The Product Marketing Alliance’s State of Product Marketing Report for 2020 shows that only 5% of product marketers feel like their role is fully understood, meaning quantifiable metrics are desperately needed to maintain credibility and leadership buy-in. So as you begin to determine how you could quantify product marketing at your organization, let’s first consider what’s possible from a metrics perspective.
The Product Marketing Alliance’s State of Product Marketing Report for 2020 shows that only 5% of product marketers feel like their role is fully understood, meaning quantifiable metrics are desperately needed to maintain credibility and leadership buy-in. So as you begin to determine how you could quantify product marketing at your organization, let’s first consider what’s possible from a metrics perspective.
Operating at the intersection of product, marketing, and sales, product marketing drives much of the go-to-market strategy, but what happens once the product and its campaign are launched? It’s the sales team’s turn to bring the product message to potential customers and drive revenue. Whether they are qualifying leads or closing deals, sales reps need to be equipped with the right knowledge and supporting assets to be successful. Product marketing can bridge that gap through sales enablement.
As I grow Fluvio and engage with more and more CEOs, CMOs, VP of Marketing, Heads of Product, etc, I often get confronted with one (at times, veiled) question - why should I hire a consultant vs a full-time employee? In this post, I highlight some of the key reasons as to why hiring a consultant (or contractor) could be the best decision for your business.
Founder and Managing Partner of Fluvio, Devon O’Rourke sits down with the Product Marketing Alliance and shares the story of what inspired him to make the leap from PMM at a goliath like Amazon to starting his own consultancy, his top tips for anyone considering making a similar move, plus PMM-specific insights including how he views the role of product marketing varying so much from company to company as a good thing, his views on PMMs sitting in the product or marketing orgs, where his preference lies, and heaps more good stuff.
Product Marketing is one of the few roles that works intimately with sales, sales enablement, product, product enablement, partnerships, marketing, communications, client success, engineering and more in order to effectively gain market insights and scale product launches. The best way to work with these cross-functional teams is to consider them your stakeholders.
At its core, the book is about how our current business and marketing practices are broken, and that ultimately, we often shrink toward conformity rather than expand toward differentiation. Anyone interested in business, building a brand, or honing their own marketing principles should give it a read. I’m sharing a quick summary of my takeaways to help generate thought, and perhaps drive folks to read the book for themselves.
