All related (59)
Roopal Shah
Head (VP) of Global Enablement, BenchlingMarch 8
For B2B sales, based on my experience, I would say its the following (1) Product (2) Sales/SEs and (3) Corporate Marketing.    Product: because well you need to know about the "product" in product marketing!  Sales/SEs/CSG because they will be your first customers and users of your products. Pitch to them before you considering pitching to customers.  And lastly, Corporate Marketing because you need those relationships for the outbound portion of your job - campaigns, blogs, SEO, lead generation, etc. 
Leandro Margulis
Head of Product Marketing, ProveSeptember 7
While all relationships are important, having the right relationship with Product (Product Manager counterparts) is critical, so you can provide them the input about customers and market that can influence the PM's roadmap in a positive way. That said, relationship with Sales are also critical, as you may be supporting them with the right materials for them to do their job.
Holly Watson
Product Marketing SME, AWS, AmazonFebruary 9
Product Marketing sits in a highly cross-functional area of the organization. The relationships with Product, Sales, and Marketing are crucial to foster and ensure you get right. This is not an easy tasks and it is never really done. Establish recurring syncs and opportunities to align on big projects, objectives, and goals. Encourage each PMM on the team to nurture 1:1 relationships with their colleagues in these departments. We can often fall into the habit of large group calls or big team meetings - while these are necessary, sometimes a simple 1:1 slack and a short call between individu...
Hila Segal
VP of Product Marketing, Observe.AI | Formerly Clari, Vendavo, AmdocsJanuary 27
Building diverse working relationships with different stakeholders across the organization is one of the most critical secret powers of a successful product marketer. Doing that not only gives you access to information and knowledge, but it will also help you collaborate more effectively on major projects. Here are the tops internal relationships you need to master: * Product managers - think about this relationship like a true marriage, and your children are the products you bring to market together (and raise them to become successful adults). Trust, honesty, and open communicatio...
Kevin Au
Senior Director, Product Marketing, Bill.comFebruary 20
A PMM has one of the most cross-functional roles in most organizations and developing those strong relationships with key stakeholders is critical. While there are many relationships you have to develop, I believe the top three most important relationships to cultivate and get right are: 1) Product Manager/UX designer - One of the keys to a successful product launch is to ensure you're providing the right product experience. By having a strong relationship with your PM and UX designer will allow you to effectively influence the product roadmap  2) Sales / Customer Success - Assuming you h...
Loren Elia
Director of Product Marketing, HoneyBook
This is challenging indeed and something I've had to deal with at every company I've worked for. What I've fund helps keep me and the business teams sain is to plan to launch features 14 days after the official planned released date. This makes product nervous most of the time, but most of the time they're also delayed so it all works out in the end. 
Jeff Beckham
Sr. Director and Head of Product Marketing, GemMay 6
Product and Sales are always the biggest, at least at B2B companies. The one that matters more depends on whether you’re in a product-led or sales-led organization. There’s no circumstance in which you can neglect one of the two, but when you need to make hard tradeoffs about where to spend time, I recommend optimizing for how your company operates. Those are obvious, so I’ll give you two that have really helped me, but may be more unconventional. 1. Design. A product marketer is only half what they could be without a great designer. You need incredible visuals for your pitch deck ...
Roopal Shah
Head (VP) of Global Enablement, Benchling
Goes back to the shared goals - which at a high level, are hard to argue with - revenue, cost savings, customer success, etc. Once you get that common agreement, then it's about the strategy / the "how" to get there. If there are disagreements here, I would start with trying to understand why and seeing it from both of their vantage points. Then trying to see if you can get them 1:1 to understand the other point of view or better yet, get them to talk to each other. Ultimately though if all that doesn't work, you may need to get a tie breaker that's someone else and who they will listen to.