All related (11)
Hila Segal
VP of Product Marketing, Observe.AI | Formerly Clari, Vendavo, AmdocsMay 29
  1. Listen to sales/CS calls. As a team on 1 you can't be on every call but make it a weekly habit to listen to at least 5-10 calls (you can listen at 1.5 or 2x speed 😊). Be strategic about the calls you listen to - use keyword search or tagging for key topics of interest that are relevant to your business like competitors, pricing, implementation, ROI, etc. This will give you great insights into what your customers and prospects care about and how your team is responding. 
  2. Read G2 reviews. There's so much information shared in these reviews about what your customers like or don't like and what matters to them. You can also make it a fun activity with your CS team - once a quarter host a happy hour and each one reads a couple of reviews out loud (record it and you have a great video to share on social). 
  3. Follow NPS comments. If your team is running NPS surveys, comments left by your customers are also a great source of intel. You can btw, easily turn these comments into customer quotes that once approved can be used in your marketing content, social, sales deck, etc. As a marketing team of 1, you need to multiply yourself so this will allow you to kill 2 birds with one stone. 
  4. Set a goal for yourself to talk to at least x customers every quarter. It can be a formal interview or just listening in to a customer QBR.   

Nikhil Balaraman
Director, Retailer Product Marketing, InstacartMarch 22

Well first of all, it’s always tough to be a team of one. You are definitely going to have to ruthlessly prioritize and as a team of one, it can be easy to get stuck as the sales content/collateral & product launch factory. So with the spare time that you have, I think a few things that can help you understand the customer a bit better perhaps in order of ease:

  1. Sign up for daily newsletters from the industry trades that you’d want to cover your launches
  2. In those newsletters sign up for the webinars that come thru, or webinars from competitors that you think your target market would be interested in
  3. Set up and automate reports from your CRM to your inbox anytime there are deal notes…things like competitors mentioned, closed won or closed lost reasons – obviously this is dependent on good CRM hygiene, but try and get sales folks to put notes in the system and help them see how it will help you better position products for them to sell
  4. Get on calls, or listen to recordings if you have the tools…this is usually the most helpful way that I’ve found to get into the mind of a prospect/customer whether it’s to sit on calls with sales or customer success and hear how customers are articulating their needs/pain points
  5. Go to industry conferences either as an exhibitor or as an attendee to hear sessions and meet customers in real life!

Good luck!

Anthony Kennada
Chief Marketing Officer, Hopin
I don’t see a difference actually, at least for technology companies. At the end of the day, customers don’t want your product, they want outcomes that your product (and company) help them derive. Few examples: • Uber/Lyft sell the ability to get from point A to point B without a car. The app is just a vehicle (pun intended). • AirBnB sells the ability to belong / feel at home anywhere in the world. • Etc. Start by deeply understanding your persona and work backwards from there. Understand the jobs they’re looking to tackle and how your product and company both have a role to play in conc...
Abdul Rastagar
GTM Leader | Marketing Author | Career Coach,
Measuring effectiveness around anything, including personas, starts with knowing what the goal is. Why are you building personas in the first place? Some common uses for personas tend to be for message development, sales training, product design or campaign creation. But there are plenty of other reasons as well. Knowing what the goal is leads to measuring effectiveness, which usually has a process component and an outcomes component. The former can be somewhat qualitative but the latter almost always requires some type of data-driven A/B testing. For example: • in product development, did...
Diego Lomanto
VP, Product Marketing, UiPath
Hi - yes - I definitely recommend sharebird's resources. I also love a few books on positioning. First the classic book here is from Al Ries and Jack Trout and it's called "Positioning: The Battle for your Mind." I also recommend "Obviously Awesome: How to Nail Product Positioning so Customers Get It, Buy It, Love It" by April Dunford
Greg Hollander
VP of GTM & Strategy, Novi
I’ve typically seen segmentation and personas fall flat in one of two ways: either they were purely based on readily available internal data (usually, transaction or product-focused), or they were purely based on external interviews and didn’t come with a perspective on how representative they were of our customer or prospect base.  The result: Sales uses one, Product uses another.  To drive towards maximum alignment of “who is our customer, and what do they care about”, it’s important to merge both of these approaches.   My recommendation would be to start with one or the other, depending...
Nikhil Balaraman
Director, Retailer Product Marketing, Instacart
Depending on your target marketing and how active they are on these type of review sites, you may end up finding that G2 and TrustRadius are actually more effective than analysts. This is more likely to be the case if your economic buyer and your user personas line up more often than not, as it is not uncommon for buyers, especially of single seat tools or point solutions, to buy that software similar to how one might choose a restaurant for dinner in a city they’re visiting. As you start to move upmarket and your buyer personas turn into committees it does become less likely that G2 and...
Nipul Chokshi
Head of Marketing, Atrium - Data Driven Sales Management
Depends - if you’re able to differentiate enough to be a #1 or #2 player in the market, stick with the current category. I would, however, start to amp up the thought leadership so that you can influence the category more going forward so you can start to play your own game. Not knowing more details its hard to go into specifics here, but you could also consider creating an off-shoot of the current category (again leaning into your differentiation) and tell the story around how “other vendors are doing things the old way” and you’re providing a “new way” to solve the problem [of course thi...