Holly Watson

Product Marketing org structures can vary by organization. Previously at Attentive, our PMM organization is comprised of the following teams: Product Marketing Core (focused on our product offering, more to come here), Sales Enablement & Competitve, Technical Writers, and Training. Our PMM Core team is split by our products with a 2-3 PMMs managing a single product offering usually comprised of several features. Collectively we all report into a VP of PMM who reports into our CPO. Yes, Atten ...Read More

Two things: 1/ You have to align with sales leadership on the digital asset manager (DAM) the organization is going to rally behind, and 2/ You have to provide quality content. Quality must be determined by you and your stakeholders, and expectations must be set in terms of content updates, what is/isn't provided (Do you make 1-pager overviews for your products; do you manage regional webinar content), and how you promote those artifacts. Consider treating this program as a product and seek inte ...Read More

This is a taxonomy question. When I look at bundled products, I consider what is part of the bundle. In your details you shared that there is only 1 SKU and all subproducts must be purchased together. So why is the language product (parent position) and subproducts (child position)? Instead, could you look at this as a simply a product (parent position) with strong supporting features (child position)? If yes, then consider the following. When you're launching, you're focused on the primary valu ...Read More

Customer research is a gold mine - if done correctly. What's not understood, and often missed, is that customer research should be a continuous effort. It is often poorly conducted when timelines are short and pressure is high. Work with sales, customer support, field marketers, and SAs to help you identify customers willing to provide feedback on your product. Find moments at events (big and small) to host customer round tables, 1:1 conversations, or sponsored dinners. During pre-launch phases, ...Read More

Training sales prior to a launch is a go-to-market milestone I incorporate into any of my launch plans. This starts at the beginning of your launch planning. I always align with my sales leaders to assign a primary point of contact (POC) that can represent the sales team. This might come from a sales enablement department, a senior sales leader looking for a stretch project, or other designated role based on your organization. This individual is often responsible for assisting with beta customer ...Read More

Most broadly I look at launches across 4 major milestones 1/ Alpha/Beta, 2/ Limited Availability (LA), 3/ General Availability (GA), and 4/ GA continued (90+ day plan). I also use a tiered launch program to manage what resources are dedicated to each launch. Smaller updates like bug fixes or minor feature improvements most likely will not get full marketing support. These frameworks help me manage time, resources, and focus on the most impactful work. That means that only some of the larger laun ...Read More

The relationship between PMMs and Sales Enablement can be powerful to ensure the field is getting and staying up to date with the product, the market, and the competition. Product Marketers do a great job crafting stories that drive product adoption and awareness. This information is curated through strong partnerships with the Product organization and Competitive/Market Insights team. If your organization does not have a CI team, that's ok - that means your PMM is a powerful treasure trove of m ...Read More