Akshay Kerkar

Great question! Demand Gen team tend to be bigger than PMM teams, and also have access to a lot more budget :) Modern PMM teams should consider pipeline (and ultimately revenue) to be their primary success metric. If PMM teams are led based on this approach, it drives perfect alignment with our DG partners since DGF is typically on the hook to generate sufficient pipeline for Sales every quarter. In my experience, the best way to work w/ DG is to consider them to be true partners. PMMs are experts on the “who” (i.e. target personas) and “why” (messaging for these personas) while DG is the expert on the “how” (channels/tactics to reach these personas). If the two teams take a collaborative approach on everything from brainstorming campaign themes to execution and performance tracking, it usually leads to great outcomes and a shared purpose. Imo, the wrong approach is for PMM to play a very tactical content-creation role when it comes to campaigns.

A few other things to consider: * Your team's research needs (qual and/or quant) * Any analyst-related spent (either for research reports or to engage w/ analysts) * Content-related needs -- always a good idea to work with a good content agency to flex your capacity when needed * And perhaps most important - a team-building/fun budget for your team :)

The answer really varies by company - I have seen instances of Product Marketing, Product Management, Finance, Biz Ops, and Sales Strategy teams own pricing. In an ideal world, the team that's both tasked with understand your products/market/customers and works closely w/ Sales is the best place to lead pricing initiatives. In most instances, I'd argue that this is Product Marketing. Product Management are important stakeholders in the process (along with teams like Sales and Finance) but since they are not as GTM focused as PMM in most cases I don't think they are in the best position to lead pricing efforts.

Messaging is tricky, since everyone and their uncle tends to have an opinion on messaging :) The challenge with not having a clear approval process and roles/responsibilities defined upfront is that the review exercise will then typically lead to a lot of churn and take a long time to boot. So it’s really important to define the process upfront, including who the final approvers are, who needs to be informed, and who can provide feedback (you can use something like the DACI framework here). Ultimately, the PMM is the driver for the process and needs to be thoughtful about the process they follow based on the specifics of the org and the preference of leadership. For example, if you are a self-serve business where Sales plays a more transactional role then Product buy-in tends to be key. On the other hand, if you are an Enterprise-focused business the feedback and buy-in of Sales leadership is pretty important.

The structure of the PMM team is usually a function of the size of the company and it’s GTM model. The “typical” SaaS PMM team has a set of Core PMMs that are focused on product, and usually a sister PMM team in the form of Industry/Solutions Marketing that is focused on solutions for specific verticals or segments. At Atlassian, since we have a flywheel model, PMMs have a lot more focus on activities that deal with acquisition (self-serve), cross-sell, and upsell. So while our PMM teams are organized by product (e.g. Jira, Confluence, etc.) individual PMMs on a product team can focus on core product vs. monetization vs. enablement vs. upsell to drive the overall KPIs for the business.

Not all launches are created equal, so it’s important to have a t-shirt sizing exercise upfront to determine how large a launch is (and hence what level of effort/mix of activities should be dedicated to launch). Once that’s done, the sooner we can put a launch plan in place, socialize that, and kick-off the launch process, the better. The process can then include checkpoints like getting the messaging finalized, locking the website copy, etc. with each activity having a mini-process to get sign-off (ideally using something like the DACI framework) based on when things need to be ready for the GA date. You just want to avoid surprises and last-minute launches where possible (easier said than done, I know :)).

I must admit that design disagreements have been rare in my experience. The best way to ensure alignment is to really think of your design partner as a true partner (vs. just a service role), bring them in early and upfront, provide them with context (e.g. maybe even have them be part of planning sessions), and take a collaborative vs. directive approach. While there may always be one-off disagreements on individual efforts, overall a collaborative approach should lead to a much better working relationship and end result since you’ll now be aligned on goals and desired outcomes.

Success should be measured based on impact to the org, and in B2B Marketing that really means pipeline (and ultimately conversion to revenue). PMMs that take this “full stack” approach to our craft will not only maximize their ability to have meaningful impact at their company, but will also put themselves in a position to acquire skills along the way to set themselves up for leadership positions in the future (whether that’s CMO or GM of a business line). The challenging part here is that PMM tends to be defined differently in different organizations, with some companies looking at the role a lot more tactically. So it’s really important to do your due diligence and choose carefully to ensure that both the organization and PMM leadership recognize the value of PMM and encourage individual PMMs to focus on impact.

Your pricing inherently reflects the value of your products, and since competitive comparisons will inevitably come up in deals, you have to translate all your competitive research and market understanding into a compelling set of content and enablement for your Sales team so they can sell the "value"/better position your priducts throughout the life of your deal. If this happens primarily when pricing is being discussed, I'd argue that it's a much harder to successfully navigate.