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Francis_Larkin_successful_product_marketing

 Francis_Larkin_successful_product_marketing

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  1. Francis Larkin From Series A to IPO: Successful Product Marketing

    at Companies of Every Stage
  2. Hi, I’m Fran. EARLY STAGE LATE STAGE SEED STAGE MID

    STAGE MID STAGE
  3. All high-growth companies go through regular S-curves

  4. Where is the traction? Why isn’t this going anywhere? Ok,

    maybe it’s not hopeless Wow, what is happening Help! Too many customers! We are all going to be rich! We are doomed! What went wrong? Growth Time & Effort
  5. Growth Time & Effort Market / Product Shift Market /

    Product Shift Market / Product Shift
  6. None
  7. Launch Everything Day!

  8. None
  9. None
  10. Riding those S-curves as your company grows 1. The changing

    role of PMM 2. Specialization as you scale 3. Staffing as you scale 4. Maturing processes
  11. EARLY STAGE LATE STAGE & PUBLIC SEED STAGE MID STAGE

  12. EARLY STAGE LATE STAGE & PUBLIC SEED STAGE MID STAGE

  13. EARLY STAGE LATE STAGE & PUBLIC SEED STAGE MID STAGE

  14. EARLY STAGE LATE STAGE & PUBLIC SEED STAGE MID STAGE

  15. Distribution of Product Marketers by Company Stage 20% EARLY STAGE

    32% LATE STAGE & PUBLIC 5% SEED 40% MID STAGE 4% OTHER Source: Product Marketing Alliance, State of Product Marketing Report 2019
  16. The most common products and customers that PMMs work on

    Source: Product Marketing Alliance, State of Product Marketing Report 2019
  17. The most common products and customers that PMMs work on

    71% Market to businesses Source: Product Marketing Alliance, State of Product Marketing Report 2019
  18. The most common products and customers that PMMs work on

    71% 71% Market to businesses Work on digital products Source: Product Marketing Alliance, State of Product Marketing Report 2019
  19. The Changing Role of Product Marketing

  20. None
  21. None
  22. The Changing Role of Product Marketing & Common Profiles SEED

    STAGE EARLY STAGE MID STAGE LATE STAGE & PUBLIC Primary Responsibility Find product-market fit with an audience Typical PMM Profile for Stage Marketing generalist (may not have a PMM title)
  23. The Changing Role of Product Marketing & Common Profiles SEED

    STAGE EARLY STAGE MID STAGE LATE STAGE & PUBLIC Primary Responsibility Find product-market fit with an audience Test distribution channels to reach target customers Typical PMM Profile for Stage Marketing generalist (may not have a PMM title) Marketing generalist with channel experience
  24. The Changing Role of Product Marketing & Common Profiles SEED

    STAGE EARLY STAGE MID STAGE LATE STAGE & PUBLIC Primary Responsibility Find product-market fit with an audience Test distribution channels to reach target customers Scale GTM to grow market share Typical PMM Profile for Stage Marketing generalist (may not have a PMM title) Marketing generalist with channel experience Experience with space or core audience
  25. The Changing Role of Product Marketing & Common Profiles SEED

    STAGE EARLY STAGE MID STAGE LATE STAGE & PUBLIC Primary Responsibility Find product-market fit with an audience Test distribution channels to reach target customers Scale GTM to grow market share Go deeper & expand into new markets Typical PMM Profile for Stage Marketing generalist (may not have a PMM title) Marketing generalist with channel experience Experience with space or core audience Deep understanding of market dynamics, vertical needs or new audiences
  26. Specialization as you scale

  27. Specialization of Product Marketing related activities SEED STAGE EARLY STAGE

    MID STAGE LATE STAGE & PUBLIC Little specialization across the entire marketing team
  28. SEED STAGE EARLY STAGE MID STAGE LATE STAGE & PUBLIC

    Little specialization across the entire marketing team Product marketing wears many hats Specialization of Product Marketing related activities
  29. None
  30. Specialization of Product Marketing related activities SEED STAGE EARLY STAGE

    MID STAGE LATE STAGE & PUBLIC Little specialization across the entire marketing team Product marketing wears many hats Brand & Content development Sales enablement & training International and new markets Analyst relations
  31. None
  32. SEED STAGE EARLY STAGE MID STAGE LATE STAGE & PUBLIC

    Little specialization across the entire marketing team Product marketing wears many hats Brand & Content development Scaling sales International and new markets Analyst relations Market intelligence / competitive Verticals and solutions Investor relations Research capabilities Marketing operations Pricing and forecasting sophistication Specialization of Product Marketing related activities
  33. Staffing as you scale

  34. Staffing by Company Stage Source: Based on job title information

    on LinkedIn SEED STAGE EARLY STAGE MID STAGE LATE STAGE & PUBLIC PMM Staffing Few, if any, marketers Example Companies & PMM-to-PM Ratio
  35. Staffing by Company Stage Source: Based on job title information

    on LinkedIn SEED STAGE EARLY STAGE MID STAGE LATE STAGE & PUBLIC PMM Staffing Few, if any, marketers A few marketers, perhaps one or two PMMs Example Companies & PMM-to-PM Ratio • Bolt (1 : 3) • Clearbit (2 : 3) • Front (2 : 4)
  36. Staffing by Company Stage Source: Based on job title information

    on LinkedIn SEED STAGE EARLY STAGE MID STAGE LATE STAGE & PUBLIC PMM Staffing Few, if any, marketers A few marketers, perhaps one or two PMMs Small teams, ratios vary widely based on GTM approach Example Companies & PMM-to-PM Ratio • Bolt (1 : 3) • Clearbit (2 : 3) • Front (2 : 4) • Nextdoor (2 : 5) • Lookout (3 : 7) • Flexport (3 : 12) • Blend (5 : 13) • Confluent (6 : 18)
  37. Staffing by Company Stage Source: Based on job title information

    on LinkedIn SEED STAGE EARLY STAGE MID STAGE LATE STAGE & PUBLIC PMM Staffing Few, if any, marketers A few marketers, perhaps one or two PMMs Small teams, ratios vary widely based on GTM approach Generally see a ratio of 2:1 to 3:1 of product managers to product marketers Varies based on business model and GTM Example Companies & PMM-to-PM Ratio • Bolt (1 : 3) • Clearbit (2 : 3) • Front (2 : 4) • Nextdoor (2 : 5) • Lookout (3 : 7) • Flexport (3 : 12) • Blend (5 : 13) • Confluent (6 : 18) • Slack (12 : 27) • Snap (12 : 42) • Mailchimp (14 : 32) • Box (21 : 36) • LinkedIn (174 : 419) • Adobe (236 : 517) • Salesforce (343 : 317)
  38. PMM-to-PM Ratios at Late Stage / Public Technology Companies Source:

    Based on job title information on LinkedIn
  39. Maturing Processes

  40. Common Product Marketing Processes SEED STAGE EARLY STAGE MID STAGE

    LATE STAGE & PUBLIC • Processes?
  41. Common Product Marketing Processes SEED STAGE EARLY STAGE MID STAGE

    LATE STAGE & PUBLIC • Processes?
  42. Common Product Marketing Processes EARLY STAGE MID STAGE LATE STAGE

    & PUBLIC • Repeatable patterns from past successful launches
  43. Common Product Marketing Processes EARLY STAGE MID STAGE LATE STAGE

    & PUBLIC • Repeatable patterns from past successful launches • Messaging frameworks • Marketing briefs • Launch trackers • Launch review meetings • Kickoff meetings • Sales training processes • Campaign tracking
  44. Common Product Marketing Processes EARLY STAGE MID STAGE LATE STAGE

    & PUBLIC • Repeatable patterns from past successful launches • Messaging frameworks • Marketing briefs • Launch trackers • Launch review meetings • Kickoff meetings • Sales training processes • Campaign tracking • Advanced customer segmentation • More robust customer feedback processes • Opportunity assessments • Long-term product and marketing planning • Formal campaign planning & budgeting • More sophisticated pricing & forecasting • Regular analyst briefings • Updates for earnings calls
  45. Recap 1. The changing role of PMM 2. Specialization as

    you scale 3. Staffing as you scale 4. Maturing processes
  46. Thank you Francis Larkin fran@invisionapp.com linkedin.com/in/flarkin