Sometimes as a Product Marketer, you’re working alongside stakeholders more than your own team. This is when strong communication skills and critical thinking are essential. These also happen to be the main qualities Holly assesses when interviewing. In this episode, we’ll find out how she determ...more
As often as possible. Launches are exciting for all departments - so questions and input can definitely start increasing the closer you get to GA, launch date. To help with this, create opportunities to communicate your launch plan to each team. Tailor the message to your audience as Sales will h...more
Tips for managing stakeholder input: are there any templates or best practices for when to gather input and how to incorporate (i.e. whose feedback to incorporate vs. ignore, etc.), especially as it relates to a timeline?
I've seen a few different forums and templates work. Here are a few ideas: Field input: I've seen some team use a JIRA ticketing system for this. It's a great way for CS or AEs to capture customer and prospect feedback and write it down. The teams are able to see a board where other ideas have ...more
How do you build better relationships with product? I feel like this is the most complicated relationship out of all cross-functional partners. How do you constantly stay aligned?
Yes, great question. This relationship can be so valuable to both the PM and PMM, but also to the rest of the organization. For this relationship, I encourage each team to spend time understanding each others roles and responsibilities as well as having a discussion to align on what responsibilit...more
What are some examples of the types of insights you used to gain insight from internal stakeholders?
Thanks for asking - love this question. I'll walk through some insights gained from our most common and often strongest partners for PMM. Insights from Sales: Strong sellers know how to sell. They understand the customer, know how to craft a compelling "buy now" story. Spending time with ...more
Product Marketing sits in a highly cross-functional area of the organization. The relationships with Product, Sales, and Marketing are crucial to foster and ensure you get right. This is not an easy tasks and it is never really done. Establish recurring syncs and opportunities to align on big pro...more
Product Marketing org structures can vary by organization. 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 spli...more
How do you see the Product Marketing <> Sales Enablement partnership? What strategic value can this drive?
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 th...more
What advice do you have on stakeholder mgmt for small PMM teams (i.e. 1-3 ppl) that are coupled with larger, growing stakeholer teams (i.e. sales =15-25; CS = 20-30; Product = 8-12; marketing = 5-10)?
Great question! This is a common scenario for growing organizations. As a smaller PMM team, you'll have to work to set project priorities. This is not an easy tasks, but what helps is being transparent and communicative with your teams across Product, Sales, Marketing and others. For growing ...more
Internal alignment takes time. Here are a few recommendations for getting started and fostering strong relationships for the long term. First - it's important to recognize and write down who your stakeholders are. For Product Marketing this is often Sales, Marketing, Product as primary stakehol...more