Messaging Strategy

For example, when needing to communicate a price increase or end-of-life message?

Assume you're starting from scratch, as a new hire or launching a new product

Messaging can be highly subjective. Therefore what are your best tactics to align the mindsets of different stakeholders (ie positioning) and then approve messaging? Especially when stakeholders usually agree in principle to positioning, but then disagree when final messaging and creative assets are made.

The demand gen teams can optimize pipeline, MQLs and costs per lead. The sales people work to meet their quotas. Marketing support completes tickets within a time window. What objective measures do we PMMs have?

I'm about to make my companies first analyst briefing deck. I've made them in the past but want to make a really kick ass one this time around.

You feel the need to message on point for an ICP type "A", but you're getting pushback from the team that the ICP is "G". Should you follow you gut or do some form of A/B to please everyone?

Not the framework used, but the actual process flow from start to finish using a previous product launch.

Also, how to actually show its success, as this is something that may take awhile before seeing a growth trend and can you directly actually attribute a particular success metric on 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?

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

How do you tackle/counter theirs?

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?

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.

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?