Yvonne Chow

Successful multi-channel marketing strategies require careful planning and coordination - here are some thoughts from my experience: During my time at Hootsuite and LinkedIn, I had incredibly talented global marketing colleagues and we often coordinated product, brand messaging, and event launches together. So the first step is building relationships with these global teams. I had recurring meetings with regional leads at least once a month where we would discuss work and sometimes share some pe ...Read More

A GTM (go-to-market) plan is imperative for both PMMs and stakeholders, for several reasons: Provides clarity & alignment on target audiences, customer personas, value prop, and messaging Helps with resource optimization - ensuring that the right budget, tech, and talent are available Mitigates risk Ensures that you always take a customer-centric approach (what's in it for me as the customer, not "why is my company great for you"). Sets clear, measurable KPIs and objectives. My personal GTM ...Read More

Great question. The decision to delay a product release announcement should be based on a combination of factors, including product readiness, market conditions, competition, regulatory requirements, and overall business strategy. I've listed them below: How important is this release? This is a broad question that answers things like: What is the impact of not announcing this launch? Is there a revenue impact or a customer satisfaction impact? Is this a tier 1 release that may require a correspo ...Read More

The first 30/60/90 day goals as the new Head of Product Marketing for a start-up without a product marketing function can be broken down into these 3 parts: First 30 days: Listen & learn. Set expectations. The goal is to understand the business and cultural context, without any judgment. Set up internal meetings with teams and cross-functional leaders, and the exec leadership team to: Understand existing processes and identify potential opportunities/gaps by asking people what they need; wha ...Read More

This question is a good reminder that not all product releases are launches. On a related note, I had a team member who constantly worked on product deprecations, which aren't viewed as traditional releases, but equally as important in terms of communicating to end users and sometimes, buyers. Here's what I would prepare: A product release brief. This is an internal master document that contextualizes everything about the product/feature release. It includes: A description of the release Target ...Read More

Product marketing in a product-led growth company plays a pivotal role in aligning the product with market needs. This means encouraging product adoption, stickiness, and expansion with compelling user experiences and driving growth through seamless buyer experiences. This means that PMMs: Still need to be deeply familiar with the market and users - ensure that the product aligns with the customer needs and market trends. Align and develop GTM strategies (e.g. defining target segments, pricing, ...Read More

Product marketers can make the most impact by deeply understanding the entire buyer-to-user lifecycle. In addition to working very closely with the Product org, I would add that we need to work closely with: The Sales org: Presales and Sales: These teams help us understand what makes a prospect a potential buyer. I ask to listen into sales calls or discovery calls to: Understand what questions they ask See if the pitch is resonating In return, I use these insights to refine messaging, value prop ...Read More

I wish I knew these things when I first started in product marketing in 2008: Relationships matter. Make connections with different teams, including those that you may not have a direct impact on (or vice versa). Benefits include: Reduce redundancies. I've managed to streamline different projects & opportunities into one workstream. Direct customer interaction is important - don't just depend on your internal stakeholders for information. Take the time to join events and roadshows, and speak ...Read More

Stakeholder management is the most important skill/expertise for a junior PMM, and it will set them apart. Stakeholder management is the umbrella term I use that encompasses: Cross-functional team communications Cross-functional team management Transparent, timely, and concise communication Timely follow-ups Getting stakeholder buy-in Ultimately, like in most careers, cultivating relationships and aligning people around a single objective are powerful tools that will help a PMM progress in their ...Read More