All related (48)
Tiffany Tooley
Head of Product Marketing, Hubspot | Formerly Salesforce, IBM, Silverpop, BlackboardMarch 7

This very much depends on your company size, but I'd say the basics are: 

  • Messaging & Positioning
  • GTM Strategy Development & Execution
  • Sales & Buyer Enablement
  • Campaign Support
  • Competitive Support
  • Consistent partnerships with Product, Sales & Customers

There are always a ton of questions about TAM, Pricing & Packaging, Personas, etc. I've been on teams where those things are certainly supported or led by PMM teams, but as the business scales, I often find the TAM, Pricing & Packaging work tends to transition to strategy or pricing teams and the persona work is typically either folded into the enablement workstreams that PMM leads or is supported across the organization by a multitude of teams.

Daniel Kuperman
Head of Product Marketing, ITSM, AtlassianApril 8

In most B2B tech organizations (where I've spent most of my career) the PMM team owns the Go-To-Market. From a strategic perspective this means:

- Who we should sell to and how

- What should we sell and why

- How we'll reach them and what we'll tell them

- Knowing what works and course-correcting

The challenge is that each of these elements is broken down into specific tactics, such as:

- Who we should sell to and how: creating buyer personas, doing market segmentation, identifying sales channels

- What should we sell and why: product-market fit, product launches, product positioning

- How we'll reach them and what we'll tell them: campaign strategy, segmentation, messaging, thought leadership

- Knowing what works and course-correcting: tracking metrics, identifying what works, suggesting new strategies

Depending on the organization there are specific tactics that will be owned by other teams. For example, the Demand Generation team typically is the owner of campaign execution. You may have a content marketing team that writes whitepapers and eBooks. Having other teams own these tactics doesn't mean that you are off the hook, though! PMM is still the overall driver of the GTM and so you need to work alongside these teams and give them the right information they need to be successful. For example, for the Demand Generation team, you help them with understanding our buyer personas, their key challenges, and messaging that resonates with them. 

The question of 'who owns what' will come up and the best way to address it is to work alongside your peers in other teams and create a roles & responsibilities matrix outlining the key activities specific tactics may require with clear lines of ownership. 

Sunny Manivannan
Vice President & GM, Global SMB, BrazeJune 16

Personally, I consider these three questions every day:

1. How can I help my company win more?

2. How can I help my company win bigger?

3. How can I help my company win forever?

The first is about how PMM can help Sales increase win rate and help Marketing increase pipeline (pipeline x win rate = new customers). Tactics for this include competitive intelligence and competitive positioning, helping Demand Gen by crafting great content and effective landing page copy, not to mention website copy.

The second is about helping your Sales team communicate the value of your software effectively and raising your average selling price as a result. Tactics for this include pricing and packaging, classic product marketing (clear, concise, and differentiated product benefits, for example), sales enablement, category and company evangelism, and industy-specific marketing, depending how large your company is.

The last is about helping your company build and reinforce its long-term competitive advantages. In order to be successful over the long term, every B2B SaaS company has to have some inherent advantages that will make it difficult for competitors to ever catch up. It's Product Marketing's job to identify such opportunities and influence the company to actually execute on these opportunities. 

On the topic of 'ownership', Product Marketing is unique because we don't 'own' anything by ourselves. We simply influence - sometimes we get our way, and sometimes we don't. What I have found effective is to focus less on what product marketing owns and to focus solely on 'is the work getting done well?' and make sure that high-impact initiatives get executed consistently and correctly.

Daniel Kuperman
Head of Product Marketing, ITSM, Atlassian
I am very biased in this case because my company, Atlassian, makes tools that help with this. For example, we are heavy users of Confluence and for each product launch we have a page outlining the steps, ownership, deadlines, etc. related to each activity of the launch. This page is shared across teams and anyone can see it and understand what's going on.  In this Confluence page we can also embed specific Jira tickets that the product team is using to manage their deliverables for the launch, which is helpful since we on the PMM team don't have to go searching for Jira tickets since the...
Priya Gill
Vice President, Product Marketing, Momentive
There are four areas where I believe that PMMs can add the most value, and that’s where I usually start my assessment to identify the lowest hanging fruit: * Product: Do we have product-market fit with our ideal buyer? Is our messaging differentiated and compelling? Is our pricing and packaging competitive? * Demand: Are we targeting the right personas, industries, categories? Where are we winning and are we doubling down effectively? Are there untapped markets worth pursuing? * Enablement: Are our win rates, average deal size and pipeline conversion strong? How does ARR / G...
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.
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...
Elizabeth Brigham
Director, The Jay Hurt Hub for Innovation and Entrepreneurship, Davidson College
Hi everyone! Great to be here with you today! Thanks for sending me so many thoughtful questions...digging in now! This is a tricky one as I've seen 3 different models in my recent career history: * Mid-sized tech company where product marketing and demand gen were separate groups, yet connected at the hip * Small start up where I ran all marketing functions and thus we were one :) * Morningstar, where my team has both product marketing and demand generation responsibilities, although we do share pipeline goals with others across marketing and of course sales. Regardless ...