Pulkit Agrawal

Product-led means more self-service UX for activation, engagement, upgrades etc, instead of needing humans to communicate product updates and drive adoption and upsell. This means: ➡️ PMMs are still key in positioning research, messaging refinement, roadmap planning etc. ↙️ PMMs are less focused on sales-enablement and associated collateral ↗️ PMMs are more responsible for product launches and at-scale / tech-touch communication Specifically this means the role of Product Marketing includes: Cre ...Read More

Copy is maybe the most important lever to drive engagement and growth 🚀 so this is really important! It’s absolutely critical that the best copywriters on your team are involved with in-app copy. Typically this can be PMMs but may also be Marketers or Content Designers or someone else.  I'd recommend this flow: Designers add placeholder copy > Copywriters/PMMs fine-tune it > Product reviews and confirms. Normally the core terminology for features / product items will be fixed early (and PM ...Read More

First, you should come up with a matrix for your channels, helping frame what each is good for; something like this example matrix. Then for each product launch, specify: (a) goal (b) target audience (c) priority Once you have these two building blocks it'll become a lot easier to determine both the right channels to use, but ALSO the different goal, approach, content etc. that's most suitable for each channel. Two other considerations: 1️⃣ A key mistake I see teams make is not delineating goals ...Read More

I’d break this up into thinking about the 📝 Content and the 📤 Channels: 📝 Content: Create a central hub for you launch planning (a wiki page / Notion doc etc.) where you can collaborate with your team for any launches This can serve as a key pillar of your internal communication You can have a single doc per quarter / year and then have sections for individual feature launches Go deeper based on how big the launch is; smaller updates don't need all the below This doc should answer key questions, ...Read More

In my experience, most product teams are not well incentivized to pursue adoption over moving onto the next feature or problem to solve.  Dedicated product growth teams are great for this, and if your organization has one, then it's likely their job to drive product engagement. Product marketing can support this with customer marketing and the right messaging, or in targeting non-engaged users / non-customers.  In cases where there isn't a product growth function / team / person, then I think th ...Read More

Great points from Scott. One perspective I'll add: "Too many" implies the customer isn't motivated to answer the questions presented. Too many questions might be 1 question, or 15 questions. Therefore this is also a problem of UX design. Some things to consider: Help a customer understand the value / impact of what you're asking (why it will help them) Ask at the right time! Sending a survey via email is really hit and miss. Maybe try to ask them when they're using your product; this might be vi ...Read More

As we move into a product-first world, the best companies have cross-functional teams designed to drive user engagement and success. Product Marketing is a key component of this.  Roadmap planning is a crucial part of getting to product-market (or product-channel) fit and I believe Product Marketers have a key role to play in this. In fact, this is how I would define Product Marketing:  Image source: A New Definition of Product Marketing This means that Product Marketers have as much of a role i ...Read More

I would approach this in two ways:1. Identify where the problem lies -- use quant data to understand where drop-off is occuring2. Identify why the problem exists -- understand user motivation and where the friction is in their flow that's preventing them from succeeding. For the latter, you can ask questions along the lines of:- Why did you sign-up for this product? What was the immediate trigger and the underlying pain?- What were you hoping to accomplish during your first session?- What part o ...Read More

Based on some research we did (admittendly small sample size), we found that 2/3 report to CMO / VP Marketing and only ~10% to Product. Source: A New Definition of Product Marketing At this stage unfortunately there isn't enough executive ownership of the Product Marketing function, but in future I hope it reports to either VP of Product Marketing or VP Product. This is because Product is now becoming about growth and needs to have a cross-functional team which includes marketing.  Our folks at ...Read More