All related (6)
Harsha Kalapala
Vice President, Product Marketing, AlertMedia | Formerly TrustRadius, Levelset, WalmartDecember 14

When starting out, partner PMM work should be an experiment run under core product marketing. The fundamental principles are all the same. What changes in the environment in which you operate, your audience mix, and the non-traditional opportunities you can uncover to get creative in your GTM? Once you see traction and results with the experiments, and the product team is producing a roadmap of new partnerships, it is time to spin off a dedicated partner marketing function to stay ahead of the game. In many instances, the product team leads the calendar on partnerships, and companies are catching up on GTM activities. Flipping this and putting marketing planning ahead of product releases always ends up being a great asset to the company. 

Priya Ramamurthi
Head of Product Marketing, Platform, OktaNovember 10

That’s a great question. Let me start with some background.

In many traditional large organizations, partner marketing teams up with system integrators (SIs), large area resellers (LARs)/licensing solution partners (LSPs) and a variety of resellers. These would make the bulk of your partner sales. Hence organizations focused on the relationship with the best SIs, LSPs and resellers. Independent software vendors (ISVs) only played a minor role.

In today’s SaaS world, organizations realize that marketing and selling with other technology partners (ISVs) is as important. This is often accomplished through APIs within the product. This is where product marketing comes in. In addition to typical product marketing for new features, partner product marketing involves a deep understanding of the value of both products together instead of individually. This is an additional layer of complexity compared to typical product marketing, which I find very exciting.

Andy Yen
Senior Manager, Strategic Technology Alliances Marketing, ServiceNow
Honestly, having worked in both product and partner marketing, I don't think product marketing teams focus enough on partnerships. Product strategy to me is simple, it involves three components: "build, partner, buy". Based on my own experience, product marketing teams are great at executing the "build" aspect of the strategy - new product launches and adoption of new features. However, as companies and products mature, features in new releases become more incremental, so it's important to tell a broader story around your ecosystem. Most product marketing orgs will dedicate a specific role ...
Harsha Kalapala
Vice President, Product Marketing, AlertMedia | Formerly TrustRadius, Levelset, Walmart
Sales will always welcome your support when you can clearly demonstrate that you are helping them drive more sales. Map out how your partnership initiatives will help deals directly or indirectly. How will you help them hit their numbers faster? Get buy-in from sales leadership, and then enable the sales team with any materials and training they need to take the next step. Make their job easy and rewarding, and they'll do it with you. One approach that always helps is to pick 1 salesperson who others look up to on the team to be your ally. Let them speak for you on how you are helping her d...
Priya Ramamurthi
Head of Product Marketing, Platform, Okta
If partnerships are a focus for the organization, partner PMM as a dedicated team is crucial. Within the team, there can be individuals supporting for technology partnerships, cloud alliances and traditional SIs, LSPs & resellers. Depending on the organization and the existing and planned partnerships, the number to support each one could differ. In addition to the typical partner marketing, there can be additional resources geared towards technical marketing.
Alexandra Sasha Blumenfeld
Product Marketing Lead, Enterprise, Sentry
The way that I have done this in the past is by showing repeatable impact to our bottom line. First, I recommend setting up a process to ensure you are diligent in reporting and have accurate attribution in place. Then you can start testing out the different levers as you look for repeatable pipeline impact. I suggest working closely with your cross-functional counterparts such as BD, product, and sales to ensure you are all working on the same initiatives to see an outsized impact.