Stakeholder Management

Do you see value in having both roles, e.g. Integrated team works more closely with the creative team on seasonal/holiday/brand campaigns whereas Product Marketing works more closely with the Product team on product launches, user research/insights, positioning strategy, etc. I have found it challenging for Product Marketing to own all of this, and often see different skill sets from marketers who are great at creative brand campaigns vs. PMMs who are skilled at positioning a new product and bringing it to market.
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How does this inform your core messaging, how do you enable sales to understand what makes you different/better, how do you know if it's working with your target buyers?
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I suppose with executive level comms, it's more obvious, but how do you manage work that's in-flight that requires as many as 5 PMs, in addition to analysts, designers, marketers, and more? How do you keep people "in the loop" at the right level of fidelity without opening up a can of worms and adding complexity? A DACI model is great, but has its limits.
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It can sometimes be a struggle for those on the executive team, or in higher leadership roles, to see the value that product marketing is bringing to the business - especially if they do not have regular interaction. How do you build visibility for you and/or your team, and clearly communicate the achievements and activities throughout the year?
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