All related (9)
Jeff Hardison
Head of Product Marketing, CalendlyAugust 10

Each quarter, our team is generally proposing helping with KPIs around:

- acquisition of new users

- activating those new users

- expanding or upgrading users (using their credit card to buy something more)

- retaining those users month over month, and year over year

- talking to sales about our Enterprise plan

How much effort we put it into each really depends on the needs of the business, but we’re generally doing something for each.

Tamara Grominsky
Chief Strategy Officer, UnbounceMay 9

This is going to depend entirely on the growth stage of your business and the health of your customer base.

If you're a startup, you'll need to focus on getting new customers in the door. But, if those prospects or trialers aren't converting into paying customers, or are churning out rapidly in the first few months, then there's no point in adding more into a leaky bucket. You'll need to patch up the bucket first.

In reality, balancing customer lifecycle initiatives will be an evolving and fluid activity. In order to maintain the right balance, you'll need insight into your lifecyle metrics. This means everything from setup and activation rate to churn and retention rate. (I'm a huge fan of the Reforge lifecycle model that they teach in their Growth Series.)

This data is even better if it's at a cohorted level. You might find that for one of your segments you need to focus on retention, but for another segment, the focus should be on acquisition. 

Kacy Boone
Head of Growth Marketing, ClockwiseMay 22

At my current company, Clockwise, we’re focused on acquisition and monetization mostly. We’re a new product and there’s still lots of room for growth at the top of the funnel so we’re prioritizing efforts like nailing paid acquisition strategy, driving demand for the sales team with events and content launches, and experimenting on the user lifecycle to improve monetization.

We have incredible net revenue retention organically, so there's not a need for us to focus on retention at the moment.

Henrique Saboia
Vice President of Growth, Hinge HealthJuly 22

It really depends on the lifecycle stage of the product and the goals/OKRs set up each quarter. But it is very common for growth-focused initiatives to be organized around the audience lifecycle. I often organize my teams, strategies, and tactics around some version of the following but adapted to fit my product needs: acquisition, onboarding, retention, resurrection. 

That way you will empower different team members to be accountable for each part of the customer journey and be able to measure where your product is excelling and struggling. 

Tamara Grominsky
Chief Strategy Officer, Unbounce
It's a great time to get into Product Marketing - demand is high, and supply is low.  In my experience, great PMMs and PMs come from a wide variety of backgrounds, so there is no "one perfect path". They key is to take your existing skills and knowledge and position it in a way that matches the demands of a PMM role (positioning is a key component to PMM, so this will be a good exercise for you to go through!). Also, Product Marketing really is a large umbrella term. Product marketing looks different everywhere, and the role takes different shapes company to company. I would recommend...
Kacy Boone
Head of Growth Marketing, Clockwise
There may be times that a product marketer has qualitative goals, but I’d say product marketing (in my experience) has had quantifiable goals more often than not. I think it’s good practice for both growth marketing and product marketing to think critically about how they are driving value to the business that ultimately moves product adoption, user engagement, and subsequently revenue. More tactically, I’ve often seen growth and product marketing create shared goals on user engagement metrics (e.g. increase user activation by X%) or on product adoption goals (get X% of active user to ad...
Jeff Hardison
Head of Product Marketing, Calendly
This is one of my favorite topics, and I write more extensively about product-led marketing versus sales-led marketing on the Product-Led Growth Collective site: The tl;dr, though: In many product-led growth (PLG) companies non-salespeople (e.g., product managers, designers, engineers, founders, etc.) helping to create the actual product have the initial greatest influence on what product marketing does. In many PLG companies, product marketers find themselves in particular helping out product managers with research, posi...
Henrique Saboia
Vice President of Growth, Hinge Health
Finding the best possible KPI to measure the success of a product both qualitatively and quantitatively is incredibly challenging, and very few companies ever get it right. I have found that the OKR process can be a great help in that process. Specifically, if Growth and Product Marketing share the same objective, they can own different Key Results. Here is a made-up example: At Amazon e-commerce, they may look like this.  Goal: To be the first place where prospective buyers search for products on the internet. Growth KR: To increase traffic and conversion on PMM KR: To cr...
Rahul Chhabria
Director of Product Marketing, Sentry
* Partner with digital marketing to understand the source that drove the user to your property, the actions they took before converting, and the page they converted on (or where they dropped off). * Map out the customer journey from when landing on the website to sign up to active/conversion. Look for the biggest drop-offs and partner with the growth team to A/B test the experience and messaging. * Measure time to conversion. For example, if 10% of new signups are converting to paid in the first week, take what you learned from digital marketing and isolate where these ...