All related (37)
Uri Kogan
VP Product Marketing, OnPlanMarch 1

This is such a great question. It's not easy. The best way, which is not always (rarely?) possible, is to have enough knowledge and market intelligence to identify the ways two segments are different that it becomes evident that serving both isn't practical. For example, let's say your product solves a problem that both medium and enterprise-scale companies could benefit from, but you believe that medium-size companies are the right segment to focus on for now. What makes enterprise not worth going after? Do they have more complex intergration requirements? Security protocols? Customization requirements? If you can figure out the dimensions that make it challenging to serve both segments, you'll have a better shot at showing product that an everything-and-everyone strategic isn't focused enough to drive success.

Joshua Lory
Sr. Director Product Marketing, VMware | Formerly Accenture, United States Air ForceJanuary 6

By presenting a particular customer segement in the light of the total addressable market. You'll be in good shape if you can clearly show a business case that carries signifigance in the following areas. For example, how does addressing a particular segment move the needle on revenue, competitive positioning, company vision and customer satisfaction vs addressing other segments? 

April Rassa
Vice President of Product Marketing, HackerOneApril 2

You need to understand which customer segments you will tackle first and in what order. Not only will this exercise help define your Go To Market strategy but it also will greatly impact your MVP. I like to think of this incremental Go To Market strategy as a customer acquisition roadmap. A product roadmap needs to align with a customer acquisition roadmap.  

So, you need to identify who your innovators and early adopters are and the customer personas/segments that fit within them in order to optimize your product at launch to meet their needs. Then, working with Product Management to align on those is the first step. Happy to dig into more details if you require here. Just let me know.

Gregg Miller
VP of Product Marketing, Oyster®September 25

If you have the right data and methodology, the value of the recommendation should be self-evident. There's a few steps to doing this well

  1. How you segment: First to note is whether you're segmenting the market or your existing customers. Sometimes you'll want to talk about the market: our existing customers only represent 60% of the overall market and there's a segment making up 40% that we need to be going after! Other times you'll want to talk with product about a segment within your existing customers: these 10% of customers represent 80% of revenue, but everything we've built over the past 12 months has only been meeting the needs of the 90% low-value customers, so we need to better serve unmet needs of the 10% if we want to grow the business. Note that even if you want to have an existing customers conversation, you'll need at some point to have the market segmentation in order to increase your credibility that you're covering all your bases.
  2. Build trust in the methodology: If you're going to product with a segmentation based on anecdotal evidence (e.g. you spoke to five sales reps and a couple customers), it is much more likely that your recommendation will be dismissed. Use a rigorous methodology that leaves as little to doubt as possible. Then make sure product understands that rigor. If they trust the methodology, they'll trust the numbers, and they'll trust the recommendation.
  3. Use opportunity sizing to make your point: It's not enough to identify which segment(s) you think are most important to focus on. In order to put it in terms that will resonate -- not just for product, but leadership, too -- you need to get some $$$ impact estimates incorporated into your recommendation.

Happy to talk more about other aspects of this if you provide additional specifics of what your situation is!

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...