Being a PMM with a multi-product portfolio - Product Marketing Summit
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This keynote was delivered at the Product Marketing Summit in Amsterdam. This session provided the audience with insights, frameworks and templates on how we scaled to a multi product portfolio. Slides include context, challenges, decisions made, lessons learned and next steps.
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Being a PMM with a multi-product portfolio - Product Marketing Summit
- 1. © 2024 Pieter Brinkman - /in/pbrink Being a PMM with a multi-product portfolio Pieter Brinkman /in/pbrink Midjourney prompt: a stock image for a presentation with the following title ‘Being a PMM with a multi-product portfolio'
- 2. © 2024 Pieter Brinkman - /in/pbrink Our developer community is about 25.000 developers. These developers work at partners, customers or as individual contractors. COMMUNITY Digital Experience Vendor with Products suite offering solutions for Content management, Experience and Commerce. B2B ENTERPRISE SAAS VENDOR All implementations are done by our partners or customers. Sitecore has a large global ecosystem of implementation partners. IMPLEMENTATION THROUGH PARTNERS 2 3 1 13+ years @Sitecore 20+ years experience in digital industry Lives in Rotterdam, The Netherlands Loves surfing! Pieter Brinkman VP Product Marketing and Developer Relations /pbrink
- 3. © 2024 Pieter Brinkman - /in/pbrink Now Next lessons learned challenges state the journey vision $1.2B Investment Before the story
- 4. © 2024 Pieter Brinkman - /in/pbrink THE CONTEXT
- 5. © 2024 Pieter Brinkman - /in/pbrink Sitecore – the elevator pitch Sitecore has pioneered the way everyone in the market approaches content management for the past 20 years. Because of our heritage and our commitment to providing choice to our customers, innovative brands like Microsoft, L'Oreal, and United Airlines trust Sitecore to enhance marketing productivity, deliver personalized omnichannel experiences, and drive revenue higher. Today, we are proud that Sitecore is a modern experience platform intentionally composed with native AI throughout to provide choice & innovation now and in the future. 2024 MAY
- 6. © 2024 Pieter Brinkman - /in/pbrink Managed Cloud / Self Hosted • One platform DXP selfhosted product • Targeting Marketing leadership • Three main competitors • Two analyst categories 3+ years ago Product Portfolio
- 7. © 2024 Pieter Brinkman - /in/pbrink Managed Cloud / Self Hosted • One platform DXP selfhosted product • Targeting Marketing leadership • Three main competitors • Two analyst categories 3 years ago $ 1.2 billion investment plan to accelerate to cloud through buy, build and partner strategy. Three companies acquired 3+ years ago Product Portfolio
- 8. © 2024 Pieter Brinkman - /in/pbrink 3+ years ago • One platform DXP selfhosted product • Targeting Marketing leadership • Three main competitors • Two analyst categories SaaS Managed Cloud / Self Hosted 3 years ago $ 1.2 billion investment plan to accelerate to cloud through buy, build and partner strategy. Three companies acquired 2 years ago • Targeting audience; IT and Marketing both users and leadership • 20 analyst categories • 30+ competitors! • 11 Products Product Portfolio
- 9. © 2024 Pieter Brinkman - /in/pbrink THE CHALLENGES
- 10. © 2024 Pieter Brinkman - /in/pbrink Main challenges The pace of changes and releases coming from product PACE OF CHANGE The biggest challenge of all, inconsistency in message INCONSISTENCY Lacking product knowledge in the Product Marketing team PRODUCT KNOWLEDGE The team didn’t grow at the same scale as the products RESOURCES
- 11. © 2024 Pieter Brinkman - /in/pbrink THE JOURNEY
- 12. © 2024 Pieter Brinkman - /in/pbrink WHY • High speed of product releases, we needed to be at the forefront. • Increase product knowledge in the team • Create meaningful and deep relation with Product Management. IMPACT • Adjust to the language of Product; Pragmatic framework. Product Marketing moving to product
- 13. © 2024 Pieter Brinkman - /in/pbrink Pragmatic framework The Pragmatic Marketing Framework is a product management and marketing methodology that focuses on understanding market problems, building solutions, and delivering them effectively to target customers. BUSINESS MARKET PROGRAMS PLANNING SUPPORT ENABLEMENT STRATEGY EXECUTION FOCUS Pricing Buy, Build or Partner Business Plan Product Profitability Win/Loss Analysis Distinctive Competencies Market Problems Marketing Plan Revenue Growth Revenue Retention Launch Buyer Experience Buyer Personas User Personas Positioning Product Portfolio Market Definition Distribution Strategy Innovation Competitive Landscape Asset Assessment Advocacy Nurturing Measurement Awareness Use Scenarios Requirements Stakeholder Communication Product Roadmap Programs Events Operations Channels Channel Training Sales Alignment Content Sales Tools https://www.pragmaticinstitute.com/ Strategy Product Marketing Product Management Marketing Customer Success Sales Enablement Solution Engineer Dev Rel Ops
- 14. © 2024 Pieter Brinkman - /in/pbrink Pragmatic framework Note: Unique for every company depending on size and phase Pricing Buy, Build or Partner Business Plan Product Profitability Win/Loss Analysis Distinctive Competencies Market Problems Marketing Plan Revenue Growth Revenue Retention Launch Buyer Experience Buyer Personas User Personas Positioning Product Portfolio Market Definition Distribution Strategy Innovation Competitive Landscape Asset Assessment Advocacy Nurturing Measurement Awareness Use Scenarios Requirements Stakeholder Communication Product Roadmap Programs Events Operations Channels Channel Training Sales Alignment Content Sales Tools BUSINESS MARKET PROGRAMS PLANNING SUPPORT ENABLEMENT STRATEGY FOCUS EXECUTION The Pragmatic Marketing Framework is a product management and marketing methodology that focuses on understanding market problems, building solutions, and delivering them effectively to target customers. Strategy Product Marketing Product Management Marketing Customer Success Sales Enablement Solution Engineer Dev Rel Ops https://www.pragmaticinstitute.com/
- 15. © 2024 Pieter Brinkman - /in/pbrink WHY • High speed of product releases, we needed to be at the forefront. • Increase product knowledge in the team • Create meaningful and deep relation with Product Management. IMPACT • Adjust to the language of Product; Pragmatic framework. • Less focus on Campaigns and lead generation, more on the core assets. Product Marketing moving to product Where does Product Marketing fit?
- 16. © 2024 Pieter Brinkman - /in/pbrink Agree on the Bill Of Materials (BOM) The Bill of Materials (BOM) comprehensive list of all the assets and activities required for successful product launches and releases, ensuring accuracy and consistency throughout the full company (and beyond). Bill of Material scale Internal Departments
- 17. © 2024 Pieter Brinkman - /in/pbrink The Bill of Materials (BOM) comprehensive list of all the assets and activities required for successful product launches and releases, ensuring accuracy and consistency throughout the full company (and beyond). Bill of Material scale Internal Departments Public BOM assets & activities • Messaging House • Product Pitch deck • Product Guided Demo • Product “sizzle” Videos • Product Roadmap • Website product Page • Datasheet • Supporting Articles and Blogs • FAQs • GTM Guidance deck • Competitive Overview • Competitive Analysis Buyers Guide • Comp Intel Monthly update • Competitive landmines • Win/Loss analysis • Buyers Guide • Monthly PM Newsletter • Monthly Marketing sync • Product release blog: What’s new Agree on the Bill Of Materials (BOM)
- 18. © 2024 Pieter Brinkman - /in/pbrink Content foundation The Content foundation is the collection of all internal PMM content that is the fundament of all Bill Of Material assets and activities. WHAT • Foundational content assets that are small pieces of content that can be build by individual team members. • Foundational content is the input for the bill of material assets. • Foundational content can consist all PMM internal content including tracking and reporting.
- 19. © 2024 Pieter Brinkman - /in/pbrink Content foundation The Content foundation is the collection of all internal PMM content that is the fundament of all Bill Of Material assets and activities. WHAT • Foundational content assets that are small pieces of content that can be build by individual team members. • Foundational content is the input for the bill of material assets. • Foundational content can consist all PMM internal content including tracking and reporting. WHY • Smaller tasks that can be executed by team members while onboarding. • Consistency isn’t a requirement for this internal PMM working documents. • Templates can be built by during creation of the content
- 20. © 2024 Pieter Brinkman - /in/pbrink CONTENT FOUNDATION ASSETS • Competitive Overview • Competitive report • ICP (Ideal Customer Profile) • Persona based messaging • Positioning statement • Messaging Framework • Tracking of customer case studies • GTM Plan & Content per release • GTM Brief – release activity and content tracking • Demo Script • Sales Product Performance • Top 3 deals in play • Win rate per competitor • Product Telemetry • Team output dashboard The Content foundation is the collection of all internal PMM content that is the fundament of all Bill Of Material assets and activities. Bill of Material scale Internal Departments Public Content foundation Internal Product Marketing Content foundation
- 21. © 2024 Pieter Brinkman - /in/pbrink MESSAGING HOUSE TEMPLATE Bill of Material scale Internal Departments Public Content foundation Internal Product Marketing Message House PRIMARY MESSAGE SECONDARY MESSAGE MESSAGING THEME A MESSAGING THEME B MESSAGING THEME C • feature value statement 1 • feature value statement 2 • feature value statement 3 • feature value statement 1 • feature value statement 2 • feature value statement 3 • feature value statement 1 • feature value statement 2 • feature value statement 3 A message house is the strategic framework for consistent messaging. Message House
- 22. © 2024 Pieter Brinkman - /in/pbrink agile - consistent - transparent Bill of Material scale Internal Departments Public Content foundation Internal Product Marketing Message House Product / industry change Example processes • Content Foundation updates with significant product or industry changes • Update BOM assets after content foundation changes. • Tracking of asset creation and progress • Reporting • Communications Processes Example product/industry changes • New mayor features • New industry trends • World changing events • Breaking changes • Anything significant that impacts the day-to-day for our customers
- 23. © 2024 Pieter Brinkman - /in/pbrink Benefits • Consistent output of assets for every product • Manage expectation in the business • Great teambuilding exercise • Compounding impact of consistent delivery • Clear processes provide clarity on day-to-day • Future proof for future team and product portfolio growth THE MAGIC OF CONSISTENCY Overview scalable, consistent and agile Bill of Material scale Internal Departments Public Content foundation Internal Product Marketing Message House Product / industry change
- 24. © 2024 Pieter Brinkman - /in/pbrink LESSONS LEARNED
- 25. © 2024 Pieter Brinkman - /in/pbrink Execution beats strategy Don’t boil the ocean, start creating output Get stuff out the door and get feedback
- 26. © 2024 Pieter Brinkman - /in/pbrink Don’t reinvent the wheel Never start with a blank page! Use industry examples and templates Use GenAI
- 27. © 2024 Pieter Brinkman - /in/pbrink Prioritize your team on the right tasks Align your team on the company revenue target Example: Product A has 20% revenue target == 20% Product Marketing Team resources Focus on scale
- 28. © 2024 Pieter Brinkman - /in/pbrink It’s OK to say NO Everyone wants everything from Product Marketing. Be empowered to say no by aligning your strategy with the leadership team. Note: not just say NO, be kind and helpful
- 29. © 2024 Pieter Brinkman - /in/pbrink Separate Product releases from Marketing releases Product is continuously releasing new features and updates. You can’t have a marketing release for every product release, group product releases into one bigger marketing release.
- 30. © 2024 Pieter Brinkman - /in/pbrink Build a diverse team Seniority associate, senior PM and director Knowledge technical, product and industry People gender, age, ethnicity, geography Different people == different insights
- 31. © 2024 Pieter Brinkman - /in/pbrink Current status
- 32. © 2024 Pieter Brinkman - /in/pbrink Where are we now? Finalized content foundation for the 11 products Finalized the Bill of Materials for flagship products Back in marketing Where does Product Marketing fit?
- 33. © 2024 Pieter Brinkman - /in/pbrink What’s next?
- 34. © 2024 Pieter Brinkman - /in/pbrink What’s next? Multiproduct How to support the combination of products? Align to Marketing Ownership of revenue generation. Starting point for strategy of Marketing campaigns and activities.
- 35. © 2024 Pieter Brinkman - /in/pbrink YOU THANK Being a PMM with a multi-product portfolio Pieter Brinkman VP Product Marketing and Developer Relations /pbrink @Sitecore
Editor's Notes
- I asked midjourney to create a stockimage for a session with the title Being a PMM with a multi-product portfolio. Apparently Product Marketers with multiproduct portfolio Wear glasses And are very very happy! Don’t know if I agree with that I asked MidJourney to provide more variations, apparently it thought that product marketing has something to do with BEES :) Also the PMMs are looking less happy! But enough image generation fun, let’s get started!
- My name is Pieter Brinkman I’m VP of Product Marketing and Developer Relations at Sitecore. I’ve been with Sitecore for 13 years Live in Rotterdam, very nice to present in my home country. And when it’s windy and I’m not working or with the family you can probably find me on the water surfing
- Today I want to tell you the story about change and going to a multi-product portfolio. It all started around that is all around the 1.2B dollar investment we had. [click] We’ll reflect on the time before the investment. [click] And then we will work towards the Now and Next. [click] I will provide context around the state before the investment, we will talk about the journey, challenges, lessons learned and at the end look into the future.
- Let’s start with the Context this will help you to understand the challenges and decisions better.
- We need to understand what Sitecore does to understand the story. As we’re all marketers here, I’ve copied the latest elevator pitch on this slide. Let me read it out. Most important part here is that we deliver personalized omnichannel experiences. Think about; web, mobile, kiosks, digital billboards, digital signets, etc. We do this with our 11 product SaaS product suite that is intentional composed, meaning that our products work closely together and compliment eachoter.
- Let’s stat the story before the investment. 3 years ago Sitecore was already a vendor for 17 years leading in both CMS and Digital Experience Platform categories with one flagship product, Sitecore Experience platform. We were targeting mainly marketing leadership and had 3 main competitors. And leading and competing in two analyst categories.
- About three years ago we had a 1.2 billion dollar investment to accelerate to cloud. The industry moved to Software-As-A-Service, our current product wasn’t able to do this. We accelerated to SaaS using a buy, build and partner strategy. [click] We acquired 3 companies at that point. OrderCloud (commerce), Moosend Marketing automation and Boxever CDP and personalization. [QUESTION] Who here has been part of a company that has been acquired or acquired companies? That’s great I’m guessing you will recognize some of my challenges
- We where now not only targeting IT and Marketing users and not only leadership but also users Participating in 20 analyst categories And have 30+ competitors across all the products As you can understand this introduces a few challenges to my PMM org
- Let’s talk about those challenges. I’ve selected the 4 biggest challenges for today. Here they are in random order.
- #1: Resources: 1.2 B sounds like a lot, but at the end we had 11 times more products, but the team didn’t increase with the same multiplier. [acquisition people relate] The second one Lacking product knowledge in the Product Marketing team, we had many new product and also hired new team members The pace of change. Our product suite was all SaaS and continuously releasing new features. We where still staffed and processed for a 3-6 months waterfall release cadence. The Pace of releases and information was overwhelming Last but not least the biggest challenge. Inconsistency. Inconsistency everywhere: Inconsistency in messaging, assets, target audiences, visiuals Inconsistency across the globe
- How did we address these challenges? Let’s look at the journey and decisions made.
- Changing department impacts priorities. Also you want to fit in and talk the language of the new department. The product department in Sitecore uses the Pragmatic framework, everyone in certified. To align our work we used Pragmatic framework to map our tasks. We don’t have a lot of time to go deep on pragmatic today, but let me provide you with an example.
- The Pragmatic Marketing Framework is a product management and marketing methodology that focuses on understanding market problems, building solutions, and delivering them effectively to target customers. It’s covers different programs across multiple stages from strategy to execution. You would map out different departments involved in your company and discuss ownership. Here’s the the example of Sitecore [Click] I started with identified departments involved.
- Then I map out ownership per program. A lot of discussion would happen during this process. Not everyone wants to own every program. Some programs are shared. When this was finished and agreed on we we focused on the programs that we had ownership in and identified activities and assets that we needed to execute on. Please note that this is unique for every company. There is a lot more details to it. If you want to learn more reach out to me of go to pragmaticinstitute.
- The second impact was that we changed our focus was on getting the core assets build ASAP. We moved away from the pure marketing activities around Campaigns and lead gen activities. [CLICK] That brings us to the never ending question where does Product Marketing fit? [ASK OF HANDS] I believe it fits where it sits. For us in Sitecore at this time was in Product for, being part of the Product org give you a easy access into the Product details and Product Managers and provides us with the opportunity to create high quality core assets at a high speed. But this really depends per company and stage where you’re add. PM can be part of Marketing or Product, it really depents on wat your key priorities are and how your company is structured.
- Now we moved into product and most of the team was hired, it was time to agree on all assets and activities that we needed to execute to ensure the success of a product. We call this the Bill of Materials (BOM). The Bill of Material is all about scaling your messaging and positioning in accurate and consistent way. It starts with ensuring that our internal teams are consistent and accurate in their messaging, this includes departments as; marketing, sales, partner enablement and Customer success.
- Those internal teams will scale further towards: customers, partners and the community, analysts, etc.. [click] Here’s an example of the BOM assets and activities that we agreed on: this includes all deliverables needed for every product like Pitchdecks, Website pages, Marketing content, Competitive information. Honestly, this is not the whole list. So now we know what we wanted to do now we needed to figure out how? When evaluating this list we figured out that this would take us about 6 months to execute on across the 11 products. The field couldn’t wait 6 month. How could we deliver parts while onboarding new team members?
- This is where the content foundation comes in. The content foundation is the collection of all internal PMM content that is the fundament of all Bill Of Material assets and activities. Content Foundation are small pieces of content can be build by individual team members. The fundamental content is the input for the bill of material assets. The Content Foundation consist all PMM internal content including tracking and reporting. Why are we doing this? what are the benefits?
- the content foundation exist out of small tasks and output that can be understand and executed by team members while onboarding. Consistency isn’t a requirement for this internal PMM working documents. Templates can be built while creating content.
- Content foundation are Product marketing internal assets and are the fundamental content for the bill of material. [click] Here is a list of example assets in the content foundation. A lot of content lives here including Ideal Customer Profile, competitive information, Messaging framework, case studies, demo script, and much more But also internal team tracking and telemetry, sales performance, Product Ussage, Team output dashboards. One of the big challenges is consistency across the 11 products. We need to ensure consistency to the Bill of Materials, the center piece for this is the message house. Let’s take a look at that Message house.
- Here’s the template that we use now. It’s - Primary message at the top - followed by supporting secondary message - 3 messaging themes - and every theme has 3 feature value statements For me the message house is used to deliver consistent messaging, themes and value statements for marketing programs and campaigns, This includes website team that will create messaging that resonate with the market based on all the work done by product marketing. Other teams are layering on top of the work of Product marketing creating that consistency in the fundament.
- Additional processes are in place to ensure consistency and transparenty in the company, these included processes that ensure BOM assets are updated after content foundation changes. Tracking and reporting of asset creation and progress General internal communications, e.g. new pitchdeck available
- The benefits of working this way Consistent output of assets for every product Manage expectation in the business Great teambuilding exercise Compounding impact of consistent delivery Clear processes provide clarity on day-to-day Future proof for future team and product portfolio growth [click] This brings the magic of consistency
- Let’s jump into lessons learned.
- Execution beats strategy, everyday! But you need as a leader you need to set the strategy. Having a framework and structures in place will go and help your team to execute in a structured way. Don’t spend your time creating templates. Start with building out a version for one product, iterate on that and then templatize. First time, just build it. The second time improve. The 3rd time automate. Get stuff out the door get feedback! It doesn’t need to be perfect. I can not say this enough to my team!
- Don’t reinvent the wheel Do research and look for examples. Look at your competitors, look at other industry players, use industry resources, (the PMM Aliance has great templates), use ‘old’ templates. And don’t forget your friend GenAI. Use GenAI for Ideation First draft Initial research
- Prioritize your team on the right tasks Align your team on the company revenue target Product A has 20% revenue target == 20% Product Marketing Team resources Focus on scale; 1 offs are great, sometime it’s need to be done. But the impact of your work is in the scale!
- Everyone wants everything from Product Marketing. Having a solid strategy and alignment with Leadership Team puts you in a position to be able to say ‘No’ and ensure that your team can focus on the right tasks that will move the needle for the company. not just say NO, be kind and helpful
- Product has continuous release cadence and is releasing features every week per product. Even on different cadences. You want to grouping smaller releases together and do a bigger marketing release every quarter or 6 months. Big release are exceptions and will force update of BOM we covered that in the processes.
- Balance your team. Have different seniority in your team. Associates can own the content foundation, senior PM owns the pitchdeck, and the director the strategy Knowledge - Make sure you have people with technical understanding, product understanding and industry knowledge. Make sure you have a mix of all. To many industry knowledge and you will unable articulate your differentations, to much product people and you’ll focus to much on product features. People - Make sure you hire people from different genders, ages, ethnices and geos. Different people bring different insights.
- Let’s talk about current status.
- Where are we now: Finalized content foundation for all 11 products And the Bill of Materials for flagship products. [CLICK] And we just moved back to marketing. This really goes back to the point that PMM can sit in procut and marketing. It’s really specific to the time/place you are with your business We moved into product, build relation with Product. Made PMM deep into roadmap and product (demo). Now with new CMO, back in marketing. Driving campaigns launches, while maintaining our relationship. This nicely brings us to what’s next?>
- So what’s next!
- We still need to address how to support combination of product? I haven’t figured that one out, we’re doing it ADHOC now. So if you have any tips for me please find me in the breaks. [ MATRIX] 2047 (which isn’t the case) The biggest upcoming task is that now being back in marketing is that we can start focusing on more ownership of revenue generation; I want Product Marketing to be the starting point of strategy for campaigns, events and content. That brings my session to the end.
- Feel free to connect with me on LinkedIn, or even better offline during the breaks! Have a great event.