Ajit Ghuman

I generally think of PMM owning areas of responsibilities, a subset of which is key assets. I point this out because assets are tactical elements and may change depending on need.  That being said, generally, I've seen PMM owning the following assets: 1. First Call Deck 2. Demos and Demo Scripts 3. Packaging Decks/Spreadsheets 4. Competitive Analysis Cheat Sheets/Battlecards 5. One-Pagers 6. Whitepapers 7. Product Videos 8. Feature Decks 9. Pricing Calculator 10. All Product Page Content on Webs ...Read More

The success is positioning is about proving that your work made your employer known for something in the market.  One of the most common ways PMMs do this is by showing how they get the company a top quadrant or wave leader spot with Gartner of Forrester respectively. Nowadays, G2 reviews and or even reviews by influential developers can help - as long as they buttress your product's differentiators.  You can also demonstrate by showing how your work let do growth in a certain business segment. ...Read More

I'm not sure about courses, but recommend the following books: 1. Positioning: The Battle For Your Mind 2. Building a Storybrand by Donald Miller 3. Win Bigly by Scott Adams Outside of that, there is no better training than practice. Relook at the positioning on your website, on sales decks and decide whether it is consistent with strategy and if not, then come up with new positioning and messaging.  Daily life provides a lot of observations on positioning. From TV ad slots, to political campaig ...Read More

I made a similar transition many moons ago when I working at Medallia. What helped me, and I reckon what will help you, is having an intimate understanding of the customers, their needs and how our technology uniquely solved their problems. The training you are getting in Customer Success will go much further in helping you build mental models that you will routinely use as a PMM, than external trainings.  That being said, I did like doing the Pragmatic Marketing set of GTM courses when I was a ...Read More

It's hard. Real hard.  Many PMMs make the mistake of starting with messaging. This is a no-no. Messaging comes last and just puts words behind what was already decided. You have to nail this in sequential order.  First comes strategy Then comes positioning And finally comes messaging Your CEO owns the strategy. Period. If they don't know where you are going, the positioning will be unclear or may work for a little while until the market or your product evolves. I recall a meeting in a prior comp ...Read More

It's become a trend today to publish pricing pages, 75% of companies do. But this is by no means a virtue. The following is an excerpt from my book, Price To Scale. "When you have a large market with a high degree of homogeneity, it is feasible to emulate other SaaS companies and publish the complete pricing structure online (replete with packages and prices) to help you scale your sales engine and maximum value from the market. On the other hand, if your market size is limited (say Fortune 100 ...Read More

There are a couple of questions here. Let me address the question of single vs bundled solutions.  Why do sell something standalone vs in a bundle?  Its about the right offering , for the right buyer/market segment. These offers are the right combination of feature-sets, services, and price for a market segment that will ensure that you can derive the maximum possible value from within that segment. The goal of establishing a pricing model is to standardize 'packages/offerings' that allow your f ...Read More

One of the most effective tactics here is to build a product marketecture. Building a marketecture will help you keep the integrity of the two products intact while being able to create a framework for the entire platform. I've written a detailed blog on this topic, here: https://www.bizjournals.com/sanfrancisco/news/2020/09/15/polish-up-your-product-how-to-win-with-marketecture.html In addition, the way to utilize the marketecture is to come up with the following levels of positioning and messa ...Read More

It is rare for companies to engage in a major re-pricing if the problem is low revenue growth. The reason it is rare is because low revenue growth is seldom a function of under-pricing and more often a problem of poor product-market fit OR a saturation of an existing market OR a malfunctioning sales engine.  Top reasons for major re-pricing:  1. Your product value prop has changed substantially. In 2018/19 timeframe we changed the pricing structure at Helpshift to a volume-based model from a sea ...Read More