All related (13)
Shabih Syed
Director, Product Marketing, Datadog | Formerly MparticleJuly 7

It's difficult to generalize here. You need to first establish the need for product marketing because not every company needs a product marketing function. In my opinion:

Small companies or start-ups (<20M ARR) can delay hiring product marketers if the founders or early marketing employees can perform the job. Once you have happy customers and start seeing competition in your sales cycle then it's time to bring in a product marketer to develop competitive positioning and fine tune the GTM messaging.

As revenue increases you can add experts within the product marketing function based on business need. As you set up a sales function you will need PMM to develop sales enablement material or create thought leadership content (blogs, e-books, whitepapers) to drive brand awareness.

Finally, as revenue approaches 50-100M ARR you will need dedicated resources in product marketing to handle GTM messaging, pricing, sales playbooks, campaign management, content development, analyst relations, product launches and customer advocacy programs such as advisory board or content for user conferences.

In established enterprise companies you see large product marketing teams with multiple people performing the same product marketing function but are distributed by regions. 

Gregg Miller
VP of Product Marketing, Oyster®
30 days: Balance being an absolute sponge and learning by doing. Be a sponge by reading every doc you can get your hands on (enablement materials, case studies, team quarterly/annual plans, research studies, etc.), talking to as many prospects and customers as possible, and scheduling 1:1s with both stakeholders and company leadership. Learn by doing by getting involved in low-risk, low-hanging fruit activities where a PMM touch is needed but perhaps don’t require a ton of context. 60 days: Hopefully you’ve gained enough context by 30 days to start to get an idea of what the big challenges...
Jasmine Jaume
Director, PMM - Support & Platform, Intercom
We've changed our structure several times over the years as the business has grown and priorities have shifted, but because PMM at Intercom works very closely with product we have always largely mapped PMMs to specific solutions or product areas. Our current team structure roughly mirrors that of the product team. That means we have 1 or more PMMs mapped to each specific product group, which are either focused on a solution (for example our support solution) or a product area (for example, platform which covers our data platform, app ecosystem etc.) Some groups have multiple PMMs, dependin...
Angus Maclaurin
Director of Product Marketing, Bill.com
First off, I would say that Product Marketing is in demand in the market and the most critical skill set is a passion for understanding the customer and crafting messaging. If you can show a deep empathy for customers and research how a product actually matches a specific customer need, then you have a strong start for interviews. I would start with talking with PMMs or “shadowing” a PMM at your company. Find out what skill sets they recommend you develop further. Find out what you already have from your current role. One of the benefits of Product Marketing is it’s breadth. PMM does ever...
Shabih Syed
Director, Product Marketing, Datadog | Formerly Mparticle
In my opinion the effectiveness of sales enablement should be measured by reducing the customer acquisition costs over time and reducing the time it takes to close a deal. Having these in-process KPIs that you can track month over month will help you demonstrate how your enablement activities are helping sellers meet their quotas. 
Harsha Kalapala
Vice President, Product Marketing, AlertMedia | Formerly TrustRadius, Levelset, Walmart
Copied over from a similar question: There are a lot of things you could do - and it's easy to get distracted as a product marketer. First 30 days - Listen, listen, listen. Ask a TON of questions. Hold back from providing ideas unless you are really sure about it. Help others behind the scenes on ongoing projects with work you are good at - like writing or editing copy, preparing slides, etc. Help them look good and make allies. This is also a great way to learn the business. Talk to customers - jump in on existing calls and ask good questions. Get familiar with basic analytics and KPIs...
Jason Oakley
Sr. Director of Product Marketing, Klue
Know the product and their role (product management) well. In my experience, I've been able to build credibility with PMs by being able to speak their language, communicate in tools like Jira, Confluence, Miro, Figma, that they use every day to do their job.  While product knowledge is important, market and competitive knowledge is a huge asset for PMs and something they often don't have. If you can bring that to the table, you'll be seen as a valued partner.  I've also experienced a tension between PM and PMM when it comes to overlapping jobs and who owns what. PMs may feel like a new pr...