Ambika Aggarwal

PMM should absolutely own the narrative around the roadmap: what’s coming, why it matters, and how it connects to buyer/customer pain. But that narrative is crafted in partnership with product, and tailored for external consumption. The goal is not to explain every feature—it’s to help GTM teams sell the future vision with confidence and clarity. We typically deliver a roadmap enablement that includes: Customer-facing roadmap deck: Designed for AEs and CSMs to present in prospect or QBR conversa ...Read More

Here's what I like to put into a positioning doc:  1. What market are we in ? How big is this market (TAM)? What's our serviceable obtainable market (SOM) ? 2. What does the competitve landscape look like?  2. Who are our customers? (buyer personas) 3. What challenges do they face? (key pain points)  4. What is our solution? (description of your offering) 5. How do we solve their problems? (solution/benefit statement)  6. What makes us unique (differentiators)  From what it sounds like you'll ne ...Read More

As the Head of PMM for a startup that didn't have Product Marketing, you have three goals as your onboarding 1) Build a solid understanding of your industry, product, and target market 2) Get to know your stakeholders and their priorities 3) Establish the role of PMM in supporting the company's strategy and goals. Build a solid understanding of your industry, product and target marketAs a PMM you need to bring a strong perspective on your industry, your customers needs, and quickly translate tha ...Read More

In my experience it makes sense to reevaluate your customer segmentation in conjunction with your annual or half year planning in the context of your broader business goals (i.e is your business trying to move upmarket? downmarket? are there new personas or industries you're trying to target) There can also be major company milestones like new product launches or M&A that warrant you to evaluate your customer segmentation. Additionally, if you're looking at segments for your campaigns and pi ...Read More

This is a great question and one that generally takes refinement over time based on feedback from sales.  Here's what you can do to make sure your competitive intel is beneficial and leveraged by your sales team: 1. Conduct in-depth Win/Loss research - identify the key lost and won reasons that come up from your deals from the notes that reps are inputting into salesforce but also from win/loss interviews. You can hire a win/loss vendor to do this. I've personally worked with Clozd and Primary I ...Read More

Market & customer research are critical to Product Marketing's ability to influence product strategy and build effective GTM. I'd say the following types of research are most important. Market & Competitive - This means going deep and understanding the TAM, key competitors, points of differentiation and positioning, and where you stand relative to the competition. This type of research can heavily inform your positioning, messaging, product and pricing decisions. ICP research and definit ...Read More

Start with your sales team’s pain points and your buyer’s decision process. Some of the most effective case studies and content my teams and I have built came from riding along on sales calls, sales meetings and hearing, “I wish I had a story or asset for this” An Ideal process would look like the following: Use deal intelligence: Look at where deals stall and what questions prospects ask. That guides whether you need a case study, business value case, competitive de-positioning, or specific sal ...Read More

Market sizing, competitive & ICP - What does the market look like? Who are the competitors and who is your core ICP you want to go after? This includes verticals and firmographics. Personas - Who are the personas you want to target within the new market? Are these existing personas or net new personas you need to craft? Market trends - What's going on in your new market that you need to be aware of? Are there specific regulations or industry specific knowledge you need to have? Using the res ...Read More

I love this question because it's SO important to get early signals and validation that your messaging is headed in the right direction. Here are a few things I like to do: Once you have landed on a few value props and benefits you want to test out, run it by the person in your organization who represents the key buyer you're trying to go after (i.e if you sell to HR, run it by your Chief People officer) Test your messaging through focus groups made up of prospects and customers Test your messag ...Read More

Product Marketing org structure varies depending on the size, stage of growth, and nature of your product (i.e multiple product, persona, ICP). Ultimately you want to make sure you have enough coverage and the right skillset to cover the key pillars of Product Marketing (product launches, pipe gen, sales enablement, competitive intel, pricing and packaging). Here's a model that I've seen work really well: 1. Core PMMs - These are product marketing managers who align very closely with Product Man ...Read More