All related (7)
Kacy Boone
Head of Growth Marketing, ClockwiseJuly 29

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, it’s really their needs that differ.

Self-serve customers typically have less complex needs. Perhaps they have a smaller team or fewer security or setup requirements. They could even just be using simpler versions of your product! Their needs can be delivered on with a hands-off product-led approach.

Enterprise customers have more complex needs—whether that be the need to manage thousands of users, integrate with their tech stack, or if their using products that require a hands-on setup and success process. There should be significant, incremental value of having an account team in order to support them. It’s critical that the move to Enterprise financially makes sense—the company should deliver enough incremental value to the customer so they are willing to pay a higher price point that covers and exceeds the additional overhead required to service them.

Claire Maynard
Marketing, Magical
At Atlassian, we use many methods for understanding customers both qualitatively and quantitatively.  The most standardized, larger-scale tool we use across all of our cloud products is our Happiness Tracking Survey known as HaTS (developed by Google). Our research teams sends out weekly emails to employees who subscribe that give the overall customer satisfaction score and short clips of customer feedback such as what customers find frustrating about our products or what they like best. This is a helpful way to keep customer feedback top of mind.  For more in-depth research on a particul...
Christy Roach
Head of Portfolio & Engagement Product Marketing, Airtable
Buckle up, I've got a lot of opinions here. I think the first question PMMs should ask themselves is, what unique value do they want to provide to the roadmapping process? Oftentimes, PMMs feel like they should be included in things without having a clear POV as to why. I’ve been guilty of this. It's natural to hear hear about something that feels related to your work and wonder why you’re not there. In this situation, you need to be clear about what goes into the product roadmapping process today without your involvement, what input is already being given, and how successful the roadmap is...
Jeffrey Vocell
Head of Product Marketing, Narvar | Formerly Iterable, HubSpot, IBM
There's a lot of potential variability here depending on company, exact role, industry, and more. That said, here are a few ideas of what you can show: * Cross-functional Initiative: If you've directly led a cross-functional initiatve that drovesome key business results, showcase them! For example, a sales deck that you created that drove win rates in that vertical. Talk through how you worked with Sales to create the deck and enabled the team doing so. * Launch campagin: This is similar to above, but showcase a launch campaign that you worked on and the results it had on ...
Anna Wiggins
Sr. Director Product Marketing, BlueVine
There are a few ways to collect customer insights. First, you can look at your own data to understand how your customers are using the product and what they are doing on your site. Tools like Google Analytics, MixPanel, Crazy Egg, and Segment are great for journey mapping customer behavior at scale. Next, you can do qualitative and quantitative studies to understand why your customers are using your product and who they are - this is important for segmentation. You can run surveys in-house using tools like SurveyMonkey or Qualtrics or you can outsource studies to an agency. I recommend get...
Kacy Boone
Head of Growth Marketing, Clockwise
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...
Rekha Srivatsan
VP of Product Marketing, Salesforce
Obviously, the target personas are different which informs the messaging, positioning, pricing, and packaging strategy. * But at a high level, in SMB, the user and the decision-maker are usually the same person. This means the ROI of a solution or feature is extremely important and needs to be highlighted more in the messaging. * SMBs are also really big on word of mouth, so use that tactic to your advantage -- a referral program is a great example. * Leverage your customers as much as you can in your marketing mix for SMBs. * Website is a great lead channel for SMBs, so make ...