How do you prove your value as a product marketer in a large organization? I’ve spoken to a lot of junior PMMs wrestling with this very question, and they were clearly frustrated.
The truth is, while every team in an enterprise environment has its own pressures and goals, as product marketers, we have the unique opportunity to bridge those gaps and become essential.
So, based on years of experience, I’ve put together ten golden rules to help you feel more confident in the value you bring to your organization and empower you to build demand for yourself – not just for your products.
Let’s dive in.
Rule #1: Know what drives your stakeholders
As product marketers, we’re at the center of the organization, working hand in hand with sales, marketing, product, and customer success (CS). When we’re launching new products, we might also collaborate with R&D, data scientists, DevOps, and even legal and compliance.
While we’re all focused on company growth, revenue, and beating the competition, each team has its own specific challenges and objectives. Understanding these individual drivers is key to building strong relationships and showing our value.
Sales dynamics and challenges
I was recently talking with a friend and fellow product marketer who was frustrated with our sales team. They felt that sales was too focused on closing deals and not on long-term strategy. I reminded him that’s just how sales operates. They have quotas to meet, and their main priority is closing deals to hit those numbers.
It’s up to us in product marketing to help them achieve their goals.
When you talk to the sales team, remember this is their reality. Sometimes, it’s not the right time to talk about a big strategic project. If their main focus is closing a deal, your best bet is to help them do that. This helps you build credibility and shows you’re on their side.
Marketing objectives and collaboration
Marketing also has very pragmatic goals. They’re focused on generating MQLs (marketing-qualified leads) and moving them through the funnel. Your role is to help them succeed. Provide them with the messaging and materials they need to get the job done. It’s that simple.
Product management relationships
Product managers are often seen as our closest allies, but we don’t always see eye-to-eye. That’s because, while they think about long-term strategy and roadmaps, they’re also constantly dealing with escalations and urgent issues.
It’s important to remember this when you engage with them. It’s not always the right time to talk about innovation or new ideas. Be ready to help them with their immediate problems, whether that’s by providing the right messaging or jumping on a call with a customer.
Customer success strategies
Customer success is also quite straightforward. They’re focused on customer satisfaction and growth through upsell and cross-sell opportunities.
You can work with them on some medium-term strategies, always keeping in mind that their focus is very customer-centric, as well as being tied to revenue.
R&D collaboration
R&D is another team we often struggle to find common ground with. The reality is, R&D teams are great people with great ideas, but they are almost always under-resourced and under pressure to deliver. They’re busy fixing bugs, implementing security patches, and onboarding new people. Just like with other teams, be pragmatic and remember their reality.
Legal and compliance considerations
When it comes to legal and compliance, the main rule is simple: they want zero problems. When you engage with them, you need to show that you’ve thought everything through and that your new initiative won’t create any issues for the company.
Rule #2: Help your management win
As product marketers, we often see ourselves as independent, innovative, and strategic. We can view our managers as either givers of promotions and bonuses or as gatekeepers. We might be frustrated with them, but we often forget they’re also just employees with their own challenges and objectives.
My advice is to understand what drives your manager and help them succeed. You and your manager should be one team. By helping them win, you create a powerful partnership that benefits everyone.
Rule #3: Own your product’s success
When I joined my current company three years ago, I had a series of meetings with various teams. I got the sense that people perceived the market for my product as a bit “legacy” – stuck in the past and deeply unsexy.
I did my homework and realized this perception was wrong; the market was full of opportunities. I defined my mission: to change the internal and external perception of my market.
I didn’t just say this; I executed it by, for example, leading a thought leadership program. This helped us become seen not just as a vendor but as a creator of valuable assets for the entire industry. My mission was clear, and it guided my work, leading to great outcomes.
