All related (40)
Madeline Ng
Head of Marketing, Google Maps Platform, GoogleDecember 17

At my current company, these roles are different and lean on the different skills that you mention! That said, at smaller organizations, or even smaller marketing organizations, you may not have the luxury of having different individuals occupy each role. 

If you are in a spot where you aren't able to add dedicated headcount to partner with product or creative separately, I'd suggest having a conversation about priorities with your leadership and using that to guide not only the talent you bring on, but the allocation of time on activities for those individuals. While it may feel like too much to execute on both capabilities simultaneously, it's also exciting and a benefit of being at a small company!

Nate Franklin
Director, Product Marketing, AmplitudeJanuary 26

I see those as different skills sets and usually different teams but I don't think there are strict lines in between them. Product Marketers should own the story, the core positioning and messaging, the surrounding context / thought leadership and GTM strategy. Ideally there are counterparts in integrated marketing, campaigns or growth marketing to help make that come to life. 

But I think there's also what is ideal on paper and what is practical in real life. More often then not those integrated brand / campaign teams are swamped and not only serving the needs of product marketing. As a result, PMMs will more often then not need to stretch into what it specific assets and content needs to be created - whether that's videos, ebooks, blog posts, etc. And quite frankly, your partners in marketing will thank you if you come to them with ideas and they you can brainstorm the best path forward. 

When I am hiring PMMs the core positioning and messaging skills matter the most, but I also want to know that they can stretch to think and how should this be brough to market. 

Jessica Webb Kennedy
Head Of Marketing, Tailscale | Formerly Atlassian (Trello), HubSpot, LyftJune 16

I think there is a ton of value in having these teams work closely but separated into specific pods. As you noted, there are different skillsets here and they can be even more effective when given the space to own their domain expertise. That being said I think when PMM and Brand get too far from each other the end results suffer. I often think of PMM & Brand like a zipper in that they are stronger together and work in tandem. It's essential that brand messaging aligns with the product experience and that launches are appropriately timed and presented in the market. For all of these reasons, I am a fan of having these teams ladder up to the same marketing leader but for they also to be split into separate smaller teams/pods for ownership and skill alignment. 

Kaitlin Yount
Senior Director, Product Marketing, LinkedInAugust 24

On the Consumer side (where I sit) we have Brand Marketers and Product Marketers. Product Marketers need to deeply understand the value prop, positioning and user needs of the product. A big part of the PMM role is Inbound - leveraging research and insights to influence product strategy. When a PMM has Outbound work they need to do, we work very closely with our Brand counterparts to ensure our campaigns are consistent with the overall Brand message, and don’t conflict in terms of timing and channel.

Aneri Shah
Head of Product Marketing, Ethos | Formerly Meta, MicrosoftFebruary 17

Yes, great question! As a PMM, I've always worked closely with a separate integrated/brand marketing function. The PMM sits closer to product/eng, is more initimately familiar with the product, owns inbound product marketing (including user insights, strategy, competitive benchmarking, roadmap prioritization etc.). When it comes to outbound marketing, PMM sets GTM strategy and works with a variety of GTM stakeholders, including comms and integrated marketing, to bring a launch or campaign to life. The integrated marketing team usually works with a group of PMMs covering an entire product area, which has the benefit of upleveling how the brand shows up to consumers and ensuring you're telling the right brand narrative, versus a product specific narrative. They also have more specialized skillsets, such as working closely with creative teams (or being creatives themselves), are accountable to brand/campaign goals rather than product goals (e.g. driving Q4 sales vs. driving adoption of X feature) and are great thought partners for how a product will show up to consumers. 

Brianne Shally
Head of Product Marketing, Nextdoor
* B2B and B2C are both H2H (human to human) marketing at the end of the day. I’ve seen folks try to say there's a strong distinction and to ‘pick a lane’. I’m of the mindset that B2B and B2C are more similar than different. I’ve found my experience in B2B especially, in demand gen, has helped me with B2C thinking through app store activations and vice versa.  * That said, here’s the minor nuances that I’m oversimplifying:  * Sales Enablement: You must work closely with the Sales team to ensure they are prepared with a deep understanding of the marketplace, personas, ...