All related (64)
Jeffrey Vocell
Head of Product Marketing, Narvar | Formerly Iterable, HubSpot, IBMJuly 21

It depends what the meeting is. More generally what PM expects from PMMs include:

  1. Intelligence on Customers - Trends, NPS data, insights from conversations or a Customer Advisory Board. In other words, what are you hearing from customers or trends in data are you seeing that should or will impact product or the strategy. 
  2. Intelligence on Competitors - It's important to be aware of what competitors are doing, but not blindly follow them. With that said, what products are they releasing and how is your differentiation changing.
  3. Intelligence on the Market - For example, Apple recently announced "Mail Privacy Protection" as a part of their upcoming iOS15 release, which impacts a wide range of marketing technology companies. Learning about this, and working hand-in-hand with your Product team to come up with a Point of View on these market changes is good for your organization, and great for Sales/CS as well.

There's a whole lot more than these 3 as well such as pricing and packaging, GTM strategy, analyst relations, and more - but the broader point is that if you can collect and synthesize this information for product it's a huge value add.

Anna Wiggins
Sr. Director Product Marketing, BlueVineAugust 11

This depends on the nature of the conversation but in general our Product team expects us to come to the table with an educated, data based POV on how to approach a strategy or a problem.

However, I would reframe the second part of your question. We are not delivering to our Product team, instead together with our Product team we are delivering to our customers.

With this mindset we develop shared KPIs that help our customers find the value in our product -- eg drive X lift in adoption of Y -- and both teams have strategies that ladder up to achieving this goal.

Joshua Lory
Sr. Director Product Marketing, VMware | Formerly Accenture, United States Air ForceJanuary 6

In many cases product marketers are the window to the customer. We’ve walked a mile in the customer’s shoes. We have our fingers on the pulse of their needs, problems and feedback. We meet with customers, sales and partners regularly to understand the market forces at play. We are in the best position to synthesize vast amounts of inputs to help leadership, product management and our partners in engineering to influence product direction.

With that for context, my team is currently measured on the following metrics (for a cloud service that identifies issues before they occur using advanced proactive intelligence). 

  1. # of customers/companies registered 
  2. # of active users 
  3. # of features used 
  4. # of issues proactively remediated
  5. # of qualified leads
Priya Gill
Vice President, Product Marketing, Momentive
Not sure I completely answer the question. Typically when I ask candidates to give a presentation, it's less about the specific products they're presenting, but rather HOW they present it. Can the candidate articulate how they effectively approached their GTM strategy, from ideation to execution and beyond. Can they effectively launch a product/feature and properly engage the right cross-functional partners to make that launch a success? Are they outcome-oriented and think about the metrics they're trying to drive with a given launch? Those are just a few things that I would be looking for ...
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...
Laura Jones
Chief Marketing Officer, Instacart
  To establish credibility with a new team, the first step is understanding the team's need, laying out a vision for how you can best add value, and aligning around expectations. It is important to know the user, the market, and the product so that you can engage with the cross-functional team in a meaningful way from day one. With a clear set of objectives and foundational understanding of the space, you can quickly begin to make an impact on the team.  
Gregg Miller
VP of Product Marketing, Oyster®
It's all about doing great work that matters to the business, matters to your partner, and fits into the context of the relationship! The playbook below can help get the ball rolling. Sorry for the long answer, but it's a complex question with big implications for your ability to add value as a PMM. 1) It's essential to understand your business — the market you play in, the strengths/weaknesses of the competition, how customers feel about you, etc. — better than just about anyone else in the company. Your level of fluency (or lack thereof!) will be visible in how you show up: the insight...
Carrie Zhang
Product Lead (fmr Head of Product Marketing), Square
Covered this a bit in another question. PMM can bring a very strong customer perspective when it comes to product development. To have a seat at the table though, you have to do the work. This is what we do to bring customers perspective to our product teams: * Visit, shadow, do work at our customers. No research can compare to the insights you get by actually being in the shoes of our customers - in our case, small businesses * Talk to customer facing teams (Sales, Account Management, Support) and synthesize feedback. They are on the frontline all the time. You will be surpr...
Christy Roach
Head of Portfolio & Engagement Product Marketing, Airtable
Everyone’s definition of soft and hard skills differs, but here are the nine skills that I think are the most important for a product marketer to have. I've used these skills as a compass to help me grow in my own career and have turned them into a success guide for my team at Envoy to use: Soft skills: * Cross-functional excellence: As a PMM, you have the opportunity to lead without being a manager of people. A strong product marketer is someone who takes others along with them, rather than telling people exactly what they want them to do. They’re able to create strong relation...