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Head of Product Marketing at Amplitude

Align on needs and get buy-in on the program from key stakeholders upfront, otherwise, you will just be reactive and the expectations will be that every request is handled and every asset is up to date. By setting a strategy upfront, defining the set of deliverables and the cadence at which they'll be updated, and creating rules of engagement and set venues / channels for to communicate with teams, you can create a scalable system. For larger orgs, you may have to create SLAs between your team and sales and product. 

Specifically with competitive, I really believe you need to define ourselves based on problems you solve and value you provide, not your competition. But also equip teams to stand out from competition and win against them. Competitive can become a crutch for not having confidence in your own message and story. Some of the most impactful interactions I've seen between a vendor and buyer is when the vendor says, "I don't work for that company. I work here, I know we do this really well, and I think I understand your problem and how we solve it." That's refreshing to hear versus bashing the competition. 

Senior Director, Product Marketing at Eightfold
This is tough, but you can prevent foundational PMM assets from going stale by having (1) defined processes (e.g., establishing which components of your market intelligence are most important to update and on what cadence, and using what inputs), (2) quarterly prioritization to revisit key assets...more
VP Product Marketing at Medallia
This really depends on your product and industry. Let me outline a framework with four elements: * The customer perspective * The competitor perspective * The technology perspective, and * The marketplace perspective Take a look at
Head of Product Marketing at Retool
Make it jointly owned. Your team will (almost certainly) not grow as fast as sales, success, support, etc. Even talented PMMs struggle to keep these things relevant and useful for every season of the company’s journey. So rather than boil the ocean, make it everyone’s responsibility. If your b...more
Director, Product Marketing at Coupa Software
There's two parts to keeping all the above content up to date, including content creation and content delivery: * Content Creation: This is all about capacity planning of the Product Marketing team on the capacity of the team to update content vs. the amount of content that needs to be up...more
Head (VP) of Global Enablement at Benchling
Your CMS (content management system) should have some sort of archiving parameters in place that should remind the PMM team when things get stale. With that said, all the reminders in the world won't matter if people ignore them, so I recommend you also have a "librarian" of sorts manage your c...more
GTM Lead at Benchling
This really requires a dedicated effort and should be owned by Product Marketing. Different industries change at different paces – in some cases, a quarterly review process is needed, in other case, it might be less frequent. It really depends. Product Marketing needs to keep a close pulse on cus...more
Head Of Product Marketing at 3Gtms
In the "real world" this is a function of whose responsibility sales collateral is. If it's product marketing, the answer is simple: Supply new collateral when it's time for an update. However, if product marketing is responsible for informing, and letting sales create its own materials, then it ...more