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Messaging
Messaging
3 answers
Chief Marketing Officer at Hopin
A lot of effort. I think you need to be comfortable playing the long game.
Think about it this way, if we took a “typical” marketing approach and started
outbound prospecting into manufacturing companies on the iron belt asking them
to be routed to the person who runs Customer Success, we would get a lot of
confusion on the other end of the phone. Forget about a cold pitch on technology
to operationalize and scale Customer Success!
You need to spend a lot of time educating the market (building the wave) and
then monetizing (surfing the wave). You need to win their hearts and also their
mi...more
Head of Marketing at Atrium - Data Driven Sales Management
I’ve found that category creation is always more time and resource intensive
than competing in an existing category. When creating a new category, you’re
doing a lot of education about how companies can recognize the fact that they
have a problem, why they need to prioritize (and budget for) solving that
problem and the new approach to solving that problem. It's like you’re defining
the rules of a new sport you’re going to play, defining who’ll be in the
“league” and then playing.
Competing in a category that already exists is more a matter of learning the
rules of the existing sport in an...more
VP of Product Marketing at Observe.AI | Formerly Clari, Vendavo, Amdocs
It really depends on how much competition exists in the market. If you're a
market of 1 you'll have to fund 100% of market education and this will take
time. In this situation rely heavily on your existing customers and early
adopters as champions and spokespeople for the category - recruit them in
creative ways to evangelize the new category and why change. You need great
relationships at the most senior levels to pull this off - don't be afraid to
ask your CEO and other executives to help in this effort. Turn these early
customers into "celebrities" of the new category and show their succ...more
5 answers
Head of Product Marketing at Scale AI
I'd break this question out into two separate ones: 1) How do you track internal
adoption of sales enablement content? and 2) How do you track internal adoption
of sales enablement?
1) How do you track internal adoption of sales enablement content? (heard quite
often)
If you have a tool (e.g. CMS, other platform, intranet, etc.),
* Most tools will have several metrics built-in or capable of being extended:
* Clicks / Downloads
* Social Feedback
* Comments
* Reports
If you don't have a tool,
* Sales surveys / training surveys
* Ad-hoc reporting
2) How do you tra...more
Director of Product Management, Speech and Video AI at Cisco
In addition to the above, since most companies are already using SFDC, there is
a feature/plug-in SFDC - called altify where you could align content for sales
based on type of accounts / segments etc which would include all the things they
might need for a successful first conversation - slides, 2 pager, challenger
framing (if you are using challenger methodology), vertical insights etc. This
is almost like "just-in-time" sale enablement.
We were close to implementing it at Brocade with Sales and marketing leaders
coming together. It was discontinued because of the acquisition. Would h...more
Head of Product Marketing at Zeplin
I meet with the sales leaders and sit with the AEs on a regular basis to
understand what’s useful, how they’re using the enablement materials, and where
the gaps are. Even though sometimes we think we’ve done a ton of training on a
certain topic (new feature launch, competitor), if it’s not relevant for sales
in the moment, they might not remember the training or that we even have certain
assets to help them. At that point, PMM can join smaller team meetings to review
material and/or hold another enablement session if there’s enough interest.
We also do certification on things like 1st cal...more
Senior Director Product Marketing at Fivetran
We use Workramp for formal trainings - so we can see with that tool completion rates and if there are quizzes or assesments, how folks did on those. We have more informal training sessions called Scoops for our sales / csm team and then a Technical Scoop for our technical teams. We also hold office hours for newer, more technical product or feature releases. The overall questions and engagement - while more qualitative - help us assess how well enablement is going there.
Director of Product Marketing at Snorkel AI | Formerly Twilio, SendGrid
This is tough to measure quantitatively without tooling in place to track how
often collateral is used, so if that's an option for you, start there. Then be
curious about what assets are used most often because they're familiar/readily
available, and what assets are actually the most strategic.
Without tooling, the goal is to create regular (e.g., quarterly) opportunities
for your sales team to provide feedback on what they use and why. This doubles
as an opportunity to reinforce everything that's available, how it maps to core
positioning and messaging priorities, and gather ideas for h...more
6 answers
Head of Marketing at Landed
This continues to be an evolving process but we leverage a few things:
1. Lead time - sharing the info early so the sales team can disseminate it via
the right channels with enough notice (for example, some teams meet just
once a week so if you miss that cycle, they may not see it until after
launch)
2. Central POC - we have at least one person on sales who has the
responsibility of reviewing key messaging and ensuring that updates relevant
to sales are flagged via an internal dashboard
3. Visibility - important messaging is delivered and reinforced when possible
...more
VP of Marketing at Builder.io
Great question! You can easily spend a lot of time on building the perfect
messaging framework, but it can be useless if other teams, especially sales, do
not understand it or believe in it - so here are a few things to keep in mind as
you work through messaging:
* Involve them at the start of the process. The first step in any new messaging
project should be doing research and gathering input. Do a focus group with
your sales team and gather their feedback - they are on the front lines every
day and likely have great insight into what challenges customers often bring
up, what...more
Director of Enterprise Product Marketing at Amplitude
Aside from what Anjali is recommending, you will need to understand how your
team sells. (e.g. their sales process) You will need to make sure how messaging
can play in 1st Call Deck, Battle cards, and other assets and collaterals that
will help them win deals. You will need sales champions who will evangelize your
messaging, and champions will include Head of Sales, Regional Managers, and
Highest performing reps. The reason for champions is because you will need
theHead of Sales and Regional Managers because it's a bit of top-down. But
importantly, you will need the highest Performing Reps...more
Head of Product Marketing, Southeast Asia at TikTok
This is a tough one. I work mainly on Southeast Asia which is made up of
multiple regions and languages. With minimal resourcing, we tend to do a large
online training once a week with the intention to reach as many sales folks as
person.
* We then try to get feedback from the team or the sales leads to see where are
the gaps and what do we need to tweak
* If necessary, we will conduct local market office hours or specific training
sessions targeting to individual markets.
* We also try to enable our partners on the client solutions team to help be an
extension of us so we do...more
Vice President, Product Marketing at Samsara
This largely depends on the size and distribution of your sales team. On one
end, if you have a small, locally based sales team then this is managable and
usually lower effort than what you'd need to do on the other end of the specturm
for a massive sales team that is highly geographically distributed, and that is
also aligned to customers in different segments and/or industries. In general,
ruthless consistency and over-communication via multiple formats (one pagers,
slide decks, websites, FAQs, enablement videos) goes a long way, as does getting
them to actively participate (ie. through m...more
Director of Product Marketing at Snorkel AI | Formerly Twilio, SendGrid
Repetition is so important; it's about embodying the messaging in everything PMM
produces, and as you enable on different assets, tying it back to the strategy.
Show examples of how key points can come to life in an outbound email, provide
them with quick-reference bullets that they can use as reminders of what to
always reinforce in their communications.
If you're rolling out a new deck, don't just train on it one time. Introduce it,
have strong reps or leaders demonstrate delivery. Show it working in the field.
Give opportuntiies for them to role play and practice pitching. Ask the tea...more
9 answers
Vice President of Product Marketing at HackerOne
Messaging is the ability to communicate pains and solutions for a specific persona using the written word. PMM writing is unique because it’s all about distilling a message down to it’s essence and packaging words in a way that will be accepted by a specific group of people. A PMM should write with very little fat.
Practice writing. Test your messages with your sales team, SDRs, A/B test marketing campaigns. Listen to how your sales team pitches. Listen to how your customers talk.
SVP, Marketing at Buckzy Payments
I would suggest practicing by creating your own messaging frameworks for some of
your favorite products or companies be they B2C or B2B. This should help you to
start to think through the different proof points and differentiators because
you’ll already be aware of the competitive landscape and how they’re message.
Another approach is to try to reverse engineer the messaging for a company
you’re already following. Take their current messaging and put it into your
messaging framework to see 1) if you think it works well and 2) if they’re
missing any key components. This can always be used...more
Vice President Global Marketing at CalypsoAI
Research, and come with a growth mindset! Look and listen to what competitors in
your market are doing. How does their messaging make you feel, how does it
relate to your own organisation's. Why do customer go with them versus you?
Also, and something that often goes overlooked; we're all consumers. So, what
brand do you admire, what messaging makes you stop and think about the
product/solution/service.
Messaging can only resonate when you have the right alignment of the customer,
knowing their challenge/need and the best product/solution/service to solve for
that. Answering these is...more
Senior Director of Product Marketing at Klaviyo | Formerly Drift, Dropbox, Upwork
Practice, practice, practice! Get as many reps in as you can, and have a marketer you admire give you very candid feedback. Bonus points if you can do a working session with someone who’s skilled in messaging — build a messaging framework together, live, so you can get a front-row seat to watch how they think and how they approach it in a real-life situation.
Head of Marketing at Instawork
As others have mentioned, practice. It's hard to find the extra time, so here are some ideas:
- Try different frameworks to refresh on basics
- Find reasons to tag-team a refresh. I've used it as part of onboarding new marketing folks
- Compare with PMMs at other companies. I'm grateful to have coworkers and friends to talk shop (plus kudos to Sharebird!)
- Read fiction. Sounds corny, but it non-work related way to tap that empathy muscle
Director, Product Marketing at Snowflake
2 pieces of advice here:
1) Take a look at the messaging from other companies (even outside of your
market or industry). Who is really nailing it and what do you like about it? And
who are the players that you still can't figure out what they do? See if you can
start to incorporate some of the aspects you like into your message, or prune
out some of what you didn't like. One thing I love doing here is seeing if there
are ways to be more colloquial in your messaging. Especially if you work in B2B,
see if you can incorporate some of the fun, down to earth messaging that B2C
tends to do more ...more
Director of Product Marketing & Lifecycle Marketing at Loom
This is mostly just practice, start writing, and keep writing. However, some
specific things you could do include:
* Actively consume other marketing content. For example subscribe to your
favorite brand's emails, competitor emais. Read the content and think about
why it is effective/not effective.
* Before you start writing anything work with product to really understand why
you are building a product or feature. Understand the audience and the
problem you are trying to solve.
* Get involved in user research. This is the most powerful shortcut to good
messaging. Sometim...more
Director, Product Marketing at 1Password
I'd recommend making sure to spend enough time on the planning and information
gathering phase that is necessary prior to creating messaging. The most common
issue I've seen with messaging is PMMs jumping straight into creating a
framework before they truly take the time to understand their target audience's
pain points, and how the product solves those pain points. As a result, the
messaging turns into that individual's view of why they think the product is
great. In an ideal world you would be able to find lots of customer
research/insights, create a persona, a clear set of problems, esta...more
Product Marketing Lead at Plaid | Formerly Google
Messaging for me is both an art and a science. I've seen very good narrative building frameworks and courses around that can you help you nail basic concepts (e.g how to structure a well written value prop) but it needs constant practice and iteration.
As an immigrant whose first language is not English, I have also found general writing courses and workshops very helpful.
10 answers
Head of Global Product Marketing at Airbnb
It's funny, I've been working on a deck looking at exactly this question.
It's fascinating how much it varies from company to company. We're moving to a
place where the distinctions between product marketing and brand marketing are
becoming increasingly blurry. Think of it as simply different problems to solve,
that map to different parts of the funnel.
Some product launches need broad awareness and call for high-funnel, or what
we often call brand marketing. Whereas some launches are updates to features
within existing, already known products, in which case they need more
low-funnel, i...more
Global Product Marketing Manager at TikTok
For companies of a certain DNA (Bay Area, technology), brand marketing is not a
priority compared to being able to measure the performance of your own
marketing, with a philosophy of investigating what works and what doesn't.
That's because the company likely has a demand problem, not a brand problem. So
if product marketing wants to support demand generation and growth, then the
product marketer needs to have an analytical foundation or analytical acumen.
Brand marketing comes into play with a product marketer's natural audience
intuition. How is the brand received by the audience? How...more
Director of Product Management, Speech and Video AI at Cisco
Just a feedback on the last comment, as I reacquaint myself to the "new" bay
area. I have noticed more emphasis on demand gen skills amongst many startups.
If there are stakeholders in the company already like product management and
technical marketing who are also good at writing, messaging, positioning - then
this might work. However, a good product marketer who has enough knowledge of
demand gen mechanism is probably a better fit versus demand gen being forced
into product marketing. Easier to pick up demand gen skills versus the opposite
- in my view. It offers a career growth path for ...more
Product, Partner & Developer Marketing Leader at Samsara
First, you can not decouple analytical skills from brand marketing skills. They
are not mutually exclusive. You are right that there is more emphasis on
analytical skills in job description for product marketers. Primarily because
analytical skills are easier to evaluate. They are also critical because
analytical mindset helps you have a solid foundation for your marketing strategy
(including brand marketing). However, these strategies come to life with
creativity. You can not undermine creative skills and just focus on analytics
skills while hiring.
Examples of brand marketing playing a r...more
Senior User Acquisition Manager at Hopper | Formerly Skillz, Telus Health,
100% agree with Suyog. Nothing we do exists in a vacuum and all of the positioning and messaging we bring to market should be looked at from a brand lens to ensure consistency. Ultimately, the consumer is not going to differentiate what’s brand marketing and what’s product marketing. It’s all the same to them!
Chief Marketing Officer at Hopin
I definitely appreciate this tension -- and in a perfect world you find the
right mix of both on the team. Analytical skills will benefit our understanding
of market sizing and opportunity, pricing and packaging decisions and so on. The
"brand" or creative skillset would aid in storytelling around messaging, content
efforts, etc.
I think it depends on your role within the PMM org. A Head of PMM, ideally,
would be able to balance both analytical and creative capability, and hire to
his/her weaknesses.
But an appreciation for the power of brand marketing is a superpower in product
marketing...more
Vice President, Product Marketing at Braze
Analytical skills tend to be the preferred skill set of a product marketer
because they are "running the business". Product Marketers own a product's P&L
and must have the business acumen to drive revenue. Important the ones trying to
size and segment the marketplace. Additionally, they'll probably be on the front
lines trying to determine what segment, region, or geo to invest their budget.
Brand marketing's closest overlap is with the Marketing Programs PMM function.
They will ensure that the outbound messaging of the product ladders up to
company's overall messaging. Additionally, the...more
VP Marketing at Sentry
You've hit upon one of the reasons why marketing in tech is a neverending
challenge (and the fun part IMO). I think the best marketers have both strong
analytical skills and grasp how to build long-lasting brands based on an
emotional connection with their customer. If your goal is to one day lead
marketing more broadly, you absolutely need to demonstrate that you can build a
brand beyond the product marketing itself.
I think a strong brand requires a consistent identity and tone that emphasizes:
1. Specificity (what)
2. Resonance (why)
3. Emotional connection (how)
But the foundat...more
VP of Marketing at Blueocean.ai
Brand is more than just a logo or color palette or tag line. Brand is the
combination of customer touchpoints that create meaning and belonging for that
customer...Brand attracts the customer in the first place, for sure, but brand
shows up in how the product delivers on its promise, how customer support
handled your issues, how easy it was to purchase. Imagine if you had
expectations of a Nordstrom experience, but then got Wal-Mart. It's not that
Wal-Mart is bad, but the misalignm of expectations and experience creates
dissonance for the customer that can damage the relationship. Now, if y...more
Product Marketing Lead at Plaid | Formerly Google
Understanding how Brand Marketing works is critical to succeed in Product
Marketing as these two teams work closely together to bring any Marketing and
Product work to life.
Brand Marketing thinks about creating a long-term, strategic plan to
continuously boost a brand's recognition and reputation. It involves creating
and maintaining brand-consumer OR brand-customer relationships and marketing
brand attributes—the traits that people think of when they picture a particular
brand. I see this as the overarching umbrella of any company -- and often
categories and/or products within each com...more
4 answers
Vice President of Product Marketing at HackerOne
Developers don't want to be marketed to. Developers are a sharp, no-nonsense
group. They work under deadlines and stress that comes from being asked to
deliver on the (next to) impossible. They can smell jargon and insincere
messaging from a mile away. Since they play a critical role in choosing tools
and solutions, it’s essential that to approach developers with thoughtful,
engaging, and helpful content. So, with that in mind, developers want to know
just what you can do for them and understand how the whole thing was built and
why it will work. Therefore, get on their level. Approach cont...more
Director of Product Marketing at Osano | Formerly GitLab, Twilio
Marketing and Product have the same job - to delight their users. Product teams
delight users with features and marketing teams delight users with content. Like
any segment or persona, developers want to engage with content that is helpful
and entertaining. Technical how-to guides, top-notch documentation, and
interesting "weekend project" coding tutorials don't often feel like marketing
because they are helpful and fun.
The key is credibility. Solid developer content needs to be created by
developers. If you're not a dev, consider attending a coding BootCamp or taking
some online coding ...more
Senior Director Product Marketing at Fivetran
Start with the facts. Then add in what actual customers or prospects have said. Or if you don't have that yet - a respected third party - like a Gartner. And only then try to make it clever. I think too often marketing folks start with the clever and work backwards - but especially developers, they want to know it works, they want to get into the weeds right away, and they will be put off or blow past any overly clever, overly fluffy marketing.
VP Marketing at PopSQL | Formerly Matterport, WeWork, Google, Mulesoft, Box, Salesforce
Lol, yes, marketing to developers and technical audiences like data scientists
is not for the faint of heart.
They are naturallly suspicious of glitzy marketing, and have very low tolerance
for buzz words (e.g. "business transformation", "collaborative intelligence",
etc). Wining and dining them will only take you so far (to this day, engineers
are the only employees who get a free meal at Apple). And when you ask for
feedback, boy will they give you feedback. Brutal. Honest. Feedback.
But here's the thing. The minute you win them over with the quality of your
solution/tool, they wil...more
11 answers
Product Marketing at Hedera Hashgraph
Background: Worked as a Community Manager and Product Marketer for an open
source database software company DataStax; we sold a proprietary version of the
open source database Apache Cassandra, targeting the developer and administrator
personas.
Developers are experts at searching for information; they're most likely to make
buying moves after doing their own research and product comparisons. By the time
a developer is actively engaged with sales, you can almost guarantee that
they've made up their mind about what they want.
One way to enable your sales team in selling to developers...more
Product and Marketing Guy at Greg Meyer
Sales enablement changes when your company is "business to developer" to point
at a different stage in the funnel: the charismatic, knowledgeable developer who
probably already has a solution.
When you are pitching to developers it helps to build a scientific, clearly
logical and reasoned case for them to abandon their current solution and adopt
yours based on a productivity or efficiency gain, or because you enable them to
do something they simply couldn't do before.
Keep it simple, explain yourself in plain english, and err on the side of less
bs and more details and developers wi...more
Group Vice President, Industry Marketing at Oracle
Selling to developers can be difficult, often because they have a ton of say
over the decision but not explicitly the budget, but marketing to developers is
simpler than people think. Quickly and concretely explain what your product does
and how it works/fits in with other stacks (as much as developers love to claim
that they're immune to marketing/branding - just look at the stickers on their
laptops. C'mon - that's brand loyalty/affinity on par with pre-teen pop music
fans) then get them into some demo/free trial/"doing the thing with your
product" as quickly as possible with resources (d...more
Senior Director, Product Marketing at Twilio
I love this question, <3 Developers! The fundamentals of sales enablement dont
change, it's more the way you communicate the needs of your audience to your
sales team that changes. If we unpack developers and what they want, then it
makes it really easy to figure out how to approach sales enablement.
1) Developers will question to the end. They will question every word on every
slide and understand it as a direction or intention. So make sure that any
presentation or pitch you build for your sales team is fully accurate and
defensible. A developer will ask about every permutation of the co...more
Product Marketing at Okta
Great question, something I think about a lot. I’m a huge proponent of
specialization with technical products. I wouldn’t expect every member of our
enterprise field organization (which is in the thousands) to be able to carry a
highly technical conversation from end-to-end, nor would I want them to! But I
am responsible for dev and ops-centric products, so it can't be ignored.
What I try to do is zoom out of the customer lifecycle, pinpoint who on the team
is having the conversation, and what they need to do to get to the next phase
effectively – then I craft enablement for that, and that...more
Head of Product Marketing, ITSM at Atlassian
When selling to developers your enablement activities are likely to take on a
different focus so that the team understands how to engage in a discussion and
build a community while keeping their sales pitches locked in a drawer.
It will also require in-depth technical enablement and understanding of
technical use cases as well as how to answer questions without trying to sell
them something.
The biggest shift might be the mindset, where the sales team needs to focus on
what is the best answer to my customer/prospect vs what I want to sell them. It
is a very different motion and requ...more
Product Marketing Lead at Observable
I love this question.
First, I would say to save your company's BDR/SDRs time and avoid trying to set
up calls with developers. You'll avoid a lot of frustration on both ends. Gating
content content from developers and forcing them to fill in forms might give you
a short term bump in leads, but the quality will be low.
Instead, think of the sales funnel as living side by side with the individual
developer journey and look for ways to compliment the activities with the key
decision makers and their technical practitioner teams.
The developer journey can be sliced and diced a few way...more
Director Product Marketing at Salesforce
This is a classical problem for many developer-first companies. Without
mentioning names, many have successfully figured out the working model with both
strong developer engagement alongside a thriving enterprise revenue stream.
Learning from these companies, they always focus on the developer success by
doing things such as corporate hackathons, architect support, engineering blogs,
etc. that helps to build advocacy for their products. It will be hugely
beneficial if the sales enablement programs can incorporate a developer-first
mindset by acknowledging that developers are the key influen...more
Director Product Marketing at Salesforce
This is a classical problem for many developer-first companies. Without
mentioning names, many have successfully figured out the working model with both
strong developer engagement alongside a thriving enterprise revenue stream.
Learning from these companies, they always focus on the developer success by
doing things such as corporate hackathons, architect support, engineering blogs,
etc. that helps to build advocacy for their products. It will be hugely
beneficial if the sales enablement programs can incorporate a developer-first
mindset by acknowledging that developers are the key influen...more
Head of Marketing at Transform
B2d follows a whole different motion. A developer is not eager to talk to Sales
(and they don't want to be sold to). Developers want to try out the product
themselves, tinker with it, and only if they enjoy the experience (or get to the
aha moment) will they evangelize the solution up the company's ranks. Developer
motion strongly aligns with the product-led-growth (PLG) motion. The trial
experience from onboarding to docs, inviting team members, and getting to the
aha moments can play a pivotal role in converting them to customers. Growth
marketing also plays a significant role because thi...more
Director of Product Marketing at dbt Labs
It depends a bit on how your sales team is organized today. But in any event,
your product value pillars should always translate to both individual and
company-wide gain, so your core message is always consistent, even if the
language changes a bit to accomodate the audience. You might consider a mapping
exercise that lets you chart that narrative. For example, "velocity" is one of
our core product value pillars.
For the individual: Code portability, modularity, and packages helps each
developer code faster, to focus on higher value work.
For the company: More developers coding faster me...more
VP Marketing at PopSQL | Formerly Matterport, WeWork, Google, Mulesoft, Box, Salesforce
I'd say the mindset shift in B2D is that it's no longer "sales enablement", but
just "enablement". And that should be a shared goal across your organization,
whether it's the marketing team, sales team, product or support team who are
dealing with your developer.
You are correct in saying that developers do not want to be sold to, but they'll
still want good support if they need it. That comes in different forms and the
good news is that your organization can divide and conquer across this.
1. First of all your docs gotta be like butter. Most developers will try and
figure out a ...more
4 answers
Head of Product Marketing at Retool
As a rule of thumb, you should always test your messaging. The level of rigor
and criteria for success should be sized appropriately the higher you go in the
messaging hierarchy.
For this answer, I’ll use a pretty simple messaging hierarchy:
* Company-level: Who are you and what do you do?
* Use case-level: What problems do you solve?
* Buyer-level: How do you deliver value to a specific buyer (e.g. CMO)?
* Capability-level: How do you enable the buyer to get that value?
In every case, you will never regret testing the message with a customer on a
call or email. You will always learn...more
SVP, Marketing at Buckzy Payments
This really depends on the channel: For websites and demand gen, you can always
use A/B testing to determine what works, but for messaging further down in the
funnel, tracking interactivity with different content on your website is helpful
and then even further down the funnel are customer presentations and demo
scripts. Here it's helpful to have a good relationship with Sales to ask for
constant feedback on what is resonating with customers and what isn't. Keeping
track of win loss rates can also help track the effectiveness here.
Lastly, for new features or products by current customer...more
Head of Product Marketing at Modern Treasury | Formerly Twilio
There's both qualitative and quantitative ways to test messaging, and in my
opinion both are equally important in the long run.
The qualitative approach involves directly validating messaging with your target
audience by:
1. Joining sales calls, pitching the product yourself, and seeing how they
respond.
2. Interviewing your sales and customer success team to understand which aspects
of the messaging you've drafted for them are resonating.
3. Listening to recorded customer conversations. At Modern Treasury, we're huge
fans of Gong. I spend about 2 hours every week listening to Gong ...more
VP, Product Marketing at UiPath
We use varioius external forums for testing messaging. We do a lot of informal conversations with customers but we also have formal customer and product advisory boards where we preview messaging. I also like to get analyst feedback before launching anything. These forums usually provide useful insight to improve messaging substantially..
2 answers
Head of Product Marketing at Modern Treasury | Formerly Twilio
Great question! The relative importance of these tips depends on your GTM motion
(mostly top-down or mostly bottoms-up), but in principle they're all about
contributing meaningfully to growing revenues and customer count:
1. Case studies - sales and demand gen love customer case studies. Nothing sells
or converst quite like social proof, so creating a few case studies is a great
way to get some early wins.
2. Competitive intelligence - competitive deep dives and analyses are
foundational to PMM, but also immediately useful to product and customer facing
teams.
3. Better web copy - if y...more
VP, Product Marketing at UiPath
Educate educate educate. When I started at UiPath i must have had 50-100 introductory meetings in the first few weeks. I spent time with every stakeholder that I needed to work with or that I needed to be an advocate. I did a lot of them by zoom but I also got on the plane and traveled a ton. You can't replace the in person impact when you are just getting started and getting to know people. It's really not a big secret - when you are new do a massive amount of outreach.
2 answers
Head of Product Marketing at Modern Treasury | Formerly Twilio
To be honest, this has been difficult to figure out. I don't think we have the
best solution yet, but for now, we write down positioning statetements for each
product, which include key messages, to ensure that we have one clear reference
for other teams in the company. Each positioning statement is versioned to make
sure we're tracking how often its being changed.
What I've found is these internal docs are most useful to PMM or the rest of
marketing. But they aren't great at dissemination. The most effective way to
disseminate your messaging is repeating it as many times in as many for...more
VP, Product Marketing at UiPath
We have a "storybook" with all of our core messaging. It's a powerpoint with a lot of slides covering segmentation, personas, products, and all the appropriate messaging that goes along with it. It can be a bit heavy (to download) but it's the one source everyone knows about. We host it on our internal sales enablement tool - Highspot.