Loren Elia

Loren EliaShare

Head Of Product Marketing, Xero
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Loren Elia
Head Of Product Marketing at Xero
sharebird
Loren Elia
Head Of Product Marketing at Xero
Loren Elia
Loren Elia
Head Of Product Marketing, XeroJanuary 23
PMM ultimately shares adoption goals with Product. There's two sides to adoption though: awareness and usage. PMMs focus is primarily in driving awareness and education (how and why you should use the feature), and Product's focus is usabilty (building a feature that solves a real problem). Because PMMs shares adoption goals with Product, it's important that PMM share back to Product user insights and barriers to adoption. To do this, you need to track performance of each channel involved in the product launch, track awareness levels, and identify if users are not adopting a feature even if...
Loren Elia
Loren Elia
Head Of Product Marketing, XeroJanuary 23
I think that depends on your company goals. At HoneyBook we've identified a specific segment that has the best product-market fit, so we're solely focusing on that segment. Therefore it makes more sense for us to split the work by feature (product line) and by user lifecycle stage. But I think that what's most important is to understand what are your company's priorities and organize your team in a way that supports those priorities. If you work for a startup, these may change year over year, so you have to stay flexible.
Loren Elia
Loren Elia
Head Of Product Marketing, XeroJanuary 23
This is challenging indeed and something I've had to deal with at every company I've worked for. What I've fund helps keep me and the business teams sain is to plan to launch features 14 days after the official planned released date. This makes product nervous most of the time, but most of the time they're also delayed so it all works out in the end. 
Loren Elia
Loren Elia
Head Of Product Marketing, XeroJanuary 23
You need to truly understand your partner's motivations and processes. I don't think you need to have been an AE or a PM to be able to do great PMM work but you do need to have very open and very frequent communication with your cross-functional partners. Don't be affraid to ask detailed questions - people love to talk about what they do. Err on the side of over-communicating.
Loren Elia
Loren Elia
Head Of Product Marketing, XeroJanuary 23
1. User research. Know what questions need to be answered and either work with a research partner or do the research yourself. 2. Leadership. PMM is the glue that brings multiple functions together and you need to be able to motivate and inspire everyone. You also need to be able to keep people on track with projects 3. Strategic thinking. Best way to influence cross-functional partners
Loren Elia
Loren Elia
Head Of Product Marketing, XeroJanuary 23
Ah, that's the million dollar question. At the beginning of each half we align with the leadership team which features and projects we're going to work on. This helps set expectations. Then I socialize with PMs what PMM is working on, which usually includes other projects besides feature launches. It's important for them to know what else you're working on to set expectations. Having said that, there's always adhoc requests and we either say no, and explain why we don't think supporting that request makes sense strategically, or provide some ammount of support.
Loren Elia
Loren Elia
Head Of Product Marketing, XeroJanuary 23
Product Marketing should be hub and glue that brings all teams together. I usually create a brief for each product launch (see messaging framework question below to see what goes into the brief) and I think through what channels should push the feature. I use another framework for this, which clasifies features into "likely to attract new customers" vs "delights current users" and "innovating" vs "catching up". This creates 4 quadrants. Then I choose channels accordingly. I created a table where I outline for each type of feature, what channel support it gets (happy to share this table as w...
Loren Elia
Loren Elia
Head Of Product Marketing, XeroJanuary 23
At HoneyBook we have established a product feedback process between Sales/CS/Product. We meet every 6 weeks and share customer feedback. We prioritize feedback based on number of requests, which we track in Salesforce and with an internal system. But what has really made a difference is that instead of sharing 20 feature request, we dive deep into 3 of them. We tie the request back to our key value props, so product understands how it's affecting the user experience. We bring lots of quotes and examples, we show workarounds that we see our users doing, and we classify issues into "incomplet...
Credentials & Highlights
Head Of Product Marketing at Xero
Top Product Marketing Mentor List
Product Marketing AMA Contributor
Lives In San Francisco, California
Knows About Product Marketing Career Path, Product Marketing Soft and Hard Skills, Messaging, Pro...more