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Why product marketing must be at the center of the universe

Why product marketing must be at the center of the universe

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  1. Why Product Marketing Must Be at the Center of the

    Universe Jeff Aboud Director of Product Marketing Kenna Security
  2. 6 Product Marketing is the Organization’s “Glue” Product Marketing Product

    Management Public / Analyst Relations Sales Demand Generation
  3. 7 What Makes Product Marketing Uniquely Qualified to Lead •

    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
  4. 8 Case Study • Background - 12 year-old public company

    - ~$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
  5. 9 Siloed Functions Led to Disjointed Efforts – and Mediocre

    Results • Product launches • Messaging • Data sheets • White papers • Press releases • Analyst calls Product Marketing • Tradeshows • Website • Copy editing Marcom • Raw Leads • Nurture campaigns • Digital marketing Demand Generation
  6. 10 So Rather Than This … Product Marketing Product Management

    Public / Analyst Relations Sales Demand Generation
  7. 11 … We Had This Product Management Product Marketing Demand

    Generation Public/Analyst Relations Sales
  8. 12 Business Impact • Lackluster Results - Product Marketing: Learned

    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
  9. 13 Solution: Completely Reorganize Marketing Product Marketing Demand Generation Public/Analyst

    Relations Product Marketing Demand Gen Field Marketing Technical Marketing / Product Management Integrated Marketing Public/Analyst Relations
  10. 14 Result: Everybody Got a Seat at the Table Siloes

    Were Replaced With Teamwork Product Marketing Demand Gen Field Marketing Technical Marketing / Product Management Integrated Marketing Public/Analyst Relations
  11. 15 Symbiotic Relationships Drove Meaningful Results • Product Marketing: Learned

    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)