All related (8)
Jeff Hardison
Head of Product Marketing, CalendlyAugust 10

Growth can mean different things in different orgs. In some orgs, a growth person owns acquiring new users (with performance marketing or ads, and so forth). In other orgs, growth helps with proposing and testing different growth levers (e.g., an invite-a-friend option in-app, adding signup-for-free CTAs to collaboration opportunities such as an email a Calendly meeting invitee receives). Sometimes, growth owns the lifecycle marketing from signup to first-time user experience in app to emails and in-app messages weeks after the user signups.

Growth product marketing generally helps with one or more of the above. At InVision, I helped with all of the above.

I recommend getting your feet wet in growth PMM by offering to share a KPI with a department/staffer helping with one of the above. For example, you could go to whomever is in charge of acquiring new free users and offer to share a KPI (perhaps write social-ad copy) of theirs for the upcoming quarter. You could go to a product manager owning in-app growth levers (invite-a-friend call to action button) and offer to help with some customer research around what they're doing. Approach your email manager and offer to help test various experiments around the initial emails a new sign-up receives. 

Kacy Boone
Head of Growth Marketing, ClockwiseMay 22

Growth Product Marketing is an emerging role, especially impactful at companies that have a strong Growth Product arm. As a Growth PMM, you should be mapped to a Growth Product team and support the team in the same ways that a traditional PMM does. As a Growth PMM you’ll be working closely with the Growth Product team on experiments, tests, and research to improve user metrics. As a point of distinction, I wouldn’t expect a Growth PMM to be doing a ton of “big launches” for core products.

To demonstrate expertise in Growth PMM, I would lean into your ability to analyze data to understand opportunities for growth and pair that with your deep understanding of the customer. You’ve got to be data-driven, understand the fundamentals of experimentation, and have solid marketing channel performance chops. That's what will set you apart in Growth PMM.

Henrique Saboia
Vice President of Growth, Hinge HealthJuly 22

Traditional Product Marketing and Growth Product Marketing should be complementary functions. When done successfully, a Growth Product Marketing team will be more focused on rapid experimentation and growing user engagement metrics, and less focused on product development and product launches. And vice-versa for the traditional PMM team. Both teams will still engage in consumer insights, research, analytics, and planning activities equally. 

That said, both teams will likely do all the activities listed above, but the mix of those activities will look different. 

I'd propose something like this.

Growth PMM

  • 60%: rapid experimentation and growing user engagement metrics
  • 20%: product development and product launches
  • 20%: consumer insights, research, analytics, and planning

Traditional PMM

  • 60%: product development and product launches
  • 20%: rapid experimentation and growing user engagement metrics
  • 20%: consumer insights, research, analytics, and planning
Tamara Grominsky
Chief Strategy Officer, Unbounce
This is going to depend entirely on the growth stage of your business and the health of your customer base. If you're a startup, you'll need to focus on getting new customers in the door. But, if those prospects or trialers aren't converting into paying customers, or are churning out rapidly in the first few months, then there's no point in adding more into a leaky bucket. You'll need to patch up the bucket first. In reality, balancing customer lifecycle initiatives will be an evolving and fluid activity. In order to maintain the right balance, you'll need insight into your lifecyle m...
Kacy Boone
Head of Growth Marketing, Clockwise
There may be times that a product marketer has qualitative goals, but I’d say product marketing (in my experience) has had quantifiable goals more often than not. I think it’s good practice for both growth marketing and product marketing to think critically about how they are driving value to the business that ultimately moves product adoption, user engagement, and subsequently revenue. More tactically, I’ve often seen growth and product marketing create shared goals on user engagement metrics (e.g. increase user activation by X%) or on product adoption goals (get X% of active user to ad...
Jeff Hardison
Head of Product Marketing, Calendly
This is one of my favorite topics, and I write more extensively about product-led marketing versus sales-led marketing on the Product-Led Growth Collective site: https://www.productled.org/blog/marketers-prepare-product-led-growth The tl;dr, though: In many product-led growth (PLG) companies non-salespeople (e.g., product managers, designers, engineers, founders, etc.) helping to create the actual product have the initial greatest influence on what product marketing does. In many PLG companies, product marketers find themselves in particular helping out product managers with research, posi...
Henrique Saboia
Vice President of Growth, Hinge Health
Finding the best possible KPI to measure the success of a product both qualitatively and quantitatively is incredibly challenging, and very few companies ever get it right. I have found that the OKR process can be a great help in that process. Specifically, if Growth and Product Marketing share the same objective, they can own different Key Results. Here is a made-up example: At Amazon e-commerce, they may look like this.  Goal: To be the first place where prospective buyers search for products on the internet. Growth KR: To increase traffic and conversion on Amazon.com PMM KR: To cr...
Rahul Chhabria
Director of Product Marketing, Sentry
* Partner with digital marketing to understand the source that drove the user to your property, the actions they took before converting, and the page they converted on (or where they dropped off). * Map out the customer journey from when landing on the website to sign up to active/conversion. Look for the biggest drop-offs and partner with the growth team to A/B test the experience and messaging. * Measure time to conversion. For example, if 10% of new signups are converting to paid in the first week, take what you learned from digital marketing and isolate where these ...