Mike Greenberg

This is probably one of the toughest problems we face as marketers. A lot of times, teams will look at a combination of leading quantitative indicators (clicks, conversions, time spent, etc.) and qualitative signals (from buyer interviews, listening to sales calls, etc.), to take a best guess at what’s working and what’s not. There are lots of problems with this. It’s tough to isolate messaging as the primary driver of these results, and assign quantifiable measures that will clearly indicate im ...Read More

We have 9 product marketers split across two teams that collaborate closely. Broadly, my team of 5 (including me) is responsible for new product and feature GTM targeting a general audience, as well as competitive intelligence. Our peer team of 4, led by another awesome PMM Director, is responsible for persona-specific GTM and international GTM strategy. For broader context on our product and space, SurveyMonkey offers both self-serve (Freemium) and Enterprise feedback products targeting teams a ...Read More

The right team structure is going to be highly dependent on your business, so there's no one right answer. I've been on teams that have been organized by product, vertical, customer segment, and GTM motion (self-serve vs. sales assisted) with equal success and equal lack of success. Company-level priorities can provide a great North Star to align your team's structure and accountability to. For example, if one of your top goals is to improve NPS by 10 points this year, you might do well to have ...Read More

My best advice here is not to skimp on establishing credibility: lead with something compelling that tells your pitch audience why they should listen to what you’re about to say, and why they should believe you above other companies they may be hearing from. All other things being equal, brand reputation and domain expertise go a long way. A great way to do this is with some signature research. You’ve probably seen a lot of organizations making this a big part of their GTM strategy: “State of [D ...Read More

Marketing fundamentals are the same whether your growth strategy is PLG or traditional outbound marketing (and the two are not exclusive!): you still need to understand your target market, develop effective messaging, and get in front of the right people at the right moment. At SurveyMonkey, we engage in both PLG and traditional marketing as part of our overall GTM strategy. With PLG, we are thinking strategically about how the product itself can act as a channel for delivering our message, conv ...Read More

Product Marketing is great for growth because there are always new problem spaces to learn and GTM strategies to challenge us. I love building teams that are curious and eager to try something new. Here's how I do my best to facilitate growth: Hire well and bring on PMMs of different skill levels and experiences to round out your team Create a culture of mentorship where your more senior PMMs are teaching and delegating to junior team members; don't allow silos to form on your team Align work wi ...Read More

When it comes to understanding product pipeline, the most effective thing I've done as a PMM leader is to nurture great relationships with our Product Management leads. We have a ratio of 1 PMM to every 3-4 PMs, with varying levels of experience in these functions collaborating, so at the leadership level we need to be able to partner well and have open conversations about what's working and what's not so that we can consolidate product schedules and remove roadblocks that might prevent us from ...Read More

Thanks for sharing that article! Though I can’t speak directly to Slack’s land-and-expand tactics, we follow a similar strategy at SurveyMonkey, and I'm happy to share some insights into what makes it work. In a bottom-up SaaS expansion strategy, the end goal is typically to get to the IT buyer by growing an installed footprint in an organization that’s too large (for IT) to ignore. This is how Slack has grown, and it’s fundamentally different than a top-down strategy where you’re more typically ...Read More

At a high level I would expect somebody in a PMM role to have a few years of relevant experience and be able to act as the internal product / domain expert for the marketing team in their area(s) of responsibility. They should know or be able to learn the core technologies, problem space, and target market/buyers very well. They should be able to interface with the product team, develop messaging, and lead a cross-functional go-to-market motion with a moderate amount of guidance or partnership f ...Read More

As far as your approach to messaging, there’s probably more in common than there are differences in engaging B2C and B2B buyers (there are more differences in GTM strategy than messaging). I’ve spent a lot of my career in the gray area in-between these buyers, as PMM for consumer productivity apps at Apple which also targeted SMB and EDU buyers, and in my current role working with SurveyMonkey, which scales from a free offering all the way up to enterprise solutions. Some observations… The B2B j ...Read More