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The Future of Product Marketing

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ProductCamp Boston - April 9, 2016. Discussion led by Steve Robins. Thanks Saeed Khan for capturing notes!

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The Future of Product Marketing

  1. 1. © 2011 www.SolutionMarketingStrategies.com The Future of Product Marketing ProductCamp Boston Steve Robins April 9, 2016
  2. 2. © 2009-2016 The Solution Marketing Strategies Discussion Notes Thanks Saeed Khan!
  3. 3. © 2009-2016 The Solution Marketing Strategies
  4. 4. © 2009-2016 The Solution Marketing Strategies Introduction  Not a lot of marketing sessions at ProductCamp - but this year there have been sessions all day  Held session last year on Marketing 3.0 – But session was disappointing. People are stuck where they are  Recent trends in product marketing – Ratio to PM/PMM has been going up – Orgs have fewer and fewer people doing product marketing – Lack of discipline – Content marketing encroaches on PMM
  5. 5. © 2009-2016 The Solution Marketing Strategies Discussion Challenges of Product Marketing Today, 1  What are challenges that you see in PMM and where should it go in the future? – Neil Baron – we all want to get close to customer  Yet virtually everyone in org works against that?  So if you want to talk to customers -- sales has reservation • Can they get customer lined up • How do you have time to do this?  It’s easy to say but not to do… lots of barriers  PMM is the stepchild of PM and of rest of Marketing  Organizations focus on activities and not outcomes – Social etc. You’ve done the work but what is the message that should get out
  6. 6. © 2009-2016 The Solution Marketing Strategies Challenges 2  Many orgs don’t want to do things unless it CAN be measured – Need to have both measurable and non-measurable events – People focus on content vs lead gen – Why are they not together. Creating silos, barriers etc.  It’s political; big picture is getting lost  What is the issue? Are people hung up on measurement? – KPIs were big 10 years ago. If you can’t measure it, but don’t do it. – What is being measured but what should you do? Not using 95% of data. Don’t know what it means – Went from one extreme to the other  PMM is heavily focused on content, value props vs running demand gen and getting email responses etc – How do you connect to do
  7. 7. © 2009-2016 The Solution Marketing Strategies Challenges 3  Jeffrey Vocell – Ratio at HubSpot is low as well PMM/PM – Have a separate group called customer demands who drive demand gen campaigns – Separate group does sales enablement – PMM enables customer demands and sales enablement teams  PMM at HubSpot is between marketing and demand team – Create a lot of content, but focused on specific products  Coming from a large org, PMM is not prioritized – Other teams must help to get the content out  Must put it through other teams to “get it out there”
  8. 8. © 2009-2016 The Solution Marketing Strategies Challenges 4  Balance immediate with strategic – PMM gets too hands on to cover for marketing or fill gaps that are not covered by Corp marketing.  In companies with regulatory or compliance issues, it’s difficult to get anything done – burden is increasing – pharma, medical etc.  Working tactically in silos. Focus on our own needs – e.g. what’s our marketing activity list? Who cares? How does that make an impact, generate value?
  9. 9. © 2009-2016 The Solution Marketing Strategies Looking to the Future 1  Creating a vision together… – What will product marketing look like in the future? What does it look like? How is it better? What is your vision?  Be better bridge builders between PMM, Sales, Marketing. Keep their goals in mind as we’re building the bridges. – See PMM as a resource and not as a barrier  Does the company understand the value of product marketing? – Is PMM making selling easier? – Challenge from Steve Robins – what if there are no sales people? E.g. all ecommerce etc.  Make the process, regardless of how, easier.
  10. 10. © 2009-2016 The Solution Marketing Strategies Future 2  Focus less around sales, and more around GTM – There’s a lot within GTM – E.g. at HubSpot – PMM doesn’t own pricing/packaging  A perfect PMM org would have a seat at the table and have influence there – In a way PMM is a PMM’s worst nightmare --- 4 PMMs and 30 PMs  PMM has been sliced down into many different roles  What are you trying to achieve by bringing various teams into Agile groups for PMM – In finance – people do vendor related marketing but they are in silo – Have all these groups come up with projects etc. to work together to push back on lots of tactical work that takes up time.
  11. 11. © 2009-2016 The Solution Marketing Strategies Future 3  PM owns product. PMM doesn’t own the marketing of it. But PMM should OWN IT. Should Own the marketing of the Product. – Need to partner with other groups like Dev to work together to succeed – Should PMM be a service organization?  PMM owns positioning messaging etc, but also needs to support sales – i.e. create battle cards  We are small team, can be collaborative etc.  In other companies PMM has aligned more with Product than with Marketing  At Hubspot sits with Product team – helps communication and information flow  An another company, PMM sits with Product but is part of Marketing • Have way more PMs than PRODUCT MARKETING  PMM should be strategic, delivering value though a common message across the company etc. – PMM and Product Strategy jointly own GTM (2 in a box)
  12. 12. © 2009-2016 The Solution Marketing Strategies Thanks Jeffrey Vocell
  13. 13. © 2009-2016 The Solution Marketing Strategies Thanks to everyone who participated today!

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