Tracy Montour

It is critical to have a product playbook that outlines this entire process and indicates explicity R+R (DACI model often works best).  It all starts with the product vision including: What is the product? (vision)Who is the user?What is the problem we are trying to solve and why does it need to be solved?Why now?What are the use cases? Next, you need to look at the competitive landscape: What currently exists?Who bought it? Who's using it?What are they saying?What are their pain points?How many ...Read More

Every GTM strategy starts with positioning and messaging.  A detailed and well-aligned positioning document is essential. This should include personas, the problem you're solving, how the solution is defined, what the competition is, the positioning statement, and use cases (it can include more or less depending on the size of the launch and your specific scenario). From there, the messaging should be defined. And only after this should the GTM channel strategy be created.  At minimum, these thr ...Read More

Getting started can feel overwhelming, so I just want to give you a few resources to start with.  Sharebird is a great community to start with online. So kudos for finding us here! I also recommend the following books: - Play Bigger: How Pirates, Dreamers, and Innovators Create and Dominate Markets  - Obviously Awesome - Playing to Win: How Strategy Really Works Most importantly, Product Marketing is about strategy and understanding the customer. If you're trying to break into a role in your cur ...Read More

The lines between sales enablement and product marketing will always ebb and flow between different organizations. There should be a more clear line between sales op and product marketing.  Sales ops focuses on data analysis, training and support, revenue forecasting, and general sales process optimization. I would say this role likely has more ovverlap with sales enablement than with product marketing.   No matter your situation, sit down and map out the R&R boundaries. If you're at a small ...Read More

I often find these assignments are about your approach to problem solving, positioning, and alignment rather than the work you actually produce. This is how I evaluate candidates. To me, it's all about their approach, rather than their output. You can't be expected to be an expert on the product or target audience before you even join an organization. I would recommend "showing your work" and helping the interviewing team understand your approach, as well as how you would measure success if you ...Read More

Like many have said here, Product Marketing org structures can be vastly different. I believe the organizational structure starts with where Product Marketing sits in the org. Traditionally, there are three options for this: marketing, product, and reporting directly to the CEO. In my experience, PMM teams that report outside of marketing are more likely to be aligned to product strategy and the strategic roadmap planning and therefore might reflect a similar structure as the Product Management ...Read More