WRITTEN BY Ben Marullo, CONSULTANT at Fluvio
In the complex dynamics of product development and marketing, the alliance between Product Managers (PMs) and Product Marketing Managers (PMMs) can be formidable. Effectively fusing PMs' product and user expertise with PMMs' creative prowess and market insights is often the make-or-break factor in whether or not a launch creates a tangible impact on the business. However, this partnership can quickly create friction and disjointed goals if improperly managed.
A study by Gartner shows many companies encounter difficulties when trying to synchronize these two vital roles (Stanyer, 2020). This can lead to missed market opportunities, the development of products that don't resonate with the market, and messaging that requires repeated education steps. As such, strengthening the bonds between these two critical roles is essential. To solve this, multiple strategic approaches can enhance the synergy between your PM and PMM teams.
Encourage Open Communication
A successful PM-PMM team-up foundation is built on open, consistent communication. Therefore, developing a communication strategy should be the first step that PMMs take. Regular 1:1s with key PMs and PM leadership, launch team meetings, shared documentation, and well-defined alignment on each other's roles and responsibilities are essential. PMs and PMMs should feel empowered and free to voice concerns, pose questions, and offer suggestions consistently.
Foster Empathy
Empathy and understanding of each other's roles are invaluable in bridging the divide between PMs and PMMs. Each position brings unique pressures and challenges that must be acknowledged and respected. PMs often grapple with delivering high-quality products on time that create value for customers, while PMMs are under constant pressure to generate growth and drive value for the business. Mutual understanding creates an environment ripe for collaboration.
Align Goals and Key Performance Indicators (KPIs)
Both PMs and PMMs ultimately aim to impact the market. However, disconnects can surface if the Key Performance Indicators (KPIs) differ between the roles. Shared goals and metrics, especially regarding market launches and beta programs, include customer satisfaction scores, user engagement, or revenue targets. By aligning on the outcomes for each initiative early on, PMMs and PMs can enhance collaboration and shared accountability, leveraging agreed-upon targets that are simple to communicate to the rest of the organization.
Co-create the Product Roadmap
When both teams are involved in creating the product roadmap from the beginning, both PMs and PMMs can achieve a comprehensive perspective. PMs provide insights into technical feasibility, while PMMs bring forward their understanding of market trends, competitive insights, and the voice of the customer. This collaborative approach can result in a roadmap aligning with business goals and market demands and also helps create a culture of collaboration early and often through a given development cycle.
Joint Customer Research
Customer insights are vital for both PMs and PMMs, and joint customer research can lead to a deeper understanding of the customer's needs and pain points. This shared knowledge can inform the product strategy and marketing messaging, ensuring alignment with customer expectations. PMs can understand technical feedback, while PMMs can understand customer behavior and market trends.
Promote Continuous Feedback and Learning
A culture that encourages continuous feedback and learning can be instrumental. Encouraging both teams to review each other's work, provide suggestions, and accept constructive criticism enhances product development and launch process quality. Celebrating victories internally, learning from setbacks, and constantly looking for ways to improve processes and communication are essential. Leadership should also provide opportunities for cross-functional training. For example, PMMs benefit from understanding product development methodologies, while PMs can learn more about marketing strategies and enablement needs.
Nurture a Collaborative Culture
Cultivating an environment that values collaboration is paramount. Trust, respect, and the willingness to see things from different perspectives are foundational elements. In addition, team-building activities and opportunities for PMs and PMMs to collaborate on smaller tasks or projects can be beneficial.
Conclusion
While product management and product marketing are distinct disciplines, each with unique skills, challenges, and priorities, go-to-market depends on establishing harmony between these roles. When PMs and PMMs understand and appreciate each other's roles, communicate openly, share goals, and collaborate on the product roadmap and customer research, they can create products that delight customers and meet (and hopefully exceed) business objectives.
Work Cited
Stanyer, Mark. (2020). Drive Alignment Between Product Marketing, Product Management, and Sales. Gartner, Inc. [Accessed May 23, 2023].