Why product marketing must be at the center of the universe

Transcript

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

   Universe Jeff Aboud Director of Product Marketing Kenna Security

2. I Don’t Really Mean This … You Are Here

3. … Which Can Lead to This

4. What I Really Mean is This …

5. … Or This

6. 6 Product Marketing is the Organization’s “Glue” Product Marketing Product

   Management Public / Analyst Relations Sales Demand Generation

7. 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

8. 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

9. 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

10. 10 So Rather Than This … Product Marketing Product Management

    Public / Analyst Relations Sales Demand Generation

11. 11 … We Had This Product Management Product Marketing Demand

    Generation Public/Analyst Relations Sales

12. 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

13. 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

14. 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

15. 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)

16. 16 So Who Do You Want to Be if You

    Want to WIN?

17. This Guy?

18. Or This Team??

19. 19 And Are You Ready to Lead?

20. Thank you Email: jeff.aboud@kennasecurity.com LinkedIn: https://www.linkedin.com/in/jaboud Twitter: @jeffaboud