Michael Applebaum

I've structured B2B product marketing teams/roles in a number of ways, depending on the needs of the business and characteristics of the market. There's no universal answer, but here are some common approaches and when they might be appropriate: * By Product: This is the most common approach and works well when you have a platform plus add-on products, or a set of complementary products. * By Market Segment: If the customer needs, personas, and/or sales motions are sufficiently different between segments, this might be appropriate. * By Functional Specialization: If analyst relations, packaging & pricing, or competitive intelligence requires significant ongoing focus, consider some specialization here. * By Route to Market: If channel partners drive much of your revenue, you might benefit from product marketing resource dedicated to educating, enabling, and guiding them. It really depends on your business, product portfolio, market segments served, go-to-market motion(s), etc. And the answer is never written in stone because your company, products, and market change over time, requiring adjustments to how you address the market opportunity. The good news is there's never a shortage of meaningful product and go-to-market challenges for PMM to address! I list a few more examples of how you can structure PMM roles in the Founder's Guide to B2B Product Marketing (scroll down to "Phase 3: Scaling" near the end): https://www.stage2.capital/founders-guide-to-b2b-product-marketing