All related (90)
Nikhil Balaraman
Director, Retailer Product Marketing, InstacartJanuary 5
  • Having been through several of these at a few different companies, the advice I would offer is that for joint-sessions focus on the biggest impact announcements (e.g., new product demos, fireside chat with a major customer w/ Q&A, new company vision/mission, etc.), and make sure to put the time, effort, and energy into producing the content for these sessions--these assets can all be reused, and it’s an easy way to get the team excited. Have these sessions be less about Q&A and more of a one-way street in terms of content going out to the audience is typically better for everyone in the room.
  • The individual team sessions should be used to focus on what’s relevant to those teams so that you can get focused Q&A that will be valuable to everyone in that room. Share wins/losses/learnings from big deals/top reps, train on new processes or collateral (e.g., pitch decks), go over new comp plans or territories (these probably need their own day to cover…).
Joshua Lory
Sr. Director Product Marketing, VMware | Formerly Accenture, United States Air ForceJanuary 6

Yes, at VMware this is called Sales Kickoff. It usually consists of sales, technical pre-sales, professsional services and customer success gathering for a few days to discuss the company's strategic priorities, solution areas, product positioning, roadmaps and relationship building. It is split out by the functions above to dive deep into each phase of the customer lifecycle. 

Calvina Cheng
Head of Product Marketing, ZeplinFebruary 22

We recently held a GKO (GTM Kick Off) with Sales/CS; Marketing attended the ones that were most relevant for them. Here’s a rough schedule:

Day 1: CRO kick off, Marketing 2022 Roadmap, Customer story 1, Product 2022 Roadmap, Sales Methodology / Rev Ops, 1st Call Deck training, Customer story 2

Day 2: Pop quiz, Customer story 3, Product demo training, Competitive workshop, Discovery questions session, Storytelling workshop, X-func. panel discussion (topic could be how you use your own product)

Day 3: QBR / breakouts for each group. Breakouts could be by function (Sales, CS), by segment (SMB, MM, Ent), industry, etc.

In the past, we’ve invited a few customers to join our SKO and the Sales team loved it!! There’s nothing like hearing directly from our customers on they use your products/solutions.

Natalie Louie
Head of Marketing, MobileCoinJanuary 11

FKO, SKO, RKO, AKO to ZKO, put whatever letter in front – they are all company kickoffs. Sales teams are now being called Revenue teams –- I've also seen marketing departments rolling up into a larger Revenue org. Take the stakeholders going (personas) and map their typical and ideal work flow (customer journey). What information, resources and content do they need to be successful at their job? Your answer is your RKO Schedule.

Not sure? Talk to them and interview the most successful ones in each department. How do you replicate them? Take the data and plan out your sessions around what they do and their needs that ensure they are successful at their jobs. Do they need to know the product roadmap, message, positioning, personas, competitors, marketing campaigns, how to manage prospects/customers, do a first call, do a demo, work with services or partners, create a quote, negotiate with prospects, draft a legal contract, ensure compliance…etc? If yes, then there should be a session for it. If some personas overlap on their needs, those are your joint sessions. If there are unique needs, those are separate sessions.

James Winter
VP of Marketing, Spekit
Pat and Sean did a great job answering with some more tactical approaches so I'll be brief with a couple tips.    There are purpose built tools like Inkling that can be a great way to enable massive sales teams, but they require a ton of investment to do well. Webinars and quizzes are things that work well remotely. Salespeople are competitive so use that to your advantage.   If you have a massive sales team, you should also have the budget to get some outside help to help train them. I’d recommend hiring a professional services firm to make sure the training doesn’t consume all of your...
JD Prater
Head Of Marketing, Osmos
I suggest combining pieces from my answers to these questions.  1. What's your framework to prioritizing needs/deliverables when you're the first Product Marketer at a company establishing the function?   2. How do you think about your first 30/60/90 day goals when coming in as the Head of Product Marketing in a startup that didn't have product marketing before? 
Daniel Kuperman
Head of Product Marketing, ITSM, Atlassian
You have several products with release dates next to each other and limited resources, so what do you do? Here’s how you can think of this: first, identify the releases with the highest ‘tier’ or ‘priority’ (classification of release tiers vary company by company). The highest priority feature is typically the one with the highest impact in the market and that should get more enablement focus.
Priya Gill
Vice President, Product Marketing, Momentive
Not sure I completely answer the question. 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 effectively launch a product/feature and properly engage the right cross-functional partners to make that launch a success? Are they outcome-oriented and think about the metrics they're trying to drive with a given launch? Those are just a few things that I would be looking for ...
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...
Dave Kong
Head of Product Marketing, Scale AI
I know that this is sometimes an incredible challenge. I think the challenge specifically is around balance. A balance between: What are metrics indicative of your business / GTM goals? AND What you can control? This requires leadership buy-in from multiple groups — ideally they would understand Marketing and Product Marketing (this is not always the case!) Based on Your Goals, I would then identify metrics. Some examples below: * GTM / Revenue Initiatives —> Before and After Analysis (ideally based on something specific) * Content —> Content Metrics  * Support —> NPS