I've heard before that product marketing KPIs can be squishy—that it's hard to quantify the value of what we do. I don't agree! I have a few KPIs that are unique to PMM, and a few that are tackled with PM, just from a different angle. I'll focus mostly on the shared KPIs:
Shared:
Feature adoption. Self-serve or Sales-led/assisted
- PM would be responsible for continuous feature use over the lifecycle of an account (is the thing we built actually useful and intuitively designed?)
- PMM is responsible for adoption within the first ~30 days (did we get the right message in front of the right audience as soon as possible?)
Shared:
Competitive win rate. Self-serve or Sales-led/assisted
- PM influences by delivering net new or incremental improvements to feautures where we have a key competitive advantage
- PMM influences by getting hyperspecific on how these features are positioned and messaged on the website, in app, and through sales enablement
Shared:
User Acuqisition and Conversion rates. Self-serve.
- A growth PM can influence how intuitive a self-serve trial experience is for new users, and how quickly they get to the 'ah-ha' moment, increasing rate and speed of acquisition and conversion.
- A PMM influences rate of acquisition and conversion early in the buyer journey, through supporting materials like demo videos and guides that help align product expectations with the reality of product experience.
Unique:
New market penetration. Self-serve or Sales-led/assisted
- PMM influences by tuning messaging to amplify existing product features and use cases that matter most to users in new markets