All related (37)
Marissa Hastings
Group Product Marketing Manager, CodecademyJune 22

I would first make sure that any assumptions you've made when crafting your proposed idea are clearly documented so that everyone is aligned on the risks. When thinking about assumptions, ask yourself "what must be true in order for this idea to succeed?" 

Then try and anticipate questions they'll have about risks and ways you can mitigate them. For example, can you propose experiments to validate hypotheses or identify other ways to derisk a project? Showing that you put thought into thinking about how to mitigate risks and coming with a plan can help others feel more comfortable. 

Additionally, sometimes thinking about how you can break the opportunity into smaller pieces and start with an MVP or scaled-down idea can make people feel more comfortable investing in something that needs further validation. You can propose an MVP and identify key things you want to learn/gain feedback on from customers in order to move from MVP into Phase 2. 

Aaron Brennan
Head Of Product Marketing, RedoxApril 6

This is a fun question! Creating new functions that could have a massive impact but you are unsure of is fun and also can be scary. So the goal here is to look for as much data as possible to evaluate the risk! I always start with what are we trying to build and who are we trying to build this for, once I have the persona's I typically like to go out and find groups of these persona's that I can do a quantitative analysis through surveys asking how much of an impact this will have, I also like to find out the depth of these particular risks is this a "nice to have" or a "MUST HAVE" feature. If it falls into the "MUST HAVE" you can reduce that risk and impact the product roadmap! After I run my quant analysis I will try to get these persona's on the phone calls or panels to talk in depth about the emotional stake that impacts these users. This will help you reduce the risk of building something that may flop in the market and build a better relationship with the product team and they will come to you more often for feedback on the roadmap; what needs to be move forward or back or maybe needs to come off the roadmap all together. We have a rule that it needs to fall into one of our tier releases which means it needs to impact or bring in a certain amount of revenue before it gets built and we have 3 tiers, tier 1 impacts 80% or more of users, tier 2 60-79% of users or tier 3 40-59% if it is below that we don't build it. You can also get great customer quotes that will impact this decision during the quantitative analysis that can impact the risk assessment. 

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...