How do you differentiate pure product marketing GTM strategy and tactics from other functions within the company, for example from customer marketing or even the product manager?

Answer

3 Answers

Go-To-Market Strategy

Greg Gsell

Datadog VP, Product Marketing | Formerly Salesforce, Attentive • 10mo

I don't think you can really differentiate PMM tactics from the rest of the company (and you shouldn't want to). A strong GTM motion involves all parties rowing in sync, in the same direction for maximum impact and velocity.

For example, a product launch needs to be supported by sales enablement. The enablement is really only effective with customer examples and product specifications. PMM is involved in all of these elements but may not be the primary contributor.

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April Rassa

Celigo Vice President Product Marketing | Formerly HackerOne, Cohere, Box, Google, Adobe • 3mo

I think about it in terms of ownership and altitude. Product management owns what we build and why.They define the problem, the roadmap, and the customer need. Product marketing owns how we take that value to market.We define the target audience, positioning, messaging, pricing and packaging input, competitive strategy, launch plan, and sales enablement. We translate product value into market impact. Customer marketing owns how we grow and retain existing customers.They focus on adoption campaig ...Read More

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Kuber Sharma

UiPath Sr. Director of Product Marketing | Formerly Salesforce, Tableau, Microsoft • 1mo

Greg's point about cross-functional sync and April's ownership altitude framework are both right. I want to add the specific failure mode I've seen most often at enterprise companies: the boundaries are clear on paper but blur in execution, and PMM ends up owning things it shouldn't because nobody else stepped up. The practical line I draw for PMM is this: PMM owns the "why buy" layer and the "why buy us" layer. Product management owns the "what it does" layer. Customer marketing owns the "why s ...Read More

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