All related (139)
Leah Brite
Head of Product Marketing, Core Product, GustoSeptember 30
Start with data. Ground your messaging in first and third party data that illuminates what is important to your target customers, key pain points, aspirations, how they like to be messaged to, language they use, etc. Show your work -- don’t just include the suggested messaging in the doc; add an appendix or reference section that demonstrates a thoughtful approach that is grounded in the data. Next, see if you can get some quick feedback from target customers on your messaging to further validate the approach before showing it to your exec team. This can be a great use of a CAB (customer ...
Jeffrey Vocell
Head of Product Marketing, Narvar | Formerly Iterable, HubSpot, IBMApril 7
This is so important, and not focused on enough so I'm glad you asked! A few thoughts around this: * Get your CEO and CMO involved early. Ideally you can get early drafts to them, and also get them bought into the importance of the process and value of this effort which will make every aspect of this a lot smoother. * Have a consistent review process. Depending on your size and stage of company, it's unlikely that your executive team needs to see or review every piece of messaging. If you're working on a minor "enhancement" to your product and some lightweight messaging, t...
Leandro Margulis
Head of Product Marketing, ProveSeptember 7
This is an iterative process, and always better to over-communicate than under-communicate, so we can get everyone's feedback and input and people feel they have been heard and their input taken into consideration. Even if you do not end up going in a certain way, be able to explain why not and why that input was still helpful.
Christiana Rattazzi
VP, Industry Solutions, OktaNovember 1
Every executive team is different, so I would encourage you to think through the culture (and sometimes - quirks!) of the members of that team as you craft your own approach. That said, I've found a couple things particularly effective in my experience.  * Bring along key lieutenants for the ride - once you get to the exec team, a number of important leaders should have been part of the ideation and review process. Individual sales leaders, product owners, customer success leads should all be stops on your journey to craft the right message. That way - one of the first slides ...
Jeff Hardison
Head of Product Marketing, CalendlyAugust 10
I feel fortunate that I’ve led positioning/messaging workshops since I graduated college because I worked for an agency that mandated them for every project we worked on for tech clients.  Getting an exec team to agree on a document outlining positioning and messaging isn't the hard part in my opinion. The difficult part is to get the messaging to stick once you put it out in the world: on a homepage, in a blog post, an ad, a slide deck for sales, etc. When positioning and messaging is put to use, execs start to realize what they signed up for. “Wait, we’re going after that job title in ...
Kristen Ribero
Senior Director of Corporate Marketing, Handshake
Insights are extremely important and should always be an input into your messaging architecture or recommendation. Market and customer insights are one of the best ways to make a case for your recommendation, in fact.  So you don't get stuck in an analysis paralysis state, I'd do a quick audit to understand the current state of data and insights as it pertains to your product/market/etc. Find out: * What research is complete and available? This could be something like a survey to your database that was run in the past, research you paid for, data and analysis from things like a T...
Hien Phan
Director of Enterprise Product Marketing, AmplitudeOctober 5
Ha! this skill is probably the hardest. When it comes to messaging, everyone will have an opinion. Before you drive alignment on the messaging, align on the problem and solution. That is 50% - 60% of the battle. The rest is just wordsmithing. Depending on the level of messaging, I would incorporate them into the messaging development process. 
Sarah Lambert
SVP, Marketing, Buckzy Payments
There are a lot of messaging frameworks out there to choose from, but I take a bottom up approach: I start with the differentiators and proof points and then build my elevator pitch, value prop statements and long descriptions from those foundational components. I also use the rule of 3 for my differentiators and proof points. If you find yourself with a laundry list of differentiators or proof points, start looking for similiarities among those components to create larger "buckets" so that your audience has an easier time remembering your message.
Rahul Chhabria
Director of Product Marketing, SentryOctober 6
Here's my process, I * Conduct customer and prospect research (exec team will be more likely to be bought in with data - especially from your key personas and customers)  * Consolidate findings and prepare a messaging brief using the framework we landed on.   * Present those findings to and get feedback from key stakeholders - including marketing leadership, sales, and product team - and (most importantly) customers  * Incorporate feedback into the final messaging brief  * Present messaging to leadership along with the data and the 'why' behind the messaging. Present ro...
Diana Smith
Director of Brand and Product Marketing,, Twilio
These are all interrelated. Messaging: Includes value propositions, your story, and pitch. Also includes things like naming, alternatives, and taglines. Value Proposition: These are the top benefits you want to focus on for your product based on customer and competitive unput Pitch & Story: These should be the same. Your pitch about the world before your product, the current approach, why it’s bad, the business consequences, and the new world with your product should tell a story. This story should hit on your main messaging points and value propositions. Hope that helps!
Aliza Edelstein
Sr. Director of Product Marketing, BrexDecember 2
I see three parts to driving alignment, both with execs and among all other stakeholders: 1. First, bring them along for the journey. Messaging cannot be done in a silo, and it’s difficult to properly adopt if not everybody feels bought in. Interview your execs and stakeholders to learn their perspective, where they feel the company or product is differentiated, what customer pain it solves, what benefits it delivers. The answers will vary and will be meaningful inputs as you craft and test your messaging. 2. Second, set regular check-ins and milestones with execs a...
Derek Frome
Vice President Marketing,
Painted door tests are your friend here (google it). You could create two or three landing pages with different message variants, each of which leads to a "request access" form. Depending on what your campaign is for, your message testing could be as simple as running it by product managers or account managers. Or you could grab a few web visitors through a Qualaroo survey and interview them. You could grab people and buy them a coffee at a conference. Basically, there's no big trick to this - you just have to do it. If you're getting feedback on your messaging from your target audience or ...
Priyanka Srinivasan
Head of Product & Partner Marketing, QualiaAugust 22
At the end of the day, Product Marketing owns messaging, and there should be general alignment around that. I think that's a really important place to start because literally everyone has an opinion or point of view on messaging, but someone ultimately gets to 'own' it. If in your organization, that's PMM, there should be and understanding across the organization that it's the responsibility of PMM/Marketing to come up with product positioning and messaging. If you're an exec / leader in Marketing, you should be building relationships with other execs to create alignment around that; if you...
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 ...
Eric Petitt
Vice President, Marketing, GlassdoorMarch 17
To drive alignment, make something that execs can respond to. Recently, I created an example “future state” pitch deck to articulate a future narrative for Glassdoor. It wasn’t perfect, but it helped drive discussion and alignment on overall company positioning and direction. But in general, make something for folks to respond to. I think it is so important for product marketing teams to establish credibility and expectations that PMM owns specific artifacts that ultimately help the company make smarter decisions. We have a toolkit of go-to templates that we try to work from for whatever b...
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...
April Rassa
Vice President of Product Marketing, HackerOneSeptember 29
It's key to align around a high-level story that powers success—in sales, marketing, fundraising, product development and recruiting—by getting everyone on the same page about strategy and differentiation. Alignment is difficult. If you can start with your CEO, that is key. Ultimately, your CEO is yuor ultimate storyteller and if she is bought in, then its easier to get the rest of the executive team aligned. The story is the strategy and that should be your starting point. What’s driving your story in the market? New features and functionality … or a bigger promise to your customers?...
Matt Hodges
Head of Product Marketing Craft, Atlassian
I'm out of time, but real quick, Patagonia and Apple are favorites of mine. They both have brands that stand for something, and they continually demonstrate their commitment to their vision in their actions. On top of that, they both have high-quality products.   I  believe that product and marketing are two sides of the same coin–you can't be a successful, sustainable business without one or the other.
Lauren Craigie
Director of Product Marketing, dbt LabsSeptember 14
I start with personas. I develop a thesis about core personas based on sales and customer success feedback, and then conduct user interviews to validate or invalidate those ideas. That's probably the most important bit–my job isn't to just synthesize learnings from within our business, it's to continually test and validate those learnings externally. I then circulate research + personas with key executive leaders (CEO, Head of Product, Head of Sales), until we agree on the shape of each. Then I create a messaging house for the business, and each product line, according to the primary person...
Jiong Liu
Senior Director of Product Marketing, Wiz
Sales is definitely the biggest critic of messaging at Okta. Getting them involved early and often and treating them as a true partner in the process is fundamental. There are 3 things that I always do when it comes to messaging: 1. Partner with the best sellers of your product area. They are experts in reaching your target audience and executing your pitch. If you know they are happy with the message and actively using it, then you've gone a long way in ensuring the message resonates with the right audience. 2. Partner with the technical specialists in your product area. The...
Malli Vangala
Sr. Director, Security Product Marketing, MicrosoftOctober 5
We typically prepare and validate a strong Messaging and Positioning Framework (MPF) document first. Our template typically includes things like the market context, objectives of our messaging (i.e. what we hope to drive/influence), quick single-sentence description of the product etc. Once we have this document, we circulate it among the exec team (typically months in advance of a launch to give everyone enough time to reflect and comment). We also typically have multiple live discussions on the topic (depending on the complexity of the product/launch) and use the MPF document to drive ali...
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.  
Chris Glanzman
Director of Product Marketing & Demand Generation, ESO | Formerly FortiveNovember 2
First, start with data-driven positioning. Who are you in the marketplace? Where are you heading or trying to become? How do you think your competitors are moving in the space? If you skip this step, you'll lack differentiation in your messaging, and you'll get a lot of resistance from executives who think in visionary terms. To build the most effective messaging, you need to start with a deep understanding of how your customers think about your company and why they are buying it in the first place. Draw on insights gleaned from customer blueprints, interviews, surveys, focus groups, looka...
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...
Ajit Ghuman
Director of Pricing and Packaging, Twilio Flex, Twilio | Formerly Narvar, Medallia, Helpshift, Feedzai, Reputation.comSeptember 9
It's hard. Real hard.  Many PMMs make the mistake of starting with messaging. This is a no-no. Messaging comes last and just puts words behind what was already decided. You have to nail this in sequential order.  1. First comes strategy 2. Then comes positioning 3. And finally comes messaging Your CEO owns the strategy. Period. If they don't know where you are going, the positioning will be unclear or may work for a little while until the market or your product evolves. I recall a meeting in a prior company where I aligned with the positioning of our chatbot/customer service...
Elizabeth Brigham
Director, The Jay Hurt Hub for Innovation and Entrepreneurship, Davidson College
Hi all - great to be with you here today live from my home office and spinning vinyl on my turn table as I answer your questions! In terms of sweet messaging templates, I generally go back to the Crossing the Chasm standard mad libs version: * For _________________________________________________ (target customer/audience member) • Who ________________________________________________ (statement of need or opportunity) • The _________________________________________________ (product name) • is a _________________________________________________ (product category/g...
Tracy Montour
Head of Product Marketing, HiredScoreJuly 28
This requires having a strong relationship built on trust with your executive team and, depending on the size of your company, the CEO. Get the executive team involved early and often, and be willing to disagree and commit. Come prepared to conversations with data, market insights, competitive intelligence, and anything else that will help them understand how critical the work you are doing is. Help them buy into "why this messaging" and "why now" by anticipating their questions, bringing a lens of customer-focus, and a broad understanding of the crossfunctional strategic impact. 
Anthony Kennada
Chief Marketing Officer, Hopin
The brand story ought to be the true north for the product strategy. There are so many competing priorities when it comes to setting the roadmap -- getting to feature parity with the competition, executing on customer requests, bug fixes, etc. -- the brand can serve as a useful filter and framework by which you can make decisions and set the appropriate priority. At Gainsight, our purpose was to be living proof that you can win in business while being human first. Human first became our true north from a product strategy perspective -- how did each proposed feature or enhancement on the ro...