Messaging

The brilliant PMM consultant Anthony Pierri often posts on LinkedIn about how SaaS companies tend to default to vague, high-level messaging, especially on places like their home pages. So much so, that sometimes you can read a company's home page and still not know what they do. His recommendation is for startups to be extremely specific about what they actually do... not what the high level outcomes (like ROI or revenue) are. Do you share that perspective? If yes, how can big companies who do MANY different things get specific like that?

Often my sales team goes up against competition that undercuts our pricing and heavily so. The buying decision quickly comes down to "who's proffering the cheapest price" -- platform value communication is rarely successful. How does one navigate this situation/How have you?

What should I do differently? Developers do not want to be sold to.

How do you tackle/counter theirs?

Would love frameworks to share.

Empowering other teams to be self-sufficient with product positioning & messaging is challenging, especially for complex products with multiple value drivers. How do you ensure everyone understands and deploys messaging effectively without taxing PMMs?

Both when you can influence the product or have to work with existing differentiators.

My actual job is for this ED Tech that delivers training sessions for school staff and teachers about everything related to Google Workspace. I've been a PMM before this job and keep seeing many gaps from sales enablement to erroneous messaging. A PMM would help with these demands, but I don't see how to make it happen.

I'm a product marketer looking to build my marketing consultancy and want to offer PMM services to startups. I want to ensure I have the right frameworks and skills to offer these services to startup founders seeking product-market-fit.

In marketing and sales, it's important to tailor messaging to resonate with different customer segments. This often involves using a variety of communication channels, but it's crucial to find the right balance. Using too many channels can be overwhelming for customers, while too few might limit your reach or dilute the message.

When has a product changed so much that it needs a new message house? What considerations are needed when a product has been re-branded?

The promise of it is alluring but actual applications and the back end infrastructure is not ironed out yet.

Im not sure how i can structure this document, but i have (numbers) on how our product benefited the customer and why they chose us over a competitor and multiple quotes from different customers. What is the best way to tell a story?