Product Marketing KPI's

Having a culture of openness and transparency across the team. Strong support in the development and alignment with each individual PMMs career & skill development roadmap. Finally, you offer interesting and stretching projectsthat spike passions and, as a manager, give your team the guardrails to operate and then, get out of their way!

I think you have to remember that people typically stay with an organization when 5 things exist:

1. A great culture that they believe in
2. Sticky relationships with their peers
3. Good pay & benefits
4. They're appreciated and can see how they can grow their careers
5. Good work/life balance

Focusing on balancing those 5 things and keeping your finger on the pulse of them is key to retaining great talent. If one or more of these aren't addressed, it can be really challenging for your team to want to stay and for you to keep them. 

Some of the low hanging fruit here would be setting up team rituals - team meetings, slack channels, team hubs, etc. 

Some of the more logistical processes would include setting up a shared launch calendar to have a shared source of truth. Defining a tiering framework for launching products. Establishing areas of ownership and alignment to product and/or audience and/or sales. 

Find ways to templatize work that you'll be dividing amongst yourselves - messaging guides, pricing frameworks, naming conventions, launch activities, etc. 

For me, I have to be intentional here. Because it's so easy to get sucked in to the work and just surviving from deadline to deadline. But you have to put it to the forefront and make it a priority. 

One thing I like to do is involve the team in determing the values we'll prioritize, that way we can bring it up if we ever lag and discuss what we need to do to bring them forefront again.

I like to create cultures the focus on: accountability, collaboration, empowerment, expertise, transparency, directness, support...and I always like to have a sense of fun and humor as well :) 

The ‘product marketing skills’ question has been answered really well by a lot of others on Sharebird already so I will focus my answer specifically to the interview itself: 

I always look for candidates who have a strategic mindset and who can articulate what success in their current role looks like. I interviewed one candidate once who really impressed me with her ability to paint ‘before and after’ pictures. It’s less common than you would expect and she completely differentiated herself because of it.

From my hiring experience there are typically there are a few key characteristics and examples I look out for

• Has to be a great storyteller - go beyond writing copy, and able to craft narratives
• Ability to take complex topics and translate them into value
• Customer-centric 
• Cross-functional / team players 
• Organized, ability to prioirtize and pull together disperate workstreams 

So I am actually not sure this should be split, the best companies I have ever worked at Product Management and Product Marketing shared these numbers and it was our goal as a team to impact these. Now not every company looks at it this way, some just want to know the impact YOU as a single person or team are impacting. So I usually talk about owning registration numbers, second week retention numbers and have the product teams focused on the MAU and DAU numbers from there out and work with them to make sure they are retaining. 

The ideal scenario is that product and product marketing have shared adoption KPIs because this creates greater investment and accountability from both groups. If that’s not the case, product will tend to focus on post-login KPIs such as MAUs and DAUs. Marketing will focus on pre-login KPIs such as site visits, email engagement rates etc. Overall, it’s best if both teams focus on the NPS as that’s a clear indicator of how satisfied customers are with the product and if they will recommend it to others.

PMMs should be responsible for KPIs that bring users and customers to the product and through onboarding and activation. Are the materials provided to educate a user leading to activation? Is the onboarding experience good? Are experiments leading to intended results? Once the user has activated, PMs should be responsible for owning long-term adoption of specific feature areas. At some point, sending more emails to remind users that certain features exist just won't cut it. If the feature isn't solving a real business problem, that's a problem with the product.