All related (40)
Abhiroop Basu
Group Product Manager, ZendeskJanuary 12

This is a really interesting question. Leadership typically look at a number of factors when determining what goes in the roadmap. For example, at Zendesk we look at industry trends, innovative use cases, new market expansion, our competitors, partners, and of course customer feedback.

For customer feedback we run a robust “Voice of the Customer ” program that looks at feature requests across all our customers and then ranks them based on a number of factors including revenue opportunity, churn risk, number of votes, and alignment with long-term strategy. I don’t think damaging negative reviews have ever been a factor we've considered. 

There are two types of customer: one that posts a negative review and decides never to be your customer again (this happens sometimes) or one that is more thoughtful about how they go about sharing the same feedback. I would say that the latter is going to be a better long-term customer and one worth investing in.

Clara Lee
VP, Product & Operations (WooCommerce), AutomatticOctober 4

Ideally, your product roadmap reflects long-term strategy, narrative, and investment. If you are confident in your roadmap, you shouldn't need a rule that automatically places more weight on negative reviews than positive or neutral reviews. Feedback is very important - but it's equally important to avoid knee-jerk reactions and keep Product, Dev, and Marketing teams focused on the plan. 

Generally, I try to balance negative reviews with understanding that (a) we're not necessarily marketing to everyone and (b) product is a journey - some will follow and others will not. 

Negative reviews that come from particularly prominent people, or reviews that have the potential to go viral should be addressed directly, if possible. This response doesn't necessarily have to be public - but there could be value in a conversation that unpacks strong feelings or corrects a misunderstanding. In context of roadmap decisions, I would consider these types of prominent reviews individually (versus on an aggregate basis), just to make sure I understand the real issue at hand and whether it's something for us to solve.

Swaroop Sham
Group Product Marketing Manager - (CIAM / API Products), WizApril 29

For the definition of reviews, I will consider analyst product evaluations also as reviews. It is also important to know that not all public reviews have the same weight. 


From my own experience, well articulated, attributed - negative feedback can have the right impact on product roadmap decisions. It allows the PM-PMM team to even reach out for further investigations and understand the key gaps for the customer. It also gives the team a chance to respond to the feedback by providing acceptable work arounds or provide product roadmap guidence. 

Aaron Brennan
Head Of Product Marketing, RedoxApril 6

Our team always looks at negative feedback and incorporates it in product roadmap decisions... BUT there is one rule that myself and my teams always use in these feedback sessions. 1 is not a constant, meaning that if it is just one negative feedback we don't use it, as this doesn't mean scale, this could just be an issue with this customer and no one else is feeling it. So we look at critital mass of feedback or reviews around the same topic. As a Product Marketer you need to take the good with the bad and you can find great learnings and growth in negative feedback. My favorite custmers are the ones that are most upset with us, they give me raw and honest feedback that I can take to improve the customer ecxperience for others coming down to our products down the road. So I would make sure the complaints/negative reviews are in groups or segmented by complaint so you can make sure that you are moving things on the roadmap that can scale and have impact. One word of advice, have really hard conversations in the mirror! You can't be good at everything and it is ok if you aren't, if you can't improve there is no growth.

Christine Tran
AVP, Product Marketing, Quantum Metric
I covered the basic flow of an introductory briefing deck in another question. I'd be happy to connect with you 1-1 to walk through yours and share a bit of mine :) Find me on LinkedIn! I've found 3 things that have really helped me have good analyst briefings. 1. Being very thoughtful and very direct about why I've requested a briefing with that analyst. This gives the analyst context on why they should care about your solution, i.e. if you do a good job connecting the dots. As an example: You wrote X in Y report, and that's exactly what our customers tell us we solve ...
Priya Gill
Vice President, Product Marketing, Momentive
Funny enough, this was completely a Marketing led rebrand. Product roadmap didn't play a role in guiding the process because we already had the right set of products, we just didn't have the right message or name in the market. An important part of this repositioning was strongly signaling to the market that we are no longer just a surveys company. This has actually been true for a while, but even our own customers had little awareness of some of the other products in our portfolio. But it’s hard to convince the outside world that we’re more than a surveys company with a name like SurveyMon...
Brianne Shally
Head of Product Marketing, Nextdoor
Sharing the product roadmap externally is a great way to share the company's vision, investment in innovation, and upcoming features to get prospects and customers excited about the potential. It can be a strong selling tool to get prospects on board and a resource to get current customers to invest more. What's important is that the roadmap isn't standing on it own, but partnered with an overall vision to show how product efforts later up to a great vision. This is where Product Marketing can play a strong role in storytelling and positioning to bring it all together. I've seen this execut...
Laura Jones
Chief Marketing Officer, Instacart
In my experience, the most powerful tool for influencing the Product Roadmap as a PMM is customer insights. If you can clearly demonstrate customer pain points and inspire empathy, that tees up the opportunity to be part of the discussion around how you might meet those needs through product solutions. From a timeline standpoint, I find aligning on prioritization to be the most effective lever. One way to approach this is to look at the roadmap, estimate the business impact of all key initiatives, and assess whether delivery dates should be re-stacked to address the most impactful projects ...
Gregg Miller
VP of Product Marketing, Oyster®
It's all about doing great work that matters to the business, matters to your partner, and fits into the context of the relationship! The playbook below can help get the ball rolling. Sorry for the long answer, but it's a complex question with big implications for your ability to add value as a PMM. 1) It's essential to understand your business — the market you play in, the strengths/weaknesses of the competition, how customers feel about you, etc. — better than just about anyone else in the company. Your level of fluency (or lack thereof!) will be visible in how you show up: the insight...
Jeffrey Vocell
Head of Product Marketing, Narvar | Formerly Iterable, HubSpot, IBM
Great question! A lot of collaboration can come from shared KPIs, so it's great to align where possible. I'll divide this into two groups, on-going and launches. On-going KPIs: * These should largely be goals you can both impact over time. Things like adoption, revenue (particularly if there's a freemium, or PLG motion at your company), retention, NPS.  * For example, with adoption there are product changes that can likely be made as well as dedicated marketing done to drive success. At Iterable, we were working to drive adoption of one of our AI products and did just this...