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

Product marketing is the core of any organization. We are the product experts, which means: 

  • We work closely with the demand gen teams to create compelling ads in the market. 
  • We partner with the awareness teams to hype the product / upcoming features.
  • We align with the product teams on feature prioritization and the right short-term and long-term product strategy.
  • We work with the field to arm the sellers with the latest product innovation and how to sell them. 
  • We work with the AR and PR teams to ensure we stay relevant in the market. 

Can you name another team that's central to an organization? ;)

Danny Sack
Director Product Marketing, SAPJune 10

In smaller organizations, I've found this is much harder. The marketing team, sales team, and product team might all sit very close to each other. Small organizations essentially require everyone to have a technical/product expertise that just doesn't happen in larger orgs. The sales teams will just ask the PM directly, and the marketing teams will focus on the key messaging for the product(s) that drive the company.

As the company grows, the roles required within marketing, sales, and product get more specialized and the spaces between them grow. There might be multiple products, geographies, or lines of business. This is where Product Marketing Managers really get to shine. Taking the technical solution built by product, and creating a sales message that can be amplified by marketing in properly targeted campaigns is critical.  

Thus if you're in a small company as a Product Marketing Manager, you need to make sure that you're driving that value for all three teams I mentioned above. Defining the product messaging for the PM, aligning a marketing campaign to deliver a robust pipeline of leads, and enabling sales with the right pitch and materials to close deals.

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

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 uncomfortable, possibly even create some short-term friction with peers but this won’t go unnoticed with senior leaders and overtime you will build a credible reputation for championing customers. You will start to have a bigger voice at the table, helping polish product roadmaps, weighing in on strategic partnerships and helping prioritize what new verticals to enter next. These are the stories and experiences that will position you as customer-obsessed product marketer helping you get promoted or nail that next job interview.

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
Successful product marketers are both right and left brained. Thus, in addition to the hard skills, they must possess soft skills to rally teams behind their ideas. There are five fundamental soft skills that product marketers must demonstrate: * Passion * Adaptability * Cross-functional leadership * Prioritization * Executive presence I wrote a blog post about these key PMM soft skills here. For Hard Skills, from my experience the most important skills are: 1. Market Sizing - Total Addressable Market (TAM) 2. Customer Segmentation 3. Narrative Design 4. Go-to-Market Strategy...
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...