All related (37)
Priya Gill
Vice President, Product Marketing, MomentiveJune 30

Persistence? :) That's a tough one and something that I've experienced many times in my career. I've always approached that as a challenge that I strongly desire to overcome. Similar to a question I answered above, I always start by building a great working relationship with Product by clearly showing the expertise and value that I uniquely bring into the partnership. 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 evolution of your recommendations around strategy and messaging. This is what separates great PMMs from good PMMs, and the type of expertise that Product values. Competitive intelligence and industry expertise tend to be weakness areas for Product that PMM can uniquely deliver, so that would be a good place to start to beef up your knowledge base to show how you provide value.

Marissa Hastings
Group Product Marketing Manager, CodecademyJune 22

I would first try to understand where the product manager is coming from, i.e. what knowledge or perceptions are they starting with about Marketing? What context might they need? What pain points might they have experienced in the past with other marketers? Starting from a place of empathy can help you determine what information would be most helpful to share with them to bring them along as a partner and gain their support.

Once you have that baseline, I'd then craft a deck or document that provides an overview of Marketing or Product Marketing. You can include things like team structure, mission, focus areas/responsibilities, and examples of what marketing activities with product look like in practice.

Once you've taken the steps to align, I'd focus on carving out small win projects that you can do with Product to show value through doing vs. telling. Proving your worth through consistent action and results is often times the easiest way to change someone's mind -- but just remember it may take some time and you have to be patient. 

Ajit Ghuman
Director of Pricing and Packaging, Twilio Flex, Twilio | Formerly Narvar, Medallia, Helpshift, Feedzai, Reputation.comJune 19

Silicon Valley is littered with failed products that were technically excellent but totally failed to win their markets. 

Time and again technical founders and product people find that they've run out of market runway, gone head first into a strong incumbent and have not understood buyer's mind or the "forest from techincal trees". 

You have to present to them the state of the market so that product strategy decisions can be made in cognizance of the market. This is not a one time presentation but a collaborative conversation that happens over time. 

Strategic PMs will get it, make them your allies.

Josh Colter
Head of Marketing, WovenSeptember 20

First, make a concious decision to give them respect without demanding any in return. You don't really "deal" with them. Instead, you learn to foster a healthy and productive working relationship.

 

Now, treat PMs like a customer who you have to understand so you can win over. Enter into their world. Follow them on social media and read everything they repost. Ask them what books or podcasts they would recommend. Follow through by actually reading and then reporting back to them what you thought about the content. Learn to speak their language. When we feel understood, we feel loved. 

 

Finally, be aware that we all bring baggage into situations. Sometimes a bad experience with marketing at a previous company can cause PMs to look at you through a tainted lense. If you can rebuild healthy rapport with them on a personal level, then you have opened the door to share with them how marketing provides value.

 

 

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...