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When coming up with positioning and messaging as part of GTM plan, which key stakeholders/teams (in addition to product and sales) should weigh in?
If you were building a PMM team from the ground up, e.g. in a startup, which responsibilities would you want to own vs what would you expect the PM team to manage?
Director, The Jay Hurt Hub for Innovation and Entrepreneurship at Davidson College • April 28
Director of Product Management - Pricing & Packaging, CXP at Twilio | Formerly Narvar, Medallia, Helpshift, Feedzai, Reputation.com • February 21
Head of Product Marketing, Cisco Meraki at Cisco Meraki | Formerly Tellme Networks, Microsoft, Box, Vera, Scout RFP, and Sisu Data, to name a few. • April 12
Product Marketing Lead - Spend Management at Brex | Formerly Klaviyo, Square, Intuit, PepsiCo, Heineken, Mondelez • October 25
What are your go to resources you use to gather competitive intelligence about other vendors? How do you compare your product features with those of others?
Product Marketing, Senior Director at Replicant | Formerly MobileCoin, Zuora, Hired, Oracle, Responsys • April 13
Director of Product Marketing at HubSpot | Formerly Intuit, American Express, Sage • November 8
Fundamental question: How is positioning different from messaging? I have attended so many PMM talks and the lines seem to blur between the two. Would love to understand how they are different/the nuances. Thanks!