How do you increase the Product Marketing function's ability to be a more strategic player in the company and not just the launch arm of the feature factory?

I’m assuming this question is about moving from a focus on the “last mile” of the go-to-market process entailing sales enablement and product launches to more “upstream” ...

This is a great question. The key here is to get involved early - in roadmap planning and product strategy - so that your role extends beyond reactively launching feature...

I hear this pain quite a bit. Many people would likely propose working hard to have a "seat at the table". To me this isn't quite enough. A seat at the table will give yo...

Become the driver of GTM strategy. Going back to the corporate trinity: Sales, Marketing and Engineering, a sound GTM strategy informs Engineering on what to build (roadm...

PMMs have two key superpowers that I'd lean on here. Demonstrating excellence in each has been a major driver in my experience for building credibility and shifting out o...

Several times in my career, I have joined organizations where I had to shift the perception of Product Marketing from being just a launch arm to a strategic player within...

Ultimately, it takes time to build relationships and prove your ability to add real value to be seen as a strategic player vs a launch arm. This can be done by leading a ...

It takes time at any company to increase the visibility of a new department and or function. Building trust takes time and I believe you need to be adaptable and cognizan...

One of the big bets we made in PMM at Chime this year was to commission and activate a deep segmentation study. This has been a bit of a Rosetta Stone for our entire orga...

This is always a tough one, depending on how PMM has been historically viewed within the organization, and how experienced the Product team is at working with PMMs. Many ...

This has to start from the top. Make sure your product marketing leader is connecting with the leaders of other departments like sales/revenue, product management, other ...

Be the expert in what the market and customer want. Do your homework and get the data to back it up. If you can show up to your product team with valuable insights from y...

Get involved early in the product lifecycle through strategic inbound: Broadly, PMM work comprises of inbound strategic inputs, launches, and outbound marketing. Organiza...

This is tough, but it really starts with earning the trust and respect of your key stakeholders. Demonstrate your team's value and be a thought leader in those conversati...

Educate exec and XFN: is there an internal understanding of what PMM does? Are the expectations just to launch the product? Most likely not. Getting a 360 understanding o...

This is a really good question as PMM can sometimes be seen as the "last mile" release arm when really that is such a small fraction of the role. Establish and socialize ...

The Product Marketing function is strategic by nature. If you're not positioned strategically in the organization, you're at a major disadvantage. PMM work isn't just abo...

Gradually increase trust toward your function's strategical capabilities from the different function leaders.It's never easy to gain the trust of other people. Take any o...

Boosting the Product Marketing (PMM) function to be a strategic powerhouse, not just a product launch pad, is JOB #1 for any leader worth their salt. Ever feel like your ...

This is a classic challenge for PMM teams and the unhelpful answer is it will somewhat depend on how your company is set up. However, ultimately it comes down to demonstr...