IME this should sit in engineering, but it's generally not a bad idea for the
copy writer to solicit PMM feedback. PMM needs to be hyper focused on strategic
tasks. This is a good example of a tactica
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 vs Product Management
Particularly interested in technical products, but also curious for nontechnical.
12 answers
VP, Product at Barracuda Networks • August 2
VP of Marketing at Spekit • August 14
If your company has the resources, I would advocate for there to be an in-app
copy writer that sits under design. By putting them with design, they will have
the shortest path to where the product is
Senior Team Lead, Retail Product Marketing at Shopify • August 17
We like keeping this with the PMM or a Product Manager/Owner, as the person
writing this copy needs to be super familiar with the product and user
experience. They need to be power users, IMO. Occasio
Global Director, Business Strategy and Comms at TripActions • September 19
It depends on how big your company is! At large companies, there’s often a
Content Strategy or Product Writing person or team that sits under Design. The
PMM should ensure the in-product copy aligns
Senior Director of Corporate Marketing at Handshake • October 29
For my company, it's currently shared between product, product marketing and
design, but that's mostly a factor of being a startup and in the process of
building out each of those functions. I think a
Executive Vice President Products at Snow Software | Formerly Rackspace, Dell • March 1
In-app copy typically falls under Product Marketing. If it is something you do
not own today, my advice would be to work with the Design/PM team who is
currently owning this to understand how you can
Senior Director, Blockchain Go To Market at VMware | Formerly Accenture, United States Air Force • March 28
In my opinion, PMM has a better vantage of customer needs and command of
customer voice to produce best in app copy, product naming nomenclature and
in-product guidance. This responsibility can be sha
Senior Director of Product Marketing at Fivetran • April 13
In-app copy does fit with Product Marketing - and Product! So technically, our
PM team owns the in-product experience but PMM has full access to the tool. We
have a slack channel for all in-app messag
Head of Product Marketing at Cortex • April 27
A few answers here, based on use case! Naming inside the product (like
features, tabs, or experiences) would be handled by PMM during the launch
process. PM is likely to have ideated an internally-r
Director, Product Marketing at Gong • June 9
This is always a gray area :) At Gong, most UX copy is owned by the product
writing team, except for naming "Tier 1" products. Together with that team, we
established a list of criteria that qualifie
Vice President, Product Marketing at Clearbit | Formerly Glassdoor, Prophet, Kraft • October 18
The copy in the product itself is owned by our Product Design team. However, we
have a Customer Engagement / Customer Lifecycle Marketing team that owns copy
for in-app messages like tooltips, banners
Head of Product Marketing at Calendly • March 21
In quickly growing companies, I've found there are a few "hot potatoes" that get
passed around as the quarters pass by and employees come and go. One of those
jobs that get shared is in-app copy (or t
1 answer
Vice President, Product Marketing at Clearbit | Formerly Glassdoor, Prophet, Kraft • October 18
Like any good working relationship, you have to take the time to build trust.
Here’s a few things I do to build trust and position myself as a strategic
partner to PM. Meet regularly and come with a
3 answers
Head of Product Marketing at Cortex • April 27
I've heard before that product marketing KPIs can be squishy—that it's hard to
quantify the value of what we do. I don't agree! I have a few KPIs that are
unique to PMM, and a few that are tackled wit
Director of Consumer Marketing at Affirm | Formerly Apple, Google, Airbnb, Facebook • August 31
This is a great question! Depending on your product and the complexity of your
funnel, PMM may have more or less impact on the metrics PM is responsible for.
As you plan KPIs for your PMM team, ensure
Vice President, Product Marketing at Clearbit | Formerly Glassdoor, Prophet, Kraft • October 18
I think there’s a high degree of overlap. The two functions may cut metrics
differently or over different time horizons but for the most part many metrics
are shared. A few examples that are top of mi
3 answers
Executive Vice President Products at Snow Software | Formerly Rackspace, Dell • March 1
There is no one-size-fits-all response to this answer. At Snow Software, where I
lead Product Marketing and Operations, pricing falls under me. Prior to my
arrival, pricing fell under Product Manageme
Head of Product Marketing at Cortex • April 27
I've always felt like this question felt a bit like, "who owns features,
engineering or product?" Both teams are responsible for different points in the
lifecycle. In my ideal version of the world,
Vice President, Product Marketing at Clearbit | Formerly Glassdoor, Prophet, Kraft • October 18
At one point pricing and packaging sat in the PMM team at Intercom but as
pricing and packaging became more complex for us with many, many plans, we
actually now have a dedicated pricing and packaging
4 answers
Head of Product Marketing at Cortex • April 27
Yes depending on the type of feedback sought we have different owners, but we
are trynig to move to a place where the Customer PMM owns tracking of outreach
(we don't want to ping the same account 7 t
Director, Product Marketing at Gong • June 9
This depends on the company's norms and how different teams have been set up.
I've seen user research lead this entirely, and I've also seen a dedicated
"Voice of the Customer" program manager who wra
Director of Consumer Marketing at Affirm | Formerly Apple, Google, Airbnb, Facebook • August 31
I think there are actually 2 questions here. Who collects the feedback, and how
a team decides to respond to it. The maturity of the product matters here, so
I'll break it down into 2 stages: For ver
Vice President, Product Marketing at Clearbit | Formerly Glassdoor, Prophet, Kraft • October 18
Many different functions gather customer feedback - we have a customer feedback
hub that attempts to centralize all the different streams of customer feedback
from various teams into one dashboard / e
9 answers
Director of Product Management - Pricing & Packaging, CXP at Twilio | Formerly Narvar, Medallia, Helpshift, Feedzai, Reputation.com • April 28
Short answer. When you are more deep than broad. When you like things more than
people. Long answer. There are no rules to this. Skills evolve and change over
time. You may want to pursue an optio
Product Manager at Square • January 12
It comes down to which aspects of the role excite you the most. Depending on the
company you are working at, Product Marketing and Product Management can have a
lot of overlap. I’ll first discuss some
Executive Vice President Products at Snow Software | Formerly Rackspace, Dell • March 1
I recently had a member of my team leave Product Marketing to become a Product
Manager. We spent a few months talking through and planning this transition.
During this process, what I learned is that
Senior Director, Blockchain Go To Market at VMware | Formerly Accenture, United States Air Force • March 28
A few questions to ask yourself: Do you want to be the mini-CEO of the product?
Do you have enough experience to appreciate how engineering operates to build a
product? Are you comfortable making ma
Product Marketing Director, AR/VR at Meta | Formerly Mozilla, LeapFrog • April 19
Starting in CPG brand management I had the good fortune to wear both of these
hats (and many more!) early in my career. This ignited a love for both
disciplines and started me down a path where I'd ju
Head of Product Marketing at Cortex • April 27
Interests: What kind of questions do you want to answer? This is just my
personal take, and probably oversimplified, but if you're driven by optimization
questions like "Who is getting the most value
Director, Product Marketing at Gong • June 9
This question hits home for me. In a previous role, I explored the opportunity
to move to the PM org, so I did a bunch of research. First, at a high level, I
love the book "Designing Your Life." If y
Head of Product Marketing at HiredScore • July 29
Would you rather answer the question "how" or "why"? In my opinion, product
managers are more apt to answer the "how" and product marketers are more apt to
answer the question "why". That being said,
Vice President, Product Marketing at Clearbit | Formerly Glassdoor, Prophet, Kraft • October 18
I’ll outline where I see PM and PMM overlap and diverge, and what signals to
look out for to assess the better fit for you. I had a chance to test out a PM
role in the past and was a CPG Brand Manager
Is it the decision of what features to actually build based on customer feedback and marketing opportunity OR more so naming, branding and how we position and target features?
8 answers
Vice President of Marketing at Snorkel AI • July 9
tl:dr: Both and then some. It is as important for product marketers to be
involve in the inception stage as it is when taking new feature/product to
market. Features that are built in vacuum seldom
Head Of Marketing at Tailscale | Formerly Atlassian (Trello), HubSpot, Lyft • December 8
Bringing in information about trends in the market, what competitors are doing,
and the most important thing - USER FEEDBACK! I have learned over the years that
the best way to get any sort of buy-in
Executive Vice President Products at Snow Software | Formerly Rackspace, Dell • March 1
This answer really depends on the partnership between PM and PMM at your
organization. Are you the type of company where PM and PMM are partners? Or are
you the type of organization where both groups
Senior Director, Blockchain Go To Market at VMware | Formerly Accenture, United States Air Force • March 28
Product marketers should leave there stamp outside and inside the product. What
I mean is that traditional marketing always takes place outside of the product
i.e. sales enablement, blogs, technical d
Head of Product Marketing at Cortex • April 27
I think both, though the latter (naming, branding, messaging, etc) seems to be
the default for most PMMs. If PMMs want to partake in the beginning of the
cycle—what's actually being built, they need t
Director, Product Marketing at Gong • June 9
In terms of roadmap, one area where I've seen PMM historically drive a ton of
value is through market and competitive insights. By bringing insights from the
market, competitive landscape, buyers, and
Director of Consumer Marketing at Affirm | Formerly Apple, Google, Airbnb, Facebook • August 30
The answer has a lot to do with how you and your PM work together. Ultimately,
much of the PM<>PMM relationship comes down to what you each agree to own- it's
different for every group. It's a r
They want to convey 20+ features to the public when we should only focus on top 3-5 features then figure out what the true benefit is to the end user.
11 answers
VP, Product at Barracuda Networks • September 7
You're basically asking how to get PM to do their job. It sounds like the PM in
your example just lacks a fundamental understanding of that they need to do.
That's a HUGE issue. My advice? Forget abou
VP of Product Marketing at Oyster® • July 24
Whether you're trying to improve the relationship with the PM or to advance the
conversation with their boss/leadership per Mike's suggestion above, you can
make a more effective case if you're able t
Director of Product Marketing at Quizlet | Formerly Udemy • January 30
Yes! I can relate! Feature-level messages are so limited on the marketing side.
Part of your job as PMM is help recommend the best way to 1) connect features
benefits, 2) roll benefits into value pro
Executive Vice President Products at Snow Software | Formerly Rackspace, Dell • March 1
The job of Product Management should be to focus on solving customers problems
not simply shipping new features no one is going to use. If this behavior is
isolated to one Product Manager, then I wo
CEO at Product School • April 2
The Product Manager's job is more than that, but you are right. We have to focus
on consumer problems and solve them. However, we have a massive list of problems
and bugs to fix and prioritize based o
Associate Director Product Marketing, Creator Promotion at Spotify • August 26
I suggest that you start by taking a step back to really diagnose the problem.
Why is it that the team wants to ship so many features? I try to always assume
good intent. With that in mind, the team'
Head of Product Marketing at Cortex • April 27
Ah I'm sorry you're in that situation. PMM should be part of product roadmapping
meetings, since everything that's in the queue should be going through some sort
of business valuation (what is the cos
Head of Product Marketing at HiredScore • July 29
This is extremely important but not easy to do. Sometimes it feels like product
managers are so busy shipping features that they don't see the forest through
the trees. If you involve them in the rese
Director of Consumer Marketing at Affirm | Formerly Apple, Google, Airbnb, Facebook • August 31
A few ideas on how to respond to your product partners in these situations:
Propose bundled launches- Group similar features into one announcement to
decrease cognitive load for users. Create requ
4 answers
Executive Vice President Products at Snow Software | Formerly Rackspace, Dell • March 1
When looking at the product lifecycle, I typically refer to a framework like
Product School’s 7 Phases of Product Development:• Phase 1 – Discovery• Phase 2
– Define• Phase 3 – Design• Phase 4 – Imple
Director, Product Marketing at Gong • June 9
Ideally, PMM comes in during the product roadmap process. One area where I've
seen PMM historically drive value is through market and competitive insights.
Especially at Gong, given our product, Produ
Director of Consumer Marketing at Affirm | Formerly Apple, Google, Airbnb, Facebook • August 31
1. Intial product definition - Owned by Product, PMM consults. Help the team to
assess: Are we building something that meets the basic requirements of the
market? Where do we fall alongside competitor
3 answers
Head of Product Marketing at Cortex • April 27
Oh interesting! I've done both, but I truly believe PLG is the future for
everyone. Or, I should say the paths are likely to converge! New organizational
structures that are empowering end-users to
Director, Product Marketing at Gong • June 9
Both are super valuable, and gaining experience in both will make you a
well-rounded PMM. Great for when you lead a team in the future :) That being
said, it also depends on what you enjoy. Having do
Head of Product Marketing at HiredScore • July 29
Wow! It sounds like you have great opportunity. I would recommend product led
growth. So many companies are heading in this direction and these skill sets
will be invaluable to you in the future. PLG