All related (9)
Rekha Srivatsan
VP of Product Marketing, SalesforceAugust 9

I am familiar with this situation as I was here not too long ago. ;) Here's what worked well for me: 

  • As a new leader, establish your 30-60-90 days goals with your manager. Align on the big bets, so there are no big surprises. 
  • You are also likely to re-org the team to make it more efficient. Chances are that your manager might also have a few thoughts/ideas. Pick their brain earlier to understand more, so it can influence your plans. 
  • Ask your manager for the critical stakeholders for you to build relationships across the organization and genuinely pursue that. 
  • Ask 3 things during your every 1:1 - "What's top of mind for them? What can you do to help? Any feedback for you?" Asking these questions often earlier will help you understand their thought process and help you build a trustworthy relationship. 

The most important thing your boss can do for you when you start is offer their time and give you the time and space to onboard. It's a balance of pushing you to execute while allowing you to onboard and truly depends on the state of the business. 

Danny Sack
Director Product Marketing, SAPJune 10

Every time I join a new organization, I ask for the same things:

  • List of key contacts in the sales, marketing, and product teams
  • Key buyer/user personas
  • Existing product materials
  • KPIs for the team

From there I construct a 30-60-90 day plan to meet people, learn the products, and craft a strategy for the products that will lead to measurable success.

Francisco M. T. Bram
Vice President of Marketing, Albertsons CompaniesMarch 24

The most important thing you should expect from your new manager when you first join an organization is a detailed onboarding document with a 90-day plan. The document should provide background information on the company, industries, and competitors with links to source files and documents. It should also outline the company’s vision, the annual operating plan for the business and the department OKRs or goals. 

As part of your orientation plan, your boss should identify a list of key individuals for you to meet with topics to cover in each meeting. The document should also contain links to any customer research or insights that will help you inform your understanding of your customer base and target audience. 

This plan should also highlight what your core responsibilities are, how much budget you have at your disposal, what product launches you will be leading, how your success will be measured and what expectations there are for your first 30-60-90-day milestone. 

Finally, make sure to book regular time with your boss in your first 30 days, at least 2x per week as you ramp-up.

Danny Sack
Director Product Marketing, SAP
This is an interesting question. In my experience, the most important soft skills needed for PMMs are influence management, and public speaking skills.   Influence management would be getting people from outside of your department or team to work on your project. Good influence management is not just asking people to help, but making sure they understand the value of the work they're doing. If someone says they can't help, going to their manager to help with priorities needs to be done with a soft touch. Being a tyrant to get your projects done won't get you far in the long term.   Pu...
Div Manickam
Mentor | Author | Product Marketing Influencer, Inspire. Influence. Impact. | Formerly Lenovo | Dell Boomi | GoodData
Our messaging and positioning starts with this framework below. We combined messaging and positioning into one document and have it built out for each product, solution, and industry. We engage with product management to start and confirm the value proposition, key personas and their pain points based on current learnings from customers. Then we validate our messaging with sales, presales to gain insights into prospect conversations.  This has become the guide for the content/editorial team and the other teams in marketing to help articulate business value. undefined [https://i.imgur.c...
Krithika Muthukumar
Head of Marketing, Retool
While you can have really compelling per-product pitches, the real challenge of selling a platform is getting prospects and customers to buy into a vision that unifying their systems is going to be a force multiplier for their company. The value is that 1 + 1 > 2. In selling a platform, it’s imperative the messaging is above-the-line focused because you’re trying to convince customers about the vision. There may be cases where a platform only has 80% of the features that a combination of point solutions have, but still wins out because the sales team was able to align the customer with the ...
Francisco M. T. Bram
Vice President of Marketing, Albertsons Companies
Product marketing is the process of taking the right product to the right market with the right narrative to the right audience and at the right time. More specifically, a product marketer is the voice of the customer, helping organizations uncover insights that can inform product and marketing plans. The best way for you to convey the value of PMM is to fight for your customers. A lot of times, PMMs will face the dilemma of supporting internal goals vs meeting external customer needs. No matter what, always represent your customer interests, be their voice internally. It may make you feel ...
Rekha Srivatsan
VP of Product Marketing, Salesforce
Great question! You can consider your target buyers and prioritize messaging based on your top personas. This will help your field tremendously too. You can also identify common customer outcomes and make sure you map your buyers to expected outcomes to the general vision of the platform. Aligning all of this will help you really synthesize the top value prop of your platform. 
Vishal Naik
Developer Marketing Lead, Google Assistant, Google | Formerly DocuSign
I'm big on analogies (perhaps annoyingly so), so equate it to a concert: The Portfolio or Suite is like the band. It's the grouping of the products that you sell/come to see. The Ecosystem is like TicketMaster or StubHub. It's how you gain access to see the band/use the product if you're not walking up to the theater box office to buy a ticket. The Platform is like the stage, where the band is performing, it's connected into the sound system and lighting, and because of it, all attendees are enabled to see and enjoy. In a business setting, I do often hear the term Platform used synonymousl...