All related (44)
Aurelia Solomon
Head of Product Marketing, DriftMay 2

Pricing & Packaging is owned by Product Marketing at Drift. It's also been like that at my past companies (Enernoc, athenahealth and Toast). With that said, it's a highly collaboraive role - including partnership with sales, product, finance, operations and customer success. And of course, your executive leadership team.

Product Marketing owns the function - we are the driver of the pricing & packaging process, hold the pricing committees accountable, hold the meetings & follow-up, and partner with sales enablement to train the sales and cs teams on any pricing and packaging process.

Product management is responsible for communicating with their counterpart in product marketing about any upcoming product and/or feature releases that requires pricing or packaging work. We then bring this into our pricing & packaging process -- where our core committee discusses, evaluates and ultimately makes a final recommendation to our executive DRI.

Akshay Kerkar
Head of Marketing, Cloud Enterprise & Platform, AtlassianAugust 4

The answer really varies by company - I have seen instances of Product Marketing, Product Management, Finance, Biz Ops, and Sales Strategy teams own pricing.

In an ideal world, the team that's both tasked with understand your products/market/customers and works closely w/ Sales is the best place to lead pricing initiatives. In most instances, I'd argue that this is Product Marketing. Product Management are important stakeholders in the process (along with teams like Sales and Finance) but since they are not as GTM focused as PMM in most cases I don't think they are in the best position to lead pricing efforts.

Joshua Lory
Sr. Director Product Marketing, VMware | Formerly Accenture, United States Air ForceJanuary 6

Great question with the most votes. In my experience, Product Marketing owns a large percentage of the market analysis, pricing and packaging effort. At VMware, Product Marketing works hand in hand with Product Management, executive staff, finance and sales to carve out pricing for new and incremental offerings. We split pricing related responsibilities in the following way.

Product Marketing:

Customer & market intelligence i.e. customer segmentation, addressable market, competitve insights and analyst research 

Pricing & packaging i.e. product price points, bundling, tiering and discounting

Sales enablement i.e. how is the product priced, deals structured and overcoming any sales objections 

Product Management:

Product line tiering i.e. features ABC available to customer segment 1 and features XYZ available to customer segment 2

Product prioritazation i.e. based on customer feedback, market intelligence and companies what features will see the light of day

Product requirements i.e. delivering epics, user stories and task with engineering  

Yannick Kpodar
Chief Marketing Officer, Dalenys & Xpollens Payment Solutions, NatixisSeptember 10

You'll see different scenarios in different companies based on industry, size, skills, or company history. At PayFit, Product Marketing owns the topic, but we work very closely with product and biz ops. Product Marketing owns the project, but it's typically a cross-functional decision in the end. Finance, Product, Biz Ops, and Sales generally are substantial stakeholders in the process.

Product marketing will review current sales performance, customer repartition by pricing plans, discount, etc. You'll then review the data and challenge it with cross-functional partners before recommending a change.

If it's a new product you're launching, Product Marketing is typically involved (1) opportunity sizing, (2) validating customer pain, (3) and recommending the MVP. Product is also there hand-in-hand interviewing potential clients, building the MVP, and monitoring business impact based on the new launch.

Priya Gill
Vice President, Product Marketing, Momentive
Not sure I completely answer the question. Typically when I ask candidates to give a presentation, it's less about the specific products they're presenting, but rather HOW they present it. Can the candidate articulate how they effectively approached their GTM strategy, from ideation to execution and beyond. Can they effectively launch a product/feature and properly engage the right cross-functional partners to make that launch a success? Are they outcome-oriented and think about the metrics they're trying to drive with a given launch? Those are just a few things that I would be looking for ...
Brianne Shally
Head of Product Marketing, Nextdoor
Sharing the product roadmap externally is a great way to share the company's vision, investment in innovation, and upcoming features to get prospects and customers excited about the potential. It can be a strong selling tool to get prospects on board and a resource to get current customers to invest more. What's important is that the roadmap isn't standing on it own, but partnered with an overall vision to show how product efforts later up to a great vision. This is where Product Marketing can play a strong role in storytelling and positioning to bring it all together. I've seen this execut...
Laura Jones
Chief Marketing Officer, Instacart
  To establish credibility with a new team, the first step is understanding the team's need, laying out a vision for how you can best add value, and aligning around expectations. It is important to know the user, the market, and the product so that you can engage with the cross-functional team in a meaningful way from day one. With a clear set of objectives and foundational understanding of the space, you can quickly begin to make an impact on the team.  
Gregg Miller
VP of Product Marketing, Oyster®
It's all about doing great work that matters to the business, matters to your partner, and fits into the context of the relationship! The playbook below can help get the ball rolling. Sorry for the long answer, but it's a complex question with big implications for your ability to add value as a PMM. 1) It's essential to understand your business — the market you play in, the strengths/weaknesses of the competition, how customers feel about you, etc. — better than just about anyone else in the company. Your level of fluency (or lack thereof!) will be visible in how you show up: the insight...
Akshay Kerkar
Head of Marketing, Cloud Enterprise & Platform, Atlassian
A few other things to consider: * Your team's research needs (qual and/or quant)  * Any analyst-related spent (either for research reports or to engage w/ analysts) * Content-related needs -- always a good idea to work with a good content agency to flex your capacity when needed * And perhaps most important - a team-building/fun budget for your team :)
Jeffrey Vocell
Head of Product Marketing, Narvar | Formerly Iterable, HubSpot, IBM
It depends what the meeting is. More generally what PM expects from PMMs include: 1. Intelligence on Customers - Trends, NPS data, insights from conversations or a Customer Advisory Board. In other words, what are you hearing from customers or trends in data are you seeing that should or will impact product or the strategy.  2. Intelligence on Competitors - It's important to be aware of what competitors are doing, but not blindly follow them. With that said, what products are they releasing and how is your differentiation changing. 3. Intelligence on the Market - For...