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How can you measure the value of what a product marketer does? How can you make executives perceive this value?

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3 Answers
  1. Sean Lauer
    Sean Lauer

    AUGMENTT VP of Marketing | Formerly Instruqt, Mural, Twitter, Anheuser-Busch InBev • 2y

    When managing a PMM team that covers multiple products or is matrixed, high-level or aggregate metrics are key. While more granular data may be needed to drive specific metrics, you need to measure the team at a higher level to measure overall team health. By looking at team-level metrics, leaders can get valuable insights into how their PMM team is doing. Here are some examples: Team NPS (by internal stakeholder groups) Adoption of new features Product usage (DAU or MAU) Customer retention Lead ...Read More

    3,340 Views
  2. Ben Rawnsley-Johnson

    Stripe Head of Product Marketing, APAC • 2y

    PMM don't own outcomes the way some other teams like sales (meetings, deals) and engineering (shipped code) - but we do own the pursuit of the metrics that matter, and the alignment of teams that contribute to metrics that span teams - CAC, CLTV etc. Any marketer knows that our value is reflected in the growth and health of the business, even if we don't own that processes end-to-end. Like it or not, we have to measure our success in those terms, but also share some drivers of that outcome. Reve ...Read More

    6,640 Views
  3. Alissa Lydon
    Alissa Lydon

    Actively AI VP of Marketing | Formerly Mezmo, Sauce Labs • 1y

    This is an age-old question, and difficult to answer because PMM looks different from one company to the next. The most broadly applicable advice is to get product marketing as close as possible to the north star business metrics. Things on the go-to-market side like revenue, retention, and pipeline, as well as activation and expansion on the product side. Which metrics are closest to the C-suite? Those are the ones that PMM should be laser-focused on. It can be hard to perceive how PMM impacts ...Read More

    2,650 Views

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