There is no one-size-fits-all response to this answer. At Snow Software, where I lead Product Marketing and Operations, pricing falls under me. Prior to my arrival, pricing fell under Product Management. I had an interest in owning pricing and the Product Management lead did not, so it was a quite simple decision. We recently hired a Pricing Manager who works closely with Sales Operations and partners with PM and PMM on pricing strategy.When Product Management owns pricing, I would see the role of the PMM as providing feedback on pricing via Win-Loss Analysis. Pricing is one of the 4Ps of Marketing and can be a very important lever in your GTM. It is wise to have a pulse on Average Deal Size, Average Discount, and whether your price is causing you to win/lose deals. Another area where PMM can partner on Pricing if it does not fall under PMM is packaging. Based on your research into win-loss, you may be able to see patterns where a different bundle or package is better suited to solving the customer problem. Note: Many large organizations have specialized pricing departments that report into a Head of Pricing that reports into Finance, Market Intelligence, or another group. In this case, neither PM nor PMM own the function.
I've always felt like this question felt a bit like, "who owns features, engineering or product?" Both teams are responsible for different points in the lifecycle.
In my ideal version of the world, pricing overhauls (a new pricing strategy like moving from seats to usage), is managed by a project management team. It's a lot of chasing folks for research, input, and decisions.
PMM should play the role of:
PM + FInance should play the role of: