All related (12)
Greg Hollander
VP of GTM & Strategy, NoviDecember 20
More than one persona can definitely make sense.  It just depends on the business.  Ideally you want to have one persona per “target audience”.  The balance is having enough to create coverage across the segment(s) that are strategically valuable to the business, and not too many that they become information overload and are not actionable.
Sherrie Nguyen (she/her)
Director of Product Marketing, IndeedJuly 25
Always aim for as many personas as you encounter, but see above for my explanation on identifying a target segment and then choosing the personas you want to go after. It's important to stay focused on key decision makers, budget holders, and influencers. Part of this may be trial and error with continuous learning as you enter sales cycles and learn more. 
James Winter
VP of Marketing, SpekitJanuary 15
In my experience, it's rare that a single persona would be particularly valuable. For example, in my current role, there are at least 3-4 main personas who all have very different motivations, roles, etc...  One of the most basic examples of why you'll probably need at least two personas, at least if you're selling a B2B product, is that it's very rare that you are every selling to just one person. In most B2B scenarios, there are at least two people involved in the purchasing decision process. As you go up market and begin selling to enterprise, this number can skyrocket to 7-8 people....
Daniel Palay
Head Of Product Marketing, 3GtmsMarch 2
Definitely multiple persons, the number of which really depend on: 1. Number of stakeholders involved in the purchase decision (usually at least two or three; user, champion, buyer - more if it's "purchase by committee"). 2. Number of distinct customer segments you are going after (note: I use a somewhat nontraditional definition of "segment"). 3. Number of non-customer stakeholders (like strategic partners) also must buy in. While there will likely be some significant overlap, the reason to consider so many different personas is the diversity of incentives each stakeholder will r...
Anthony Kennada
Chief Marketing Officer, Hopin
I don’t see a difference actually, at least for technology companies. At the end of the day, customers don’t want your product, they want outcomes that your product (and company) help them derive. Few examples: • Uber/Lyft sell the ability to get from point A to point B without a car. The app is just a vehicle (pun intended). • AirBnB sells the ability to belong / feel at home anywhere in the world. • Etc. Start by deeply understanding your persona and work backwards from there. Understand the jobs they’re looking to tackle and how your product and company both have a role to play in conc...
Abdul Rastagar
GTM Leader | Marketing Author | Career Coach,
Measuring effectiveness around anything, including personas, starts with knowing what the goal is. Why are you building personas in the first place? Some common uses for personas tend to be for message development, sales training, product design or campaign creation. But there are plenty of other reasons as well. Knowing what the goal is leads to measuring effectiveness, which usually has a process component and an outcomes component. The former can be somewhat qualitative but the latter almost always requires some type of data-driven A/B testing. For example: • in product development, did...
Diego Lomanto
VP, Product Marketing, UiPath
Hi - yes - I definitely recommend sharebird's resources. I also love a few books on positioning. First the classic book here is from Al Ries and Jack Trout and it's called "Positioning: The Battle for your Mind." I also recommend "Obviously Awesome: How to Nail Product Positioning so Customers Get It, Buy It, Love It" by April Dunford
Greg Hollander
VP of GTM & Strategy, Novi
I’ve typically seen segmentation and personas fall flat in one of two ways: either they were purely based on readily available internal data (usually, transaction or product-focused), or they were purely based on external interviews and didn’t come with a perspective on how representative they were of our customer or prospect base.  The result: Sales uses one, Product uses another.  To drive towards maximum alignment of “who is our customer, and what do they care about”, it’s important to merge both of these approaches.   My recommendation would be to start with one or the other, depending...
Nipul Chokshi
Head of Marketing, Atrium - Data Driven Sales Management
Depends - if you’re able to differentiate enough to be a #1 or #2 player in the market, stick with the current category. I would, however, start to amp up the thought leadership so that you can influence the category more going forward so you can start to play your own game. Not knowing more details its hard to go into specifics here, but you could also consider creating an off-shoot of the current category (again leaning into your differentiation) and tell the story around how “other vendors are doing things the old way” and you’re providing a “new way” to solve the problem [of course thi...
Hila Segal
VP of Product Marketing, Observe.AI | Formerly Clari, Vendavo, Amdocs
Have a strong point of view on the market and don't be afraid to reframe the current definition, but be prepared to invest heavily in education and thought leadership. Rely on proof points to support your narrative in the form of customer advocates that evangelize your definition and why it drives value. The good and the bad news is that someone has already created the initial interest - invest in execution and authority marketing to grab market share.