All related (7)
Priya Ramamurthi
Head of Product Marketing, Platform, OktaNovember 8

Partner marketing can be a huge growth driver for the business, if prioritized. With the right partnerships, co-marketing and co-selling can drive a significant part of organizational revenue.

I would think about partner marketing early during the GTM cycle to ensure coverage with the right partners based on product/feature releases.

Alexandra Sasha Blumenfeld
Product Marketing Lead, Enterprise, SentryMarch 25

It depends on what the campaign or asset is. As a platform, we try to be as tool agnostic as possible. That said, there are certain times where adding a partner adds value/context to the narrative or campaign. 

Things to consider: 

  • Can the partner provide subject-matter expertise and enhance the narrative?
  • By positioning your brand alongside this partner can it provide credibility to your campaign?
  • Will the partner unlock additional reach with the target audience?

An example where it made sense to include partners was our Platform of Independent’s campaign. The inclusion of partners bolstered our narrative AND extended our reach.

Harsha Kalapala
Vice President, Product Marketing, AlertMedia | Formerly TrustRadius, Levelset, WalmartDecember 14

You always want to include a partner's brand and messaging in your joint collateral. Your audience may be attracted to either part of the partnership - so your collateral and messaging should tailor to their interests. I wouldn't include the partner too much in developing the asset - it just slows things down. You can get their final look before you publish it if needed. In most cases things can be changed even after putting collateral out. I would push for pace over perfection on asset creation. 

Andy Yen
Senior Manager, Strategic Technology Alliances Marketing, ServiceNow
Honestly, having worked in both product and partner marketing, I don't think product marketing teams focus enough on partnerships. Product strategy to me is simple, it involves three components: "build, partner, buy". Based on my own experience, product marketing teams are great at executing the "build" aspect of the strategy - new product launches and adoption of new features. However, as companies and products mature, features in new releases become more incremental, so it's important to tell a broader story around your ecosystem. Most product marketing orgs will dedicate a specific role ...
Harsha Kalapala
Vice President, Product Marketing, AlertMedia | Formerly TrustRadius, Levelset, Walmart
When starting out, partner PMM work should be an experiment run under core product marketing. The fundamental principles are all the same. What changes in the environment in which you operate, your audience mix, and the non-traditional opportunities you can uncover to get creative in your GTM? Once you see traction and results with the experiments, and the product team is producing a roadmap of new partnerships, it is time to spin off a dedicated partner marketing function to stay ahead of the game. In many instances, the product team leads the calendar on partnerships, and companies are ca...
Priya Ramamurthi
Head of Product Marketing, Platform, Okta
If partnerships are a focus for the organization, partner PMM as a dedicated team is crucial. Within the team, there can be individuals supporting for technology partnerships, cloud alliances and traditional SIs, LSPs & resellers. Depending on the organization and the existing and planned partnerships, the number to support each one could differ. In addition to the typical partner marketing, there can be additional resources geared towards technical marketing.
Alexandra Sasha Blumenfeld
Product Marketing Lead, Enterprise, Sentry
The way that I have done this in the past is by showing repeatable impact to our bottom line. First, I recommend setting up a process to ensure you are diligent in reporting and have accurate attribution in place. Then you can start testing out the different levers as you look for repeatable pipeline impact. I suggest working closely with your cross-functional counterparts such as BD, product, and sales to ensure you are all working on the same initiatives to see an outsized impact.