All related (14)
Sonia Moaiery
Product Marketing, Intercom | Formerly Glassdoor, Prophet, KraftMay 3

Understanding the market landscape and how it breaks down is a good first step. For example, within the broader category of "customer engagement" there are sub categories like marketing and advertising tech, support/enagement channels, call analytics and contact centers and CRM. And then there are even more categories or sub jobs under each (read about the jobs to be done framework if you havent). To help create this 'market map' you can look to industry analysts or the Forrester / Gartner Magic Quadrants but I encourage you to not take these as boilerplate as it's really individual to your company and the way you uniquely view the world.

Once you have the market map, I would identify where you play today and where there are potentially underserved markets. Are there few competitors, sub-jobs not well served, markets that would add value to your current offering, it could even be certain markets in certain geos.

I would use this market map to connect with other teams likely already thinking about these questions like bizops and Product. The market map alone can be a good conversation starter. Ask questions like which of these areas do you think is underserved, where do you think our company is well positioned to play, how might we differentiate in these areas. I would then work with your bizops teams to size the TAM of your top list of 4-5 new markets and make some assumptions about how much share/revenue you could make in the next 2-5 years.

Mary (Shirley) Sheehan
Group Manager, Engagement & Retention Campaigns, Adobe
I answered this in a similar post - see it here:
Katie Levinson
Head of Product Marketing, Handshake
Sure do! I like to start with some qualitative research first to help get at any nuances in messaging, especially across different audience segments. Then, run a survey (max diff is a great technique) to understand what resonates most with your different segments. If you also have the budget and/or time, running your messaging by focus groups is another good option, so you can get a deeper understanding of their reactions and sentiment.
Agustina Sacerdote
Global Head of PMM and Content Marketing, TIDAL, Square
I would start with getting information from Sales first. At Square, I rely very strongly on Account Managers to get a sense for the needs and attitudes of larger merchants. I'll talk to them directly first and then will try to partner up with them on specific conversations to close very specific knowledge gaps. Try to coordinate with your Sales / AM counterparts to make the 30 - 45 minute call with customers productive for everyone. 
Sonia Moaiery
Product Marketing, Intercom | Formerly Glassdoor, Prophet, Kraft
I always start with positioning ideas as hypotheses (a fancy term for your hunches). This approach is helpful to show stakeholders that you’re open to their input/feedback, and potentially being wrong. When you have hypotheses, you come to the conversation saying “here’s something I have a hunch about, but I don’t have enough data yet to tell me this is a good idea or the right thing, I’d love to hear your thoughts or help me poke holes in this” I think about building consensus in three stages to bring stakeholders along the journey with you so none of your ideas feel like a surprise by th...
John Hurley
Vice President Product Marketing, Amplitude
What I love about product design teams is how differently they think and create. They tend to be really amazing at information design. PMM can create strong foundations – let's say user personas – and UX researchers and designers might totally reimagine how to display personas relative to their own projects. That can open up a new world of thinking for PMM – and more practically become an asset used by PMM for a variety of work (onboarding new hires, design new creative takes on messaging, channels and campaigns).  Those nuanced new panes of perspective can help PMM explore new ideas, ke...
Daniel Palay
Head Of Product Marketing, 3Gtms
The problem is that there still aren't too many good entry-level PMM roles out there (assuming you're talking about coming out of undergrad). My best advice (as someone who didn't come to PMM until they were in their mid-30s) would be: Find a role that allows you to develop the skills PMMs ultimately need to bring. Don't worry too much about industry, just make sure it's one where you're curious enough about the products, customers and problems to keep you intellectually motivated. That will serve you well when making that jump to PMM.