All related (55)
Roopal Shah
Head (VP) of Global Enablement, BenchlingMay 19
Your CMS (content management system) should have some sort of archiving parameters in place that should remind the PMM team when things get stale. With that said, all the reminders in the world won't matter if people ignore them, so I recommend you also have a "librarian" of sorts manage your content site - whether it's in a sales portal or in another tool, someone who is in charge of managing the site, tracking metrics, and also monitoring / organizing PMM when content needs to be refreshed/archived.  
Jessica Scrimale
Senior Director of Product - Datafox and AI Applications, OracleAugust 17
This is tough, but you can prevent foundational PMM assets from going stale by having (1) defined processes (e.g., establishing which components of your market intelligence are most important to update and on what cadence, and using what inputs), (2) quarterly prioritization to revisit key assets (e.g., dedicate budget and get buy-in from cross-functional partners to spend time and energy updating these assets as a part of quarterly OKR planning. If you don't dedicate and protect the time and budget, you're likely to let them fall by the wayside), and (3) cross-functional participation (e.g...
Charlene Wang
Vice President & Head of Marketing, Fin.comApril 7
There's two parts to keeping all the above content up to date, including content creation and content delivery: * Content Creation: This is all about capacity planning of the Product Marketing team on the capacity of the team to update content vs. the amount of content that needs to be updated. First, you need to define what content must be kept up-to-date and how frequently these updates need to happen. For example, some product marketing content needs to be updated frequently (e.g. information about new products and/or features that have come out in each release), wher...
Kevin Garcia
Head of Product Marketing, RetoolJune 24
Make it jointly owned. Your team will (almost certainly) not grow as fast as sales, success, support, etc. Even talented PMMs struggle to keep these things relevant and useful for every season of the company’s journey. So rather than boil the ocean, make it everyone’s responsibility. If your best competitive and market positioning is in the sales onboarding guide, sales managers and VPs have an incentive to keep it accurate for new hires. Plus new hires can comment on/correct things over time. If you have personas, consider jointly owning them with the product team. Product teams have...
Rajendran Nair
VP Product Marketing, MedalliaJuly 20
This really depends on your product and industry. Let me outline a framework with four elements: * The customer perspective * The competitor perspective * The technology perspective, and * The marketplace perspective Take a look at https://www.linkedin.com/pulse/product-marketing-three-words-part-ii-rajendran-nair/ and https://www.linkedin.com/pulse/product-marketing-three-words-part-iii-rajendran-nair/. I have laid out the framework I use to listen to the market.
James Winter
VP of Marketing, Spekit
Pat and Sean did a great job answering with some more tactical approaches so I'll be brief with a couple tips.    There are purpose built tools like Inkling that can be a great way to enable massive sales teams, but they require a ton of investment to do well. Webinars and quizzes are things that work well remotely. Salespeople are competitive so use that to your advantage.   If you have a massive sales team, you should also have the budget to get some outside help to help train them. I’d recommend hiring a professional services firm to make sure the training doesn’t consume all of your...
Alex Lobert
Product Marketing Lead, Creator Promotion, SpotifyMarch 15
I'm big on updating information based on actions that need to be taken / decision that need to be made.  When it comes to market research and personas, clarify what decisions you need to make based on the information and the cadence to which you will make them. If you use market research to inform half-by-half planning then updating the information prior to the beginning of each half is a good starting assumption.  I recommend keeping a regular pulse on the competition, though. For example, by regularly read news about your industry. If there are public announcements that necessitate ...
Daniel Kuperman
Head of Product Marketing, ITSM, Atlassian
You have several products with release dates next to each other and limited resources, so what do you do? Here’s how you can think of this: first, identify the releases with the highest ‘tier’ or ‘priority’ (classification of release tiers vary company by company). The highest priority feature is typically the one with the highest impact in the market and that should get more enablement focus.
Nikhil Balaraman
Director, Retailer Product Marketing, InstacartMarch 22
Starting with the customer insight is always the #1 job of a product marketer. Ideal customer profile, target verticals, buyer personas, etc these are things that aren’t going to change on a weekly or monthly basis. However, as part of routine planning cycles – perhaps every 3, 6 or 12 months depending on your market or industry, it’s always good to re-evaluate with sales and CS leadership and understand if we’ve been seeing any shifts in user base or even with the demand gen team to understand how mix in titles might have changed in your inbound lead mix. Competitive insights are a sepa...
Mary (Shirley) Sheehan
Group Manager, Engagement & Retention Campaigns, Adobe
I answered this in a similar post - see it here: https://sharebird.com/can-you-outline-the-best-structure-and-format-for-user-personas-that-are-useful-across-the-org
John Hurley
Vice President Product Marketing, AmplitudeFebruary 4
Align on needs and get buy-in on the program from key stakeholders upfront, otherwise, you will just be reactive and the expectations will be that every request is handled and every asset is up to date. By setting a strategy upfront, defining the set of deliverables and the cadence at which they'll be updated, and creating rules of engagement and set venues / channels for to communicate with teams, you can create a scalable system. For larger orgs, you may have to create SLAs between your team and sales and product.  Specifically with competitive, I really believe you need to define ours...
Dave Kong
Head of Product Marketing, Scale AI
I know that this is sometimes an incredible challenge. I think the challenge specifically is around balance. A balance between: What are metrics indicative of your business / GTM goals? AND What you can control? This requires leadership buy-in from multiple groups — ideally they would understand Marketing and Product Marketing (this is not always the case!) Based on Your Goals, I would then identify metrics. Some examples below: * GTM / Revenue Initiatives —> Before and After Analysis (ideally based on something specific) * Content —> Content Metrics  * Support —> NPS 
Daniel Palay
Head Of Product Marketing, 3GtmsMarch 29
In the "real world" this is a function of whose responsibility sales collateral is. If it's product marketing, the answer is simple: Supply new collateral when it's time for an update. However, if product marketing is responsible for informing, and letting sales create its own materials, then it becomes more complicated. For me, it all starts with the buyer personas (or, as I like to refer to them, stakeholder profiles). I have a particular way of approaching these, leveraging psychographic, rather than demographic, inputs and structuring outputs as stakeholder-specific business cases. T...
Katie Levinson
Head of Product Marketing, Handshake
Sure do! I like to start with some qualitative research first to help get at any nuances in messaging, especially across different audience segments. Then, run a survey (max diff is a great technique) to understand what resonates most with your different segments. If you also have the budget and/or time, running your messaging by focus groups is another good option, so you can get a deeper understanding of their reactions and sentiment.
Abdul Rastagar
GTM Leader | Marketing Author | Career Coach, May 7
This really requires a dedicated effort and should be owned by Product Marketing. Different industries change at different paces – in some cases, a quarterly review process is needed, in other case, it might be less frequent. It really depends. Product Marketing needs to keep a close pulse on customers, talk to sales and product management, and keep an eye on the competition. There are other factors to consider as well that may trigger an off-cycle review: major industry news, significant new competitive offerings or new entrants, win or loss of a key customer, an upcoming key tradeshow or...
Roopal Shah
Head (VP) of Global Enablement, Benchling
Balance is always tricky. At the end of the day, it's about getting others to understand why you think this is important versus over the stuff and also understanding that bandwidth - whether it's yours as the content creator or the seller's as the content consumer - is finite, so prioritization is key.    AEs are coin operated a lot, so start with the "what's in it for me?" answer for them and that should help with the pitch.