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All related (164)
Leah Brite
Head of Product Marketing, Core Product at Gusto October 1
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, languag
Jeff Hardison
Head of Product Marketing at Calendly August 11
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
Priyanka Srinivasan
Head of Product & Growth Marketing at Qualia August 25
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 o
Leandro Margulis
Head of Product at Prove September 8
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
Hien Phan
Director of Product Marketing at Amplitude October 6
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
Christiana Rattazzi
VP, Industries & Platform Product Marketing at Okta November 3
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 c
Eric Petitt
Vice President, Marketing at Glassdoor March 18
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
Aliza Edelstein
Sr. Director of Product Marketing at Brex December 3
I see three parts to driving alignment, both with execs and among all other stakeholders: First, bring them along for the journey. Messaging cannot be done in a silo, and it’s difficult to properly
April Rassa
Product Marketing at Cohere | Formerly Adobe, Box, GoogleSeptember 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 differentia
Rahul Chhabria
Director of Product Marketing at Sentry October 7
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 prepa
Malli Vangala
Chief Strategy Officer at Circana | Formerly Microsoft, SAP, McKinseyOctober 8
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. w
Lauren Craigie
Head of Product Marketing at Cortex September 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
Jeffrey Vocell
VP of Product Marketing at | Formerly Narvar, Iterable, HubSpot, IBMApril 8
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 bou
Ajit Ghuman
Director of Product Management - Pricing & Packaging, CXP at 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 sequ
Chris Glanzman
Director of Product Marketing & Demand Generation at 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,
Tracy Montour
Head of Product Marketing at HiredScore July 29
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