For eg: Should PMMs be aligned with PMs (we have a 3:1 mapping), or should PMMs be aligned with the market/buyer persona or something else?
3 answers
All related (38)
Harish Peri
Head of Product Marketing - Security, Integrations, Mobile, SalesforceJuly 29

If your main goal is to stay tightly aligned with PM, then its best to mirror their structure as much as possible. E.g. in my world we have alignment at both the product VP/GM level down to the individual PM level. Its not necessary to have a 1:1 between PM and PMM because that can be inefficient. Said another way:

1. Product VP/GM <--> PMM VP. Alignment of portfolio/solution level messaging, big pricing or GTM decisions, influencing longer term product strategy

2. Product leader <--> PMM leader. This can be many-to-1. Goals more short-medium term, including release marketing, competitive intel, sales/customer feedback, etc.

Mandy Schafer
Group Product Marketing Manager- Enterprise, MiroJuly 14

Recently, the way my PMM teams have been structured has been Inbound (or Core, Stream, etc) and Outbound (GTM). This type of team structure divides up PMM teams with those that 

1) Work closely with GTM - sales plays, customer advisory boards, ABM camapign and

2) Those that work closely with Product, Engineering and UX design - Product roadmap, launch preperation, sales enablement, demos, etc. 

I find this to be the most ideal when being asked to influence product roadmap is a core part of your job. However, this does take away from your ability to influence MQLs, as your role becomes much more technical, and less around structuring how sales and marketing align together. I've done both, and it really depends on what you enjoy doing. I also ask my own team what they enjoy, and try and make sure they work closer in areas that they feel they can make the most impact. 

Mary Jane Han
Product Marketing Director, RoofstockFebruary 2

I've seen product marketing fall either under Marketing or Product with dotted lines to specific businesses they support. There are pros and cons to either structures but generally, aligning under the product org will allow you to be more tightly aligned and have greater influence on the product roadmap.  

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...
Jeffrey Vocell
Head of Product Marketing, Narvar | Formerly Iterable, HubSpot, IBM
Great question! A lot of collaboration can come from shared KPIs, so it's great to align where possible. I'll divide this into two groups, on-going and launches. On-going KPIs: * These should largely be goals you can both impact over time. Things like adoption, revenue (particularly if there's a freemium, or PLG motion at your company), retention, NPS.  * For example, with adoption there are product changes that can likely be made as well as dedicated marketing done to drive success. At Iterable, we were working to drive adoption of one of our AI products and did just this...
Robin Pam
Product Marketing Lead, Stripe
* Be objective: Use customers' exact words and quotes as much as possible. Be the notetaker, the objective observer, and people will start to trust your observations. * Be concise: Once you've listened, sat in on meetings, taken good notes, get good at synthesizing them into short summaries. Most people don't read long emails or sit through long meetings, so it's important to be brief. I got into product marketing with a liberal arts background, and synthesizing customer research and insights is a great way to put your writing skills to work. * Be consistent: The mos...