for example, how do you tie products to fit together instead of going to market with one product/one focus point?
3 answers
All related (28)
Lizzie Yarbrough de Cantor
Senior Director of Product Marketing, InVisionOctober 28

This is a topic I am super passionate about at the moment. We are going through a lot of this with my current team. It can be so easy to find yourself launching and communicating to your customer in the way your product team is organized instead of how that customer experiences your products. Also don’t sweat too much, this is natural because of how most product marketing teams orient themselves to their product and engineering organizations. But let’s be real, it’s a bad habit.

Here is how we are tackling it currently:

  1. Give yourself permission to organize based on your customer’s vantage point: For us, this means defining persona ownership for each member of the product marketing team. For some of my other PMM colleagues, it may mean owning specific points in the customer lifecycle like activation or growth and retention. When each PMM is given space to go deep and focus on a specific audience segment’s perspective as they search, discover, use, and hopefully find value in your products, they are able to see your product suite with new eyes.
  2. Don’t forget to organize for customer impact: My first bullet may sound too rosey. You can’t forget to support your partners in product management as they release and push updates to the product. What we have done at my company is take a really critical look at our product team and allocate dedicated product marketing coverage only to those squads who are shipping features that have an impact on the customer. In an ideal state, I’d like to see my team spending 75% of their time thinking across our full product suite to make sure we are driving the most impact for their persona, and 25% of their time making sure we stay on top of our product release cycles. Also, build a good launch tiering system for yourself to make sure you aren’t spending too much time on small features. A support article is often enough!
  3. Find creative ways for your whole team to get together and repackage: I cannot say enough for how valuable I find it whenever the full product marketing team at my company can get together for creative workshopping time—we call it “the braintrust” on our team. :) It is really easy to only focus on what’s new when you are launching something, but that is not giving credit to the amazing product you are supporting! Any new feature may allow you to speak differently about value when packaged up with all the other goodness already built into your product! Using a visual collaboration tool—like Freehand or Miro—to map out customer segments, what they care about most, and then seeing how your different product offerings fit into those is a really good place to start when trying to think bigger about your customer journey.
  4. Be willing to test it out ahead of your sales team: I find that one of the most important ways I build trust with my sales org and confidence in a go-to-market plan is being willing to throw myself in the ring first. Most products often go through some sort of pre-release or beta phase ahead of a GA release and campaign. Use this time to start testing out messaging and value statements on real customers, and think about how it might package up better if you look across products. Get yourself a BFF or two in sales and ask if you can try out early cuts of decks or demos on a few of their customer calls. Most reps are thrilled to have a product expert on with their customers!
Jessica Scrimale
Senior Director of Product - Datafox and AI Applications, OracleAugust 17

Ooh, this is a fun one and a big one! This is solution selling, and it starts by understanding buyer needs and pain points. Uncover the pain points your buyers are facing, and then map outcomes that your company can deliver on - not individual products - to those pain points to form an outline for your story. Stay away from product and feature names and paint a vision of what is possible for the buyer (e.g., transform the way you do X) if they become a customer. I like to focus on the emotional benefits (e.g., feel more confident about X, empower your team to do Y) along with the organizational benefits in order to make the story more engaging.  

Mary Margaret
Editor in Chief, Entertainment WeeklyMarch 11

This is a meaty question with answers that don't fit neatly in this rectangular box, but will try!

First, make sure you are telling a story: Are you clear on who you are serving? Are you clear on the pain points to be solved? What is the change in the world that has caused those pains? How do your products uniquely address/solve/ease those pain points? 

Secondly, within that story, make sure you don't lose the value props of the individual products. Not every buyer is going to be a multi-product sale from the start. 

So think of it as an inverted triangle. Start with the broad story and get more and more specific. Change in the world, who you are solving for and the pain they are feeling, how you are uniquely solving for that at the multi-product level, how you uniquely solve those thigns on a single product level. 

James Winter
VP of Marketing, Spekit
INTERNAL TRAINING MATERIALS/DECK Education should always be a big part of launching the product. The first thing you need to accomplish is getting the sales team to actually care about whatever it is that you're launching. Try not to make this overly academic, make sure you're getting the point across as to what the opportunity is for the sales person to make money.    BETA/EARLY ADOPTER CASE STUDIES I always try to avoid launching products without a couple of well produced case studies from early adopters/beta users.    LEAVE BEHIND MATERIALS Could be a deck, a one pager, somethin...
Daniel Kuperman
Head of Product Marketing, ITSM, Atlassian
This is done in conjunction with your sales enablement team, if you have one. Ideally you will look at the key priorities for sales enablement which you gathered directly from the sales team either via surveys (if you have a big team) or informally during a feedback session (great for smaller orgs). Part of the prioritization process involves looking at: 1. What are the most requested enablement topics or needs 2. Which of those will have the highest impact in a seller's ability to meet their quota 3. How much effort is required to deliver it From there you plot along the timeline ...
Dave Kong
Head of Product Marketing, Scale AI
I know that this is sometimes an incredible challenge. I think the challenge specifically is around balance. A balance between: What are metrics indicative of your business / GTM goals? AND What you can control? This requires leadership buy-in from multiple groups — ideally they would understand Marketing and Product Marketing (this is not always the case!) Based on Your Goals, I would then identify metrics. Some examples below: * GTM / Revenue Initiatives —> Before and After Analysis (ideally based on something specific) * Content —> Content Metrics  * Support —> NPS 
Roopal Shah
Head (VP) of Global Enablement, Benchling
I love Agile practices for this...my teams have always followed a process of Intake prioritization, and constant backlog grooming to feed a roadmap. A roadmap typically is a combination of the absolute must haves (e.g. events like SKO or infratsructure projects like getting an LMS in place or what not), and should haves (e.g. key strategic goals, new product launches requiring enablement, etc.) and some white space for all those things you can't possibly plan in fast growth companies. 
Gregg Miller
VP of Product Marketing, Oyster®
Man, I love this question! As PMMs so much of our work only has impact if it has engagement from others, and the only way to get that engagement is by having credibility in the organization. This won't be a perfect list or exhaustive, but some things that come to mind are: * Take the time to understand their world: Get out in the field with them, get to know them over drinks, learn what customers are saying about how the product is/isn't meeting their needs, see how our assets do in the wild, etc. There's so many steps we can take to demonstrate we care, that we recognize t...
Charlene Wang
Vice President & Head of Marketing, Fin.com
In this case, you would first want to enable your sales teams on the new persona, including what this persona generally "looks like", relevant pain points, and other information to help sales successfully reach these personas. You will have more a heavy lift in educating sales on how to successfully sell this product compared to a product that's built for the personas that your sales team is already used to targeting. Beyond sales enablement, new target personas will sometimes require a broader rethink of the go-to-market strategy. Is your messaging and content properly targeted to this ...