All related (7)
Victoria Chernova
Director, Product Marketing, Gong.ioJune 8

Ideally, PMM comes in during the product roadmap process. One area where I've seen PMM historically drive value is through market and competitive insights. Especially at Gong, given our product, Product Managers have access to customer insights but oftentimes don't have visibility into opportunities outside of the customer base. 

When it comes to the product lifecycle, PMM should proactively come in very early on. For the same reasons as above, PMM brings a complementary perspective to the decision-making process. By bringing insights from the market, competitive landscape, buyers, and analysts, PMM can ensure that product has considered all inputs when they narrow down on their target user, pain points, and finally solutioning. 

Here is a deck we use internally to help build collaboration between PM & PMM. If you're still struggling with being brought in too late, my advice is to focus on 1-2 deliverables that could really drive value for your product org. Pilot that with a product group or PM, and then go from there. Good luck :) 

Becky Trevino
Executive Vice President Product (fmr VP PMM), Snow SoftwareMarch 2

I am also a huge fan of Amazon's "working backwards" framework where a press release is written at the onset of development. In organizations that use this methodology, it is a great time to bring in the PMM. It also begs the question, when should a press release be written? We typically write in in Phase 5 or 7. I'd argue we should be using this template or another much sooner in the process.

https://www.product-frameworks.com/Amazon-Product-Management.html

Becky Trevino
Executive Vice President Product (fmr VP PMM), Snow SoftwareMarch 2

When looking at the product lifecycle, I typically refer to a framework like Product School’s 7 Phases of Product Development:

• Phase 1 – Discovery
• Phase 2 – Define
• Phase 3 – Design
• Phase 4 – Implementation
• Phase 5 – Marketing
• Phase 6 – Training
• Phase 7 - Launch

The critical points for collaboration occur in phases 5 – 7 described above. In these stages, the PM and PMM work together on messaging & positioning, value proposition, train the sales teams, and build a go-to-market that will lead to the official release of this new product and feature.

While these final 3 phases are the most critical, I would argue that the best run PM and PMM organizations bring PMMs into the product development process much earlier than Phase 5. My preference is that PMMs be brought in at Phase 1 – Discovery. If you are brought in at the onset, you will have a better understanding of the customer and the market enabling you to have an improved perspective on how the narrative may need to adapt.

A clear line that can be drawn in ownership involves groups you support in getting a product to market. PMM teams I have led typically own any part of the launch plan involving Sales, Sales Enablement, Partner Enablement, and Marketing. PM’s often own training Sales Engineers, Technical Support, Professional Services, and ensuring the demo environment has been updated with new features. If PM and PMM have done a good job at collaboration, key deliverables such as value prop, messaging hierarchies, use case updates have been completed before Phase 5 of the product development process.

Link 7 Phases - https://productschool.com/blog/product-management-2/career-path/7-phases-of-product-development/

Joshua Lory
Sr. Director Product Marketing, VMware | Formerly Accenture, United States Air Force
Here are some OKRs my teams track for product launches: Awareness - Web, social and blog activity (impressions, engagements and link clicks) Sales if not self-serve - MQLs and SQLs Time to value - how long does it take a customer to onboard and get value? Consumption - How often are new features being used (DAU / MAU) Renewals - NRR
Becky Trevino
Executive Vice President Product (fmr VP PMM), Snow Software
The job of Product Management should be to focus on solving customers problems not simply shipping new features no one is going to use.  If this behavior is isolated to one Product Manager, then I would work closely with that PM to understand the key metrics of success for that feature which should relate back to some form of product adoption.  If this behavior is broad – meaning the entire PM organization cares more about shipping features than solving customer problems – then this is a very tough problem. You can’t solve this yourself. Only the Head of Product can solve this problem...
Lauren Craigie
Director of Product Marketing, dbt Labs
A few answers here, based on use case!  Naming inside the product (like features, tabs, or experiences) would be handled by PMM during the launch process. PM is likely to have ideated an internally-referenced name early on, but as we get past the beta and understand what value users actually derive from the feature, PMM adjusts to better match what the user would expect to see, for the task they want to complete. Other copy in the product UI that describes what a function is, or does, in the shortest and sharpest way, is handled by our design team (which sits inside our product org). ...
Victoria Chernova
Director, Product Marketing, Gong.io
Both are super valuable, and gaining experience in both will make you a well-rounded PMM. Great for when you lead a team in the future :) That being said, it also depends on what you enjoy. Having done both, PLG PMM work feels more B2C to me, where most of my time was spent working with campaigns, brand, and copy teams (other than product of course!). So if you enjoy working on customer journeys, creative briefs, and marketing assets, then that's a great fit for you. Whereas with SLG motions, your primary stakeholders are enablement and the field. In these roles, I've worked on messag...