All related (10)
Ryane Bohm
Director, Product Marketing, | Formerly Salesforce, GEApril 14

I tend to keep my communications short, sweet, and to the point while keeping the mentality of "what's in it for them" at the top of my mind. Bullet points and a TL;DR summary help with this. Make sure there is a crisp ask or offering at the end if you are hoping for a next step And as you would with anybody you work with, be respectful of their time!

Abdul Rastagar
GTM Leader | Marketing Author | Career Coach, November 19

I’d say it’s not just the sales team, but executives also. The #1 rule to remember is that people are busy so they prioritize based on subject lines and skim on the first pass if they do open your email.

So when it’s an extra-ordinary email that needs action, I follow the below format because it is extremely effective. (I once had a CEO tell me that this was one of the most clear emails he had ever received.)

1. Subject line - one thing I do if I need immediate action or input from an exec is to write it in capital letters in the subject line. For example: “ACTION: attend today’s client call” or “URGENT: need customer reference immediately”. Right there, you have guaranteed that your subject line stands out and that the reader has a pretty good idea what’s needed before even opening the email.
2. Body - in the body, I write bold section headers and add different colors than the rest of the body. Purple or pink are highly effective. This helps section it off and gives the reader a sense of what to expect.
3. Label each header appropriately and don’t use more than 3 section headers. Headers I find very useful are “Situation,” “Background,” and then either “Action for you,” or perhaps “Recommendation”
4. Each section is 2-3 sentences max.
5. If I need to call out someone specifically, I highlight their name to make it stand out.
6. One note of caution – only do this subject line occasionally on truly important emails otherwise it loses its effectiveness. For the body, it’s OK to use this format over and over.
7. Here is an example of what such an email might look like

Lauren Barraco
VP, Marketing, InscribeNovember 17

This is a great question. I have a few rules that we try to live by for our comms: 

  1. Make it short, sweet, and to the point! 
  2. You shouldn't expect your sales team to read every word, so make sure to use bold, underline, colors for items that are most important. 
  3. Build a cadence - we've seen more success when our comms are predictable and consistent. 
  4. Try to use the rule of 3 when you can - sending an email with 10+ things you need sales to know about now isn't always effective. 
  5. Don't be afraid to try new things - we're always experimenting with our internal and external comms. Try using GIFs or video or even switch from email to slack instead. Every org is different but it's always good to test different strategies! 
Marcus Andrews
Director of Product Marketing,
Not sure if these are "technical skills" Product Marketing isn't a technical job, it's a communications job. But the three biggest hard skills that will help you succeed in PMM and that I interview for are.  Creative Generalist: Does the candidate bring a strong generalist marketing background. Do they understand the basics of demand gend, design, brand, video, etc. PMM is one place having a broad set of experiences is truly helpful.  Excellent Storyteller: Can the candidate tell a persuavie product driven story? Can they clearly communicate a complicated technical product? Can they write...
Abdul Rastagar
GTM Leader | Marketing Author | Career Coach,
I suppose that answer varies for everyone. For me, it was simply about being more comfortable with marketing than with product management. I didn’t really know what product marketing was until a few years into my marketing career but once I got into it, I loved it. In hindsight, I don't regret it for a second. Having said that, there is obviously an overlap and each position must intimately understand the other. 
Valerie Angelkos
Product Marketing Lead, Plaid | Formerly Google
I think it depends ultimately on what the team needs. In a highly technical area, I'd value industry and product knowledge highly, as long as the person is then coachable and open to learn on other areas within the PMM world. In a not so technical area, I'd prioritize PMM skillsets over other areas. Soft skills should be part of the package either way, aligned with the value of your team and company. Ultimately the goal is to find the right balance and bring different perspectives so the team can learn from each other as well.
Robert McGrath
Vice President Global Marketing, CalypsoAI
Having a culture of openness and transparency across the team. Strong support in the development and alignment with each individual PMMs career & skill development roadmap. Finally, you offer interesting and stretching projectsthat spike passions and, as a manager, give your team the guardrails to operate and then, get out of their way!
Liz Tassey (she/her)
VP of Marketing,
1. Messaging and storytelling: this continues to be the hallmark of a great PMM. In particular, really leaning in on differentiation and value to the customer (not speeds and feeds) while also simplifying concepts down in a memorable way that makes it easy for sales to land, marketing to build copy and content, and ultimately, the customer to understand. I sometimes joke that PMMs like ALL the words...but we don't need to use them ALL the time. Being able to really tell a compelling story that connects with the customer, and romances the product in the way that ...
Ryane Bohm
Director, Product Marketing, Gong | Formerly Salesforce, GE
Product Marketers are experts in soft skills, and there is a never-ending array of skills I see in the most Successful PMMs. Let's boil it down to a few: 1. Communication: One of the defining attributes of a successful product marketer is strong communication skills. PMMs need to be able to articulate complex thoughts in a clear and concise way - both in written and verbal formats - and have the ability to present those ideas thoughtfully. 2. Emotional Intelligence: To be successful, you need to be able to build strong relationships with Product Management, Sales, Enablement, Engineering,...