All related (6)
Alexandra Sasha Blumenfeld
Product Marketing Lead, Enterprise, SentryMarch 25

The way that I have done this in the past is by showing repeatable impact to our bottom line. First, I recommend setting up a process to ensure you are diligent in reporting and have accurate attribution in place.

Then you can start testing out the different levers as you look for repeatable pipeline impact. I suggest working closely with your cross-functional counterparts such as BD, product, and sales to ensure you are all working on the same initiatives to see an outsized impact.

Harsha Kalapala
Vice President, Product Marketing, AlertMedia | Formerly TrustRadius, Levelset, WalmartDecember 14

It is critical to have full buy-in from the exec team on the role partnerships play in the company's growth. They should believe in the potential of partner marketing to amplify the partnership's awareness, adoption, and revenue impact. The best way to get buy-in is by making progress and showing traction. There is no better reasoning than evidence to invest further into what is working. I would run with any creative hacks to drive your KPIs and rather ask for forgiveness, not permission to test your hypotheses. Your customers are your strongest marketing assets. Can you find 1-2 customers who will back up your initiatives and represent your voice to the executive team? 

Andy Yen
Senior Manager, Strategic Technology Alliances Marketing, ServiceNow
This is a great question. The partner marketing approach for sales enablement is very different from the traditional product marketing approach of creating a BOM and enabling your own internal sales and GTM teams.  The best way I've found to teach partners about our joint offerings is to ask them to participate in the joint value proposition definition. Getting your internal marketing teams at both companies to participate in this exercise gives them skin in the game, and usually results in a much better result than when this entire process is completely outsourced to a third-party. You ...
Harsha Kalapala
Vice President, Product Marketing, AlertMedia | Formerly TrustRadius, Levelset, Walmart
When starting out, partner PMM work should be an experiment run under core product marketing. The fundamental principles are all the same. What changes in the environment in which you operate, your audience mix, and the non-traditional opportunities you can uncover to get creative in your GTM? Once you see traction and results with the experiments, and the product team is producing a roadmap of new partnerships, it is time to spin off a dedicated partner marketing function to stay ahead of the game. In many instances, the product team leads the calendar on partnerships, and companies are ca...
Priya Ramamurthi
Head of Product Marketing, Platform, Okta
If partnerships are a focus for the organization, partner PMM as a dedicated team is crucial. Within the team, there can be individuals supporting for technology partnerships, cloud alliances and traditional SIs, LSPs & resellers. Depending on the organization and the existing and planned partnerships, the number to support each one could differ. In addition to the typical partner marketing, there can be additional resources geared towards technical marketing.
Alexandra Sasha Blumenfeld
Product Marketing Lead, Enterprise, Sentry
I typically see the partner marketing team tracked on pipeline numbers and opportunities. That said, I think it depends on your partner marketing strategy and your marketing/BD team goals as well. Ideally, we try to balance activities that will influence in-quarter impact where we will see an immediate impact on pipeline (eg digital events, gated content) with activities that are more strategic/longer-term that will see an outsized impact a few quarters (or years) out. eg working with larger partners where you have to establish the foundation, build relationships, build strategic product ...