All related (38)
Harish Peri
Head of Product Marketing - Security, Integrations, Mobile, SalesforceJuly 27

PMMs can provide a scaling function for sales and success teams. Usually sales and success teams will offer inputs based on their experience with their territory, accounts or regions. PMM can help ask the right questions that can get to the root of buyer needs, synthesize feedback across sales/success teams, spot patterns and help PM teams make decisions in a more holistic way.

Margueritte Harlow
Head of Product Marketing, Square Banking, SquareAugust 30

While the working relationship between product marketing and sales and success may depend on how the organization is structured, these teams provide crucial insights into customer needs regardless of where they sit.

At Square PMMs are embedded in product teams and sales and success sit in different parts of the org. PMMs are responsible for representing the voice of the customer in product development and sales and success teams provide critical inputs into that voice. It’s really helpful to have an established, measurable feedback loop with those teams to understand how certain feedback is impacting customers and business results, for example what is impacting win/loss with sales? What are the top inquiry drivers from success teams?

PMMs are responsible for collecting customer inputs across sales, success, and several other teams, synthesizing those inputs into actionable recommendations, and partnering with the rest of the product team (PM, Eng, Design, Data Science, Research) to prioritize based on a holistic plan to both create customer impact and drive business goals.

Mary Jane Han
Product Marketing Director, RoofstockFebruary 1

A PMM’s success is largely due to how tightly they partner with sales and product.
A successful product marketer champions and owns customer voice. Your role is to synthesize all the insights across research and customer feedback to inform sales strategy and product roadmap. You also drive the go-to-market for new product launches which includes defining the target audience, positioning, messaging and the marketing campaign. Target audience, positioning and value props should be defined early in the process as it will largely shape the Product requirements which usually has longer lead time. That will eventually inform how Sales speaks to customers and tools the team needs to overcome objections.  

In addition, you will own the strategy and creation of sales enablement (case studies, webinars, blog, etc.) along with marketing campaign across paid (search, social, affiliates) or organic (PR, SEO). You will also put yourself in the shoes of the customer to ensure a seamless end-to-end experience. Nothing is ever perfect right out the gate and it’s important to pre-emptively troubleshoot areas where there could be friction by ensuring the messaging is right and creating appropriate content, tools or internal processes to mitigate any areas where customers may experience confusion.

Finally, you will define and create the tracking mechanisms to measure success. This is often done in collaboration with sales and product depending on the metrics and where that data lives. However, you and/or in conjunction with product, will be responsible for reporting on the results of product launch often along with implications to business, sales strategy or future product roadmap.

Priya Gill
Vice President, Product Marketing, Momentive
Funny enough, this was completely a Marketing led rebrand. Product roadmap didn't play a role in guiding the process because we already had the right set of products, we just didn't have the right message or name in the market. An important part of this repositioning was strongly signaling to the market that we are no longer just a surveys company. This has actually been true for a while, but even our own customers had little awareness of some of the other products in our portfolio. But it’s hard to convince the outside world that we’re more than a surveys company with a name like SurveyMon...
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
In my experience, the most powerful tool for influencing the Product Roadmap as a PMM is customer insights. If you can clearly demonstrate customer pain points and inspire empathy, that tees up the opportunity to be part of the discussion around how you might meet those needs through product solutions. From a timeline standpoint, I find aligning on prioritization to be the most effective lever. One way to approach this is to look at the roadmap, estimate the business impact of all key initiatives, and assess whether delivery dates should be re-stacked to address the most impactful projects ...
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
Great question! A lot of collaboration can come from shared KPIs, so it's great to align where possible. I'll divide this into two groups, on-going and launches. On-going KPIs: * These should largely be goals you can both impact over time. Things like adoption, revenue (particularly if there's a freemium, or PLG motion at your company), retention, NPS.  * For example, with adoption there are product changes that can likely be made as well as dedicated marketing done to drive success. At Iterable, we were working to drive adoption of one of our AI products and did just this...
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...