All related (42)
Josh Bean
Sr Director Product Marketing, ZendeskJanuary 26

In order to add value, you need to first consider the priorities of the business and the leadership team. You could be doing some pretty great work, but if it doesn't advance the business's priorities it will likely get wasted. Once you're doing work which aligns to the business goals, its a good idea to set goals on a quarterly basis. 

At the end of each quarter or project, put together a summary of the improvements you made, and review it with business leadership. If you have a team be sure you're setting your team up for these opportunities too. Often times these presentations become very long and wordy. Avoid this. A simple deck with key results and objectives should get the job done.

Once you're ready to go to your next job and want to highlight everything you accomplished, you will have all these decks to look back on as a reminder.

Naman Khan
Chief Marketing Officer, ZeplinJuly 7

It's tough to answer broadly as different business will have different needs but if I were to pick one area that PMM can uniquely add value its: A compelling understanding of the customer.

There are so many teams that have knowledge & insight into the customer but PMM is in a unique position to synthesize customer insight across several areas including product, sales, success, support, market & competition and more. It takes a ton of work and time to develop this level of customer knowledge but if you are able to build it, you will be among a small group of people that can credibly represent your target customer.

No matter what topic is being discussed or who is in the meeting room, when someone says "I've spent time with 8 customers, 3 analysts and our sales team this month and this is consistently what I'm hearing", there is very little that can challenge that.

So, know your customer well. Know why they hire your product, know what problem it solves for them, know how big of a problem it is, know what benefit it provides, know why they don't churn, know how they buy. Know it all. Know your customer and you'll be able to add lots of value.

Kevin Wu
Enterprise and Platform Product Marketing Lead, AirtableMarch 2

Stakeholder management is an important skill of all PMMs. If you're actively driving an important program or initiative, there are a few tactics you can try out.

1. Organize, structure, and lead regular "cadence meetings" - For cross-functional initiatives, people often don't want to volunteer to be the program manager. If you're willing to put in the work and set up the calendar invites, manage the agenda, run the meetings effectively, and foster healthy participation and collaboration - you'll dramatically increase your influence. These are opportunities to speak up and share ideas. Not an easy thing to do.

2. Reporting - Every important project will require some level of reporting. If you provide transparency at the right level and offer consistent reports on a regular cadence, you can surface issues early and gain visibility. Again, reporting is not often seen as a fun thing to do.

3. 1:1s - You may get shot down but it doesn't hurt to set up a monthly or quarterly 1:1 with senior leaders to get feedback and mentorship. It's not a daily tactic but if you rotate through key senior stakeholders you'll build rapport over time.

4. Customer feedback - There's feature feedback that will come through the software but that doesn't capture customer feedback at the sales level. Sales teams often struggle to collate and prioritize feedback on why they lost a deal. As PMMs, you can help make this a regular report back to the leadership team with ACV numbers attached. Hugely influential.

The other effective thing you can do is deeply understand your persona, solution, product, market, industry - whatever. Become a subject matter expert (SME). Be the person people come to for insights and expertise. There's no quick fix for this. You have to be willing to put in the time to study the market, talk to experts, talk to customers, and get close to the sales team.

Natalie Louie
Head of Marketing, MobileCoinJanuary 11

Understand the needs each leader has as they will be different from your CEO to your CFO, CRO, CMO (personas), etc...and mental map what value you can bring through your playbooks, framework and content (customery journey). You are bascially running your own integrated marketing campaign and you are the product. Launch yourself with the right data and strategy that you would want for a successful product launch. 

Build relationships and find your champion in each of their orgs. I talk more about managing different stakeholders here.   

When you present your ideas, make sure you aren't going in cold and that it isn't your first time presenting it. You should have practiced it at least 3 times, already presented it to your champions for feedback, iterated on it and label it draft. By the time you get to your leaders they should've already heard about it from someone else. I talk more about consenus building here.  

When you see one of your leaders and are chatting with them in the office, on zoom or elsewhere -- use this opportunity to present your ideas as questions and get feedback and their thoughts. This will help shape your ideas and keep you aligned with them. Don't let those micro interactions go to waste, they are very valuable! Be prepared with a list of questions you want to ask them and chat away. 

JD Prater
Head Of Marketing, Osmos
The first PMM must provide a ton of value for the company. Generally speaking, it's value measured by impact on revenue. They also need to get along with other stakeholders (sales, product, CS, marketing). Lastly, they need to have execuitve sponsorship. That's the trifecta all PMMs should strive for.
Carrie Zhang
Product Lead (fmr Head of Product Marketing), Square
Covered this a bit in another question. PMM can bring a very strong customer perspective when it comes to product development. To have a seat at the table though, you have to do the work. This is what we do to bring customers perspective to our product teams: * Visit, shadow, do work at our customers. No research can compare to the insights you get by actually being in the shoes of our customers - in our case, small businesses * Talk to customer facing teams (Sales, Account Management, Support) and synthesize feedback. They are on the frontline all the time. You will be surpr...
Christy Roach
Head of Portfolio & Engagement Product Marketing, Airtable
The most important thing to keep in mind is this: having the product marketing title doesn’t automatically mean you get to influence the roadmap. You have to put in the work and show your value to get a seat at the table. There are three big levers to pull here to help you shift the way product marketing works from a team that’s just responsible for the launch of a product to one that’s involved in the entire product process. 1. Create a partnership with your PM: When you’re thinking about how to influence, you’re probably thinking about managing up and influencing people who are more se...
LeTisha Shaw
Director, Product Marketing, UserTesting
Yes, this is a pretty standard PMM interview question. When I ask, I am typically looking to see if the candidate understands product launch and go-to-market fundamentals. I'm also interested in which parts of the launch they led (i.e. was it a specific marketing channel or soup-to-nuts?).  I also like to ask different variations of this question, like "tell me about a product launch that did not go well and you had to get back on track" because let's be honest, not every launch goes exactly the way we plan :)
Ross Overline
Senior Manager, Product Marketing, Fivestars
Asking for a raise is tricky. Ultimately, you need to be driving value, right? That can be broken down quantitatively, but also qualitatively.   Quant: What impact are you having on funnels? Run A/B tests to prove that your strategies are driving impact. How have NPS and sentiment changed?   Qual: Do you have strong relationships with stakeholders? Are you driving value through strategy, creative, and channel partnerships?   I would also recommend using your companies job ladder as a tool, or if you don't have one, job descriptions for other similar roles. If you're a PMM and the expe...
Leandro Margulis
Head of Product Marketing, Prove
Well, the question of "What is Product Marketing" Could mean different things at different companies, but my answer is that we provide the voice of the market and the voice of the customer internally to the product manager so we can build products that resonate with our audience, and we are the voice of the product externally providing the appropriate messaging and positioning to go to market.