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What's your process for figuring out what metrics to hold PMM accountable for?

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3 Answers
  1. Jack Wei
    Jack Wei

    Sendbird fmr Head of Marketing | Formerly SmartRecruiters, Mixpanel, Deloitte, Beardwood&Co • 5y

    This ties back to business objectives (corporate level KPIs), and how your team / individual role & responsibility is structured against those objectives. You'll often see that, depending on the company stage and maturity, PMM will skew towards alignment with either Product OR Sales. But it's rarely perfectly positioned in the middle.  Let's say your business has an aggressive product growth target... well then you're likely to staff a PMM that'll specialize in launches, or maybe even a life ...Read More

    1,893 Views
  2. Sina Falaki
    Sina Falaki

    AlphaSense Senior Director, Solution Marketing | Formerly Procore, Motive • 3y

    Messaging and revenue. But to be clear, here are the specifics:

    • Drive pipeline and top-line revenue growth, inclusive of new logo and cross-sell / up-sell (land & expand growth)
    • Partner with enablement to ensure quota-carrying teams know what to say to whom and when
    • Bring customer feedback into the product and technology team in order to inform product roadmaps.
    • Prioritize, open, and adapt to new markets and industries
    • Drive home differentiated and unique value
    463 Views
  3. Charlene Wang
    Charlene Wang

    fmr Qualia, Coupa | Formerly Worldpay, Coupa Software, EMC/VMware, McKinsey • 1y

    Determining which metrics to hold Product Marketing accountable to can be tricky since PMMs often indirectly impact key business metrics, such as revenue or customer retention. Determining the appropriate metrics to hold PMM accountable for requires a thoughtful approach that considers both their direct contributions and their collaborative role in shared outcomes. Here's how I like to approach the process for determining product marketing KPIs: Identify direct impact areas where PMMs have full ...Read More

    663 Views

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