All related (8)
Henrique Saboia
Vice President of Growth, Hinge HealthJuly 23

Finding the best possible KPI to measure the success of a product both qualitatively and quantitatively is incredibly challenging, and very few companies ever get it right. I have found that the OKR process can be a great help in that process. Specifically, if Growth and Product Marketing share the same objective, they can own different Key Results.

Here is a made-up example:

At Amazon e-commerce, they may look like this. 

Goal: To be the first place where prospective buyers search for products on the internet.

Growth KR: To increase traffic and conversion on Amazon.com

PMM KR: To create trust and preference for Amazon.com

The further away you organize the growth and PMM organizations, the harder it is to have this level of alignment.

Jeff Hardison
Head of Product Marketing, CalendlyAugust 10

First off, I love shared KPIs between departments (particularly between product management and product marketing management)! I’m happy you’re thinking this way.

Historically, some organizations did measure product marketing qualitatively. Did XYZ department feel supported by PMM?

Or even in a “binary” fashion. Did product marketing launch the product? Did they train sales? Did they help conduct research? Yes or no?

Increasingly, though, companies are measuring product marketing more quantitatively. How much did the launch impact demand generation? How much did product marketing help increase adoption of a feature? To achieve these goals, cross-department collaboration is essential. 

What I like to do is talk to my cross-department partners (e.g., for sales, the sales-enablement leader and VPs; for marketing, demand gen leader and content/brand/PR leaders; for product, our product managers), about two weeks before a quarter starts and find out what their KPIs are. Then, where it makes sense, we offer to share certain KPIs with them. Then, we announce our shared KPIs right before the start of the quarter so we can hit the ground running for a three-month sprint (and often continuing for six months or more) to achieve the shared KPI, reporting back along the way. 

Kacy Boone
Head of Growth Marketing, ClockwiseMay 22

There may be times that a product marketer has qualitative goals, but I’d say product marketing (in my experience) has had quantifiable goals more often than not. I think it’s good practice for both growth marketing and product marketing to think critically about how they are driving value to the business that ultimately moves product adoption, user engagement, and subsequently revenue.

More tactically, I’ve often seen growth and product marketing create shared goals on user engagement metrics (e.g. increase user activation by X%) or on product adoption goals (get X% of active user to adopt XYZ product).