Ajit Ghuman

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. For example, did your repositioning help the company move from a nice tool to more of a platform unlocking new use cases and thereby winning bigger deals? OR did your work help the company create an attractive offer against ankle-biting competitions and win much greater market share? Quantification based on deal sizes, deal velocity, win-rates is going to be really helpful. Downfunnel impact will be more easily attributable, so new messaging in a sales pitch deck can be more easily measured. Start there. Unless you had another big change downfunnel, you generally can attribute changes to a big change in messaging since it overshadows any other smaller tactic and has a multiplier effect because your entire sales team essentially has to shift to new messaging and as a consequence so does their performance.

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 Website There is no single best way to vet assets with stakeholders, but here is one thing I generally keep in mind: I try to conduct general stakeholder interviews where they can express any frustrations or issues with an existing asset or process before putting pen to paper. Often the folks who feel more strongly about a certain asset will end up objecting if they perceive you've created what seems like a final product without getting their inputs - even if your intent is to create a v1 before getting feedback. As a general principle, I have evolved my approach to spending much more time on discovery than in the development of an asset. Of course, the approach will change depending on personalities. Some stakeholders take precedence over others. One has to adapt completely to a CEO's style, so if they prefer things to be more fully baked, then that's the way to approach it. 

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 campaigns, to billboards, and even Linkedin or Dating profiles. People are always positioning themselves and the companies they represent to win in this world.

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. 1. First comes strategy 2. Then comes positioning 3. 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 company where I aligned with the positioning of our chatbot/customer service solution with my CMO and Founder, only to be rebuffed by my CEO who said we should be just like Salesforce, i.e. we were to compete with CRM. We tried explaining that yes we could one day compete with CRM, but today we were something else, and that is what we needed to decide. This state of limbo around strategy and positioning persisted for well over a year, and the company's business performance also suffered. What's the lesson? Nailing strategy and positioning are critical. Your discussion then with your executive team needs to list out assumed strategy and based on that outline options for positioning. Do not bring messaging into this discussion. The best way to approach this discussion is to let them come to the right answer by laying out options and data. Unless the CEO/Founders feel they came up with it, they will not buy into it. Design thinking brainstorms are helpful. Repeated discussions will definitely be needed. This alignment will time to seep in and be internalized but clears the path for messaging and countless other initiatives inside the company.

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 freshly minted PMM. As to the one you are referring to, it seems new in the market, and I would still opt for Pragmatic Marketing until there is consensus that another program is clearly better. You could still be a great PMM without doing either, in my humble opinion.

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 messaging. Top-level: Platform positioning (marketecture is in service of this) - Here you describe how your platform will unlock value across multiple use cases for your target buyers in a single unified platform. Then follow up with why you can solve their problems uniquely better than other platforms. Product 1 and Product 2 level: At this level, you can maintain somewhat independent positioning and messaging for your discrete products as long as the larger message still trickles down into the positioning for these products. For some enterprise buyers, you may find starting with the platform story helps to set the stage in first call situations. For other smaller companies, the specific products may seem more attractive for an initial sales discussion - and a platform discussion may be counter-productive. As a PMM you will need to provide guidance to your sales team on when to leverage which positioning, platform vs product. 

I've answered a similar question in the AMA in response to "Are there ways to test our messaging without spending a dollar on external validation?" In short, there are three main ways to validate messaging in a B2B setting: a) Pilot selling with a select set of sales reps b) Customer and prospect feedback interviews c) Calls with leading analysts in the space (these are generally part of paid programs)

I used to suck at Messaging, and I don't claim to be a guru at it either even today. But let me elaborate: At one point in my career, I would attempt to write a product one-pager (circa 2013-14) and my boss would redline the entire thing and hand it back to me. I improved a bit. I learned to write about features as benefits, not about features themselves. But I was still not stellar. My work only increased by a step function when I took a step back and changed my approach. I empathized intimately with a) the buyer persona's key problem b) the stage in the sales process where an asset will be used c) knowing my product's key differentiators (vs competition) like the back of my hand. When I was sure about all the points above, messaging became easy. The problem is not that messaging is hard. The point is that good messaging is a consequence of knowing your product, its positioning, and your market cold. Too many PMMs focus on copywriting, they may even write features as benefits -- but that isn't the same as understanding the "forest from the trees" and "knowing the terrain".

The world does trillions of dollars of business for FMCG products every year. They are all commodities, and yet they are continuously fighting a positioning and messaging battle against one another. In the first episode of the TV Series Mad Men, Don Draper when consulting for the cigarettes brand Lucky Strike, selects an attribute from the production process - toasting. He then uses that attribute to create positioning "It's Toasted" and associates the product with freedom and youth. So the principle is, even if you don't have 10x differentiators, you can select and own an attribute no one else in your competition is talking about. How can this work for software? I was looking into the security/zero trust space a little while ago and realized that most vendors in the space have nearly identical positioning around security threats and highlighting risk. If you were starting a new company in this space, you could differentiate the product not emphasizing security threats but on the axis of freedom/the ultimate untethered work from home experience, etc. One of the books I enjoyed on the topic was Win Bigly by Scott Adams, outside of that you can pick up positioning and messaging from day to day product ads or even political campaigns once you are sensitized to how it's done.

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 Retailers) or heterogeneous (say, across Retail, Pharma, Airlines, etc.), the call is more subjective. I've worked in enterprise SaaS companies that have opted not to publish any pricing publicly to give their Sales teams more ability to sell a targeted offer to their prospects. In those cases, the packages were defined internally, but there was lower price transparency which dissuaded package comparisons and enabled them to extract requisite value from prospects that had differing willingess to pay. In this specific context, sales reps appreciated their ability to offer their prospects the right package without necessarily getting into the 'shop-a-package' discussion."