All related (9)
Grant Shirk
Head of Product Marketing, Cisco Meraki, Cisco | Formerly Tellme Networks, Microsoft, Box, Vera, Scout RFP, and Sisu Data, to name a few.August 16

This is a really tough one. First and foremost, it's important to separate PM and PMM. They need to be parallel, not dependent, organizations to effectively function. You need them to have the freedom to call BS on each other, work through differing opinions, and emerge with a stronger view of the market. 

I'd recommend starting with the problem to be solved. Is it improving overall GTM effectiveness (opportunity creation, pipeline, win rates), or accessing a new market or vertical? What are the overall priorities of the business that demand gen or product are unable to address on their own? 

Once you identify the problem, then the justification for the function (or a hire) flows a little more naturally. You can also quickly draft up objectives and success measures based on the problem you're trying to solve. 

Sina Falaki
Head of Industry Marketing, Motive (Formerly KeepTruckin) | Formerly ProcoreJune 15

In the early stages, as teams are starting to get built - trust and dividing responsibilites is the biggest factor in ensuring alignment, especially between PMM's and PM's. 

How do you build trust and clearly divide responsibilities? Communicate and clarify your end goals. 

Align on goals - Ownership from both teams is necessary. Product Marketers are customer and market facing, while PM is developer and product facing. PMM's must ensure product adoption is critical and their highest priority. Marketers must align product packaging and messaging with market demands and PMs must align requirements. Teams must have shared goals, product deliverables should be married to marketing deliverables that speak to the customers desired response. Having one end goal, that is strategic and not tactical, allows both parties to work together to drive the products success forward. 

KPIs - Divide KPIs between both teams whether its customer or product oriented. Product managers care more about usage and customer satisfaction while product marketers drive growth and retention. Create a clear set of KPIs and get buy-in from internal stakeholders and partners. Product marketers must always have metrics attached to their launches, its the only way to ensure there is accountability and more importantly, showing the PM team you too are in it with them. 

Market research - provide visibilty into market conditions, sales, customer feedback, and industry research is prevelant. Consistently share this information with PMs in order to help shape the products trajectory and success. 

Priya Gill
Vice President, Product Marketing, Momentive
First off, I'll say that I'm never a fan of making someone create messaging/positioning and defining a GTM plan about the interviewing company's product because you're never going to get to the level of knowledge as someone in the company...and it takes way longer to do it right. OK, rant over. :) Typically when I ask candidates to give a presentation, it's less about the specific products they're presenting, but rather HOW they present it. Can the candidate articulate how they effectively approached their GTM strategy, from ideation to execution and beyond. Can they clearly understand t...
Grant Shirk
Head of Product Marketing, Cisco Meraki, Cisco | Formerly Tellme Networks, Microsoft, Box, Vera, Scout RFP, and Sisu Data, to name a few.
The pressure's on for this one. Feels like this is the kind of topic first chapters in business books are devoted to.  A successful GTM is hard to describe in detail. Every business, customer, product, team, and marketplace are different and the right path through can vary widely. And the details shift as the market matures; competitors enter, different problems take priority, macroeconomic uncertainty can loom. But, there are some characteristics of success you can look towards to judge if you're on the right track: * It's predictable. You have a process and plan that you can plan ...
Jon Rooney
Group Vice President, Industry Marketing, Oracle
Once there's not only product market fit (which almost all companies prematurely declare victory around - sorry but it's totally true) but also determination and commitment that a given industry or industies are the decided way to GTM. If products are horizontal and sales teams are horizontal then having just the marketers aligned vertically spells trouble. An industry-first approach has to be resourced beyond marketing, dabbling's not going to get anyone anywhere.  
Jeff Otto
Vice President, Product Marketing, Marqeta
There is an in-depth science to this that many sales or product strategy teams leverage, so with that caveat, I'm sharing a high-level approach. My recommendation is to break down the problem piece by piece and find each variable needed to set a revenue target (and a sales pipeline target and coverage ratio based on close rates to support attainment of that revenue target).   First get a sense of the addressable market. Talk with your sales leaders (or strategy team) to determine if you have a way of reporting on all of your target accounts within a focus industry (both existing customers...
Zachary Reiss-Davis
Head of Industry/Audience Marketing; Director of Product Marketing, Procore Technologies
I've tackled this question a bit in other answers already, and I encourage you to check those out as well, but in essence -- industry marketing is one specialization in a mature product marketing organization, focused on key value propositions and message by industry. It's required when your ideal customer profile's needs, challenges, and the value that you can bring to their problems varies enough by industry that it's difficult to have "universal" positioning apply to each of your target industries.
Julie Vasquez
Product Marketing Leader, Procore Technologies
Full funnel pipeline metrics are the most important metric overall. We can look at each stage of the pipeline and consider what kinds of activities will increase and accelerate the pipeline; where we are moving the needle; and where we need to rethink our strategy. In parallel, response rates, A/B test results, and other measures are indicators of the effectiveness of specific activities and messaging.