Divya Mulanjur

Great question! We're constantly testing out AI tools now. I apply a “consequential AI” lens: any tool must make Product Marketing faster, better, or more holistic. When it hits all three, we lean in. Here are some areas where we're using or testing AI (some of these are still experimental): Comp intel monitoring: Tools like Visualping track competitor sites, pricing pages, and shifts to competitive positioning. Exactly what you need to update battle cards. Call analysis: We use a combination of ...Read More

A good win/loss program is table stakes. You can tell how strategic and influential a product marketing team is by looking at how robust their win/loss program is. I’d say more than 50% of our insights stem from the win/loss program. I often say it’s the source of all our power. We’ve evolved our program continuously - from reporting on ‘what the buyer thinks’ to an engine of GTM insight used for strategic decision-making. W/L tells you what happened at the point of decision. That’s useful, but ...Read More

I use a combination of providing data and insights and finding ways to work in into the day to day. People absorb intel differently, and competitive insights only stick when they’re embedded into people’s workflows. Here’s what some of that looks like in practice: 1. Real-time deal recaps: We post recaps of competitive deals - wins and more importantly, losses. They highlight: • Why we won or lost - and include the product, messaging, and sales process angles. • Where the competitor shifted the ...Read More

You can. But if you're consistently getting out priced - I would really ask the question, 'are you priced and packaged well for your ICP?' A willingness to buy study, Wyntr survey, or analyst inquiry might help answer that. But if you are, then focus the message on risk rather than cost. If you've landed the positioning, highlighted your differentiated value, demo'ed the goods, made them feel like they'd be well taken care of (NEVER underestimate the value of a good, trusty sales process), then ...Read More

If it's an enhanced/update product feature - great! It's a great way to build trust by telling your customer you listened, you leaned in, and here's how you've improved. Make it a mini campaign - email your customers who tried it before with what's changed, tell your customers who never tried it to take a second look, include any metrics from early testing, include your AMs and CSMs to engage your customers. The trick is if nothing changed about the product, the first launch fell flat, and now y ...Read More

It's a mix of things. We run a consistent win/loss and call analysis loop to track real-time competitor mentions, objections, and positioning that works (or don't). We've recently created an internal GTM play framework to help us slice the business in ways that help us understand what's working and what's not. This could be any combination of persona, segment, vertical, region, etc. It goes deeper than RevOPS/MOPS level reporting of performance by product, region, and vertical (broad metrics, ba ...Read More

Just like any template or planning doc, the right way to think about shared GPTs is in terms of jobs to be done that continuously update with live context. The most successful setups we have seen are tightly scoped agents built around everyday PMM workflows, such as win-loss analysis, launch plan drafting, competitive intelligence, and analyst relations drafts. One example is a product launch agent my team created in Glean. It is a setup we can replicate for each launch, and because it is connec ...Read More

AI is not a new way for PMMs to help the GTM org. PMM’s core mandate stays the same - understand why customers buy or don't, translate that into clear positioning and GTM strategy, and enable teams to execute. What changes with AI is the frequency, depth, and turnaround time of that work. With AI, PMM can move from being a demand-based function to an always-on GTM engine. A concrete example is how we use AI to analyze every closed deal, every sales conversation, CRM notes, and customer feedback ...Read More

It's pretty easy to get sucked into requests for an external-facing 'feature comparison' slide. And it is required in some instances. But for the most part, we focus on reframing. If a competitor claims parity, we anchor the conversation around outcomes and value. Use proof - customer quotes, use cases, case studies, uplift metrics - to show how our approach drives better results, even if the feature list might look the same. Here's how to make it repeatable Stay ahead of competitive plays: we t ...Read More

By (and I use a quote not credited to me) selling the problem you solve, not the product you have. Start with the voice of the customer. Listen and understand what the market is struggling with, your customers' challenges. Form a unique insight - what's your pov on the market problem? Can you challenge their POV with something that makes them go 'aha'? Even if it might initially cause disagreement. Show them what the alternative looks like - examples of how they would 'typically' go about solvin ...Read More