All related (20)
Vanessa Thompson
Senior Director, Product Marketing, TwilioDecember 2

If you think about what goal you want to achieve, that will help you decide what documents to produce and own. A good goal at this stage is to be a strategic partner to your product team, and be part of the product strategy development.

Based on this goal, you could produce a few things. One would be a TAM/SAM (the data). The other would be a document that unpacks details based on the TAM data.

TAM - Getting your hands on real TAM data if your market is new or you are a small company with a tight budget can be a little tricky. If you’re in this situation, you can scrape the web for data to piece together a high level set of data for the model.

Discussion document - You should treat the discussion doc as a detailed analysis exercise and think about breaking down the data by use case or industry (whichever is more important to your business). Think about answering some of these questions: Do we know how much revenue opportunity is out there in the key use cases/industry? What are the top ten use cases based on revenue opportunity? Do we already have customer concentrations in some of these use cases? What are the natural product-market fit type use cases?

John Hurley
Vice President Product Marketing, AmplitudeFebruary 4

I like to create what I call an Opportunity Assessment. Here is the general table of content for the presentation: 

- Problem Hypothesis
- Target Market
- Market Opportunity
- Business Metrics / Revenue Strategy
- Competitive Landscape
- Our Differentiated Solution
- Basic Solution Requirements
- Go-to-Market Overview (Timing and Concept)

If it's an existing market, include
- Competitive Feature Comparison
- SWOT Analysis for top competitor

Looks like the formatting is a bit off, but attached you can find the template. Opportunity Assessment 

Patti Lew
Head Of Consumer Product Marketing, GlassdoorSeptember 27
  1. There are a number of foundational research reports and insights you can provide to your product partners before they delve into the development process. These include:
    1. A broader overview of the competitive landscape and market landscape
    2. As well as a closer look at the health of your brand and how it fares against it competitors over time through brand trackers and CSAT (consumer satisfaction) surveys
    3. In terms of users and target audience, they can draw on segmentation and persona research
    4. And I find that my product partners greatly appreciate and rely on value proposition research to frame their design decisions and utilize messaging insights to better frame the end product to our users.
  2. In terms of how we present these insights, we find it helps to give a preview to Product leaders first to clear up questions or reframe as needed given their feedback so they can become early supporters and proponents of the research. Also, when sharing out more widely to the product org, as calendars can be hard to manage, I find it easier to be added on as an agenda item on a recurring Product team meeting, as most of the team will be in attendance. Another way we are currently experimenting with having Product partners ingest and internalize insights at Glassdoor are through immersion workshops. This allows them to digest insights we currently have before developing new hypotheses, like incorporating new segmentation research. In this case, we can develop a shared understanding of the unmet user needs, break down the jobs to be done and identify user pain points of our target audience.
Katie Levinson
Head of Product Marketing, HandshakeJanuary 28

First, it’s important to understand what the product team’s goals (and really the company level goals) are, to help you 1) focus in on the insights you need to gather and 2) package those up in a way that is meaningful to the organization. As a PMM, you would own any competitive landscape and market research, and foundational research with your target audience.

The main components that you’d want to present include:

  • Target audience(s) and opportunity size(s), including any qualitative data you might have
  • Problem that you’re trying to solve
  • Value propositions/differentiated solution, and why they matter to your audience
  • Use cases (bring to life how your solution will be used by your audience)
  • Business goals/outcomes that might be achieved through the launch
Mary (Shirley) Sheehan
Head of Lightroom Product Marketing, Adobe
I answered this in a similar post - see it here:
Katie Levinson
Head of Product Marketing, Handshake
Sure do! I like to start with some qualitative research first to help get at any nuances in messaging, especially across different audience segments. Then, run a survey (max diff is a great technique) to understand what resonates most with your different segments. If you also have the budget and/or time, running your messaging by focus groups is another good option, so you can get a deeper understanding of their reactions and sentiment.
Agustina Sacerdote
Global Head of PMM and Content Marketing, TIDAL, Square
Most of the cost associated with research is actually the cost of accessing a sample, so if you can figure out that piece, you should be in a much better spot. A couple of ideas:  1/ Talk to your happiest, unhappiest customers, customers that churned, and "prospects", if possible. Use your budget for incentives. This sample will at least give you the "extremes" of attitudes.  2/ There are some helpful online tools that you can sign up for and "trial" them at no cost- Optimal Sort, UserTesting, SurveyMoney, GetFeedback all have some sort of free trial. You can even take respondents through...
Sonia Moaiery
Product Marketing, Intercom | Formerly Glassdoor, Prophet, Kraft
I always start with positioning ideas as hypotheses (a fancy term for your hunches). This approach is helpful to show stakeholders that you’re open to their input/feedback, and potentially being wrong. When you have hypotheses, you come to the conversation saying “here’s something I have a hunch about, but I don’t have enough data yet to tell me this is a good idea or the right thing, I’d love to hear your thoughts or help me poke holes in this” I think about building consensus in three stages to bring stakeholders along the journey with you so none of your ideas feel like a surprise by th...
John Hurley
Vice President Product Marketing, Amplitude
What I love about product design teams is how differently they think and create. They tend to be really amazing at information design. PMM can create strong foundations – let's say user personas – and UX researchers and designers might totally reimagine how to display personas relative to their own projects. That can open up a new world of thinking for PMM – and more practically become an asset used by PMM for a variety of work (onboarding new hires, design new creative takes on messaging, channels and campaigns).  Those nuanced new panes of perspective can help PMM explore new ideas, ke...
Daniel Palay
Head Of Product Marketing, 3Gtms
The problem is that there still aren't too many good entry-level PMM roles out there (assuming you're talking about coming out of undergrad). My best advice (as someone who didn't come to PMM until they were in their mid-30s) would be: Find a role that allows you to develop the skills PMMs ultimately need to bring. Don't worry too much about industry, just make sure it's one where you're curious enough about the products, customers and problems to keep you intellectually motivated. That will serve you well when making that jump to PMM.