Self-Serve Product Marketing

For starters, I don't think self-service is separate from or comparable to "regular" product marketing. Self service should be an integral part of the infrastructure you form when looking forward and thinking about scaling. The goal of self-service is to help you scale, the idea behind it being that you empower stakeholders with the content, information, knowledge, etc. that they need in order for them to perform their jobs - without having to be "on call" for it to happen.  Basically this means making it well known where the single source of truth is for positioning and messaging, and t...

What an exciting opportunity this is for you! I’m thrilled that you’ve earned this chance. When I joined Hims & Hers, I was in this exact position where I got to build out the Product Marketing team from scratch. It was one of the most valuable learning experiences of my career so far. Your list of questions is great. If you’re able to get through all of these in the time you have allotted with the founders, that’s fantastic. You might find that the answers to these can be substantive, though, so you may need to prioritize the highest leverage questions that will give you the most inform...

1. What is your mandate for product marketing ? Note: Open ended question. Really important to hear the founders vision behind this function. Always a best practice to start with open ended questions 2. 12 months from now, how will I know that I am doing an amazing job ? Note: This is a take on the common question - what does success look like ? I suggest keeping a defined timeline of say 6 or 12 months. Also, the words “amazing job” or “knocking it out of the park” is a way to demonstrate that you want to be very successful in this role 3. Who will I be reporting to ? (options coul...

I wouldn't look at asking "mandatory" questions but rather asking them what their vision is for the product marketing function and coming to a mutual understanding of what product marketing does and doesn't do. I'd guide the discussion with a visual and/ or data (a couple of useful links below). Agree on a 30-60-90 day plan and success metrics. Agreeing on positioning and messaging should be a top priority. Leave with a process and hopefully time set up for your first discussion.  Gartner eBook on product marketing priorities: https://www.gartner.com/en/industries/high-tech/tech-marke...

This feels to me like a loaded question and I'd love to hear more background in order to answer better. Are you "interviewing" leadership before joining the company or are you asking about how to approach them on a day-to-day while building the function or something else? The answer is different at every stage. 

Great question—thanks for asking! One thing to get out of the way first: Most products will have both users and buyers and those users and buyers can live across self-serve and enterprise. Users: Individuals that get value from your product (either actively or passively) but don’t have the power or need to purchase. Buyers: Get value from your product and also have the power to purchase–buyers can exist both in self-serve and enterprise plans. Now to get into the nuances… Customers, no matter whether they live in self-serve or enterprise, need to be led to value in your product, i...

I know this situation well; it's the same here at Klaviyo!  First, you need to understand the composition of both audiences. Are the self-serve customers smaller businesses that don't need to talk to sales to feel comfortable using the product? Are at least some of them actually enterprise customers poking around in the product before they talk to sales? Is this a product-led company that makes it easy for end users at enterprise companies to self-serve? Maybe a combination of the above?  With that in mind, there are some core differences and some potential differences.  The core d...

You’re right that as a self-serve PMM, you’re no longer as focused on sales enablement as many B2B product marketers are. Here are some of the big areas my team is focused on that might be a bit different than a sales enablement focused PMM role.  * Acquisition: My team is very focused on how we can help prospective customers understand the value of Airtable, what it can do for them, and why they should use it. We get a ton of website traffic, and our performance marketing team does a great job targeting users, but PMM should have a role in making sure we have the right messag...

Great question! I’ve sat in product marketing roles at both consumer/product-led companies and B2B companies so I’ve seen both. In a B2B setting, product marketing is making its impact on revenue and user growth by enabling Sales. Well, in a self-serve world, your end goal is the same but the methods by which you do that are different. Let’s take monetization and generating revenue as an example. With B2B, you’re arming the Sales team with killer decks with just the right sizzle and proof points to close the deal. In self-serve, you’re still trying to “sell” your users but you’re doin...

Similar to my earlier answer, product marketers who work on self-serve products are mainly focused on communicating with customers at scale - since this model relies on broad-based channels to interest, educate, and retain customers. Your website, product UI, and resource center will be doing a lot of heavy lifting to accomplish these goals and you’ll be investing in contextual product education, demos, walkthroughs, resource guides, and email journeys.  Also, in a sales/account management driven org, product feedback, and feature requests come via informal conversations between customers ...

In my eyes, much of the time you spend and core fundamentals and responsibilities are the same. As a PMM for self-serve and sales-led motions, you need to be an expert on the product, customer, and market. Doing this well involves time with customers (and non-customers!), analyzing data, partnering with product teams, and so on. Where you spend the rest of your time will depend on the GTM motion (or combination of motions) you've decided are best for your product/company. See my answer to: 'How does self-serve product impact product marketing function?' Speaking from the Atlassian perspec...

In most B2B settings, Product Marketing, or a distinct Enablement team (if your organization has one), spends a lot of time driving revenue and user growth through enabling Sales and CS. Whereas, in self-serve or consumer-facing teams, this time spend enabling should be redirected to users directly and communicating with them through all the channels you're utilizing -- email, in-app, SMS, etc.  In self-serve, you're directly selling to your customers, and also educating them on the value of your product/solution as well. Consider balancing these and working with your grwoth team (if you...

Even in sales-enabled businesses, sales enablement is just one aspect of product marketing responsibilities. The bulk of the work is consistent across both self-serve and sales-enabled product marketing teams, such as: * Owning positioning and launch of new products and features * Building, maintaining, and enabling the company on foundational insights: Messaging, competitive intelligence, customer/buyer journeys, personas, proof points, etc. * Creating content that drives revenue and retention: Website content, webinars, demo videos, etc. * Working with Product to shape the r...

I have taken the certification offered by Pragmatic institute foundations and launch certification. I found them to be good courses for PMMs in enterprise companies. They have used their generic framework for GTM. I got some clarity on a few concepts, but overall I was expecting to come back with many more actionable frameworks, learnings from instructors' experiences. I am looking to engage with an alternative program that may be focused on PLG and low touch sales programs where we can learn about how marketing has influenced growth more comprehensively.

I am aware of just a few 1. Pragmatic institute - I took it. However, I found that to be specific to B2B enterprise sales. 2. 280 Group: I recently found out about this institute, I am looking to connect with someone who has been to this program. 3. AIPMM: Seems to offer courses similar to Pragmatic Institute. I am looking to connect with someone who has been to this program to understand more. Outside of these, I am looking for more engaging courses, especially where we can learn how to influence PLG in low touch product environments, and contribute to strategy comprehensively.

I am not aware of any one key certification for product marketers. I work with PMMs that come from backgrounds in campaigns, sales, engineering, and product management. Each of those backgrounds lend themselves to a specific function in product marketing.  In my experience, there are three types of product marketers:  1. Technical PMM 2. Market Programs PMM 3. Go-to-Market PMM.  An aspiring product marketer should identify their entry point into one of the aforementioned functions. If there was one skill that unites each type of PMM, it is their ability to diagnose a market, create ...

I'm a little biased here, but I don't believe that there are courses or certifications that are a prerequisite or requirement to jumping into product marketing. If you haven't done any marketing before, or worked alongside a good marketing team, Pragmatic Marketing by the Pragmatic Institute is a solid framework for twisting your head around what marketing is really about.  But the best way to learn is on the job. If you have a PMM function at your current company, get to know them. Ask about what they're working on, why it's important. What are the biggest challenges they're trying to o...

Courses, certifications, and books can definitely help transition into product marketing, but the best way to learn is by doing. I would see if there are side projects you can take on with the PMM team, in addition to self-driven learning.  For courses and certifications: * I typically recommend the Product Marketing Alliance: https://www.productmarketingalliance.com. They have a variety of programs depending on how broad or narrow you want to go, and how much time you have.  * I've also had great experience with General Assembly (https://generalassemb.ly); depending on your ...

In an ideal world product and product marketing should be embedded in one another’s efforts from start to finish (see my other response on “customer needs” and getting PMM further upstream). In this world product marketing has played an active role in helping set the vision for the feature, doing research to support its validation/market opportunity, and coordinating the launch priority (e.g. is this a “nice to have” vs. a tentpole launch). In such a scenario it can often be appropriate for product and product marketing to sign up for shared KPI targets on things like free trials, signups, ...

So I am actually not sure this should be split, the best companies I have ever worked at Product Management and Product Marketing shared these numbers and it was our goal as a team to impact these. Now not every company looks at it this way, some just want to know the impact YOU as a single person or team are impacting. So I usually talk about owning registration numbers, second week retention numbers and have the product teams focused on the MAU and DAU numbers from there out and work with them to make sure they are retaining. 

Why split? Make feature adoption a shared metric between PMM and PM teams. This is an important metric for both teams. I would use this metric pre-launch to really understand the target market segment, to set the baseline, and to define post-launch target. Post-launch, evaluate how the needle moves on this metric. If you are doing this in your company for the first time, this could start interesting conversations. Depending on the root cause analysis, PM and PMM will own different metrics to move the adoption up.  Example:  * Customers don't use this feature as anticipated because it add...

To the contrary, I always like to share and align on KPIs with the product team. Bonus points is you can also align that with key partners in other functions as well, like growth marketing. The more you can stay aligned from the top, the more naturally everything else will fall when it comes to prioritization and resourcing of projects. Now, some KPIs will vary widely based on the lifecycle of the product and the context of your company. Here are some examples to get your wheels turning: * For new products: Adoption (X% of users are using a product) and monthly/daily active users of...

The ideal scenario is that product and product marketing have shared adoption KPIs because this creates greater investment and accountability from both groups. If that’s not the case, product will tend to focus on post-login KPIs such as MAUs and DAUs. Marketing will focus on pre-login KPIs such as site visits, email engagement rates etc. Overall, it’s best if both teams focus on the NPS as that’s a clear indicator of how satisfied customers are with the product and if they will recommend it to others.

First off, is feature adoption the right KPI? In my opinion, focusing on feature adoption could be too narrow of a metric and doesn't shed light on what the end-user is experiencing. End users don't find value in features; they find value in getting their job to be done, done, and more effectively or efficiently than they did it before. At a basic level, product is responsible for building a feature that solves a job to be done effectively and efficiently. Product marketing is responsible for ensuring the value of the job to be done is described clearly and compellingly to the right audien...

PMMs should be responsible for KPIs that bring users and customers to the product and through onboarding and activation. Are the materials provided to educate a user leading to activation? Is the onboarding experience good? Are experiments leading to intended results? Once the user has activated, PMs should be responsible for owning long-term adoption of specific feature areas. At some point, sending more emails to remind users that certain features exist just won't cut it. If the feature isn't solving a real business problem, that's a problem with the product.

In any SaaS business, “adoption” is a company-wide priority. If customers aren’t happy and using the product, you’re just putting your sales/marketing investments into a leaky bucket. So it makes sense that Marketing -- and PMM specifically -- would monitor adoption closely, and even set KPIs in this area. While I see Product as primarily responsible for tracking the usability of the features they build in a detailed way (i.e. did moving the button make a difference/did a given change resolve broken user flows) PMM should be looking at the big picture of feature usage, and advancing adoptio...

I've generally seen that the most successful product <> PMM partnerships are based on shared goals, not split goals. Here's what that usually looks like.  Both teams should agree on a feature adoption target based on similar features and the scale of the launch. Feature adoption (usually measured 30 days post-launch) is influenced by both launch effectiveness (PMM) and how compelling & easy-to-use the feature is (Product).  From the PMM side, adoption success is a reflection of how compelling and resonant the positioning and messaging was, and how effectively the news was shared. On t...

We typically use one of two options, depending on the business and customer impact of the feature. For new features with huge upside or the potential to cause a lot of customer confusion if not explained carefully, a more disruptive, in product modal is effective. Design it with a strong headline and a visual element and show it to customers upon login. Customers will be "forced" to engage with the modal and any subsequent pages before taking an action or closing out. Modals provide a reasonably large piece of real estate so you can include a compelling graphic or screenshot and plenty o...

I think you’re asking if it’s behind a pay wall and not just a free product? If that’s the case, you need material (video!) that can act as a demo, people want to see product, not just read about it. Salespeople who can give great demos and free trials are often a really effective a launch tool. 

My one piece of advice on this though is to make the announcement about the WHY and not the HOW. Too often teams focus on showing people the feature (through a feature tour or tooltip etc.) but that really misses a key step, which is to get someone excited about how the change can add value to their life and work.  Here is my suggested framework for in-product announcements (having worked on this for many years): 1. 2-3 weeks before launch: provide a heads-up / short teaser to let a user know a change is coming and why they should be excited by it. This also helps quell any ...

There are three main ways that I like to announce features in-product. Please note: I do not recommend you do all three at the same time unless you want your users to find you incredibly annoying. Each has their own time and place, but I find each to be effective in their own way. I've ranked these from least disruptive to the user to most disruptive to the user below:  * Contextual announcements: One of the most seamless ways to help customers discover new features is to include the announcements, tool tips, or updates right when they can and should use it. This means that instead ...

Product UI real estate is a powerful, contextual tool in introducing new launches. Your customers are most engaged and most likely to take action on your new launch when they are already in the product. And this is especially true for a self-service model because frequently this is the only way customers will find out about a new launch. Depending on how your product is built or your product and engineering capacity, you have many options to highlight a launch in the UI. You can use “new” feature flags, product tours, contextual nudges, banners, walkthroughs, videos, and even interstitial ...

Great question. * For bigger features I think it is okay and also effective to be very much in the face of the user, with e.g. a modal that the user actively have to close. One can even add a product tour of the feature and/or a video. * With smaller features I would use more subtle hotspots with tooltips or similar. All of this can be build with Userflow by the way.

At Atlassian, we've found that in-app feature announcements work really well as you have the ability to reach the user when they are in the context of your product vs perhaps checking email and thinking about something else. Here are some tips to make your in-product announcements more effective: * Be highly targeted: Unless you're announcing a major feature or product that is useful to every type of user (which is rare!), it's most effective and definitely less annoying to customers, if you target your message to the users who will value it the most. Start with a specific group ...

Introducing new features in-product is often the best way to drive awareness and adoption, because it's in context of the user's workflow and timed when they're actually thinking about your product (vs. email, social, etc.).  Generally speaking, you want to: 1. Make users aware there's something new 2. Provide a product usage fast-lane to users who already 'get it' and want to try 3. Provide additional detail to users who need more hand-holding Here's what that looks like: *  Make users aware that there's something new. This could look like a highlight of that product area in ...

You are 100% correct that the hardest part of a PMMs job is managing without authority. Often, PMMs rely on shared resources or centralized teams to get their job done. I have found three things work really well in managing without authority. They are all hard and take time, but they are effective. First, invest the time in building a relationship with your cross functional partners. If someone knows you and likes you, they are going to be much more open to any feedback you have. They are also much more likely to prioritize your requests. Second, create a shared vision for success. Every ...

I believe that the ability to build relationships with stakeholders and influence others is key to being a successful PMM. As you've noted in your question, due to the nature of our role PMMs are often drivers of very cross-functional projects, which involves co-ordinating peers and potentially people more senior than you too.  Really, it comes down to all the classic relationship-building things: * Build trust - spend time with the people you need to influence (and not just when you need something!), be helpful and reliable, do what you say you will, ask for their input and feedb...

You’re right that as PMMs it’s often impossible for us to get our work done without work from another team, often multiple other teams. Part of my advice for doing this well is a critique of the way you’ve worded your question. I don’t see myself, or my team, as “managing” people who don’t report to me. We’re partnering with them. We should have shared goals, a shared vision for what we’re trying to accomplish, and equal motivation to get it done. If we don’t, that team is just doing a favor for the product marketing org and that work will get quickly deprioritized if something more pressin...

Product marketers often end up in the position of “dotted line” managers/stakeholders for many functions — design, writing, research (to name a few). What’s worked for me in the past is two-fold:  * Influence: For every function that feels like a “dotted line”, it’s important to build a close relationship with the leaders for those functions. This relationship enables you to freely exchange ideas, maintain alignment on priorities, operate efficiently, and set expectations between teams. If things between us go sideways, a strong relationship feels less like an escalation an...

It starts with aligning on common goals - what I find people get lost is in the "how" we get there. In business, we can all agree on goals that are like motherhood and apple pie - like revenue or cost savings. Hard to argue with those. Once you get aligned on that, then start with understanding what the recommended path is to get there. It could be what you're pitching or it could be something else. As long as you stay grounded in the shared goal, the rest is a lot easier, in my opinion. 

Like most cross-functional work, the most important thing is to build trust and establish shared goals early on. Instead of delegating work, involve them in your process, provide them with proper context, and agree on timelines where applicable. They will be much more motivated to help if they have the same context and can be part of the journey. When giving feedback, make sure to provide the why and take a step back when necessary to ground your discussions around objectives, guardrails, and who should be the decision maker for what. There are going to be scenarios where you and your count...

You will need to win their respect and trust. To do that you need to...  * know your stuff * be humble * give ample positive feedback * understand their agenda and help them advance it * take personal responsibility for everything that goes wrong, and emphasize the team contribution over your own for everything that went right * criticize in private, while using "I" instead of "You" statements but be unmistakably clear in your feedback. Don't leave room for ambiguity and always criticize the work, not the person) * don't take yourself too seriously * be ready to admit mist...

You build relationships first. We work with people, and people are driven by emotions. So the first step in achieving a smooth collaboration is gaining trust, both on personal and professional levels. It comes to: * Understanding one another's needs and goals * Transparent communication * Keeping your commitments Being a kind and reliable coworker makes it much easier to collaborate especially with those teammates who do not report to you.

I'm going to admit upfront that I answered this in a previous AMA, so I'll copy and paste that same answer here. A year later, I can truly say that these continue to be the things I think are most important for a PMM to have. Almost all hard PMM skills can be taught, but these soft skills are much more valuable to me because they come from the PMM themselves. I can model the behavior, but each individual is responsible for whether or not they exhibit these traits.  Cross-functional excellence: As a PMM, you have the opportunity to lead without being a manager of people. A strong product m...

* High growth mindset / hunger to continuously improve. * Great negotiators. We sit at the intersection of a lot of teams and needs! PMMs need to be skilled not just at bringing value, but negotiating priorities. * Great collaborators. PMMs can't drive impact if they can't collaborate. * Can't emphasize enough the importance of empathy, especially when it comes to XFN work!

Communication: You simply must be a good communicator to be a stellar product marketer. So much of our discipline requires strong communication in order to provide clarity (both externally and internally) and develop and exercise influence. Strong communication to me spans written skills, presentation creation skills, public speaking skills, and executive presence.  Adaptability: The potential list of things you might work on as a product marketer is so incredibly long and diverse! Someone who is excited by the chance to parachute into new situations and create new deliverables they've nev...

Because Product Marketing is at the cross-section between Marketing, Product and Sales, there are times when they are barely treading water to keep up with all the product launches, become a “catch all” function or have multiple conflicting stakeholder priorities. Thus, I think these additional other soft skills are must-haves to succeed in product marketing. Takes Initiative: Acts ahead of need/anticipates problems, proactively sees things through, steps up to challenges even when things are not going well Results Orientated: Focuses on and drives toward delivering on goals, documents ac...

A couple of others that come to mind: 1. Excellent communication skills and the ability to adapt these to the right audience - whether that's for consumers at scale, customers, or internal stakeholders. 2. Cross-functional influence - PMMs sit in between customers/consumers, Sales, Marketing, Product and even more functions depending on the organization. The ability to rally folks towards a common goal and bring everyone along is critical. 3. Related to curiosity - that constant need to understand the end user, whether that's consumers or customers, and continue to study their pain poi...

As I spend a decade working in product marketing at high-growth startups, I'll focus on must-have soft skills for PMM in a fast-growing startup: * Hight user empathy: PMM should absolutely love talking to users. In most startups, personas, ICPs, value props, messaging, product features need to be constantly improved. This is normal to search for the best users to provide your features, with the best value prop and messaging. That's the essence of working in startups: build, learn, iterate. And it's impossible to do without talking to users, constantly. * Ability to le...

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 potentially open up a small new audience or unlock new revenue potential. Large updates are major product changes or brand new products that require significantly adjusting our go to market strategy.  Small updates: Monthly email to sales, slack message to success Medium updates: ^ + dedicated email to sales/success + all company slack channel + join sales all hands recurring meeting to train...

Internal comms is sometimes undervalued, but in my opinion, it is one of the most important parts of a PMM's role, especially because product marketing is one of the very few roles that are extremely cross-functional and sits between multiple teams. Here are few ways I've seen it work best: * For major XF projects, have regular update emails so that you can make sure you are bringing everyone along the journey and it does not feel like you are working in a black box. * Internal newsletters (whatever cadence works for your org). We partner with the product team on a monthly newsl...

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 or deliverable, we choose which channels to broadcast through. Thankfully we have a well-organized enablement team that manages these channel logistics, so we're able to efficiently streamline internal comms. On a personal level, it's critical that I provide key executives and other team leads with visibility of what's coming, so that they get their teams' attention and start a network effe...

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 trainings, slack channels, etc.  For mid-sized and smaller updates, we'll leverage the internal channels that make the most sense for the internal audience. If its sales, we'll update via our bi-weekly newsletter, slack channels, internal knoweldgebase docs on what to know, as one example. Each internal audience has their own channels and communication styles they prefer - and usually we work ...

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 where PM + PMMs present their upcoming roadmap and a retro on their activities from the past quarter. All of Product and PMM go - and we invite our key stakeholders across the business, including the leaders from other areas of Marketing. 

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 audience. This may be a good weekly summary email to your manager (Also, why would your manager need it?, the manager should already know it and it should be in your 1:1 doc), anyway, my point is communicating just WHAT you or your team is working on is waste of time for you and the reader. I would rather communicate the impact and how other teams could leverage the work your team has done. This ...

The key here is consistency. Find a channel that works and stick to it. Else it becomes to fractured and fragmented. You can use a slack channel, you can have a dedicated section in your sales enablement platform, you can issue regular emails with links to content. Just make sure you stick to an appraoch so your GTM teams get conditioned to the process.

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 executive leadership to keep them in the loop via regular meetings, Slack, and internal newsletters. No matter what the size of your company is, make sure you are spending enough time educating others on your value, contributions, and successes. Don't try to hide your failures, though. Nobody is perfect. Be honest about your lessons learned and help others learn from them as well.