find yourself from time to time working very closely together with the
PM and count yourselves as part of the
Product Marketing Manager at Metric • March 10
I believe it should always report to Marketing as the role directly links with
messaging, personas, and understanding customers and all these things come into
marketing. This is exactly how we are des
2 answers
Global Head Of Product Marketing at Xero • January 23
I think that depends on your company goals. At HoneyBook we've identified a
specific segment that has the best product-market fit, so we're solely focusing
on that segment. Therefore it makes more sen
Vice President Product and Customer Marketing at Highspot • August 10
I've seen organizational structures of all types over the last 10 years and have
grown to appreciate a function with clear roles and responsibilities. The most
common configuration (and the one I've h
At our company, demand gen is a much bigger function than product marketing so they drive all of the campaigns with our input, but I came from an organization where we lead the campaign strategy a bit more since we had more numbers. Anyone have a good solid process they use with their demand gen team?
12 answers
Director, The Jay Hurt Hub for Innovation and Entrepreneurship at Davidson College • January 30
Hi everyone! Great to be here with you today! Thanks for sending me so many
thoughtful questions...digging in now! This is a tricky one as I've seen 3
different models in my recent career history: M
Director of Product Management, Speech and Video AI at Cisco • February 4
Love your above answer. Even campaign plans have to be defined together because
demand gen team will need guidance on - who to target - type of customers -
segments, size, revenue, etc - what typ
Product Marketing, Senior Director at Replicant | Formerly MobileCoin, Zuora, Hired, Oracle, Responsys • May 5
As a PMM I’ve always had a close relationship with demand gen, from startups to
public companies.Here’s what we do together and what we each own
separately:Together we discuss themes and ideas but dem
Head of Product Marketing, Platform & Commerce at Atlassian • December 22
Great question! Demand Gen team tend to be bigger than PMM teams, and also have
access to a lot more budget :) Modern PMM teams should consider pipeline (and
ultimately revenue) to be their primary su
Director of Product Marketing & Demand Generation at ESO | Formerly Fortive • August 5
At smaller companies, DG/Growth and Product Marketing are typically the same
team (or person!), and the two functions should try to work just as closely
together as companies grow. The hub of this col
Head of Product Marketing at Calendly • August 10
First, I try real hard to let go of my ego and temporarily forget about the past
(e.g., how I worked with demand gen in another company). Every company’s
marketing department is structured differently
Product Marketing at Cohere | Formerly Adobe, Box, Google • January 18
Addressed a similar question related to Campaign teams earlier. Please refer to
that response. In short, Product marketing is the vital work of developing a
customer lifecycle journey, pricing, sales
Head of Growth Marketing at Clockwise • May 25
This is such a great example about how you can’t necessarily take a standard
playbook and apply it to every company. The dynamics of team size, resourcing,
stage of company, all factor in to how you a
Head of Product Marketing at HiredScore • August 2
A solid DACI will create the R+R boundaries you need for your organization. No
matter what R+R you align on, a close relationship beween demand gen and PMM is
essential for growth. I recommend align
6 answers
Product Marketing Lead at Snowflake • January 30
Building on Jennifer's reply above, we have 4 tiers. We aim to do proactive work
(meaning working with BDRs, sales, account managers, success team) to identify a
way to engage, grow, or expand an acco
Product Marketing, Senior Director at Replicant | Formerly MobileCoin, Zuora, Hired, Oracle, Responsys • May 5
With traditional marketing we have a wider audience and are doing a marketing
volume play and casting a wider net. With an ABM strategy we know exactly who we
want to go after and it’s a targeted, sma
Director of Product Marketing at Mastercard • June 15
ABM is near and dear to my heart as I was in the middle of the tornado that spun
up the term ABM during my time at Demandbase. As the PMM there at the time, we
not only defined what ABM was, but also
ABM is a topic that is near and dear to my heart, as we just announced 7 new ABM
integrations and hosted a webinar about ABM strategies. Data-driven marketing
has extended beyond analytics, social, SE
Product Marketing at Cohere | Formerly Adobe, Box, Google • January 18
Traditional B2B marketing is often done through broad-reaching campaigns. Most
marketers try to get their word out—as far and as wide as possible—by leveraging
different marketing channels: owned, ear
9 answers
Founder at BrainKraft • April 2
My answer is predicated on product marketing owning the launch and deman gen
having a component of the launch. Product marketing provides the target buyers,
the target market segments, the value propo
Head of Product Marketing at Benchling | Formerly ExactTarget (Salesforce Marketing Cloud), Zendesk, Slack, Salesforce • July 30
We have partnered with our integrated campaigns team to formalize roles and
responsibilites and then we actually aim to share KPIs. I think it makes us
stronger to feel like we are succeeding and fail
Head of Marketing at Discord | Formerly Uber, Fivestars, Electronic Arts • December 12
Great question. I would first caveat that this is something we're always working
on, so if you haven't figured it out yet, don't worry, goal setting,
responsibilities, and KPIs are always a work in pr
Product Marketing, Senior Director at Replicant | Formerly MobileCoin, Zuora, Hired, Oracle, Responsys • May 5
At two previous companies I worked at (Zuora and Hired) we have OKRs and each
group creates their own and works with each other to define theirs. We can also
view everyone's OKRs in our Workboard too
Vice President, Product Marketing at TripActions • March 16
As the driver of the overall success of a launch, typically the PMM is
responsible for the overall metrics around a launch. These can drill down into
KPI categories like: Sales (ARR), Product (adoptio
Sr. Director | Head Of Product & Partner Marketing at Samsara • May 12
A simple answer to this is that as a PMM, you are responsible for product
launches and the GTM strategy around those launches. So, you will ultimately own
all launch metrics. However, things like Pipe
Director of Product Marketing & Demand Generation at ESO | Formerly Fortive • August 23
This is really two questions with very different answers: KPI's: Especially for
KPI's, drawing a solid line between Product Marketing and Demand Gen is
unnecessary; it could even cause harm to collabo
Head of Product Marketing, Core Product at Gusto • September 30
Upfront, I just want to call out something that you all likely already know -
PMM’s strategic and interconnected role makes it difficult to pinpoint and
measure impact. Strategic, foundational work
3 answers
Product Manager at Google • October 10
I would recommend try to apply the common rule "80% of the business comes from
20% of the customers". We have our customers divided into 3 segments: New-New:
Completely new to the organization Exist
VP of Product Marketing at Oyster® • September 24
I agree with the great points made by Jennifer and Ruturaj, but want to add that
the stage of the company matters quite a bit as well. For young companies, it
is often beneficial to get engagement a
1 answer
Principal Product Marketing Manager at Sisense • October 26
There are lots of ways to build a list depending on your product release state,
targeted audience, list purpose (sales vs. marketing), goals and how much money
you have. Sign Ups If you have not laun