All related (6)
Becky Trevino
Executive Vice President Product (fmr VP PMM), Snow SoftwareMarch 2

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.

Lauren Craigie
Director of Product Marketing, dbt LabsApril 27

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:

  • Understanding market comparisons (how complementary and competitive solutions price)
  • Feature value ranking—to inform what value customers derive from the product in order to inform the levers on which its priced
  • Packaging—what features are most valuable to whom, and how should they be grouped
  • Customer interviews—to understand what might cause confusion during pricing roll-out
  • Themeing/writing the press release (how does this pricing help customers, and help our business achieve our goals)
  • Sales tools and enablement—calculators and rules for pricing, as well as how to communicate changes

PM + FInance should play the role of: 

  • In-product changes that need to occur to facilitate new pricing (especially in a self-serve world)
  • Setting price point based on business goals, understanding expected delta for customers migrating

Joshua Lory
Sr. Director Product Marketing, VMware | Formerly Accenture, United States Air Force
Here are some OKRs my teams track for product launches: Awareness - Web, social and blog activity (impressions, engagements and link clicks) Sales if not self-serve - MQLs and SQLs Time to value - how long does it take a customer to onboard and get value? Consumption - How often are new features being used (DAU / MAU) Renewals - NRR
Becky Trevino
Executive Vice President Product (fmr VP PMM), Snow Software
I am also a huge fan of Amazon's "working backwards" framework where a press release is written at the onset of development. In organizations that use this methodology, it is a great time to bring in the PMM. It also begs the question, when should a press release be written? We typically write in in Phase 5 or 7. I'd argue we should be using this template or another much sooner in the process. https://www.product-frameworks.com/Amazon-Product-Management.html
Lauren Craigie
Director of Product Marketing, dbt Labs
A few answers here, based on use case!  Naming inside the product (like features, tabs, or experiences) would be handled by PMM during the launch process. PM is likely to have ideated an internally-referenced name early on, but as we get past the beta and understand what value users actually derive from the feature, PMM adjusts to better match what the user would expect to see, for the task they want to complete. Other copy in the product UI that describes what a function is, or does, in the shortest and sharpest way, is handled by our design team (which sits inside our product org). ...
Victoria Chernova
Director, Product Marketing, Gong.io
Both are super valuable, and gaining experience in both will make you a well-rounded PMM. Great for when you lead a team in the future :) That being said, it also depends on what you enjoy. Having done both, PLG PMM work feels more B2C to me, where most of my time was spent working with campaigns, brand, and copy teams (other than product of course!). So if you enjoy working on customer journeys, creative briefs, and marketing assets, then that's a great fit for you. Whereas with SLG motions, your primary stakeholders are enablement and the field. In these roles, I've worked on messag...