All related (70)
Robin Pam
Product Marketing Lead, StripeFebruary 25

Become an expert in a data set that's close to revenue. Knowing as much as you can about how market interest turns into revenue (i.e. your entire marketing & sales funnel) is the easiest way to make yourself indispensible to both product and company strategy. 

When you know more than anyone else in the company about how leads turn into pipeline turn into closed business for your product line or area of ownership, product will start to seek you out for your insights. 

Also, be a good editor. They will inevitably write a blog post or PRD or some kind of document that requires some critical feedback. Get good at editing and being a thought partner on external facing materials. 

Laura Jones
Chief Marketing Officer, InstacartDecember 8

As you establish a relationship with your Product Manager, it is important to align on expectations. You should understand their needs and pain points and share with them your vision for how PMM can add value to the team. From there, it is often helpful to draft a set of goals that reflect the output of that conversation and get your PM's buy-in. Once you have established those goals, they can help in your day-to-day prioritization of work, and enable you to prove impact against those benchmarks over time.

Jeff Beckham
Sr. Director and Head of Product Marketing, GemMay 6

It’s a good question, but also a loaded one! Product management needs to prove their value to the company too, right?

The dynamic you’re describing is common though, unfortunately. I’ve lived it many times.

The best working relationship comes when both sides have shared goals. If that’s not reality, one thing I’ve advised PMMs on my team to do is figure out what the PMs they work with care about and are goaled on. What are their OKRs or objectives? Assuming it’s not something crazy and counterproductive for the business, get a quick win and help them improve the thing they’re measured on (adoption, revenue, etc) to earn their trust.

In terms of how to be most helpful, each PM I’ve worked with has a unique skillset. PMMs are most valuable when they are complementary. For example, if the PM is technical but not a great writer, make them look good by doing the heavy lifting on the blog and slides for the new launch. If they’re business-savvy and just need more insights from the field to form their strategy, do some market research and collect insights from customers and sales.

If I were to generalize from my experiences, working with the sales team is the most common thing that PMs appreciate help with. When you’re creating great collateral and running trainings that enable the field to sell the PM’s product, they’ll be ecstatic.

Unless your company is overstaffed, there’s always going to be enough work for both Product and Product Marketing. The key is finding the balance where you’re “better together,” to use a corny phrase. When the product is being adopted and driving revenue, both sides look good.

Natalie Louie
Head of Marketing, MobileCoinJanuary 11

Remind them that in your title 'product' is first, you are a Product Marketer. You see yourself as part of their org and are an active participant in all their meetings. You are team members who always need to be aligned. Initially you rely on them for KT (knowledge transfer) of the product roadmap so you can help with GTM activities and launch the product. But over time, you are talking to customers and you need to collect feedback and bring it back to PM’s to help influence the roadmap. A circular relationship is the goal. 

You also help improve the roadmap by always asking why they are building something, so you can tie it back to your customer pain points and the value you are delivering. You help bring clarity to what they are building and help make sure you stay accurate. You also do research together to both understand your market, customers and competitors. You also make your PMs look good – help ghost write a blog with them, have them be SME’s on your webinars, help them craft a story to present at a conference, clean up a deck they are presenting. You are two peas in a pod.

Sangita Sarkar
Head Of Marketing, ImmutableNovember 12

Analytics, Attribution and Awareness (of the consumer)

Analytics
Product Managers are constantly looking at key metrics and data to inform roadmap and resource allocation decisions. To speak the quantitative language, I recommend creating and referencing a marketing dashboard to track not only core marketing KPIs but also products’s core metrics on a campaign level. Then, use those numbers and data to show effectiveness or learnings of your marketing strategy.

Attribution

I recently integrated Branch, a third party vendor, to help with deep linking and attribution for Words With Friends’ Friendiversary campaign (via reengagement- focused email and social campaigns). Having a deeper level of attribution per channel was valuable to PMs to understand how better to support and resource ongoing initiatives based on where our high value reacts were coming from.

Awareness

Again, PMMs represent the consumer voice. Coming to the table with aggregated data on consumers’ top issues week after week should give your voice the heaviest weight in the room. No one can argue with the end user! 

Dan Laufer
CEO, PipeDreams VenturesJanuary 13

I think a good PMM should take the stance that "I'm going to know everything about the product, competitive landscape and our customers." If you do that well there are several ways to prove value to PMs, for example: 

1. Provide competitive insights/positioning they may be missing. 

2. Share a perspective or understanding of customers they may be lacking or not have exposure to. 

3. And of course being skilled at bringing products to market and messaging in a way that's differentiated, clear and compelling. 

Let's not sell ourselves short, these are touchpoints/inights that are critical for a product's success and many PMs won't have a robust purview to. 

Steve Feyer
Product Marketing Director, EightfoldOctober 25

I say: "You don't have to deal with the sales people anymore. Just send them to me." Tears in their eyes...

[There is a 300 character minimum, but my answer was already complete so I'll fill this out with haiku.

Sales guy got too drunk

Who can save our key meeting?

Product marketing

Six cups of coffee

A CIO sips daily

Persona research

]

Xuefei ZHANG
Product marketer, WIZZCADSeptember 13

Product Marketing Manager is kind of the role project management for marketing & internal communications.  

the PM & PMM are the two core role of product-market/customer bi-directionel communication. 

As PM, the direction is more of external(market/customer) to internal - to study the market needs & trends, to learn about what caters for the clients; whereas the PMM on the contrary - to translate the product info in marketer's way while keeping aligned with the market or customer needs. 

Personally, these 2 roles in binominal collaboration can be combined in some not-too-granulared structures. 

Dave Daniels
Founder, BrainKraftApril 11

In a word - results. Your product managers should have a goal defined for the product you're supporting. It may not be the most realistic goal, but there should be a goal you can anchor to. Take that goal and break it down into bite size pieces. Think about what it's going to take to get a buyer from Attention to Acquisition (assuming a new customer goal).

Break a purchase into individual buying steps. Identify the buyers (on average) that influence a purchase and find out what they need. Then measure like crazy. Use my favorite - Win/Loss - to track as many deals as you can. Find out why they bought and why they didn't. Use that to refine your understanding of a buyer's journey. 

If it's not a revenue goal but a retention goal, find out why they renew and why they don't. Then recommend a course of action to fix it. 

I have a class on this to help you build a Buyer's Journey Decision Map (self-paced video). Take a look and if you have questions I'd be happy to answer them. --D

Felix Huang
Senior User Acquisition Manager, Hopper | Formerly Skillz, Telus Health,February 4

One of the best ways Product Marketers can provide value is through market and consumer insights. Often times Product Management teams are laser-focused on understanding existing customers and developing features to meet their specific needs. Product Marketers can provide perspective on the broader market and the needs/use cases for segments that a company hasn’t yet targeted. Product Marketers are testing different messages and value-props in-market every day and those learnings can help guide a Product Teams' future roadmap. 

Marlein Karina Anaya García
Product Marketing Leader, OCCMundialDecember 18

Since Prodduct Marketing is in charge of messaging (internal / and guidance for external) has a really good value with Product Management for translating the usability, functionality and benefits of any product. Product Manager should be more focus on release products, and Product Marketing focus on translate that products into the correct message (how it works? or how that product should be used?). 

 

Btw Product Marketing should understand users/consumers needs for transmitting them to Product Managers and the products can be improved or develop new ones.

JD Prater
Head Of Marketing, Osmos
That's an interesting question. I see the PMM role as the GTM strategy which includes a success launch. And I see PMMs as the owner of product messaging. Not sure I can help here. Now if you're looking to move beyond those tasks and elevate your role then that's different question with a different answer.
Priya Gill
Vice President, Product Marketing, Momentive
Funny enough, this was completely a Marketing led rebrand. Product roadmap didn't play a role in guiding the process because we already had the right set of products, we just didn't have the right message or name in the market. An important part of this repositioning was strongly signaling to the market that we are no longer just a surveys company. This has actually been true for a while, but even our own customers had little awareness of some of the other products in our portfolio. But it’s hard to convince the outside world that we’re more than a surveys company with a name like SurveyMon...
Brianne Shally
Head of Product Marketing, Nextdoor
Sharing the product roadmap externally is a great way to share the company's vision, investment in innovation, and upcoming features to get prospects and customers excited about the potential. It can be a strong selling tool to get prospects on board and a resource to get current customers to invest more. What's important is that the roadmap isn't standing on it own, but partnered with an overall vision to show how product efforts later up to a great vision. This is where Product Marketing can play a strong role in storytelling and positioning to bring it all together. I've seen this execut...
Loren Elia
Head Of Product Marketing, Xero
You need to truly understand your partner's motivations and processes. I don't think you need to have been an AE or a PM to be able to do great PMM work but you do need to have very open and very frequent communication with your cross-functional partners. Don't be affraid to ask detailed questions - people love to talk about what they do. Err on the side of over-communicating.
Laura Jones
Chief Marketing Officer, Instacart
In my experience, the most powerful tool for influencing the Product Roadmap as a PMM is customer insights. If you can clearly demonstrate customer pain points and inspire empathy, that tees up the opportunity to be part of the discussion around how you might meet those needs through product solutions. From a timeline standpoint, I find aligning on prioritization to be the most effective lever. One way to approach this is to look at the roadmap, estimate the business impact of all key initiatives, and assess whether delivery dates should be re-stacked to address the most impactful projects ...
Roopal Shah
Head (VP) of Global Enablement, Benchling
So I use sprint planning for business. When it works well and we're compliant, it works beautifully. Here, we break our work into two week sprints and continously prune backlogs and review ad hoc requests. We also try to allocate 'white space" within the two week sprints for things that may pop up as needed. And we also have things like V2MOMs at Salesforce along with strategy / alignment decks that ensure we are marching towards the big uber goals. 
Gregg Miller
VP of Product Marketing, Oyster®
Communication: You simply must be a good communicator to be a stellar product marketer. So much of our discipline requires strong communication in order to provide clarity (both externally and internally) and develop and exercise influence. Strong communication to me spans written skills, presentation creation skills, public speaking skills, and executive presence.  Adaptability: The potential list of things you might work on as a product marketer is so incredibly long and diverse! Someone who is excited by the chance to parachute into new situations and create new deliverables they've nev...