Chris Glanzman

This is 100% possible. I made the exact move from Digital Marketing to Product Marketing just a year ago. To make that switch, I would highlight a few areas, and you should look to build this experience if you don't have it yet. Prove you're customer insights-driven. If you clearly demonstrate that you've somehow researched customers and implemented changes based on the insights gathered, you'll be off to a great start. Don't just describe an A/B test, though. Qualitative insights can be gold fo ...Read More

Entering a new market organically can be incredibly difficult, so the first step is always to check that there is enough opportunity in the new market to warrant the time and resources. From that new market, you'll want to carve out your beachhead market segments. Identifying the beachhead segment(s) is a strategic exercise, not a tactical one. That means you'll need to pick the 1 or 2 segments where you have a competitive advantage over incumbent offerings and substitutes. This is close to the ...Read More

At smaller companies, DG/Growth and Product Marketing are typically the same team (or person!), and the two functions should try to work just as closely together as companies grow. The hub of this collaboration is campaign ideation and design. As the teams formulate their GTM hypotheses ("campaigns"), both functions contribute their knowledge and information. Who brings what information is typically where the delineation happens: In a past life as a Demand Marketer, we were experts on in-channel ...Read More

Above all else, use measurements that impact company performance, especially for success measures that will be shared more broadly. These are our top-level pipeline measurements: Bookings Depending on your business, you might supplement Bookings with a measure of revenue retention. This is especially true if these cycles are relatively short (< 1 year). In many B2B settings, contracts are annual or multi-year, so there is too much lag to be helpful as a campaign measurement. Pipeline Velocity ...Read More

95% of launch post-mortem discussions fall into one of two categories: Execution: These points are focused on how the launch process went, how the team performed against the plan, and whether the process needs any adjustments. With the complexity and scale of some launches, expect for communication to be a big talking point here. The goal of reviewing this is to determine how the organization can improve the process for the next go-around. Effectiveness: This is focused on the outcomes of your p ...Read More

The core of the positioning document is the Positioning Statement. I've always been fairly prescriptive with how the Positioning Statement should come together. Here's the structure we follow: For (target audience), (brand name) is the (frame of reference) that delivers (point of benefit/difference) because (reason to believe). As a makeshift example, here's a first attempt at writing one for Nyquil: For adult cold sufferers, Nyquil is the one brand of cold remedy that effectively prevents cold ...Read More

Successfully launching a product these days is an undertaking that requires careful consideration and planning. A lot of factors go into deciding which channels to use for your launch campaign, but there are some key questions you need to ask yourself first: What are the goals of my campaign? Who do I want to reach with this campaign? Where can I find them? How much time and money do I have available for my marketing efforts? These are just a few of the many considerations you'll need to make be ...Read More

After working through Positioning, I will build Messaging from the bottom-up. The bottom-up approach automatically encourages you to elevate your messaging from technical details and features. More specifically, I build in this order: Features -> Benefits -> Value -> Message. Some definitions that might be helpful: Features: This is what your product or service does. Even though I talk about these as features, be sure to expand your thinking to include all capabilities related to the of ...Read More

First, start with data-driven positioning. Who are you in the marketplace? Where are you heading or trying to become? How do you think your competitors are moving in the space? If you skip this step, you'll lack differentiation in your messaging, and you'll get a lot of resistance from executives who think in visionary terms. To build the most effective messaging, you need to start with a deep understanding of how your customers think about your company and why they are buying it in the first pl ...Read More