All related (6)
Victoria Chernova
Director, Product Marketing, Gong.ioJune 8

This depends on the company's norms and how different teams have been set up. I've seen user research lead this entirely, and I've also seen a dedicated "Voice of the Customer" program manager who wrangled all internal listening channels. 

One area where I've seen PMM historically drive a ton of value is with market and competitive insights. Especially at Gong, given our product, Product Managers have access to customer insights but oftentimes don't have visibility into opportunities outside of the customer base.

Focusing specifically on customer feedback (or user feedback), PMs generally own collecting and synthesizing feedback during the design partner and beta periods. After the release - it depends. The Product team should own end user feedback post-launch on a systematic level; where PMM can add value is staying close to the field and new segments you're prioritizing on the GTM side.

For example, if the GTM team is going after a new industry, PMM should be listening to product feedback from these new customers and potential customers separately and differently from how we'd treat feedback from core end users. What about new personas or teams? For these high priority segments, the PMM org should be packaging up their feedback, market requirements, and market size to inform product roadmapping. 

Lauren Craigie
Director of Product Marketing, dbt LabsApril 27

Yes depending on the type of feedback sought we have different owners, but we are trynig to move to a place where the Customer PMM owns tracking of outreach (we don't want to ping the same account 7 times across different deparments).

In-product NPS is owned by customer success, but interviews off the back of low or high scores are often handled jointly by CS and PMM.

Beta feedback is owned by the product team, but PMM might often tag along for interviews so we can see from a customer's perspective how they would describe the value they receive.

Product UX feedback is owned by design (sits in product). Website feedback is owned by Acquisition Marketing.

Testimonials and case studies are owned by Customer PMM

Value-fit and pricing interviews are owned by PMM

Joshua Lory
Sr. Director Product Marketing, VMware | Formerly Accenture, United States Air Force
Here are some OKRs my teams track for product launches: Awareness - Web, social and blog activity (impressions, engagements and link clicks) Sales if not self-serve - MQLs and SQLs Time to value - how long does it take a customer to onboard and get value? Consumption - How often are new features being used (DAU / MAU) Renewals - NRR
Becky Trevino
Executive Vice President Product (fmr VP PMM), Snow Software
I am also a huge fan of Amazon's "working backwards" framework where a press release is written at the onset of development. In organizations that use this methodology, it is a great time to bring in the PMM. It also begs the question, when should a press release be written? We typically write in in Phase 5 or 7. I'd argue we should be using this template or another much sooner in the process. https://www.product-frameworks.com/Amazon-Product-Management.html
Lauren Craigie
Director of Product Marketing, dbt Labs
A few answers here, based on use case!  Naming inside the product (like features, tabs, or experiences) would be handled by PMM during the launch process. PM is likely to have ideated an internally-referenced name early on, but as we get past the beta and understand what value users actually derive from the feature, PMM adjusts to better match what the user would expect to see, for the task they want to complete. Other copy in the product UI that describes what a function is, or does, in the shortest and sharpest way, is handled by our design team (which sits inside our product org). ...
Victoria Chernova
Director, Product Marketing, Gong.io
Both are super valuable, and gaining experience in both will make you a well-rounded PMM. Great for when you lead a team in the future :) That being said, it also depends on what you enjoy. Having done both, PLG PMM work feels more B2C to me, where most of my time was spent working with campaigns, brand, and copy teams (other than product of course!). So if you enjoy working on customer journeys, creative briefs, and marketing assets, then that's a great fit for you. Whereas with SLG motions, your primary stakeholders are enablement and the field. In these roles, I've worked on messag...