Marina Ben-Zvi

Messaging effectiveness is as much about internal and external activation as it is about developing compelling messages that lands with customers. Too often, messaging falls flat because it’s treated as a one-time deliverable rather than an ongoing process to enable the organization to apply it effectively. Ensuring the sales team is effectively versed to use the right messaging with the right customers is a combination of enablement, reinforcement, and feedback loops. Messaging isn’t just a doc ...Read More

Messaging development is highly cross-functional—while product marketing is the driver, success depends on strategic input, customer insights, validation, and cross-team adoption from stakeholders. Bringing in the right stakeholders from the start ensures that messaging isn’t just well-crafted—it’s well-adopted. The right stakeholders to involve depend on the altitude of the message (i.e portfolio vs product level), audience, and go-to-market motion, but typically it includes: Product leadership ...Read More

I’ve found the top 3 sources of competitive research to be: Peer review sites. G2 and other review sites are the best source of information because it comes straight from the users. Even though most reviews will be positive, pay close attention to the low star reviews and what customers say in the dislike section within the positive reviews. This is where you’ll find your kill points. Competitors’ content. Deep dive into what they post on their website - videos, guides, documentation, case studi ...Read More

There are a lot of great frameworks out there and they all have common elements. I recommend reviewing a few and customizing to what’s relevant and actionable for your company. I like to include: our differentiated POV positioning statement (internal-facing) tag-line brand personality value pop 25/50/75 word descriptions 3 messaging pillars with core message, use case, business benefits, and proof points under each high level persona descriptions and messaging by persona Competitive positioning ...Read More

To determine the competitive position in which you’re a clear winner and have unique strengths, try the following: SWOT analysis Competitive map plotted against two axis of the main attributes/values that matter to your CUSTOMERS, not your company Customer/Company/Competitor values venn diagram to identify your unique value points (where company and customer overlap), where its a draw (all 3 overlap and where copy-cat messaging stems from), where you lose (where customer and competitor overlap), ...Read More

There isn’t a single “gold standard” framework — every organization and product team prefers to consume information differently and has different preferred frameworks and formats. What matters most is that you structure your case in a way that’s familiar to your audience, speaks their language, and makes it easy for them to act on. The simplest and most effective way to do that is to answer three questions clearly: Why this? Why now? What’s the upside? How? Start with the problem and “Why this?” ...Read More

You can’t shape what you’re not part of. Influencing the roadmap starts with being plugged into the right product cadences — quarterly planning, QBRs, product reviews, and monthly syncs. Those are the rooms where roadmap trade-offs happen and priorities shift. That access requires building trusted relationships early. You can’t just show up at planning and expect to have influence. Spend time developing trust with PMs, designers, and engineers by showing curiosity about their goals and constrain ...Read More

This is a great question because without a framework for competitive intel you’ll get overwhelmed and lost in the noise. Here’s a few tips to get started: Define and tier your competitors. Every industry is saturated and you can’t track every competitor or alternative that your sales team comes across. Bucket your competition into tier 1 (who you’re always going head-to-head with), tier 2 (other common players you come across in deals), and up-and-coming competitors to keep an eye on. Keep the t ...Read More

In enterprise sales motions, the biggest loss and delay reason is often inaction. That means PMM’s greatest value is helping customers make a decision across the buying journey, whether they engage through sales, partners, or self-serve channels. The challenge is helping a buying committee agree there is a real problem, realize it is critical enough to fix now, see why your approach is different, and feel confident enough to act. The best PMM work makes the sales motion easier to run. It gives r ...Read More