All related (38)
Harish Peri
Head of Product Marketing - Security, Integrations, Mobile, SalesforceJuly 27

Ideally, very early on. If your org uses an agile methodology, its best if PMMs get involved at the release planning or 'epic' phase to help shape the bigger direction. Its not ideal for PMMs to get involved at the story level because that tends to be about technical tradeoffs and can lead to PMMs stepping on PM toes for no reason.

If there is a clear hypothesis of target market/buyer/segment, then PMM can provide useful input on what capabilities and use cases should be prioritized.  

PMMs should have a strong POV on the overall vision since they can provide the voice of sales/customer success in addition to the voice of customer (which PM usually has access to). A successful product (at least in enterprise B2B) doesn't just satisfy customer use cases, but is also 'sellable', priced correctly and is easy to implement - all of which PMM can provide input on.

Mandy Schafer
Group Product Marketing Manager- Enterprise, MiroJuly 10

As the PMM, you often may know more about the product that the product may know. This is due to the nature of PMM having a birds eye view across the entire company with how your features fit in with the rest of the solutions. As the eyes and ear on the market, you are also know your competitors, the market landscape, and what your customers are expecting. All of this knowledge is key to help with the early stages of product developement. A lot of times, product spends so much time focusing on the core use problem, that they sometimes forget to "zoom" out, and that's where PMM comes in. Being involved early helps influence how the product should be built and ensure it fits in with the overall marketing strategy and vision of the company.

Sangita Sarkar
Head Of Marketing, ImmutableNovember 12

As a representative of the consumer voice and market demand, PMMs' involvement in product development from the early stages is critical to success. More specifically, Product Marketers can make themselves an invaluable stakeholder to the process by

1. Conducting and synthesizing early market research to identify the product's core target audience and user profiles and



2. Becoming subject matter experts on the industry landscape to identify a differentiated positioning from competitors



By doing so, PMMs can represent the consumer's needs and interests at the table and influence the overall vision for the product.

My belief is that marketing’s influence on product roadmap is equal and continuous to product’s influence on marketing's roadmap. This type of ongoing feedback loop allows product and feature development to respond quickly to evolving consumer needs.

Priya Gill
Vice President, Product Marketing, Momentive
Funny enough, this was completely a Marketing led rebrand. Product roadmap didn't play a role in guiding the process because we already had the right set of products, we just didn't have the right message or name in the market. An important part of this repositioning was strongly signaling to the market that we are no longer just a surveys company. This has actually been true for a while, but even our own customers had little awareness of some of the other products in our portfolio. But it’s hard to convince the outside world that we’re more than a surveys company with a name like SurveyMon...
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...
Laura Jones
Chief Marketing Officer, Instacart
In my experience, the most powerful tool for influencing the Product Roadmap as a PMM is customer insights. If you can clearly demonstrate customer pain points and inspire empathy, that tees up the opportunity to be part of the discussion around how you might meet those needs through product solutions. From a timeline standpoint, I find aligning on prioritization to be the most effective lever. One way to approach this is to look at the roadmap, estimate the business impact of all key initiatives, and assess whether delivery dates should be re-stacked to address the most impactful projects ...
Gregg Miller
VP of Product Marketing, Oyster®
It's all about doing great work that matters to the business, matters to your partner, and fits into the context of the relationship! The playbook below can help get the ball rolling. Sorry for the long answer, but it's a complex question with big implications for your ability to add value as a PMM. 1) It's essential to understand your business — the market you play in, the strengths/weaknesses of the competition, how customers feel about you, etc. — better than just about anyone else in the company. Your level of fluency (or lack thereof!) will be visible in how you show up: the insight...
Jeffrey Vocell
Head of Product Marketing, Narvar | Formerly Iterable, HubSpot, IBM
Great question! A lot of collaboration can come from shared KPIs, so it's great to align where possible. I'll divide this into two groups, on-going and launches. On-going KPIs: * These should largely be goals you can both impact over time. Things like adoption, revenue (particularly if there's a freemium, or PLG motion at your company), retention, NPS.  * For example, with adoption there are product changes that can likely be made as well as dedicated marketing done to drive success. At Iterable, we were working to drive adoption of one of our AI products and did just this...
Robin Pam
Product Marketing Lead, Stripe
* Be objective: Use customers' exact words and quotes as much as possible. Be the notetaker, the objective observer, and people will start to trust your observations. * Be concise: Once you've listened, sat in on meetings, taken good notes, get good at synthesizing them into short summaries. Most people don't read long emails or sit through long meetings, so it's important to be brief. I got into product marketing with a liberal arts background, and synthesizing customer research and insights is a great way to put your writing skills to work. * Be consistent: The mos...