If you understand the customer problems or market gaps you’re solving for, then
you should be able to hone in on your target buyer and the types of customers
you want to attract. It’s a lot easier to
Go-To-Market Strategy
6 answers
Vice President, Product Marketing at Momentive (SurveyMonkey) • December 12
Head of Solutions Marketing at Iterable • January 11
Looking at your current customer base and the characteristics of top customers
(I do this based on ARR) is a great place to start! You can focus on relevant
characteristics such as: Industry/vertical
Head of Lightroom Product Marketing at Adobe • January 16
Ideally, before a launch, you have worked hand-in-hand with the product team to
understand who the product is for, and what product it solves. But if you are
coming into a situation where this is not
Senior Director Product Marketing at Crossbeam | Formerly 6sense, JazzHR, Imagine Learning, Appsembler • January 23
Love this question! I also have to call out we love joking about this acronym
and affectionately call it "Insane Clown Posse" like the hip hop duo versus the
marketing term. BUT for the industry term.
Product Marketing Lead - Spend Management at Brex | Formerly Klaviyo, Square, Intuit, PepsiCo, Heineken, Mondelez • March 23
Many methods exist to identify ideal customer profiles (ICP) for your product.
The simple approach is to look inwards to understand product-market fit among
your existing users. 1) Power Users: Ident
11 answers
Product Marketing at Cohere | Formerly Adobe, Box, Google • April 2
There are probably three major questions to answer when operationalizing a GTM
plan: What is the governance? Meaning who is in charge? What is the division of
labor? Who holds what decision rights (e.
Director of Product Marketing at HubSpot | Formerly Early hire @ Automattic (WordPress.com, WordPress VIP) • April 7
One of the biggest risks of operationalizing a GTM plan is the lack of a common
understanding of the time it takes to do good marketing work, internally.
Marketing shouldn't slow down product; but at
Vice President Product Marketing / GTM at Wrike • April 8
I'll answer this from the aspect of a GTM plan for pricing and packaging
changes. The top 3 areas to identify and mitigate risk around include: 1) RISK:
Did you get the Price/Packaging right? Do
Product Marketing at Fire TV (Smart TVs) at Amazon • April 21
Great question. There could be many reasons why a GTM plan is deemed risky.
Perhaps because a lot is hinging on a product launch, or a risky marketing
campaign and the riskiest of all - you as a PMM a
Head of Product Marketing - Security, Developer Services & Hyperforce at Salesforce • April 5
Making assumptions about pricing and not vetting them with sales VERY early in
the process Assuming that its a 'handoff' to sales enablement vs in reality its
an ongoing partnership where PMM needs t
Director of Product Marketing at Matterport • May 3
This is a great question because, as every PMM knows, each launch holds a
surprise hiccup. If you can mitigate as much risk as possible before that time
comes, then you’ll be successful in solving tho
Vice President of Product Marketing at GitLab • July 13
Operationalizing a go-to-market strategy is not for the faint of heart. There’s
a lot that happens between writing the doc (see narrative above) or slides and
executing the strategy in the market. Her
Group Manager, Product Marketing at Lyra Health • August 3
Almost every launch has something unexpected arise not matter how much you plan.
To me, the riskiest items are the ones that might be harder to change or adjust
post-launch. Making sure there is prod
Head of Solutions Marketing at Iterable • January 11
The biggest risk I typically see in GTM strategies is that it doesnt work.
Somewhere, something was missed, or the messaging, product, etc. doesnt resonate
with prospects and customers. ' I have foun
Senior Director Product Marketing at Crossbeam | Formerly 6sense, JazzHR, Imagine Learning, Appsembler • January 23
The most risky operationalizations in a GTM strategy to me are spray and pray
(homogenous) campaigns, broad (not segmented nor sophisticated/suppressed, not
segmented (targeted) and not timely (satura
Product Marketing Lead - Spend Management at Brex | Formerly Klaviyo, Square, Intuit, PepsiCo, Heineken, Mondelez • March 23
Cross-functional collaboration, alignment, and execution are the most
challenging aspects of operationalizing a GTM plan. Challenge: X-functional
collaboration Solution: PMMs must ensure that a cross
4 answers
Director, Product Marketing at Figma • June 29
There are a lot of different ways to prioritize releases - and we're currently
updating how we do it right now. If anyone else has any tips, let us know!! For
the most part, we consider two things: b
Head of Product & Growth Marketing at Qualia • March 31
Like many marketing organizations, we utilized a tiering structure to determine
the priority of product releases as well as level of effort. In general, I’m
always looking to link our impact directly
Head of Solutions Marketing at Iterable • January 11
We use a tiering system from 1-4, 1 being highest priority and 4 being the
lowers. Criteria we look at to decide the tier of a release includes questions
such as: Is this a major differentiation or
Product Marketing Lead - Spend Management at Brex | Formerly Klaviyo, Square, Intuit, PepsiCo, Heineken, Mondelez • March 23
Four core criteria that PMMs can use to prioritize releases: Positioning: Does
this new product or feature help me to redefine my category or position in the
market meaningfully? Competitiveness: Do
5 answers
Vice President of Product Marketing at GitLab • July 13
There are, of course, several elements so I’m just going to touch on the
foundational pieces that product marketers must have in place. But before I do,
I have one pro-tip: develop your GTM framework
Head of Solutions Marketing at Iterable • January 11
To simplify it at a high level, I would say its having a clear understand of the
3 C's: Customers, Company, and Competition. To dissect that a bit: 1. Identify
your target market and key buyer person
Senior Director Product Marketing at Crossbeam | Formerly 6sense, JazzHR, Imagine Learning, Appsembler • January 23
The core elements of strong, repeatable GTM framework are: Objective: Backed by
data (quant) and customer feedback (qual) insights along with market and
competitive research and business outcomes Mea
Product Marketing Lead - Spend Management at Brex | Formerly Klaviyo, Square, Intuit, PepsiCo, Heineken, Mondelez • March 23
Three core elements of a strong, repeatable GTM framework are: A formal model to
tier launches based on importance and market potential. Rather than depleting
resources to make every feature or produ
4 answers
Group Manager, Product Marketing at Lyra Health • August 3
I strongly believe that every GTM strategy should start with researching and
understanding the market, competitive, and buyer/prospect needs. Above, I
mentioned more details about what types of data m
Head of Lightroom Product Marketing at Adobe • January 17
The best way to start with a GTM strategy is to assess your strategic readiness
before building out the plan. For example, do you know the audience you are
targeting, the positioning, the packaging an
Product Marketing Lead - Spend Management at Brex | Formerly Klaviyo, Square, Intuit, PepsiCo, Heineken, Mondelez • March 23
Start any GTM strategy by anchoring on the four critical components of any
go-to-market initiative. What: What software or offering are you selling? What
problems does it help solve? What makes your
7 answers
Senior Director, Marketing at Figma • December 3
Launching the Figma Community. Some quick context: Figma Community is a space
where individuals and brands can create a public profile and publish design
files to the world, so anyone in the world can
Vice President of Product Marketing at GitLab • July 28
I’ve had my fair share of challenging product launches in my career. The Tier 2s
that you desperately want to become a Tier 1. The launches that you, as a
product marketer, learn about 48 hours before
Vice President, Industry and Product Marketing at RingCentral • October 19
Hands-down, Zoom Hardware as a Service. The messaging and positioning were quite
simple, definitely the easiest part... the hard part was steering a purely SaaS
company to launch hardware solutions in
Head of Product Marketing, VR Work Experiences, Oculus at Meta • February 3
Spotify Video Ads Why: I had a new boss that did not trust me yet, nor hired me
and didn't understand my Google background and I needed to gain their trust as
well as the XFN team Thinking back I grew
Head of Product Marketing - Security, Developer Services & Hyperforce at Salesforce • April 5
This was a product I helped launch more than a year ago. It was a product that
had high market demand and was long overdue for the target buyers. If you
reference the question I answered on 'GTM blu
Vice President, Product Marketing at Momentive (SurveyMonkey) • December 12
One of the most challenging product launches I’ve done was the launch of Box
Drive. It was challenging for 2 reasons: 1) we were dead last to market from a
product competitive perspective (and only ab
As someone who is looking to specialize myself, hoping to align on what GTM means and your responsibilities in a larger org.
1 answer
11 answers
There are dfinitely many directions to take. I'll try to distill down to two
metrics across external & internal GTM KPIs: External Leads, or Revenue within X
days of launch Activation/adoption w
Senior Director, Product Marketing Launch Strategy at Salesforce • January 12
The goal of most B2B launches is revenue--but there are many other KPIs you can
track besides how much revenue you've generated! Customer KPIs: These KPIs all
tell me how much my launch resonates wit
Director, Product Marketing at Amplitude • January 25
I'm glad you asked about KPIs. As Product Marketers, we don't have the luxury of
a single metric or even a couple metrics. We own the health of the story &
vision our company is selling. I say hea
Head of Product & Growth Marketing at Qualia • March 31
As always, the answer is probably “it depends” as it really does depend on what
the goal of your launch is. For example, are you trying to drive awareness of a
feature? Adoption? Expansion sales? Onc
Director of Product Marketing at Matterport • May 3
As much as I would love to share a one-size-fits-all KPIs, I’ve found that no
two launches are the same. Even if you’re launching a product again in a new
market, you’ve probably learned something fro
Vice President of Product Marketing at GitLab • July 13
Product Marketers should, as they say, measure what matters...and what matters
is heavily dependent on the stage of the business and product. If you are
earlier stage, focus on assessing whether the p
Group Manager, Product Marketing at Lyra Health • August 3
There are different motivations for launching products. For example, beyond
solving a buyer problem a company could launch a product to expand TAM, retain
customers, or differentiate from competitors.
Vice President, Product Marketing at Momentive (SurveyMonkey) • December 12
The most typical KPIs are pipeline/revenue if it’s a product that can be
purchased or product adoption if it’s free. However, there are other KPIs that
can be leading indicators to follow. It’ll depen
Head of Lightroom Product Marketing at Adobe • January 16
Ultimately I think that every launch should have one "north-star" goal and
cascading KPIs, and you might see that varies by launch. For example, your
north-star could be increasing Annual Recurring Re
Senior Director Product Marketing at Crossbeam | Formerly 6sense, JazzHR, Imagine Learning, Appsembler • January 23
Some KPIs I consider across the PMM remit are: Core PMM: Platform Adoption,
Activation, and Expansion (via product and sales-led motions) Customer and
Lifecycle Marketing: Direct Revenue Attainment +
4 answers
Head of Product Marketing, VR Work Experiences, Oculus at Meta • February 3
Do not launch in that market/region if you do not have support. Instead, focus
on other areas/regions that do, shore up your resources and be a bigger success.
Nothing is more attractive than a succe
Vice President of Product Marketing at GitLab • July 13
A colleague once told me that Product Marketing is a team sport. I couldn't
agree more, and gaining alignment and getting buy-in with stakeholders is a
critical success factor in the role. The questio
Head of Solutions Marketing at Iterable • January 11
We used a RAPID framework and set up 1-2 hour sessions to review with the
executive leadership team. The RAPID framework stands for: Recommended Agree
Perform Input Decide You outline key exec stakeh
12 answers
Global Head of PMM and Content Marketing, TIDAL at Square • March 24
I don't actually use market research for that, is the short answer. If we
believe that our solution is well suited for a particular vertical, we have the
budget to invest in GTM to capture business i
Senior Product Marketing Manager, Solutions at Matterport • December 29
There are a few questions you need to answer to determine if it's worth
targeting this new vertical: - Do you have product-market fit? Are you solving a
real problem for this vertical? - What is the s
Head of Product Marketing at Notion • February 4
Ensure verticalization aligns well with core competencies, market perception,
ability to deliver and differentiation. If you do not clearly understand the
definition of the target vertical, the trends
Senior Director, Product Marketing at Twilio • December 2
When looking to identify target verticals, I always prefer a data driven
approach. I'd work up a detailed analysis exercise and build a vertical based
TAM. I have a go-to bubble chart that I like to d
Product Marketing Lead at Google | Formerly DocuSign • January 25
Market research is a pretty valuable data point in terms of prioritizing
verticals (or any other segmentation slice), but so too is your product
ownership point of view and your internal usage data. S
Head of Product Marketing, VR Work Experiences, Oculus at Meta • February 3
Instead of a "vertical focus" go forward with a New Audience focus so you can
leverage the 5A GTM framework , and ensure you're thinking through a consumers'
need. Also, if you focus on a new user, y
Head of Product Marketing - Security, Developer Services & Hyperforce at Salesforce • April 5
Making the assumption here that vertical = industry. Industry definition - which
taxonomy are you using. NAICS, SIC, propietary, DUNS, Clearbit? This is
important because there is a lot of nuance h
Vice President of Product Marketing at GitLab • July 13
I believe that market insights are the #1 core product marketing capability.
Literally everything – from positioning and messaging to the products and
capabilities you deliver to the market – flows fr
Group Manager, Product Marketing at Lyra Health • August 3
Market research is near and dear to my heart and at the core of any strong
product and go-to-market plan. I have many examples of how you can use research
to inform vertical strategy, but my first tip
Head of Solutions Marketing at Iterable • January 11
When we first started to verticalize our solution, we looked at: TAM (total
addressable market) and SAM (sellable addressable market--what is realistic that
YOUR company can sell in to?) CARR Win Rat
Senior Director Product Marketing at Crossbeam | Formerly 6sense, JazzHR, Imagine Learning, Appsembler • January 23
We aim to diversify our revenue strategy with dynamic and compelling GTM
campaigns. We use market research from internal and external sources to fuel
decisions. Internal market research comes from our