All related (6)
Kacy Boone
Head of Growth Marketing, ClockwiseMay 22

If there’s a Growth Product & Engineering team that has enough work to support a growth product marketer, then I’d say it makes sense. Their work and scope should be closely mapped to the roadmap of the Growth Product team. Typically will be focused on experiments to improve core user metrics through product adoption, rather than big GTMs / product launches. 

Tamara Grominsky
Chief Strategy Officer, Unbounce
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 m...
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: https://www.productled.org/blog/marketers-prepare-product-led-growth 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 Amazon.com 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 ...