All related (36)
Jeffrey Vocell
Head of Product Marketing, Narvar | Formerly Iterable, HubSpot, IBMJuly 21
Great question. Building relationships with Product is paramount to our success. I think this comes down to a few things... 1. Establish a personal relationship with your product stakeholders. Get to know them and what drives them (beyond just work). I had one PM I used to work with who is a musician and plays guitar when he's not working, and we always talked about music and connected much deeper than just the latest project. Beyond that, make sure you have regular 1:1s with your product stakeholders and connect on the projects they're working on, but also that yo...
Sarah Khogyani
Group Product Marketing Manager, CoinbaseMay 25
The answer here is investing in the relationship. A PM is a PMM's primary strategic partner in most cases. I advise my team to prioritize the weekly 1:1s or coffee chats. It's important connect at the human level, by being curious about personal and non-work parts of their life. A healthy working relationship is founded on mutual respect and empathy.
Priya Gill
Vice President, Product Marketing, MomentiveJune 30
The start of building a great working relationship is clearly showing the expertise and value that you uniquely bring into the partnership with Product. As a PMM expert, you want to be seen as the central hub for a lot of critical information regarding not only your customers, but the products you sell, competitors, industry analysts, and many other constituencies. To be considered a subject matter expert, you need to continually gather and analyze data and business intelligence from all of the sources mentioned, Sales and CS, plus external sources — and use this data to inform the evolutio...
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
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
  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...