Provides the deepest understanding of the firm’s products/technologies • Possesses some degree of influence over product development • The only group that interfaces with all of marketing • Has a tight partnership with sales
- ~$300K market cap - Founded by engineer, now 70+ years old and still the CEO - Cobbled organizational structure - “PM” was really engineering - “PMM” was more like PM (very little marketing expertise) - PR and Demand Gen were silos
about new products 2 days – 2 weeks prior to launch - Public Relations: Little to no media pickup - Demand Generation: - Random, “generic” campaigns that were unrelated to product priorities - Mostly focused on content syndication - Dismal performance: $2.70 revenue-to-spend - Sales: - Regularly missed their numbers - Developed their own presentations and collateral
Were Replaced With Teamwork Product Marketing Demand Gen Field Marketing Technical Marketing / Product Management Integrated Marketing Public/Analyst Relations
about new products 3 to 4 months prior to launch - Global, cross-functional product launch process - Integrated marketing programs and campaigns • Public Relations: Continuous media coverage (including inbound!) - Deeper understanding of the core message • Demand Generation: 70% improvement in YOY lead generation performance - Campaigns driven by product priorities - Required content developed by product marketing • Sales: Quotas consistently met or exceeded - Deeper understanding of competitive differentiators and key value drivers - Possessed the sales tools and customer-facing collateral they needed - Had a voice in message development (closed-loop process)