How important are use-cases to a product marketer's role? I have Senior execs wanting new use-cases all the time, but they are never used in the right way. It is time-consuming.
ThoughtSpot Senior Director of Product Marketing, Christine Sotelo-Dag on Stakeholder Management
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Gong Director of Product Marketing, Sherry Wu on Stakeholder Management
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Related Questions
How can I gain influence with Product, especialy around input into their roadmap, when they're used to operating without a Product Marketing Manager?What pointed recommendations do you have on gaining influence as a new member of an organization or as a junior product marketing team member?How do you show the responsibilities (and value) of product marketing to executives and beyond? How do you differentiate product marketing's role from other marketing teams (demand gen, content, etc) to your organization?Do you approach stakeholder management differently based on the team you're talking to? (Product, Marketing, Sales, Growth, Customer Success). And if so, how?How have your product marketing teams traditionally worked with your demand generation / growth marketing team?What strategic value can Product Marketing and Sales Enablement partnership drive?