All related (7)
Priya Ramamurthi
Head of Product Marketing, Platform, OktaNovember 10
Generally speaking, partner marketing influences sales pipeline and revenue. Not different from product marketing in this aspect. With each partner, there should be specific quarterly and annual goals to influence this. Details related to conversion rate based on campaigns planned make these goals operational. There can often be additional goals based on MDF funds given out for specific launches.
Alexandra Sasha Blumenfeld
Product Marketing Lead, Enterprise, SentryMarch 25
I typically see the partner marketing team tracked on pipeline numbers and opportunities. That said, I think it depends on your partner marketing strategy and your marketing/BD team goals as well. Ideally, we try to balance activities that will influence in-quarter impact where we will see an immediate impact on pipeline (eg digital events, gated content) with activities that are more strategic/longer-term that will see an outsized impact a few quarters (or years) out. eg working with larger partners where you have to establish the foundation, build relationships, build strategic product ...
Harsha Kalapala
Vice President, Product Marketing, AlertMedia | Formerly TrustRadius, Levelset, WalmartDecember 14
There are typically strategic outcomes and tactical outcomes to partnerships. Partnership GTM leaders should be goaled on the tactical outcomes, but also incentivized to drive strategic outcomes that may be harder to predict and measure. These are some of the KPIs I've worked with –  Tactical KPIs: * Pipeline driven - Number of inquiries, New opportunities created, Expansion opportunities created, In count and in dollars driven * Revenue impact - Closed won opportunities - new business or expansion (this may be long-term, depending on the length of the sales cycle) * Adoption of ...
Andy Yen
Senior Manager, Strategic Technology Alliances Marketing, ServiceNow
Honestly, having worked in both product and partner marketing, I don't think product marketing teams focus enough on partnerships. Product strategy to me is simple, it involves three components: "build, partner, buy". Based on my own experience, product marketing teams are great at executing the "build" aspect of the strategy - new product launches and adoption of new features. However, as companies and products mature, features in new releases become more incremental, so it's important to tell a broader story around your ecosystem. Most product marketing orgs will dedicate a specific role ...
Harsha Kalapala
Vice President, Product Marketing, AlertMedia | Formerly TrustRadius, Levelset, Walmart
When starting out, partner PMM work should be an experiment run under core product marketing. The fundamental principles are all the same. What changes in the environment in which you operate, your audience mix, and the non-traditional opportunities you can uncover to get creative in your GTM? Once you see traction and results with the experiments, and the product team is producing a roadmap of new partnerships, it is time to spin off a dedicated partner marketing function to stay ahead of the game. In many instances, the product team leads the calendar on partnerships, and companies are ca...
Priya Ramamurthi
Head of Product Marketing, Platform, Okta
If partnerships are a focus for the organization, partner PMM as a dedicated team is crucial. Within the team, there can be individuals supporting for technology partnerships, cloud alliances and traditional SIs, LSPs & resellers. Depending on the organization and the existing and planned partnerships, the number to support each one could differ. In addition to the typical partner marketing, there can be additional resources geared towards technical marketing.
Alexandra Sasha Blumenfeld
Product Marketing Lead, Enterprise, Sentry
The way that I have done this in the past is by showing repeatable impact to our bottom line. First, I recommend setting up a process to ensure you are diligent in reporting and have accurate attribution in place. Then you can start testing out the different levers as you look for repeatable pipeline impact. I suggest working closely with your cross-functional counterparts such as BD, product, and sales to ensure you are all working on the same initiatives to see an outsized impact.