All related (33)
Leandro Margulis
Head of Product Marketing, ProveSeptember 7
Make sure you have periodic meetings scheduled with each separate and some times with both together. As PMM, we bring the "voice of the customer" and the "Voice of the market" from the outside in, and we provide the messaging and positioning for the go-to-market strategy for the "inside out", so we need to get sales input and feedback intro product to influence the roadmap, and make sure we educate sales on the product in the best way possible so it resonates with their customers.
Josh Bean
Sr Director Product Marketing, ZendeskJanuary 26
Communicate communicate communicate. PMM/GTM/PRODUCT need to be constantly communicating. Here's a sample cadence to get you started: PMM <> Product * PMMs and Product managers catch up weekly/bi-weekly on upcoming releases, roadmap changes, voice of customer * PMM and Prod leadership meet monthly to review roadmap, strategic messaging and key product/product marketing topics PMM <> GTM * PMMs and sales leaders should be meeting on a weekly or bi-weekly basis to review high level performance, gaps and key deals * Bi-weekly Sales leaders and managers meet with marketing to r...
Ryan Van Wagoner
Head of Product Marketing, ForethoughtSeptember 16
This is a fantastic question and often where PMMs either excel or fail. Product marketing is the glue between product, sales, customer success, and core marketing, and understanding how to align those four functions is the key to success. Start with listening. Talk with each stakeholder (in your case product and sales, but I'd recommend expanding to customer success and core marketing / demand gen in many cases) and understand their priorities, upcoming projects, and anything they'd love to see from product marketing. Talk about their strategic goals and where you can work together. Run ne...
Chris Glanzman
Director of Product Marketing & Demand Generation, ESO | Formerly FortiveSeptember 8
The most helpful advice I ever received for collaborating with Sales and Product teams is to reframe your thinking to be that of an Educator with these other teams being your learners. To be an effective Educator, you need to understand your material and equip your learners with the knowledge they need to apply the information in their own roles. Tactically, this will look very different for Sales and Product because their needs and functions are so different. One of the biggest benefits I gained from this advice is a very tangible example of what good looks like for product marketing. Fol...
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
The most important thing to keep in mind is this: having the product marketing title doesn’t automatically mean you get to influence the roadmap. You have to put in the work and show your value to get a seat at the table. There are three big levers to pull here to help you shift the way product marketing works from a team that’s just responsible for the launch of a product to one that’s involved in the entire product process. 1. Create a partnership with your PM: When you’re thinking about how to influence, you’re probably thinking about managing up and influencing people who are more se...
LeTisha Shaw
Director, Product Marketing, UserTesting
Yes, this is a pretty standard PMM interview question. When I ask, I am typically looking to see if the candidate understands product launch and go-to-market fundamentals. I'm also interested in which parts of the launch they led (i.e. was it a specific marketing channel or soup-to-nuts?).  I also like to ask different variations of this question, like "tell me about a product launch that did not go well and you had to get back on track" because let's be honest, not every launch goes exactly the way we plan :)
Ross Overline
Senior Manager, Product Marketing, Fivestars
Asking for a raise is tricky. Ultimately, you need to be driving value, right? That can be broken down quantitatively, but also qualitatively.   Quant: What impact are you having on funnels? Run A/B tests to prove that your strategies are driving impact. How have NPS and sentiment changed?   Qual: Do you have strong relationships with stakeholders? Are you driving value through strategy, creative, and channel partnerships?   I would also recommend using your companies job ladder as a tool, or if you don't have one, job descriptions for other similar roles. If you're a PMM and the expe...
Leandro Margulis
Head of Product Marketing, Prove
Well, the question of "What is Product Marketing" Could mean different things at different companies, but my answer is that we provide the voice of the market and the voice of the customer internally to the product manager so we can build products that resonate with our audience, and we are the voice of the product externally providing the appropriate messaging and positioning to go to market.
Lindsay Bayuk
CMO, Pluralsight
Great question! This is so important. Because product marketing is often the "glue", it’s easy to miss how critical it is to driving company alignment and growth. Make sure that you have a regular cadence of updates and clear/measurable metrics reported to your CMO and Executive team. Being proactive about advocating for your function is part of being a great marketer!