All related (9)
Jon Rooney
Group Vice President, Industry Marketing, OracleApril 10
It depends on what the charter of the industry marketing team is at your company, but in my case I came up as a product marketer and went on to build and lead product marketing teams, which is a pretty good proxy for industry marketing. The traits are all fundamentally the same, starting with the ability to quickly and repeatedly synthesize lots of complex information into a simple, compelling message that people understand and remember. Being able to not only formulate that message and indentify who needs to hear it, but then also build a marketing machine that knows how effectively use al...
Jeff Otto
Vice President, Product Marketing, MarqetaJuly 14
At Salesforce I’ve worked for 7 different executives in just over 6 years. Each of these leaders had a different mixture of leadership characteristics, and what I try to always look for is their ‘killer app’ - the leadership behaviors, and skills that they brought with them that were differentiated. New tools I could add to my personal leadership “tool box”.  Here are a few that I strive to master: * A leader who builds a coalition of influential stakeholders around their vision, who proactively seeks high-impact projects or opportunities for growth for their team * A leader tha...
Sina Falaki
Director, Industry and Product Marketing, MotiveJune 15
A firm grasp on the market, understanding sales, empathy, great copywriting, amazing storytelling, understanding of campaign operations, an entreprenurial spirit, and leading with solution marketing is key to being a succesful industry marketer.  In my opinion, a great marketer is an ex-salesman. Marketers should always be trying to sell and close, this allows them to create the best possible collateral and pitches for sales teams.  You must be keen on directing and developing target markets, segmenting & positionining, and eliciting customer feedback at all times. Leading product mar...
Priya Gill
Vice President, Product Marketing, Momentive
First off, I'll say that I'm never a fan of making someone create messaging/positioning and defining a GTM plan about the interviewing company's product because you're never going to get to the level of knowledge as someone in the company...and it takes way longer to do it right. OK, rant over. :) Typically when I ask candidates to give a presentation, it's less about the specific products they're presenting, but rather HOW they present it. Can the candidate articulate how they effectively approached their GTM strategy, from ideation to execution and beyond. Can they clearly understand t...
Jon Rooney
Group Vice President, Industry Marketing, Oracle
I imagine any company would be open to hiring people for PMM roles with this range of experiences. There are multiple paths to product marketing and all of these functions cover part of the responsibility of the role. PMMs are, at least in my experience in enterprise software, a true hub role - with connections and visibility into seemingly every part of the business from strategy to product to customer success. Category Management, or Brand Management, at a CPG company might not always immediately translate to an enterprise PMM role, particularly if it's a senior role and requires experien...
Jeff Otto
Vice President, Product Marketing, Marqeta
With my industry product marketers, I nurture the development of a set of skills that I feel differentiate them. These are the skills I feel an industry product marketer should be exceptional at: 1.) Know your industry buyer personas. 2.) An industry product marketer should be able to speak in the native language of that industry. They should know the industry jargon, abbreviations, and the way their business functions. 3.) They should hold themselves accountable to ensuring their messaging is relevant to the industry’s specific situation and challenges, and they should always strive to pos...
Zachary Reiss-Davis
Head of Industry/Audience Marketing; Director of Product Marketing, Procore Technologies
I've tackled this question a bit in other answers already, and I encourage you to check those out as well, but in essence -- industry marketing is one specialization in a mature product marketing organization, focused on key value propositions and message by industry. It's required when your ideal customer profile's needs, challenges, and the value that you can bring to their problems varies enough by industry that it's difficult to have "universal" positioning apply to each of your target industries.
Julie Vasquez
Product Marketing Leader, Procore Technologies
The most critical intersection of Industry Product Marketers and their Solution Marketing counterparts happens with product launches, re-launches, and major feature releases. This helps ensure that relevant use cases, positioning statements, and sales collateral are in place and that the teams coordinate sales enablement and campaign activities to get messaging to the right people. Solution Marketing teams own the messaging frameworks for each product and work closely with product teams as early as product discovery. Industry Product Marketers draw from a portfolio of products to build mess...
Sina Falaki
Director, Industry and Product Marketing, Motive
In the early stages, as teams are starting to get built - trust and dividing responsibilites is the biggest factor in ensuring alignment, especially between PMM's and PM's.  How do you build trust and clearly divide responsibilities? Communicate and clarify your end goals.  Align on goals - Ownership from both teams is necessary. Product Marketers are customer and market facing, while PM is developer and product facing. PMM's must ensure product adoption is critical and their highest priority. Marketers must align product packaging and messaging with market demands and PMs must align ...