All related (15)
Ali (Wiezbowski) Jayson
VP Marketing, Matterport | Formerly Peloton, Uber, Microsoft, EntrepreneurJune 18

In my view, the goal is to 

  1. help define the objectives of the research based on business & user needs 
  2. support research as they execute the research plan to ensure the research methodology & questions deliver on the objectives 
  3. Once research is complete, help narrow and refine how to apply the findings. I can't emphasize this one enough. We live in a world where data is everywhere. Most reports I see come back with 20+ pages of insights, and as a PMM, you're looking at results from multiple different sources. One of the most important things a PMM can do is help the business and PM narrow in on which insights are more critical to action.
Sonia Moaiery
Product Marketing, Intercom | Formerly Glassdoor, Prophet, KraftMay 3

It depends on the company and if you have a formal research function or not! I've done everything from recruit participants, write discussion guides, field surveys, moderate research, synthesize insights. Or, I've given a researcher objectives and key questions and then sat in on a few interviews here and there. I think every PMM should have the experience of running their own research at some point - it keeps you close to the customer, helps you empathize with them and develop relationships with strategic customers (like if you run a CAB). 

But, as an org grows, you won't always have the bandwdith to do so. So, you have to find more scalable ways of staying close to the customer via Gong calls or collaborating closely with Research teams to make it easy for you to listen in on research or calls if you want. It can be hard to prioritize in the day to day but will make you a stronger product marketer and able to add more value to your product, marketing and sales counterparts.

Mary (Shirley) Sheehan
Group Manager, Engagement & Retention Campaigns, Adobe
I answered this in a similar post - see it here:
Katie Levinson
Head of Product Marketing, Handshake
Sure do! I like to start with some qualitative research first to help get at any nuances in messaging, especially across different audience segments. Then, run a survey (max diff is a great technique) to understand what resonates most with your different segments. If you also have the budget and/or time, running your messaging by focus groups is another good option, so you can get a deeper understanding of their reactions and sentiment.
Agustina Sacerdote
Global Head of PMM and Content Marketing, TIDAL, Square
I would start with getting information from Sales first. At Square, I rely very strongly on Account Managers to get a sense for the needs and attitudes of larger merchants. I'll talk to them directly first and then will try to partner up with them on specific conversations to close very specific knowledge gaps. Try to coordinate with your Sales / AM counterparts to make the 30 - 45 minute call with customers productive for everyone. 
Sonia Moaiery
Product Marketing, Intercom | Formerly Glassdoor, Prophet, Kraft
I always start with positioning ideas as hypotheses (a fancy term for your hunches). This approach is helpful to show stakeholders that you’re open to their input/feedback, and potentially being wrong. When you have hypotheses, you come to the conversation saying “here’s something I have a hunch about, but I don’t have enough data yet to tell me this is a good idea or the right thing, I’d love to hear your thoughts or help me poke holes in this” I think about building consensus in three stages to bring stakeholders along the journey with you so none of your ideas feel like a surprise by th...
John Hurley
Vice President Product Marketing, Amplitude
What I love about product design teams is how differently they think and create. They tend to be really amazing at information design. PMM can create strong foundations – let's say user personas – and UX researchers and designers might totally reimagine how to display personas relative to their own projects. That can open up a new world of thinking for PMM – and more practically become an asset used by PMM for a variety of work (onboarding new hires, design new creative takes on messaging, channels and campaigns).  Those nuanced new panes of perspective can help PMM explore new ideas, ke...
Daniel Palay
Head Of Product Marketing, 3Gtms
The problem is that there still aren't too many good entry-level PMM roles out there (assuming you're talking about coming out of undergrad). My best advice (as someone who didn't come to PMM until they were in their mid-30s) would be: Find a role that allows you to develop the skills PMMs ultimately need to bring. Don't worry too much about industry, just make sure it's one where you're curious enough about the products, customers and problems to keep you intellectually motivated. That will serve you well when making that jump to PMM.