Tamara Grominsky

In the beginning, you'll most likely have a smaller PMM team - maybe with just one PMM. That means you'll need a well-rounded PMM generalist. Someone who is comfortable taking on everything from product launch to sales enablement to segmentation. Prioritization will be key to make sure the team is working on the highest-impact projects.  As you scale, I'd recommend that you start structuring the team in a way that enhances and amplifies the partnership between product marketing and product manag ...Read More

I've seen this done successfully a number of different ways. Here are a few common ones: Usage - What is the % of your sales team that is using the content and collateral you are creating. If you use a competitive enablement tool like Klue, you'll be able to track usage and adoption of things like battlecards and digests. Win Rate - This one is simple. What is your win rate against competitors prior to your enablement initiatives. How much does it increase post enablement initiatives? My recomme ...Read More

I would argue that the definition of product marketing remains the same regardless of go-to-market motion. At it's core, product marketing is about identifying the right customer and markets that find your product valuable, positioning and packaging that value in a compelling way, and then driving go-to-market strategy to capture that market. What changes across go-to-market motions are channel strategies and areas of focus.  For example, if you're at a company with a sales-led go-to-market moti ...Read More

Product Marketing and Customer Marketing go together like peanut butter and jelly! I just love to see the two teams working side by side, regardless of who they report into.  Product Marketing should be the expert on the "target market" - by this I mean the core markets, customer segments and personas the company is focused on. In order to be effective at this, PMM will need to spend time looking inwards (at existing customers and users) and outwards (at prospects, competitors and new markets).  ...Read More

Whenever we launch a new product or feature, I make sure we're aligned on the core business metric we want to drive. Is this a churn reducer? A top of funnel acquisition play? An expansion or ARPU play? This should help to guide how you frame the opportunity.  If you're torn between a few potential paths forward, I always suggest a quick back of envelope calculation to help size the opportunities. In this case - if you were to offer it to all customers for free, how much could you improve the ac ...Read More

Taking the time to build out a structured plan is an amazing first step to ensure your project is successful - so happy to hear you're thinking about this from the beginning. I like to think about pricing projects in 5 phases: Goal Setting, Research, Strategy Development, Testing, Go-to-Market. First, you want to ensure you start the project by setting a clear objective and aligning on the measures of success with all stakeholders. Once you’ve finalized the goal and KPIs, you’re ready to begin d ...Read More

There are several different triggers that could spark this converstion - the launch of a new product/feature that is monetizable, competitive movement in the market, the decision to pursue a new adjacent market, an acquisition of a company, major changes in a key business metric, etc. In any way, if you see an opportunity to re-investigate your current pricing and packaging, I'd suggest that you anchor it in one of these changes - this is a great way to frame the opportunity and help other stake ...Read More

This will vary business by business based on your market position, your target customer profile, your go-to-market motion, and more. But in general, I usually highlight a few areas of concern for folks to be aware of before they jump into a pricing project: Don't do everything alone. Pricing touches almost all parts of the business, and it's important to form a cross-functional stakeholder group to help guide the pricing overhaul. You still need one person to hold accountability, but it's best w ...Read More

It's a great time to get into Product Marketing - demand is high, and supply is low.  In my experience, great PMMs and PMs come from a wide variety of backgrounds, so there is no "one perfect path". They key is to take your existing skills and knowledge and position it in a way that matches the demands of a PMM role (positioning is a key component to PMM, so this will be a good exercise for you to go through!). Also, Product Marketing really is a large umbrella term. Product marketing looks diff ...Read More