Richard King’s Post

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5x founder | 3x exits | VP Product Marketing

The grim realities of a PMM. Courtesy of Aatir Abdul Rauf 🙌 __ We can talk all day about how a product marketer SHOULD function. In some utopian world where PMMs deeply understand every new technical feature and cheeseburgers don’t make you fat. But the reality will be staggeringly different. It is those individuals that embrace the adversity of 👉 Being out of the loop of major decisions 👉 Customer research cuts 👉 Volatile product/feature launches That really move the needle. ___ Any other expectations vs reality that come to mind in the life of a product marketer?

  • Grim PMM realities
Elliott Porter

Growth Strategy | Leadership | Digital Automation | Marketing Innovation | Content Production

2w

👌 Timeline and launch dates issues cant be overstated. Stakeholders are often unprepared to add adequate time for marketing requirements. The vocabulary used in response is often 'you want the business to delay the launch?' as opposed accepting the process is just as vital as the products creation itself.

Katie Gerard

Head of Product Marketing at Workhuman | I establish and grow product marketing teams at b2b saas scale ups

2w

We could turn this into a “here’s why you’re not set up for success” bingo card.

Rafhael Dalto

Product Marketing at Schindler Group

1w

I guess point is make the best possible out of what reality has to offer. -PMMs don't need to know as much as about the product as the PMs. The PMs may be responsible for 1 product, while the PMM may manage multiple products. Just get to know enough, not every detail is important. - PMs won't run after PMMs for sharing updates, many times and organizational structure and processes don't help either. Be proactive and set a calendar for meeting the PM and ask for updates - Chances are that zero budget was allocated for Market research. Try "educated guess", soft launches... get first customer feedback and adjust positioning and messaging on the way. - Launches won't be perfect. Think on a scalable concept with the minimum to be accomplished (soft Launch, 1 local, partial release of assets, small media presence etc.. ) and to a relaunch/full Launch when/if possible.

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Aqua Delaney

Product Marketing Leader | Customer-obsessed | Culture champion | Mentor | Volunteer

2w

The reality is Sales, PM, Design, Marketing and Engineering are all dealing with their version of this too. IMO the best PMMs are practical problem solvers, and able to improve, prioritise and adapt based on the conditions they work in. It’s people who expect everything to fit neatly into the frameworks and and best practice theory they read and post about that struggle to get moving and have impact. This framework is excellent but it should guide us, rather than make us feel frustrated with our peers or like failures when we can’t execute 100%

Jarvis K.

Senior Product Marketing Manager

2w

With regards to the top one, I’ve found a lot of success when PMs provide PMMs with the raw information - NOT filtered through any customer-facing lens. I want to know the good, the bad, and the ugly so I can truly understand how impactful and awesome our latest improvements are 😍 That frame of reference is so critical to product understanding.

Jarvis K.

Senior Product Marketing Manager

2w

With regards to the relationship with PMs, I’ve worked with so many incredible ones. The issue has been at a higher level - do they have the structure, tools, and resources to be an effective partner? I can only imagine how powerful they’d be if they were set up to succeed.

Etta Jones

B2B SaaS Product Marketing Leader

2w

That last one hurts. I feel like everything I do is several steps away from feeling/sounding organic to customers. If I had to prioritize this list, direct customer engagement would be at the top of my list.

Aniruddh MV

Product Marketing Lead at Zoho. Writes about #marketing in daily life and my daily life in marketing.

2w

Shouldn't have seen this during the weekend ☹️

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