I gave the keynote talk at ProductCamp Amsterdam last weekend on the changing nature of buying and selling and how Product Marketing can save Marketing from itself.
There is a shift away from traditional brand marketing to a more revenue-centric approach. This shift requires a fundamental change in the types of programs we execute and the way we measure the results of those programs.
This is a primer on how I would construct a basic set of marketing metrics for a Business to Business startup and a single slide I would use to present them.
For startups, separating what is really important for your product vs. the stuff that is just nice to have is critical. In this post Tim Johnson talks about his favorite question to ask customers: “So What?”
Most mediocre or just plain crappy startup marketing I see if the result of making this one critical mistake.
Product Marketing and Product Management are disciplines where the theory is easily understood but practical execution is really hard. I asked Tim Johnson to share a couple of his favorite “from the trenches” stories to illustrate how shifting the focus from “product features” to “value to the customer” can make a huge difference.
Great vertical marketing comes down to executing well in three areas: Messaging, Content and Sales Enablement.
In many larger organizations, sales folks are trained to become “trusted advisors” to their accounts. To attain this status, account managers need to demonstrate a deep understanding of the customer’s environment and pains and offer valued advice and support. It strikes me that this is exactly the goal of a great content marketing strategy.
I spoke at the Forrester Product Marketing Summit this week which was attended by CMO and VP level Product Marketing leaders. As a group we attempted to define Product Marketing. Here’s what we came up with.
If you are hiring a marketer and you want social media skills, how important is it that they are heavy social media users? Pretty darn important.