30 days - Learn the market and competitive landscape. Visit as many customers
and non-customers as possible. Read every Win/Loss report you can get your hands
on. Talk to as many sales reps as possibl
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 Marketing KPI's
I'm starting a new job next week! Would love to hear your top tips in general as well as at the director level.
19 answers
Founder at BrainKraft • June 8
VP of Marketing at Spekit • August 23
One thing I'd add that's very tactical to the great stuff that David has already
laid out: Find your allies. Talk to everyone within the org that you can and
assemble a shortlist of people who have
Director, Product Marketing at UserTesting • February 25
Whenever you are starting a new role, it's critical to understand what's
important to your manager and what the objectives are for your new organization
so you can align yourself well to them. Every c
Vice President Product Marketing at AlertMedia | Formerly TrustRadius, Levelset, Walmart • April 15
Copied over from a similar question: There are a lot of things you could do -
and it's easy to get distracted as a product marketer. First 30 days - Listen,
listen, listen. Ask a TON of questions. Ho
Sr. Director | Head Of Product & Partner Marketing at Samsara • May 13
First 100 days in a job quite important. The First 100 days are your opportunity
to ask questions, make some bold moves, build trusted relationships, and set the
tone. I would focus on the following t
Vice President, Product Marketing at Seismic • May 18
I don't know about you, but I think there's so often a tendency to jump right in
and start delivering. I encourage everyone that starts working on my team to
spend their first 30 days learning! If you
Head Of Product Marketing at Canva • May 20
The first 90 days is such an exciting and sometimes overwhelming time in a
person's career. The best way to set up for success in 90 days is as follows:
Day 1 - 30: Learn, learn, learnThe first task
Vice President Product Marketing at New Relic | Formerly Twilio, Cisco, Intuit • May 27
Here is what has worked for me in the past. This pace below is relevant for
smaller teams/orgs. You can pace this out for larger teams/orgs as needed. 30
DAYS Goal: Establish credibility and define
Head of Product Marketing, Cisco Meraki at Cisco Meraki | Formerly Tellme Networks, Microsoft, Box, Vera, Scout RFP, and Sisu Data, to name a few. • July 6
Time for some radical transparency. I'm in the midst of this right now.
Tomorrow is my 30-day milestone at Cisco Meraki. It's been an awesome first four
weeks, and I'm really looking forward to what
Chief Marketing Officer at Blend • July 7
There is a ramp plan that I like & have used many times, both for myself and
members of the team. Like most things that are awesome, it takes the form of a
very simple looking table. 3 Columns:
Head of Product at Prove • September 7
Congrats on the new role! Very excited for you. I agree that it is good to have
a 30-60-90 day plan and to make sure you can show progress and positive impact
early yo make a good impression. That sai
Director, Product Marketing at Intercom • October 26
It depends a little on what the situation is with PMM in the company you join
(i.e. size and maturity, what the team is currently doing, what your role is
going to be, whether you're an IC or a manage
Senior Director of Product Marketing at Klue • January 5
I don't split it out into 30-60-90 day increments, but within that period, these
are the things I'd suggest doing: Get to know your product - get demo certified,
the same as your AEs Start building k
Product Marketing, Senior Director at Replicant | Formerly MobileCoin, Zuora, Hired, Oracle, Responsys • January 11
I break up my 30-60-90 day plan into 4 phases of success for Product Marketing –
it also includes focus for after your first 90 days, all outlined below. You
may not get to everything in each phase,
Sr. Director, Product Management at Druva • February 7
Here is what mine looked like roughly when I started about 9 months ago: 30
days: Product onboarding and learning Meet key people in PM, Sales, Marketing
Get introduced to tools used in the org Under
Head of Industry, Segment, and Solutions Marketing at Motive | Formerly Procore • June 23
First 30 days - Meet with key staholders across the company - ensure excitement
for the mission and what you're about to take on. Ask key questions about their
responsibilities, what they are workin
Director of Product Marketing & Customer Marketing at Mode Analytics • January 19
This is a great question, and one I thought deeply about prior to starting at
Mode. Thankfully, I had a nice long break between Intercom and Mode which I
leveraged for lots of down time 😉 but also as
Head of Product Marketing at Calendly • March 23
Years ago, a VP of product management made a joke while asking me about the
status of my 30-60-90 Day Plan: "Let me guess, it's 30 days of studying, 30 days
of planning, and 30 days of finally shippin
8 answers
PMO at TikTok • August 13
Where to start? Every company has different policies for promotion criteria, but
ultimately it needs to take into account 2 things: merit and business need.
Business need has to come first. It means t
Senior Director of Product Marketing at Zenput • March 23
OKRs (Objectives and Key Results) have become a popular way for companies to
clearly define goals and measure progress against them, at the employee, team,
and company level. https://en.wikipedia.org/
Chief Growth Officer at Verifiable • March 26
If you're on this forum as a PMM, you know that one of the biggest challenges
for the PMM org is "What the hell do we measure!?" - an age-old conundrum that
PMMs always struggle with. This is especial
Senior Director, Head of Product Marketing at DoorDash • March 31
This varies by company and role, but I generally think about the path to
promotion on the two key vectors: ownership level and degree of autonomy.
Strong performance against OKRs or KPIs is a core u
Vice President of Marketing at Albertsons Companies • March 24
The best way for a product marketer to get promoted is by demonstrating the
impact of their work. To do this, I incentivize all my PMMs to befriend data and
tie their deliverables to key business and
Senior Director Product Marketing at Crossbeam | Formerly 6sense, JazzHR, Imagine Learning, Appsembler • September 7
PMMs often are measured by output, since most of what we provide are tied to
other metrics. I would focus on delivering tangible assets on a regular cadence
(case studies, one-pagers, pitch decks, etc
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 +
I work in a company that measures the impact of all projects, but admittedly this is a difficult area to track. Would love to any suggestions/thoughts.
13 answers
Senior Product Marketing Manager at Workday • October 24
The end game is for customers to choose your solutions and brand over the
competition, so the most meaningful KPI is your win rate against against
different competitors when you encounter them in deal
Ultimately, the change in win rate against that particular competitor before vs.
after your CI project. There are sub goals and metrics to unpack here: QoQ
change in the competitor features &
Director of Product Marketing at Culture Amp • September 23
1. Sales confidence - While not a metric measured in SFDC, you can work with
enablement to craft a pre and post sales confidence metric to assess how
confident reps feel in navigating competitive conv
Product Marketing at Fire TV (Smart TVs) at Amazon • February 17
Another great question, thanks! I have been in a few roles where my job was to
provide market data, competitive intelligence etc to other teams (CEO, Product,
Sales etc) within the org. These teams wo
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
It's great to see companies putting more emphasis on measuring this. It's
definitely a challenge, but if competitive investments aren't measured, it's
less likely they'll be appreciated or incorporate
Market Intelligence Lead at Airtable • September 20
For the Sales side, you can look at: - competitive win/loss rates - win rates of
deals that used competitive support or resources vs. did not - ultimately,
market share over time But for the Product
Head of Competitive Intelligence at ClickUp • October 18
Competitive win rate is a great north star goal. But it can be challenging to
accurately impact that in a positive way in a short amount of time. A couple
other KPIs I've used in the past and that I
Director of Product Marketing at HubSpot • December 6
Competitive win rate! This requires reps to record (and for your CRM to have a
field for) competitor (existing -rip and replace - or exploring - head to head).
This is the most direct way to see if yo
Vice President of Product Marketing at GitLab • January 30
Terrific question! A few metrics that are key to competitive intel: Competitive
Intel 101 Metrics 1. Sales engagement -- Is your sales team using the
competitive content that your team is developing?
Senior Director, Product Marketing at MURAL • February 16
Teams should be tracking win/loss rates vs specific competitors. This
information is most easily gathered and tracked via the sales team (or possibly
solutions eng) and stored in a system of record li
2 answers
It really depends on the company you work for, but for product-led sales
companies like Airtable, we look at key performance indicators along the entire
customer journey. Early in the funnel, we’ll fo
The answer to this question really depends on what sort of business you're in.
I've typically worked in B2B businesses for most of my career, and B2B
organizations have very sales-forward KPI metrics
Writing samples? Case studies?
9 answers
CEO at AudiencePlus • January 28
I think it depends on what sub-function of PMM you've excelled in (or are
applying for). If more technically-oriented, I'd want to learn about a product
launch that you've been a part of, walk through
Senior Director, Technology Marketing and Communications at Zendesk • February 4
I would try to highlight anything that shows you have the key skills to be an
effective product marketer. That definitely includes strong writing samples and
case studies like you suggested, but also:
Global VP Marketing at Moloco • May 5
The trifecta of short-form published writing, long-form writing, and enablement
materials always does the trick for me. If I can see the candidate has written a
great feature-related blog post or one-
Sr. Director | Head Of Product & Partner Marketing at Samsara • May 12
Please add the "why" behind why you chose to take on new initiatives. I often
see marketer proposing solutions that are searching for a problem. So, always
start with Why and how your work aligned wit
Head of Product Marketing at Klaviyo | Formerly Drift, Dropbox, Upwork • November 17
Absolutely writing samples! I always ask for those. (As you can tell from my
other answers, communication is something I care deeply about!) Case studies,
landing pages, pitch decks / other enablemen
Head of Product Marketing at Retool • May 4
I've mentioned this framework in other answers, but I believe that great product
marketers are great researchers, storytellers, and project managers. A standout
product marketing portfolio would incl
Head of Product Marketing at LottieFiles | Formerly WeLoveNoCode (made $3.6M ARR), Abstract, Flawless App (sold) • August 17
The great candidate stands out at every stage of the interview process,
highlighting her & his value prop 😊 PMM portfolio is one more channel to show
how you can help the company. Some practical
Vice President, Product Marketing at DigitalOcean • February 6
I am a big fan of writing examples. Writing crisp customer-facing content (blog
posts, data sheets, whitepapers, product pages, etc.) is essential for any
Product Marketer. I must also add that the
15 answers
VP of Product Marketing at Oyster® • October 8
At Zapier I approached this by starting with a mission statement to describe why
our team exists and the work we aim to uniquely do for the company: “PMM exists
to maximize Zapier’s market opportuniti
Head of Product Marketing, Cloud at Coinbase | Formerly Lyft, Atlassian • May 25
First, I listen. It's important to understand in depth why these
needs/deliverables are being asked of Product Marketing. What is the underlying
problem? How can Product Marketing solve this? Then,
Director, Product and Solutions Marketing at Hopin • June 1
As mentioned before, product marketing is one of the most cross-functional roles
of any in most companies. And as such, you’ll be getting requests for projects
and deliverables from every angle. The f
Senior Director, Product Marketing at Instacart • June 2
Only a few weeks into my current role, I’m living this one in real-time! For
myself, I’ve created the following approach: Listen → Set Expectations → Execute
→ Close the Loop. For prioritizing needs/d
Director of Product Marketing at Sourcegraph • June 8
I generally use a modified version of the Eisenhower Matrix (I just learned the
name). On the spectrum of "not urgent to urgent" and "not important to
important," you should prioritize the deliverable
Director of Product Marketing at Mastercard • June 15
I'm going to talk about my experience at really early stage companies, at this
point, everyone is doing everything, so the priority is to create some strcuture
to help every get aligned on the same go
Head Of Marketing at Tailscale | Formerly Atlassian (Trello), HubSpot, Lyft • June 16
As stated above, PMM wears so many hats it's important to recognize what is
needed at any stage of a company. When first coming into an organization as the
first PMM I think the most important thing t
Director, Product Marketing at Intercom • October 26
I don't have a set framework as such, but this is the approach I'd take: Meet
with stakeholders across the business to understand what's working, where the
gaps are that PMM might be able to fill, an
Senior Director of Product Marketing at Klue • January 5
I'm still trying to master this one, but here's what I'm doing at Klue (I'm in
my first month at the company). Create your PMM Charter With the input of your
boss and other leaders in the company, yo
Product Marketing, Senior Director at Replicant | Formerly MobileCoin, Zuora, Hired, Oracle, Responsys • January 11
I start with my phases of success for a PMM in my first 100 days here. Through
this process I create my priorities and ensure I have executive alignment on
them. I always get feedback from my leaders
VP, Product Marketing at LendingClub • July 26
Chances are you will inherit a number of projects in queue Day 1. Do your best
to deliver on those projects to drive results out of the gate. This will
instantly help you build credibility with collea
Global Head of Product Marketing, Spotify for Artists at Spotify | Formerly Uber • December 20
As a first PMM hire it's important to prioritize needs and deliverables based on
the overall goals and objectives of the company. Do “discovery” similar to how
you would approach a product launch – g
Director of Product Marketing & Customer Marketing at Mode Analytics • January 19
As a first (and oftentimes only) product marketer at a company, prioritization
is the mother of all skills. The framework I would apply is a natural extension
of the 30/60/90 day plan outlined above.
4 answers
Head Of Product Marketing at Upwork • February 16
Conversion rates across the funnel - Did the messaging drive the desired actions
at each customer touchpoint from initial engagement to sign up/trial/purchase
Landing pages, emails, posts, and ad per
VP of Product and Solutions Marketing at HubSpot • July 6
It's pretty difficult to get a straightforward read on the effectiveness of your
messaging and positioning but there are a few things you can do to ensure your
messaging is more likely to succeed. 1)
Product Marketing Lead, Core ML at Google • December 14
The ultimate KPI for great messaging and positioning is always the health of
your business and your most important business metrics. Great messaging can doe
everything from increasing conversion rates
Director of Product Marketing at Momentive (SurveyMonkey) • January 4
This is probably one of the toughest problems we face as marketers. A lot of
times, teams will look at a combination of leading quantitative indicators
(clicks, conversions, time spent, etc.) and qual
My team used to do a lot of large campaigns so revenue was a really easy target to forecast over a specific time frame and establish as a key result target. However, for a bunch of smaller feature launches that are supposed to drive product adoption/engagement, it is a little trickier to parse out the impact PMM should drive and tie that back to team objectives.
One approach I've thought about is setting high-level quarterly objectives for PMM (e.g. drive X monthly active users) and then evaluate feature launches/projects as levers to achieve that overall OKR (so the smaller launches aren't objectives in themselves, but bundled together they help achieve a larger OKR). The feature launches may also have more specific KPIs to measure success (eg X% of users adopt), but they should still ladder up to the north start quarterly metric.
2 answers
Product Marketing at Trusted Health • May 26
The short answer to your question is that I agree with your approach --
laddering the team up to a larger north star metric against which all activities
can be tied is a great solution. I think a simp
Group Product Marketing Manager at Cisco | Formerly Splunk, Quest Software • December 21
It's a fun project to take overall quarterly objectives like sales enablement or
new feature launches and tie them back to OKRs. In fact today, I was talking
with my team about how we can measure succ
9 answers
Director of Brand and Product Marketing, Twilio.org at Twilio • July 16
We match internal promotion based on the level of the product announcement.
Small updates are little features that mostly existing customers are excited
about. Medium updates are larger changes that p
Internal newsletters, revenue org all-hands, relevant slack channels, and
team-specific meetings. Of course, not every activity is shared through every
channel. Depending on the "size" of the project
Director of Product Marketing & Customer Marketing at Mode Analytics • March 17
I think this depends largely on the size of an update - and the audience. For
our largest releases, they are communicated early and often - to drum up
excitement. Through company all hands, sales tra
Senior Director of Product Marketing at Fivetran • April 13
We are a slack heavy company. So we have our own announcement channel for all
things Marketing that I actually started so that we could share our updates! We
also do quarterly roadmaps and retros wh
Sr. Director | Head Of Product & Partner Marketing at Samsara • June 30
Why do you want to communicate updates and activities? If the goal is to
communicate just the work the team has been doing, then I don't think that you
should be communicating this to a large audienc
Head of Product Marketing at HiredScore • July 28
It depends on the size of your company. This will become more challenging as the
size of the company scales. At a company with less than 200 employees it is
pretty easy to maintain relationships with