All related (7)
Kacy Boone
Head of Growth Marketing, ClockwiseMay 22

Make sure it makes sense first! Do you have a Growth Product team to pair up with? Is Growth well resourced at your company? Is there already a Product Marketing team? A growth marketing team? 

I obviously have lots of questions in order to be helpful here, but I think reading through the other answers here on this AMA might also point you in the right direction. If you answered yes to the questions above, then I would start by making it crystal clear what the Growth PMM team will do, establishing swim lanes, and get lots of feedback from cross-functional stakeholders. 

If you want to follow up with more details, I’m happy to provide thoughts. You can write me at

Chris Glanzman
Director of Product Marketing & Demand Generation, ESO | Formerly FortiveAugust 11

You could probably write a book on this. To keep it simple, start with the function's core purpose or functional anchor. Depending on the rest of the company structure, it will probably be something close to "define how XYZ Company talks about our product(s) to our market to facilitate growth". This examle is Messaging & Positioning heavy. 

From there you should design the function to execute flawlessly against that core purpose. I over-index on process orientation & thinking (blame my engineering background), so I design for inputs and outputs. Generally, this is where functional partnership happens. You'll need information and deliverables from other groups. Likewise, other groups will need your outputs.

With all that in mind, here is where I'd start from a tactical perspective:

  1. Have conversations with customers and prospects. This input is less focused on functional partnership, but it would be a disservice to leave it off any list of key inputs for Product Marketers. Find a way to make this happen. It could be win/loss interviews, survey follow-up calls, or joining sales meetings. This is the most important item on this list.
  2. Get information from product. Joining sprint demos can be an effective way to see what's changing in your product(s). This is a great starting place becuase it likely already exists as a standing meeting, and they typically ocurr a little before genaral availability of the enhancements.
  3. Get customer friction points from Support, Education, Onboarding, etc. These customer-facing teams are a gold mine of information for a Product Marketer. They should be intimately familiar with what upsets customers and what confuses them. You might gather this information from the customer-facing teams along with Product. That will let you collaborate with Product on fixing the root cause of the customer issue.

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: 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 ...