All related (21)
Daniel Kuperman
Head of Product Marketing, ITSM, AtlassianApril 8

Although each company has their own way of building and growing their product marketing teams, one way to think about global vs local is based on customer needs and market dynamics. 

If the product you sell has the same buyer persona across different regions and the market dynamics are such that the competition is basically the same everywhere, your 'global' PMM team is able to effectively message, position, and market world-wide. If, however, the moment you cross geographic zones the buyer persona or the buying group changes slightly, some competitors become more active in different regions that means you need a more localized approach to how you message and position your product.

I've worked at companies where the product was being sold globally and when I asked customers in Europe or Asia about their needs and whether they wanted product screens in their own languages, they told me that they were so used to English-versions of products for that particular use case that it really didn't matter. And when we looked at who competed with us in different geos, all the same vendors were there. 

Another company had a different challenge. We realized that in Europe different personas were showing up in buying decisions. These personas were there because of specific regulatory requirements in Europe that we don't have in the US, and so we started an effort to message these personas and for that we also required some local expertise. This is a typical case where localized PMM is needed.

What is your own situation? Start from the customer and work your way down. Are the customers, the buyers, those involved in the purchase decision the same world-wide? Are the use cases, jobs-to-be-done the same? Are the competitors and market alternatives different? The answer to these questions will help you determine if you need a 'local' PMM team and what differences they would have vs a 'global' team.

Meghan Keaney Anderson
VP of Marketing, Jasper | Formerly HubSpotApril 11

This is a great question and I'd say the answer varies based on where your company is in its development. When you've first gone international, you may not have the demand or customer-base yet to validate a full hire per region, so you'll want to hire 1-3 international champions, their job is a mix of market and competitive research, project management, and product marketing. They act as an overlay on your existing product marketing team. Pre-launch developing the research for how your positioning will need to be adapted by region, during launch working with demand marketers to execute on the in-region launch elements and post-launch ensuring that the region is adopting the product and the funnel is growing.  

That is really a stop-gap role, overtime that role should evolve into regional specialists within a solutions marketing team that develop full persona-based marketing strategies for their regions.  

Daniel Kuperman
Head of Product Marketing, ITSM, Atlassian
In most B2B tech organizations (where I've spent most of my career) the PMM team owns the Go-To-Market. From a strategic perspective this means: - Who we should sell to and how - What should we sell and why - How we'll reach them and what we'll tell them - Knowing what works and course-correcting The challenge is that each of these elements is broken down into specific tactics, such as: - Who we should sell to and how: creating buyer personas, doing market segmentation, identifying sales channels - What should we sell and why: product-market fit, product launches, product positioni...
Priya Gill
Vice President, Product Marketing, Momentive
There are four areas where I believe that PMMs can add the most value, and that’s where I usually start my assessment to identify the lowest hanging fruit: * Product: Do we have product-market fit with our ideal buyer? Is our messaging differentiated and compelling? Is our pricing and packaging competitive? * Demand: Are we targeting the right personas, industries, categories? Where are we winning and are we doubling down effectively? Are there untapped markets worth pursuing? * Enablement: Are our win rates, average deal size and pipeline conversion strong? How does ARR / G...
Patrick Cuttica
Senior Product Marketing Manager, Square
I'm running out of time! See the answer above to the question "I wanna make the case to hire some more product marketers - we're a team of 2 for a company of 400. Whats the ratio where you are? Have you seen any external data on this?" -- I think I mostly covered this in that answer.  In short, we have a Go-to-Market team focused on the commercialization of our product straetgy and a Sales Readiness team focused on competitve/market intel, analyst relations and sales content developmenet. And our key partners are Solutions Engineers and Sales Enablement. 
Sara Rosso
Director of Product Marketing, HubSpot | Formerly Early hire @ Automattic (WordPress.com, WordPress VIP)
As a fully distributed / remote company, we operate slightly uniquely than other companies - the two biggest differences are 1) we don't use email and 2) everything by default is public to the entire company. Instead of email, we publish everything on our intranet, which is naturally powered by WordPress, and it's also public to the entire company. The intranet is essentially hundreds of WordPress(.com) sites, which we call P2s after the theme they run. P2 is available for anyone to use https://p2theme.com/ and the design enables easier front-end posting & inline commenting, so it's less o...
Sarah Din
VP of Marketing, Builder.io
Does not matter if you are a junior PMM or a seasoned PMM leader - owning/coordinating launches and copywriting will always be part of your job in one way or another so embrace those, be the best at it, and use the experience to hone your craft. But you also don’t want to be pigeonholed into JUST being a project manager or copywriter - that’s when you need to make sure that you are working on a variety of projects in your role, and there are multiple ways to make that happen. * Have an open discussion with your manager and make sure that you have at least 1 big strategic initiative to ...
Alexa Scordato
PMO, TikTok
If product marketing is embedded within product, what that usually tells me is that marketing is a secondary function to product. If you're operating within a product-led organization, the cadence of the business will be determined by product leadership and the roadmap they set. That said, marketing can certainly influence it, but it's a shared service to product. When product marketing reports into marketing leadership, that's usually a signal that marketing is a leading function at the executive table in which case there's more a balance between marketing and product co-creating or design...