All related (36)
Mandy Schafer
Group Product Marketing Manager- Enterprise, MiroJuly 10
Sharing roadmap is essential for any tech company, and I'm a firm believer of sharing more information with customers brings more trust, and better relationships. Currently at Miro, we share our roadmap in a monthly webinar that we give to our existing customers. This is a closed webinar and invitation only so we are more free to discuss what's coming without worrying about affecting revrec. We also have a more polished customer facing roadmap, with things on it that we are more certain are coming, this is shared with prospects and existing customers. Finally we run CABs- customer adv...
Brianne Shally
Head of Product Marketing, NextdoorJanuary 10
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...
Tracy Montour
Head of Product Marketing, HiredScoreJuly 29
Managing expectations is the toughest challenge of sharing a roadmap. Following a Now, Next, Later model is a great way to share a roadmap while not committing to explicit features if you're not ready to.  NOW should cover the most immediate roadmap deliverables. You can be a bit more liberal with who you share this with. Clients and prospects should be privvy to this information and it should include the most granular area of focus and detail specific deliverables with reliable dates.  NEXT should cover near term and open up the area of focus slightly wider. The PM team likely has an...
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
Here are a few of my approaches to influence product leadership on the product priorities: * Work cross-functionally across UX, research, Data Science, Product Operations, Sales, etc. to incorporate everyone's input so Product Marketing's list represents all input and is the source of truth. One of the challenges Product faces is distinguishing signal vs. noise with all the input that comes to them. Product Marketing can take a leadership role to collect, analyze, and synthesize the input to provide one source of truth. * Prepare synthesize a list of Voice of Customer to h...
Laura Jones
Chief Marketing Officer, Instacart
  To establish credibility with a new team, the first step is understanding the team's need, laying out a vision for how you can best add value, and aligning around expectations. It is important to know the user, the market, and the product so that you can engage with the cross-functional team in a meaningful way from day one. With a clear set of objectives and foundational understanding of the space, you can quickly begin to make an impact on the team.  
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
It depends what the meeting is. More generally what PM expects from PMMs include: 1. Intelligence on Customers - Trends, NPS data, insights from conversations or a Customer Advisory Board. In other words, what are you hearing from customers or trends in data are you seeing that should or will impact product or the strategy.  2. Intelligence on Competitors - It's important to be aware of what competitors are doing, but not blindly follow them. With that said, what products are they releasing and how is your differentiation changing. 3. Intelligence on the Market - For...
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...