All related (52)
Vidya Drego
VP of Product and Solutions Marketing, HubspotJuly 4

As I mentioned before, I always try to align positioning to where the product is going and where the company wants to be. Messaging can then roll out in several phases until it realizes this ideal positioning. Ideally, you have an understanding from research of what your prospects and customers believe are the key features and reasons to believe that deliver on your ideal value prop. With that, you can determine how often to adjust messaging as you evolve your product offering.

Chad Kimner
Product Marketing Director, AR/VR, Meta | Formerly Mozilla, LeapFrogJanuary 7

The behavioral shift in buliding a marketing team whose output is celebrated for small optimiziations occuring at scale is probalby the most important transformation a modern team can undertake. Moving away from the "6 month sprint to launch" and towards "the ongoing work of getting better at delivering the right message at the right time to the right audience in the right channel" is critical to better messaging. 

At Mozilla, our Agile transformation enabled a test/learn/adapt philosophy previously hamstrung by old fashioned approaches to launch marketing. But your team has to commit to the sustained ground game and we know how hard that can be inside a dyanmic org. You'll need a prioritization framework that can make the case for optimization of in-market work vs. starting on the next big thing; it doesn't have to be science, just defensible. And you need to have a cadence of planning where you can make frequent decisions about where to prioritize time and effort and ask each other where the best business opportunity lies. Two weeks sprints enable this quite well.  

In a Sales-driven motion, you'll generate incredible - if sometimes less numericized - insights by joining customer and prospect calls. Is sales using your messaging? If yes, how do customers respond? Hopefully, you've created a positioning and messaging process that invited sales and other stakeholders in and you should continue to invite unfiltered feedback on how your messaging is landing.

Kristen Ribero
Senior Director of Corporate Marketing, Handshake
This will depend on what your product/service/platform does and who the target audience is. For instance, in one of my previous roles, we had one product for one audience. Of course the platform was extensible, had different feature sets, but the value was easy to articulate to one audience. On the other hand, in my current role at Handshake, we have a three-sided talent marketplace with very different products and audiences. We tackle this by having one company value prop and then tailor specific messaging to each side of the business. Remember that messaging should not be a feature list....
Sarah Lambert
SVP, Marketing, Buckzy Payments
This really depends on the channel: For websites and demand gen, you can always use A/B testing to determine what works, but for messaging further down in the funnel, tracking interactivity with different content on your website is helpful and then even further down the funnel are customer presentations and demo scripts. Here it's helpful to have a good relationship with Sales to ask for constant feedback on what is resonating with customers and what isn't. Keeping track of win loss rates can also help track the effectiveness here. Lastly, for new features or products by current customer...
Diana Smith
Director of Brand and Product Marketing, Twilio.org, Twilio
These are all interrelated. Messaging: Includes value propositions, your story, and pitch. Also includes things like naming, alternatives, and taglines. Value Proposition: These are the top benefits you want to focus on for your product based on customer and competitive unput Pitch & Story: These should be the same. Your pitch about the world before your product, the current approach, why it’s bad, the business consequences, and the new world with your product should tell a story. This story should hit on your main messaging points and value propositions. Hope that helps!
Derek Frome
Vice President Marketing, Ouster.io
To me, a solution is a prescriptive collection of products and features that solve a well-defined problem for your customer. A product is anything you could conceivably sell on its own, but a product can also be a collection of other products. A feature is a component piece of a product that adds to its value but cannot be sold on its own.    Products, features, and solutions tend to get different levels of attention from PMMs. Products will naturally get the most, solutions are really just collections of products and are therefore more an exercise in packaging and pricing. Features get a...
Priya Gill
Vice President, Product Marketing, Momentive
As counterintuitive as this may sound, simple messaging isn’t always the way to go. It really comes down to your target buyer(s) and the set of messages that resonate with them, which may need to be simple for a line of business buyer like Marketing or HR or more complex/technical for an IT/Developer buyer. But it always comes back to understanding your target audience and their pain points, and ensuring you're tailoring your messaging for them. Also, depending on the channel/medium where your messaging is shared, it may necessitate varying altitudes. For example, Social Media is a clear c...
Matt Hodges
Head of Product Marketing Craft, Atlassian
Great question–tough to answer without getting too specific about Intercom and what works for us based on our own situation and approach in general. But, here goes. :)   For us, a product is a container for a set of mutually exclusive features that enable specific workflows to be completed. For example, our Engage product has a set of core features (available on Engage Lite) that make it possible to send targeted messages to leads and customers. Some of these features are audience targeting, auto messages (email, in-app, and push), and smart campaigns to name a few. There is an optional a...