Zachary Fox

I highly agree with much of what has been said and would add that Product Marketing is a pretty ambiguous role when you think about it. It is often very different according to the org. Tranferring to a new team or having a new boss or a new CMO could mean an entirely new idea of what Product Marketing should or shouldn't be doing and what success looks like. For example, in one of my experiences Product Marketing was nearly 100% product strategy and organizing (like a Project Management Office) ...Read More

I personally like mixing the “packing of features into a big launch” and the “ongoing drumbeat”. What we did this year was choose 4 customer objectives for our product for the year and kick the year off with a campaign speaking to them and how they solve our customers biggest needs. We then planned one “big moment” for each objective over the course of the year, this would be a month when we would hit hard on this theme repeatedly tied to a major launch. Then, outside these 4 big months we plan ...Read More

We followed a somewhat similar path as Patrick and I couldn't agree more about thinking through all those aspects of the company, strategy, customer and product portfolio. As my company serves primarily SMB customers we didn't have that as a variable and grew focused on our products, of which we have 2 and whose PMMs focus is basically as Patrick aligned his, with product feedback collection also a key part. We also had a strong need to support growth via our two main channels: inbound marketing ...Read More

We just finished our company’s first true Personas project and took clear steps to convince many teams that have never worked with personas before. The most important of which was to call a meeting, present the idea and ask a selection of people from each of the 4 teams that would most use them to quickly come up with the personas (sales, content + growth, customer success and product) they thought made sense. In a quick brainstorm we came up with wildly different answers from each team and even ...Read More

Aside from the triggers, I would say it is imperative to constantly review your pricing on a regular basis. Aside from one-off items mentioned above, I run an annual process (that in the future I want to be 2 per year) where I gether the pricing committee that I lead and we bring up suggestions of the key issues we think we need to be addressed with monetization strategy. Our process goes as follows: I prepare an initial list of pain points and opportunities I send the list to others to add thei ...Read More

Three things to add here that could be helpful: First is branding and values. Don’t be afraid to showcase your values before you get to a specific campaign, especially while thinking about your audiences. For example, in Brazil women are still very underrepresented In tech, both as founders as well as product and engineering people. We had this great internal initiative where we raised the % of women on our tech team from 18 to 29% in Q2 amidst a hiring spree. We decided we should talk about tha ...Read More

While I’m not an expert on this topic, our team is in the midst of doing just that. One of the biggest levers we have is our portfolio of plans and some of our hypotheses are the following: -create a new up market plan -re position a core plan -down position or create a more simpler plan with a different (more lean) sales and service offering that is more fit for the SMB crowd (self-serve perhaps?) My guess is that as you move the core product up market there are likely features or “extenseness” ...Read More