You will never regret QA-ing your messaging with customers. Not only will it help you land on great messaging faster, but it will give you conviction as you defend your messaging across the organization. It is different at every company, but at Segment each PMM follows a pretty simple path: ......Read More
First of all, I feel your pain! With the company moving fast, it can sometimes feel that your messaging is always playing catch up. In cases where your product and business evolve quickly, I recommend anchoring your messaging on the elements that remain most constant: * The market trends aroun......Read More
I've written about this in detail on my blog here, so I'll summarize my thoughts below! Messaging and positioning work is never complete, so always treat your positioning doc as a living document that will evolve with your business. The framework I like to use involves starting with jobs to be......Read More
Great question. I believe in data-driven market insights as a foundation for your channel strategy. I always start the assumption that the market is heterogeneous, and therefore, requires a personalized communication strategy. For example, a recent marketing research project I was able to lead he......Read More
30 days: Balance being an absolute sponge and learning by doing. Be a sponge by reading every doc you can get your hands on (enablement materials, case studies, team quarterly/annual plans, research studies, etc.), talking to as many prospects and customers as possible, and scheduling 1:1s with b......Read More
When should messaging change for a product and how should that be addressed with internal stakeholders?
or should messaging not change, but evolve?
Please see my previous answer on messaging refreshes. In general, it will depend on the maturity of your product or changes to product functionality, competitor, and industry landscape. You'll want to plan for messaging updates as part of your annual Product Marketing/Marketing planning process ......Read More
Who owns messaging and positioning in a product marketing org?
Specifically in the context of having only~2 product marketers, both of whom are counterparts vs. a team lead and direct report. On that note, if it's such a small team, who is best equipped to lead positioning and messaging (based on skill sets) or should this be a collaborative effort?
With a team of two product marketers, I'd opt for collaboration. Why? Well, product marketing teams are small, but collaboration is how we make 1+1 = 3. Differentiating your roles by function on a small team doesn't make sense, especially for foundational, strategic exercises like positioning and......Read More
Some years ago, I was running a PMM team at Splunk when we introduced a new product that was a persona-driven solution for IT built on top of the core platform - it even featured machine learning capabilities before AIOps was a thing (Gartner was calling it ITOA at the time). To date, we had had ......Read More
It really depends on your release cycles and the nature of how your product will evolve. Ideally you'll want to know enough about your product vision so that positioning and messaging scales with new feature development. Think of them both as a scaffolding in that sense, so that when you're read......Read More
It is so easy to fall into launching with technical jargon when you've been living and breathing it as a PMM! Two ways that I have found helpful in simplifying, and even transforming/replacing techncial jargon are (1) launch customer interviews, listen and use the language they use, and (2) crowd......Read More