All related (14)
Adam Kerin
VP Product Marketing, TrueworkJanuary 17

Perhaps surprisingly, I believe the core deliverables and thinking of a PMM are easiest to improve. These are strategy frameworks, effective messaging and positioning, etc. You’ll learn most by doing, and get better with time, especially with retros to look back on previous launches and strategies.

The most important and hardest skill to improve is influencing stakeholders outside of marketing. This skill will only grow importance the higher you go in the organization.

I’ve seen excellent marketers and otherwise great leaders struggle to influence the technical orgs which, depending on company culture, may hold more sway in a tech-led organization. Delighting internal stakeholders and delighting customers are not always perfectly aligned. For example, I’ve seen a situation where a PM wanted us to announce a product pre-maturely, so they could list it for their performance review.

The best marketing leaders I’ve had the pleasure of working with are able and willing to challenge internal thinking to always put the user first.

Shabih Syed
Director, Product Marketing, Datadog | Formerly MparticleJuly 7

I see the product marketing function as a mix of strategic and tactical work streams. Strategic work streams are harder to improve on and naturally have a significant impact. Tactical work streams are easier to improve on.

The strategic work streams may include developing GTM messaging, pricing methodology and sales playbooks which require cross-functional alignment. To lead these projects you need to gather opinions from multiple stakeholders and be able to drive consensus. You can only achieve this if you design and follow a strategic framework. Depending on the project your framework might change. I usually have found this HBR article a good place to start to discover potential strategic frameworks:

On the tactical side you need to develop better writing skills if you want to contribute content, be a great project manager if you want to launch products and be able to create and deliver effective visual presentations to communicate messaging and value propositions.

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,
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...