Product Marketing vs Product Management

IME this should sit in engineering, but it's generally not a bad idea for the copy writer to solicit PMM feedback. PMM needs to be hyper focused on strategic tasks. This is a good example of a tactica

If your company has the resources, I would advocate for there to be an in-app copy writer that sits under design. By putting them with design, they will have the shortest path to where the product is

We like keeping this with the PMM or a Product Manager/Owner, as the person writing this copy needs to be super familiar with the product and user experience. They need to be power users, IMO. Occasio

  It depends on how big your company is! At large companies, there’s often a Content Strategy or Product Writing person or team that sits under Design. The PMM should ensure the in-product copy aligns

For my company, it's currently shared between product, product marketing and design, but that's mostly a factor of being a startup and in the process of building out each of those functions. I think a

In-app copy typically falls under Product Marketing. If it is something you do not own today, my advice would be to work with the Design/PM team who is currently owning this to understand how you can

In my opinion, PMM has a better vantage of customer needs and command of customer voice to produce best in app copy, product naming nomenclature and in-product guidance. This responsibility can be sha

In-app copy does fit with Product Marketing - and Product! So technically, our PM team owns the in-product experience but PMM has full access to the tool. We have a slack channel for all in-app messag

A few answers here, based on use case!  Naming inside the product (like features, tabs, or experiences) would be handled by PMM during the launch process. PM is likely to have ideated an internally-r

This is always a gray area :) At Gong, most UX copy is owned by the product writing team, except for naming "Tier 1" products. Together with that team, we established a list of criteria that qualifie

The copy in the product itself is owned by our Product Design team. However, we have a Customer Engagement / Customer Lifecycle Marketing team that owns copy for in-app messages like tooltips, banners

In quickly growing companies, I've found there are a few "hot potatoes" that get passed around as the quarters pass by and employees come and go. One of those jobs that get shared is in-app copy (or t

It’s a joint decision between product management and product marketing at Square. In general our PMMs tend to have more ownership here. They will lead competitive analysis and commission qual/ quant r

Pricing and packaging is typically a PMM function. P&P is typically a business decision. In general, PMMs own business and go-to-market decisions, while PMs own the user experience and the produ

I used to be very much on the side of "PMM should own pricing" but I will now caveat this with a couple considerations. First off, though, I think at a smaller company, say a startup where you're the

Like any good working relationship, you have to take the time to build trust. Here’s a few things I do to build trust and position myself as a strategic partner to PM.  Meet regularly and come with a

I've heard before that product marketing KPIs can be squishy—that it's hard to quantify the value of what we do. I don't agree! I have a few KPIs that are unique to PMM, and a few that are tackled wit

This is a great question! Depending on your product and the complexity of your funnel, PMM may have more or less impact on the metrics PM is responsible for. As you plan KPIs for your PMM team, ensure

I think there’s a high degree of overlap. The two functions may cut metrics differently or over different time horizons but for the most part many metrics are shared. A few examples that are top of mi

There is no one-size-fits-all response to this answer. At Snow Software, where I lead Product Marketing and Operations, pricing falls under me. Prior to my arrival, pricing fell under Product Manageme

I've always felt like this question felt a bit like, "who owns features, engineering or product?" Both teams are responsible for different points in the lifecycle.  In my ideal version of the world,

At one point pricing and packaging sat in the PMM team at Intercom but as pricing and packaging became more complex for us with many, many plans, we actually now have a dedicated pricing and packaging

Yes depending on the type of feedback sought we have different owners, but we are trynig to move to a place where the Customer PMM owns tracking of outreach (we don't want to ping the same account 7 t

This depends on the company's norms and how different teams have been set up. I've seen user research lead this entirely, and I've also seen a dedicated "Voice of the Customer" program manager who wra

I think there are actually 2 questions here. Who collects the feedback, and how a team decides to respond to it. The maturity of the product matters here, so I'll break it down into 2 stages: For ver

Many different functions gather customer feedback - we have a customer feedback hub that attempts to centralize all the different streams of customer feedback from various teams into one dashboard / e

Short answer. When you are more deep than broad. When you like things more than people.  Long answer.  There are no rules to this. Skills evolve and change over time. You may want to pursue an optio

It comes down to which aspects of the role excite you the most. Depending on the company you are working at, Product Marketing and Product Management can have a lot of overlap. I’ll first discuss some

I recently had a member of my team leave Product Marketing to become a Product Manager. We spent a few months talking through and planning this transition. During this process, what I learned is that

A few questions to ask yourself: Do you want to be the mini-CEO of the product? Do you have enough experience to appreciate how engineering operates to build a product?  Are you comfortable making ma

Starting in CPG brand management I had the good fortune to wear both of these hats (and many more!) early in my career. This ignited a love for both disciplines and started me down a path where I'd ju

Interests: What kind of questions do you want to answer? This is just my personal take, and probably oversimplified, but if you're driven by optimization questions like "Who is getting the most value

This question hits home for me. In a previous role, I explored the opportunity to move to the PM org, so I did a bunch of research. First, at a high level, I love the book "Designing Your Life." If y

Would you rather answer the question "how" or "why"? In my opinion, product managers are more apt to answer the "how" and product marketers are more apt to answer the question "why". That being said,

I’ll outline where I see PM and PMM overlap and diverge, and what signals to look out for to assess the better fit for you. I had a chance to test out a PM role in the past and was a CPG Brand Manager

tl:dr: Both and then some.  It is as important for product marketers to be involve in the inception stage as it is when taking new feature/product to market. Features that are built in vacuum seldom

Bringing in information about trends in the market, what competitors are doing, and the most important thing - USER FEEDBACK! I have learned over the years that the best way to get any sort of buy-in

This answer really depends on the partnership between PM and PMM at your organization. Are you the type of company where PM and PMM are partners? Or are you the type of organization where both groups

I have seen it go both ways. It really depends on the relative strength of the product and product marketing teams. Product marketing, though, is probably the best positioned part of the business to b

Product marketers should leave there stamp outside and inside the product. What I mean is that traditional marketing always takes place outside of the product i.e. sales enablement, blogs, technical d

I think both, though the latter (naming, branding, messaging, etc) seems to be the default for most PMMs. If PMMs want to partake in the beginning of the cycle—what's actually being built, they need t

In terms of roadmap, one area where I've seen PMM historically drive a ton of value is through market and competitive insights. By bringing insights from the market, competitive landscape, buyers, and

The answer has a lot to do with how you and your PM work together. Ultimately, much of the PM<>PMM relationship comes down to what you each agree to own- it's different for every group. It's a r

You're basically asking how to get PM to do their job. It sounds like the PM in your example just lacks a fundamental understanding of that they need to do. That's a HUGE issue. My advice? Forget abou

Whether you're trying to improve the relationship with the PM or to advance the conversation with their boss/leadership per Mike's suggestion above, you can make a more effective case if you're able t

I agree with Mike's answer here. In many B2B organizations, a Product Manager is synonymous to a Release Manager. And in these environments, the product teams are not communicating to sales. If that i

Yes! I can relate! Feature-level messages are so limited on the marketing side. Part of your job as PMM is help recommend the best way to 1) connect features benefits, 2) roll benefits into value pro

The job of Product Management should be to focus on solving customers problems not simply shipping new features no one is going to use.  If this behavior is isolated to one Product Manager, then I wo

Based on the question, it sounds to me like your product management team isn't thinking very strategically. Perhaps they're not close enough to customers, or they're too close to a select few, who hav

The Product Manager's job is more than that, but you are right. We have to focus on consumer problems and solve them. However, we have a massive list of problems and bugs to fix and prioritize based o

I suggest that you start by taking a step back to really diagnose the problem. Why is it that the team wants to ship so many features?  I try to always assume good intent. With that in mind, the team'

Ah I'm sorry you're in that situation. PMM should be part of product roadmapping meetings, since everything that's in the queue should be going through some sort of business valuation (what is the cos

This is extremely important but not easy to do. Sometimes it feels like product managers are so busy shipping features that they don't see the forest through the trees. If you involve them in the rese

A few ideas on how to respond to your product partners in these situations:  Propose bundled launches- Group similar features into one announcement to decrease cognitive load for users.  Create requ

When looking at the product lifecycle, I typically refer to a framework like Product School’s 7 Phases of Product Development:• Phase 1 – Discovery• Phase 2 – Define• Phase 3 – Design• Phase 4 – Imple

Ideally, PMM comes in during the product roadmap process. One area where I've seen PMM historically drive value is through market and competitive insights. Especially at Gong, given our product, Produ

1. Intial product definition - Owned by Product, PMM consults. Help the team to assess: Are we building something that meets the basic requirements of the market? Where do we fall alongside competitor