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As a product marketer, how have you been able to advocate for a product feature related to your GTM strategy?

Daniel Kuperman
Daniel Kuperman
Atlassian Head of Core Product Marketing & GTM, ITSM SolutionsDecember 6

There are three elements that I typically use in such conversations:

  • customer proof;

  • competitor analysis;

  • analyst insights;

  • revenue potential.

If you bring evidence of what customers want, how competitive the feature is, and additional market insights (e.g. analysts) as unbiased sources, there's a good chance you can make your case for why certain features should be prioritized.

Last, but not least important, is revenue potential. If you are able to identify a number of sales opportunities that have not been able to close because of a feature and the revenue impact it had, that's also a good argument. The caveat to this last item is that it can be very difficult to get the data and also difficult to validate.

2272 Views
Lauren Craigie
Lauren Craigie
Cortex Head of Product MarketingDecember 13

If there’s alignment on the ICP you’ve helped codify — alignment both where you win today and where you want to win tomorrow — it’s significantly easier to influence product roadmap. But there’s two ways to think about this:

1) advocate for the problem to be solved

2) advocate for the solution to a known problem

If you have an established product management function #1 tends to be the fastest route to action. PMs always need help collecting data about the market and users, and PMM should be doing this at least quarterly from customer calls/interviews and market surveys. But they also tend to have the most expertise on the functional requirements for solving that problem in a way that fits engineering capacity, user experience, and budget.

If you feel strongly about a particular feature, you can also advocate for that (#2), but you’ll need to prove that exactly what you’re describing is what customers have asked for. This often comes up in follow-on questions in an NPS (“Why did you choose that score?” Or, “what would have to change for you to give us a 10?”), and so can be a direct source of evidence when speaking with product, design, and engineering.

423 Views
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Amey Kanade
Amey Kanade
Amazon Product Marketing at Fire TV (Smart TVs)June 4

Product marketing is both an inward and outward facing role. It's important to talk to customers, understand their needs, and deliver the product to them. Equally important is bringing customer insights back to the product team. In my various role as a product marketer, I have tried to incorporate a feedback loop to get insights/concerns from customers and bring this back to our product teams and then back to customers:

  1. Chat with Customers: Collect insights through online research, surveys, interviews, and feedback sessions.

  2. Share Insights with the Team: Communicate customer needs to the product team, using relatable, data-driven stories.

  3. Collaborate on Development: Work closely with the product team to incorporate customer feedback into new features.

  4. Support Customer Success: Keep an eye on customer reactions after launch and share any concerns with the product team.

  5. Close the Loop: Let customers know about the improvements made based on their feedback to build trust and keep them happy. Reward customers who gave you the feedback (a simple customink T-shirt will convert this customer into your biggest advocate in most cases :) )

This process ensures customer insights shape our product development and align with our GTM strategy.

979 Views
Andrew Kaplan
Andrew Kaplan
LinkedIn Director of Product MarketingOctober 17

Persuading PM to fund a specific product idea requires triangulating across a few types of data:

  • Customer feedback: How many customers have requested this feature or capability? Aggregate these customers by name, size of prize/budget, sales tier or segment, etc. Including qualitative feedback -- like customer quotes from surveys, interviews or focus groups -- goes a long way too. A great Voice of Customer approach blends quantitative (i.e.: survey- and dollar-based analyses) with powerful verbatims. PMM often collects these insights, but we also partner with Product Ops (who tracks customer-submitted support tickets) and Market Research (which conducts twice-yearly at-scale C-SAT surveys across our entire business line).

  • Rep feedback: How many asks from the Field have we gotten for this product idea? Tally it up, try to map these asks back to incremental budget we could unlock by introducing this feature. Keep in mind, reps’ estimates of how much additional spend they could win if the had Product X are often rough guesses.

  • Competitive or market intel: What are our competitors doing in this space? Are we lagging them? If we built Feature XYZ, how could we not only achieve parity, but how could we leapfrog them or further differentiate ourselves?

That said: Your job as a PMM does not have to be to tell PM what to build. As a PMM, one of the best things you can do is to help your Product partners understand what PROBLEMS your customers are facing. If you frame your insights in terms of customer problems to address, and prioritize those based on need or size of opportunity, THEN you can more successfully guide your PM partners toward the right product solutions.

In other words, lead with the top customer problems of Jobs To Be Done that you think your PM should be addressing, ranked by size of opportunity or customer need/pain. Then focus on the WHAT to build.

One final thought, something we are thinking of doing more of on my team: Get a select group of test customers in strategic segments to pre-commit $X in incremental spend to test a new product you want to build. Pre-commitments can demonstrate pent-up demand to PM and shape their roadmap decision-making and funding choices. Obviously you should align with PM before making this offer to customers so you don't make a promise to clients that you can't fulfill.

1829 Views
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