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Building an Amazing Relationship Between Product Management and Marketing

Building an Amazing Relationship Between Product Management and Marketing

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It's not unusual for friction to exist between product and marketing teams — especially because "product manager" and "product marketing manager" are often loosely defined job functions. In this webinar, we'll share five practical tips for how product managers and marketers can work better together.

It's not unusual for friction to exist between product and marketing teams — especially because "product manager" and "product marketing manager" are often loosely defined job functions. In this webinar, we'll share five practical tips for how product managers and marketers can work better together.

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Building an Amazing Relationship Between Product Management and Marketing

  1. 1. Building an Amazing Relationship Between Product Management and Marketing
  2. 2. Today’s Speakers Ronnie Regev Group Product Manager, AppFolio Shaun Juncal Product Marketing Manager, ProductPlan Andre Theus Marketing Director, ProductPlan Submit questions at anytime during the webinar!
  3. 3. Alignment between product and marketing is crucial for success
  4. 4. Intro • The Product Manager and the Product Marketing Manager often have loosely defined job functions • They usually report to different VPs and sometimes have different success metrics (website traffic vs. product usage for example) • Different VPs and different success metrics can mean very different priorities • And this can introduce challenges...
  5. 5. Today’s Agenda 1. Roles and Responsibilities 2. Customer Communication 3. Product Planning 4. Pricing 5. Product/Feature Launch 6. Q&A
  6. 6. Who is joining us today?
  7. 7. 1. Roles & Responsibilities
  8. 8. Roles & Responsibilities Challenge What is marketing responsible for and what does product management own? • Who is leading the market analysis? • Who defines the buyer persona? • Who executes win/loss analysis?
  9. 9. • Private B2B software company • ~250 employees • 5 PMs and 2 PMMs • ~15 people in marketing RightScale B2B Software Example
  10. 10. AppFolio Property Manager Example • Public B2B SaaS, ~500 Employees • 8 Product Managers • 3 Comms & Content Specialists • Marketing: – Prospect messaging – Customer messaging w Loyalty & PM – In-App with PM • Product – Market analysis, sizing, pricing, win/loss – Go-To-Market - shared
  11. 11. Roman’s Product Mgmt Framework
  12. 12. Roles & Responsibilities Takeaways • Frameworks can give you guidance • Focus on strengths rather than shortcomings • Remember: It does not matter who does what, as long as the job gets done • Roles do not need to be set in stone, if something does not work change it • Rather than holding onto something: Divide and conquer (you’re working towards the same goal)
  13. 13. What are your biggest customer communication challenges?
  14. 14. 2. Customer Communication
  15. 15. Customer Communication Challenge How can marketing and product management best collaborate on customer communication related projects? • Who writes the positioning statement? • Who drives in-app messaging ? • How to collaborate on marketing programs?
  16. 16. Example: AppFolio In-App Messaging 1 2
  17. 17. Customer Communication Takeaways • Align on goals and collaborate • Keep an open mind to new approaches • Be patient and educate each other • Agile can be challenging • Healthy tension is good
  18. 18. Who is primarily responsible for your product planning process?
  19. 19. 3. Product Planning
  20. 20. Product Planning Challenge How to divide the product planning process between product management and marketing? • How does the PM loop marketing folks in? • How to prioritize your roadmap? • How to collect feature ideas?
  21. 21. • 5 PMs and 2 PMMs researched major themes • Present proposal to executive team • Collaborated on launch plan RightScale Yearly Major Themes
  22. 22. Collaborate on Ideas & Prioritization • Collect ideas across teams • Prioritize together • Be transparent about your roadmap
  23. 23. Prioritization
  24. 24. Product Planning Takeaways • Transparency during the planning process is key • Have a central location for your roadmap • Solicit marketing and other stakeholders early in the process for roadmap feedback so that they can be pro-active rather than re-active • Different parts of the organization work at different paces
  25. 25. How often do you test your pricing model or price point?
  26. 26. 4. Pricing
  27. 27. Pricing Challenge How can you effectively navigate a pricing update? • How often should I test my price point? • Who do I need to involve in a pricing update? • How to go about communicating a pricing increase to existing customers?
  28. 28. Pricing: Keep It Simple (if you can) • Don’t over complicate your plans • Keep pricing teams lean • Award early adopters • Experiment
  29. 29. Pricing Takeaways • Award early adopters and grandfather price. • Keep it simple: if your sales force does not understand it, your prospects certainly will not. • Don’t be afraid to update your price point or pricing model. You probably did not get it right the first time around. • In my experience, more often than not, you won’t need to compete on price.
  30. 30. How long is your process from product or feature idea to market launch?
  31. 31. 5. Product/Feature Launch
  32. 32. Product/Feature Launch Challenge What does marketing drive and what does product management drive during launch? • Who drives Go-To-Market planning? • Who briefs the press or talks to the analysts? • How to create sales messaging and collateral?
  33. 33. AppFolio Feature Launch Example • Key Messaging Doc – Value propositions & feature benefits – Supported and unsupported ( ) use cases • Cross Functional Core Teams – Meet early & often – Establish transparency and bi-directional inputs
  34. 34. Product/Feature Launch Takeaways • Produce development is an iterative process • Roles and contributions shift over time • Meet early and often • Maintain transparency and communication
  35. 35. In Summary...
  36. 36. 3 Takeaways 1. Product managers and product marketing managers need to wear different hats – that’s the nature of their jobs 2. Understand that you’re working on the same company goals (same user outcomes) 3. Be experimental, if something does not work, change it (i.e. marketing writes content today and analyzes user engagement tomorrow)
  37. 37. Live Q&A (please continue to submit your questions)
  38. 38. Thank You. Visit www.productplan.com to learn more. @ronnieregev @atheus
  39. 39. Pragmatic Marketing Framework

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