Hien Phan

Hien PhanShare

Director of Enterprise Product Marketing, Amplitude
I started my career in finance and investing, moved into strategic enterprise sales, then transitioned into Sales Enablement and Product Marketing. My Product Marketing superpowers are Competitive ...more
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Hien Phan
Hien Phan
Director of Enterprise Product Marketing, AmplitudeOctober 5
First, welcome to PMM. It would depend on what kind of PMM they are looking to hire. I would do three buckets. (1) a thought leadership piece or website/landing page (2) a launch plan or GTM plan (3) examples of enablement like slides etc. They want to see if you have done core PMM activities: messaging, launch, and strategy. 
Hien Phan
Hien Phan
Director of Enterprise Product Marketing, AmplitudeOctober 5
Oy! First, good luck! I have done the "first" before. I don't think you have the luxury of 30/60/90. I think it's more like 30 days to identify the problem and tackle easy wins. Sixty days build out a basic launch framework, then a GTM strategy, align both with leadership. Then 90 days to test and what you build and revise based on market feedback. My advice is to prioritize like crazy. 
Hien Phan
Hien Phan
Director of Enterprise Product Marketing, AmplitudeOctober 5
Currently, I am working with someone that I highly respect: John Hurley. But others like Grant Shirk, who is really thoughtful PMM leader at Cisco Meraki. Mary Sheehan who is at Adobe in campaigns, but has spent years in PMM before she switched over to campaigns.  This question is hard to answer because it really depends on stages of careers and what you are looking for. 
Hien Phan
Hien Phan
Director of Enterprise Product Marketing, AmplitudeOctober 5
(1) problem (2) solution (3) benefit and value.  Remember there is a difference between benefit vs. value. For example, if something is automated, the benefit is you don't have to do it manually, the value might be you get to spend more time on more important tasks. Most prospects just want to see if (a) your company helped someone like them (b) was it a similar problem (c) what are the immediate benefits and (d) what are the long term value. 
Hien Phan
Hien Phan
Director of Enterprise Product Marketing, AmplitudeOctober 5
(1) TOFU - create awareness [enteprise messaging]  (2) BOFU - making sure you have the right messaging and assets along the journey to closed won [sales play]  Together these two parts make an enterprise play. So depending on the problem, you can spend your time creating though-leadership pieces and campaigns, or you have to enable sales and cs. Or in some cases, you have to run a full integrated campaign. 
Hien Phan
Hien Phan
Director of Enterprise Product Marketing, AmplitudeOctober 5
Ha! this skill is probably the hardest. When it comes to messaging, everyone will have an opinion. Before you drive alignment on the messaging, align on the problem and solution. That is 50% - 60% of the battle. The rest is just wordsmithing. Depending on the level of messaging, I would incorporate them into the messaging development process. 
Hien Phan
Hien Phan
Director of Enterprise Product Marketing, AmplitudeOctober 5
1. writing skill: the messaging side of the marketing house, so you need to learn how to write.  2. presentation skill: you're not just enabling sales, but also marketing so can you present your ideas succintly  3. intellectual curiousity: you're task with taking new products to market or going into new segments.  I would look at those three as the initial pillars to gage someone who is ready to be in PMM. 
Hien Phan
Hien Phan
Director of Enterprise Product Marketing, AmplitudeOctober 5
Not sure what mark you're missing. But your CEO and product/eng team are probably looking for (1) an overview of the space, where everyone is going (2) highlighting a few players and going deep dive into why they're building it and who they are building for. [I would hire a secret shopper for the second part] 
Hien Phan
Hien Phan
Director of Enterprise Product Marketing, AmplitudeOctober 5
The misalignment comes from what product GA means versus what marketing GA means and confidence level. And this alignment should come from the top—Head of Product and you, with the support of the entire GTM team and executive. Establish two definitions for GA, and align on confidence levels for each stage of product development. These two things should be agreed upon by the Head of Product to every leader in the org. She has to be accountable to you on this framework. 
Hien Phan
Hien Phan
Director of Enterprise Product Marketing, AmplitudeOctober 5
I have no idea how you prep your presentation. But for an assignment like this one, I think what employers want to test is your ability to assess the problem and provide a solution. So before I would even start on the assignment, I would try to highlight the problem statement. What problem is this product trying to solve? Who are you solving it for? And importantly, is this a problem, the user recognizes or not at all? These questions will help you detail your strategy before you go into messaging and GTM strategy. Start with the problem statement and how said product solves it. Then flow i...
Credentials & Highlights
Director of Enterprise Product Marketing at Amplitude
Top Product Marketing Mentor List
Product Marketing AMA Contributor
Lives In San Francisco, California
Knows About Consumer Product Marketing, Enterprise Product Marketing, Establishing Product Market...more