Should PMMs be split into products, Regions, Projects, Teams, A mixture?
2 answers
All related (21)
Daniel Kuperman
Head of Product Marketing, ITSM, AtlassianApril 8

I've seen a bit of everything when it comes to the split of Product Marketing teams. At some companies it is done by product line, at others by industry, and some by customer segment. And I don't think there's a 'best' way to do it, honestly.

It all depends on what makes sense for your company. I do think you can ask the following questions to get enough data to make good judgement call on this:

1. Do you have one or more products? And if more than one product, do each have their own distinct buyer and user personas?

2. Is your product(s) horizontal, cutting across all industries the same, or vertical, i.e. different use cases for different industries?

3. Do companies of all sizes use your product? Do you target the SMB and the Enterprise space? Do you plan to?

4. Are your buyer personas the same across regions? Are your competitors the same? Are the needs of your users and the use cases the same or they change based on geo location?

I think that getting data to answer these questions will help you make an informed decision. Also, the needs of your company may change, in fact I guarantee they will, and you will have to adjust how you organize the PMM team to match the new goals and growth targets for the business. 

One other thing to keep in mind, is that as the owner of the Go-To-Market, this is something you should be always thinking about. If the PMM team organized in such a way that is helping our company reach our target buyers and grow? What, if anything, would boost our growth and is modifying how PMMs are currently structured one way of accelerating it?

Harish Peri
Head of Product Marketing - Security, Integrations, Mobile, SalesforceJuly 5

This is an evolution depending on the complexity and scope of the Product and GTM motion. But usually it follows this path (additive):

  1. Aligned to individual products
  2. Aligned to product groupings (solutions, use cases, needs, JTBD etc)
  3. Aligned to customer segments
  4. Aligned to industries
  5. Aligned to regions
  6. Adding in supporting functions--> competitive, AR
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...