All related (53)
Vidya Drego
VP of Product and Solutions Marketing, HubspotJuly 4

I truly believe messaging should be a living, breathing thing that gets updated periodically. How often though can be challenging. It's often not feasible to update it at every product launch or, if decision making takes a long time, it can be tedious to update frequently. This is where I think aligning on year or multi-year positioning that reflects the future state of the product roadmap can be helpful. Then, you can think of messaging as evolving in several steps until you realize that ultimate value. If your positioning anchors to where the roadmap is going, then you can decide in advance at what point you've delivered enough of the value to update the messaging.

Molly Friederich
Director of Product Marketing, SnorkelAI | Formerly Twilio, SendGridSeptember 14

First I'll say that once you've achieved product-market fit, the core positioning and messaging shouldn't be wildly dynamic. Creating meaning in the market demands repetition and credibility over time. 

To know whether a product or new capability warrants a change the messaging, I'd consider whether it's a fundamentally new value, or whether it adds to existing value. For example feature X might be really powerful for benefit Y, but if benefit Y has been a long-standing pillar of your messaging, you simply treat it as a new proof point vs. changing the messaging. 

In terms of tactically how to keep product feature/capabilities up-to-date, working closely with the product team to know what is coming down the pike and the impact of each ship allows you to plan for cross-channel updates you want to make. Things like docs are a no-brainer, but it's important to think through what warrants updating website videos or feature highlights. A couple of considerations: 

  1. How much potential does the new or evolved feature have to drive pipeline or improve conversion? 
  2. How much risk does the new or evolved feature pose in terms of creating confusion or disappointment for a person who goes from marketing content to product trial? 

As a product marketer you're always going to have more on your to-do list than is possible, so making sure you are strategic about investments of time (even if it's a "quick" website update) is important—meeting your goals is hard in the face of a thousand "quick" paper cuts! 

Francisco M. T. Bram
Vice President of Marketing, Albertsons CompaniesFebruary 13

The best way to handle products that are ever changing is to build a solution centric narrative. 

If you build your narrative around solutions or customer-centric needs, then this shouldn’t change with a few feature add-ons. Customer needs tend to change less often than product features. Think of features as pillars or building blocks to support your narrative. A strong, well researched and tested narrative will not collapse if you need to replace one feature with a newer one.

A good way to think of your narrative is to imagine a house. The foundation of your house is the platform or product. On top of the foundation there are pillars that will hold the infrastructure together, these are your product features, not visible externally but very important to hold your story together. The roof that sits on top of those pillars can be considered your solutions, meaning, and the benefits that your features will add. All of these elements (foundation, pillars and roof) are normally built by engineers.

Your job as a product marketer is to design the house, plan how all the elements will connect in harmony and how the house will be perceived by the external audience. The Product Marketer is the architect of the house. And a good architect will design a house in such a way that if one pillar falls or needs to be replaced, the house will still maintain its function and design. If you architect your narrative with your audience in mind (instead of the product), adding a new feature should enhance it; not change it.

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...