Product Marketing Stakeholders

Would love to get your perspective on generating excitement around your new product, vs. continuous enablement on the core capabilities of your solutions

I'm new to Product Marketing. In the interviews that I've done, I am being asked to present a marketing portfolio.

For eg: Should PMMs be aligned with PMs (we have a 3:1 mapping), or should PMMs be aligned with the market/buyer persona or something else?

I'm tasked with doing market research -- voice of the customer, competitive intelligence, and doing internal interviews -- to segment a new market and what we need to invest in to increase market penetration.

As an influencer you might just share market and customer research, competitive intel, etc. as another input for PM to consider in their own decision making; whereas if you're a true partner, you're discussing and debating with them, as equals, what product roadmap decisions should be and why, where PMs and PMMs bring different inputs and value to the table as equals. Thoughts on being an "influencer" vs. being a "partner" in guiding the product roadmap? Thank you.

This makes launches pretty difficult to manage without creating large lapses in communication.

I create multiple assets on a daily basis and although I have a set process of who the asset will go to - be it a one pager, carousel or a blog. How to track if the teams you are sending the asset to, are actually using it or not?

Particularly interested in technical products, but also curious for nontechnical.

It can sometimes be a struggle for those on the executive team, or in higher leadership roles, to see the value that product marketing is bringing to the business - especially if they do not have regular interaction. How do you build visibility for you and/or your team, and clearly communicate the achievements and activities throughout the year?

Do you simply have Product Marketers by product/portfolio? Do you have a release communications manager? Someone in sales enablement? What other roles exist in your product marketing teams today?

At our company, demand gen is a much bigger function than product marketing so they drive all of the campaigns with our input, but I came from an organization where we lead the campaign strategy a bit more since we had more numbers. Anyone have a good solid process they use with their demand gen team?

The objective is to push the product up to the personalization leadership quadrant. If I were to give more information to the analyst firm, how should I present it and how to go about creating one.

I'm hoping to influence Product and Design to talk to users more and build a clear picture of our user. The team will often refer to themselves as "the consumer" when they're not in our target demographic?

Are there best practices or particular formats that are best communicate - i.e. workshops, presentations, meetings