A Dynamic Duo: Hacking the Product-Product Marketing Relationship
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In the last decade, Product Marketing has become a ubiquitous function in tech companies. Yet, there remains a lot of ambiguity and variance in defining this role and how Product Managers and Product Marketers can best collaborate. This talk explores how to build trust, align on shared goals, and create rituals that unlock the strengths of both functions and build better products.
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A Dynamic Duo: Hacking the Product-Product Marketing Relationship
- 1. A Dynamic Duo: Hacking the Product-Product Marketing Relationship By Eventbrite VP of Product productschool.com
- 2. Accelerate your Product Management Career Certifications Product Manager Certification™ Product Leader Certification™ productschool.com/online
- 3. Team Training Level Up Your Team’s Product Management Skills productschool.com
- 4. Resources Free Product Management Resources Events Courses Podcasts Newsletters Communities eBooks and Reports productschool.com/resources
- 5. A Dynamic Duo: Hacking the Product-Product Marketing Relationship Presented by Jameelah Calhoun, VP, Product and Customer Marketing at Eventbrite
- 6. Product + Product Marketing
- 7. Finance Strategy Consulting General Manager Product Marketing Product Marketing Product Jameelah Calhoun VP, Product & Customer Marketing,
- 8. Agenda ● Demystifying Product Marketing ● Building the Case for Collaboration ● Setting Up Winning Collaboration Model
- 9. The Anatomy of Product-Market Fit Commercializing Products Requires All 4 Dimensions MARKET Who is it for? Why will they care? PRODUCT What is the functionality or service? MODEL How will we monetize it? How much will it cost? CHANNEL Where will people find and consume it? “The aim ….is to know and understand the customer so well the product or service fits him and sells itself" - Peter Drucker
- 10. Taking Great Products To Market THE PRODUCT Segmentation Monetization GTM Messaging Identify market opportunities and high priority segments Articulate the value of features & offerings to get customers from no to yes Drive cohesion between in-product and marketing touchpoints for acquisition & awareness Develop pricing and packaging that aligns with customer use cases and WTP OUTBOUND INBOUND
- 11. Two Sides of the Same Coin How Well Have We Solved the Customer Problem? How Well Are We Penetrating Our Market? GROWTH
- 12. Poor Collaboration = Low Commercialization Lots of New Features, but Limited Revenue Growth ○ Building non-scalable products for niche audiences ○ Limited Pricing Power ○ Slow customer acquisition ○ High attrition ○ Lots of Sunsets
- 13. Growing A Marketing Tools Subscription
- 14. A Winning Collaboration Model DEFINE YOUR GTM HIERARCHY GET ON A SHARED RAFT PREPARE FOR ITERATION BE PROBLEM-LED
- 15. Set Expectations With A GTM Hierarchy Business Model Changes ● Create industry buzz ● Attract new segment ● Mitigate churn & backlash Type of Change Goal Value Prop Changes ● Drive prospect acquisition ● Increase customer WTP Product Experience Changes ● Drive customer adoption ● Increase usage & retention Customer Experience Changes ● Educate customers ● Increase retention Netflix Goes Into Streaming or Changes Prices Example Netflix Originals Netflix Adds the ‘Surprise Me’ Feature Netflix Changes Order of Carousels High PLM involvement No to Low PLM involvement
- 16. Get on the same RAFT ● Rituals - Quarterly Product Councils; Weekly Syncs; Retros ● Artifacts - Product & Marketing Requirements Docs; DACI ● Fact-Base - Insights Sharing ● Targets - Adoption, Usage, Satisfaction, Retention, Revenue
- 17. Prepare for Iteration ANALYTICS WHAT? WHERE? Understand what behaviors or outcomes are being observed and how it is distributed IN-MARKET TESTING HOW? HOW MUCH? Validates hypotheses through actual behavior and business impact QUALITATIVE WHERE? WHY? Probes to uncover the motivations or frictions driving the behavior QUANTITATIVE HOW MUCH? Reveals how prevalent are certain trends and behaviors COMPETITIVE WHY? HOW? Sheds light on customer preferences and what drives their choices INSIGHTS WHEEL
- 18. Be Problem-Led Most striking is that none of these leaders has any expectation that they will attract “followers” personally … Instead, their method is to get others excited about whatever problem they have identified as ripe for a novel solution.
- 19. Recap ● Product Marketing Partners with Product to Drive Commercial Success ● Strong Collaboration is predicated on Shared Rituals, Artifacts, Fact-Base, and Targets ● Focus on Solving Customer Problems
- 20. Part-time Product Management Training Courses and Team Training productschool.com