PMMs are storytellers so just as you would approach a marketing narrative, tell your personal story in a crisp and compelling way. Prior to the interview, reflect on a few projects you want to highlight that showcase the breadth of PMM competencies and be prepared to weave those stories into your answers. Some examples include: a complex go-to-market strategy you drove, a time you influenced the product roadmap, a challenging customer problem you solved. In addition to preparing your story it's important to experience the product to put yourself in the customer's shoes. This will provide you with the knowledge to speak to product pain points and offer suggestions on ways to enhance the product or the marketing to improve adoption.
Across PMM there is a shared core set of skills and competencies. The fundamentals are very much the same — it's about knowing the customer, finding the defining insight, and transforming that into product strategies and go-to-market plans. While the fundamentals are very transferable, execution can look quite different. For example, you’ll work more closely with product and research teams vs sales, the channels and strategies to reach your customers will be more digital and span the entire funnel, and you’ll likely be goaled on product adoption at scale.
Yes the skill sets are very transferable from B2B to B2C! As mentioned above the fundamentals are very much the same its the execution that can look quite different. B2B and B2C are both are incredible experiences so when I'm evaluating candidates I'm looking for a product marketer that is customer obsessed, results and data driven, and comfortable leading complex go-to-market strategies.
I can relate to this one, I actually started off my career in PMM at a B2B company. This experience was invaluable and where I learned the core competencies of PMM – the importance of product positioning, messaging, influencing the product roadmap, and being an advocate for the customer. Just being on a PMM team taught me so much about the function and how to deliver impact to both the business and the customer.
A few tips that helped me transition over to B2C:
1) Build expertise in skills that can be transferable to any industry or customer. The B2B company I worked at is a subscription based product and I became fascinated by this model learning the ins & outs about subscriptions — pricing and packing, best practices with driving growth and retention, and the metrics that matter. This experience helped me land a role at a consumer based company leading PMM for B2C subscriptions. This was a great way to ease the transition into B2C and leverage the expertise I built in my previous role.
2) In B2B roles you tend to work very closely with sales vs B2C you are directly working with Product to influence and shape the customer experience. The more you can build strong relationships with Product the more equipped you will be to influence the product roadmap and be successful in a B2C role.
As I mentioned above there are so many applicable skills across B2B and B2C — just learning the PMM craft is key regardless of the company/audience. There are several applicable qualities that a B2B marketer can bring to consumer PMM including the following: messaging & positioning, relationship building & XFN influence, data-driven decision making, and market/competitive research.
While B2B PMMs often have direct access to customers via sales PMMs in consumer roles are required to play more of an active role in gathering customer insights. Consumer PMMs will be responsible for developing a research roadmap and synthesizing insights to shape product and go-to-market strategies. Additionally, In a consumer role the audience size increases significantly putting more importance the creative brief. Its critical to build a pointed brief that is insights led and speaks to a user tension to inspire compelling creative that will break through. Your channel plan will also look quite different, skewing more digital and social media heavy. A best practice is to map out a customer journey to ensure you are engaging the customer at key touchpoints and building a creative and effective channel plan.
Great question. Defining the product roadmap, setting launch criteria, and landing a launch date should be a collaborative process between PMM and Product. Together its key to consider a number of key factors: 1) What is the broader product roadmap for that quarter/half? How does this product fit into the broader plan/portfolio? 2) What is the value prop for this specific product? Have you validated product-market fit? 3) Do you and the team feel confident that the product is ready for primetime? No P0 bugs still open? 4) What does the marketing roadmap/calendar look like across the org/company? 5) Externally is this a good moment to breakthrough? Will customers be engaged? (look out for holidays, etc). Working through these considerations will help you back into a launch date, a marketing brief, and a GTM plan. While the initial launch day is great to build momentum and generate buzz, building a phased GTM plan with a steady drumbeat of tactics post launch will help sustain momentum and adoption to maximize impact.
When building a tiered product it's important to define the goals of the entire package and each tier. Once you set goals, you'll want to segment your target audience by tier to map benefits to each level. Each tier should have clear benefits and ideally one “hero benefit” to serve as the hook to get customers to sign up for the offering. While the tiers should feel distinct they should also feel connected so that customers feel motivated to earn/pay more to move to higher tiers. A clear example of this approach is building a good/better/best model where the base benefits get increasingly richer as you move to higher tiers. Once benefits/pricing is set a GTM plan that includes varied tactics and messaging will be key with flexibility to market the entire package + targeted campaigns for each tier.
A good product launch starts with a deep understanding of the customer – who you are building for, their needs/pain points, how to reach them. Building a phased research plan is key — it's important to gather insights to shape both the product value prop and the marketing plan. I find that a lot of teams run research early in product development, but I highly recommend building a testing plan to validate your positioning and creative concept. Concept testing and will help future proof your GTM plan by ensuring you are communicating the value prop in a compelling way that maximizes conversion with your customer base.
As you build out your GTM plan a key component will be defining the audience and the goals/KPIs. These two components will play a big role in shaping your channel and budget plan. Breaking this down further, if you are trying to convert existing customers to use your product owned channels may be more effective than paid, particularly multi-touch campaigns that involve both in-app messaging and CRM. If the goal is to drive both awareness and adoption with a broader audience, paid channels can be very effective. Paid social + influencer campaigns are a great way to maximize reach and build credibility at scale by placing your brand/product into cultural conversations, experiential activations create hype and generate press, traditional media like TV or audio ads boost awareness amongst large audiences.
It's important to define metrics and KPIs pre-launch typically as part of the marketing brief or GTM plan. Based on the goals you’ve set you’ll want to work with XFN teams like product/marketing analytics to set up a measurement plan or dashboard to track progress against these goals. It can be beneficial to track progress early on, a few days post launch and/or 1-2 weeks post launch so that you can adjust your marketing tactics if needed to accelerate or decelerate adoption. Exact metrics will vary for each product/business but a few standard metrics to keep in mind are: 1) product adoption 2) channel performance - open rates/ctrs 3) product retention.