All related (49)
Harish Peri
Head of Product Marketing - Security, Integrations, Mobile, SalesforceAugust 1

Answering this one in the 'product roadmap AMA' because its super relevant in all situations. I prefer 30-60 days, because most SaaS companies, PMMs need to move faster and start demonstrating value a lot faster than 90 days.

30 days

- Find out your stakeholders and meet each one of them. Create a stakeholder map (can be a spreadsheet) that answers the questions: what are your expectations of me, what should I expect from you, what's been going well in the last 2-3 months, what needs improvement immediately?

- Setup recurring meetings with each of them - frequency is based on how critical they are 

- Befriend a sales engineer, customer success technologist, or product manager - someone who can show you your product, show you how to demo it, and where the pitfalls are. Get into the product and learn it fast

- Align with your manager on whats expected of you

60 days

- Figure out one thing you can actually deliver and own it. Dont wait to be asked. E.g. a new pitch deck, a new campaign, a product launch, or something that matters to a key stakeholder (e.g. product messaging, sales play help etc). This last one is important because in some companies, PMM is very much a stakeholder driven function (which is OK).  

This might seem overly reductive, but the key in the beginning is to show you understand how value is created, and show your ability to get in there and get something done.  

Now if you're a manager, there is a whole other step of getting to know your team, understanding their motivations, understanding where they stand with respect to their stakeholders and coming up with a plan to grow each of them. Its probably what you would do in the first 30 days as a manager.

Steve Johnson
Chief Product Officer, ProductGrowthLeaders | Formerly Under10 Consulting, Pragmatic MarketingSeptember 17

Before the demands of others overwhelm you, you need to prepare yourself to be the business and market liaison to the product team. Your role as a product manager or product owner is to make the best business decisions for the product, working from the best available information. 

Refresh your domain expertise

If you’ve been in your industry for years, you probably have strong domain expertise but you may not be up-to-date on the latest information. 

Review the corporate pitch. Perhaps the fastest way to get up to speed on your company and its role in the industry is to review the product and corporate slide decks. Whether your company is a bellwether in the industry or on the periphery, what’s been said in the past will help you understand how your company and its products are perceived, at least from the perspective of your new organization. 

Catch up on the latest blogs and articles. Take time to review the latest thinking in your industry. And even if you’ve been in the domain for years, it’s always helpful to take a new look from your new perspective as a product leader. Reports from industry analysts may reveal new industry trends, and perhaps show how your company and products are influencing them. 

Fill out your technical expertise

You may have some familiarity with the product from your past research. Now it’s time to get into the raw details. 

Know your new product. What documentation exists for your product? You can probably find some customer documentation and help screens, release notes, product plans, sales and conference presentations, white papers and ebooks, and sales enablement tools. Review them all. Learn the key capabilities, particularly those that are competitive differentiators. 

Review the product roadmap. And where is the product headed? Has anyone developed a roadmap for the next few releases? How does what you’re seeing align with what you know about the domain and industry? 

Understand the architectural themes and challenges. Talk to the developers about the technical challenges for the product. What percentage of development effort is spent on architecture and defects versus new functionality? And while you’re at it, interview the developers about their perspective on your role in moving the product forward. 

Update your market expertise

You likely have some market expertise but it never hurts to give yourself a refresh. 

Sit in on some customer support calls. Want to know what’s going on with your product in the field? Ask customer support. They know about technical problems with the product as well as customer implementation problems. Sit in on some support calls and listen to customers directly. 

Go on some sales calls. It’s fascinating to examine the contrast between the product as perceived by the product team and by the people in the field. When you’re on a customer visit with your sales team, you’ll hear how the product is being sold—right or wrong. You’ll also hear unfiltered customers’ problems in their own voices. Listen to the language they use; listen to the problems they’re trying to solve. You’ll get plenty of ideas for how to improve the selling and promotion of your products. And you’ll get to know some sales people in a more social setting; they’ll be your contacts in the future when you need advice on sales enablement and product improvements. 

Do some installation/implementation visits. For enterprise products, implementation is where all your sales and marketing promises meet the real world. Watch (or help) the implementation teams install the product; sit in on any customer training; examine closely the areas where the product must be configured or customized to work in the customer environment. You’ll definitely get some great ideas on improving the product. 

Eventually, you’ll want to start visiting customers without a selling or support objective but get these initial customer touchpoints under your belt first. 

Leverage your process expertise

Now that you have a strong understanding of the technology, industry, and domain, take a look at your internal product processes. What methods are used in your organization? Where are the company templates stored? And which of your favorite processes apply to your new situation? 

Evaluate existing processes and systems. If you’re stepping into an existing job, you’ll likely find a set of methods that are already in place, formally or not. If you’re part of a new product management team, you’ll want to be a driver in defining your product processes. 

What artifacts are necessary? What minimal set ensures success? Is your organization clear on what constitutes a requirement and what’s actually a specification? Which positioning technique is used, if any? 

Start your own product playbook. Take all your methods and the company’s methods and put together a set of living documents. You’ll want your product plan and financials, buyer and user profiles, positioning, requirements, maybe a price list or pricing model, and any other documents that you reference often. Print them or store them in your dropbox so you’ll have them handy. 

What should product managers do in their first days?

Look for high-impact deliverables that don’t require much up-front effort. Train the sales engineers and product implementation team. Develop informal product champions. Refresh or refine your product positioning, taglines, and blurbs so you can do “copy-and-paste marketing.” 

Then focus on the methods to make sure you have a minimal set of effective processes that ensure product success. 

Tracy Montour
Head of Product Marketing, HiredScoreJuly 31

This definitely varies on the type of role, stage of company, and most pressing needs of the organization. In general, here is my 30/60/90 day plan:

First 30 days:

1. Build relationships

2. Understand needs

3. Keep the lights on 

First 60 days:

1. Make a plan

2. Develop/enhance processes

3. Define metrics/OKRs

First 90 days

1. Prove you can deliver on plan

2. Align with leadership that you are meeting expectations

3. Look ahead for the next 6 months - what should your big bet be?

Priya Gill
Vice President, Product Marketing, Momentive
Funny enough, this was completely a Marketing led rebrand. Product roadmap didn't play a role in guiding the process because we already had the right set of products, we just didn't have the right message or name in the market. An important part of this repositioning was strongly signaling to the market that we are no longer just a surveys company. This has actually been true for a while, but even our own customers had little awareness of some of the other products in our portfolio. But it’s hard to convince the outside world that we’re more than a surveys company with a name like SurveyMon...
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
In my experience, the most powerful tool for influencing the Product Roadmap as a PMM is customer insights. If you can clearly demonstrate customer pain points and inspire empathy, that tees up the opportunity to be part of the discussion around how you might meet those needs through product solutions. From a timeline standpoint, I find aligning on prioritization to be the most effective lever. One way to approach this is to look at the roadmap, estimate the business impact of all key initiatives, and assess whether delivery dates should be re-stacked to address the most impactful projects ...
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...
Vikas Bhagat
Director, Head of Product Marketing, Webflow
It really depends on the current understanding of that competitive positioning within my sales team. I usually work with Sales Enablement or frontline Sales Managers to create a bill of materials that would help inform the team on competitive positioning.  Usually this includes but it varies on who I'm tryin to enable (Account executives, leadership, customer success, technical sales engineers, etc..) * Competitive battlecards * Why we win/why we lose messaging + customer stories * Product differentiation deep dive (in partnership with a Sales/Solutions Engineer) * A competitive ...
Jeffrey Vocell
Head of Product Marketing, Narvar | Formerly Iterable, HubSpot, IBM
Great question! I'll start with saying Klue has a phenomenal blog post on this topic I'd encourage you to read. But to your question, most will try to differentiate off features. In most cases this will lead to a conversation about value -- and in a crowded market is really difficult to truly differentiate in this case. There are some tactical things you can pursue to drive differentiation: * Social Proof * Lean-in to aspects of your solution that customers rave about! I've seen this be everythign from the sales team/process, to customer support team, implementation, educatio...