All related (58)
Vishal Naik
Developer Marketing Lead, Google Assistant, Google | Formerly DocuSignJanuary 18
The biggest thing I consider is that the messaging created is about the customer and what they are thinking/feeling/experiencing. Rather than what we are building and what we are selling. I've kept a messaging template from a previous org where we focused on market context, customer pain points, a customer's unmet needs, and how all of those funnel into your org's differentiated point of view. Your product supports all of this, and your product tells a story of how your organization (nuance: not just the product you are crafting messaging for) solves this customer need. So if you're tellin...
Jeffrey Vocell
Head of Product Marketing, Narvar | Formerly Iterable, HubSpot, IBMDecember 11
Great question. This gets at the heart of managing others, while also is central to our role as product marketers. As a manager, it's your responsibility to ensure that the right milestones are being hit which means that was the right process followed for creating messaging? Did that product marketer do background research, or run a research report to inform their positioning? Did they talk to any customers, prospects, or closed-lost accounts? Did they share the messaging with the right stakeholders? These are just some questions that come to mind, and as a manager, you should define th...
Danny Sack
Director Product Marketing, SAPJune 10
If the marketing machine has been created correctly, this should be fairly measureable. In a prior role we had an excellent demand generation team who tracked how different messaging worked over time. We could run little A/B tests on our dotcom and outreach to see if any messages were particularly effective.   All of this is really nibbling around the edges though. Your product messaging needs to clearly articulate the problem customers face, and how the product helps them.   A colleague once said that his rule of thumb is that the solution needs to drive 10X the value to a customer o...
Catlyn Origitano
Senior Director Product Marketing, FivetranApril 12
I am a project manager at heart. So I push the team to be the same. We have our roadmaps which we present and then turn into tickets for overall tracking. We also have a monthly reivew on areas of the business - so this let's us check in on how things are going and what is getting done.  For messaging and materials in particular, we do a quarterly review of our materials. We try and make it fun - we listen to different music, everyone picks a song, and we go through and update and verify our materials. Building in those mechanisms are important so that they actually happen!
James Huddleston
Head of Product Marketing, CheckrDecember 16
I ask them a lot of hard questions to understand how they came up with the messaging they did. I want to hear from them what customers they talked to or surveyed, who else they worked with internally to refine the messaging, and I try to poke holes in the benefits they cite to pressure test it. I am also very critical about making sure we are leading with value and that the messaging is extremely clear and consice. 
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...
Kevin Garcia
Head of Product Marketing, RetoolApril 16
1. Make talking to customers integral to their role. By keeping your team as connected as possible to the customer, they will develop 1) sharper intuition and 2) a network of customers they can tap into for feedback on future projects.  2. Give them space to develop messaging that matters. Clean, clear, concise messaging is not every PMMs strong skill. You need to let people work through their messaging, test it in the wild, and hear broad feedback for them to learn quickly what works best. 3. Create a culture of peer review to scale best practices. Each PMM is going through different m...
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.