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

In terms of relating GTM work and associated with products or services, you should have a clear alignment of the level of impact that a product will have in market (estimated) and build a strategy around that. This can be done through market and competitive research, customer interviews (1:1 or 1:many), and then align the product to a given launch tier (Tier 1 getting the most GTM support v. Tier 3 / 4 getting the least). Examples are highlighted below: Tier 1: Major Launch (Strategic, High-Impa ...Read More

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 verbat ...Read More

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 ...Read More

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 doin ...Read More

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: Chat with Customers: Collect insights through online research, surveys, inte ...Read More