Optimizing Collaboration Between Product Marketing & Product Management

Product marketing plays a crucial role in bridging the gap between product management, sales, marketing, UX, and data science.

In an ideal world, stakeholders would understand product marketing's core functions and overlaps upon entry. However, internal education on optimizing relationships among partners is often necessary due to overlapping nuances.

This article, in particular, discusses the symbiotic relationship between product marketing and product management and how it can optimize product development, launches, and growth.

DEFINITION

As a recap, Product Marketing (PMMs) is responsible for defining the target market and positioning the product in the minds of consumers. They conduct market research, analyze the competition, and develop the messaging and positioning for the product. They also work closely with the sales team to develop sales collateral and training materials.

Product Management (PMs), on the other hand, is responsible for the development and execution of the product strategy. This includes defining the product roadmap, gathering and prioritizing product requirements, and working with the development team to ensure the product is delivered on time and within budget.

COLLABORATION OPPORTUNITIES:

• Weekly syncs: PMMs and PMs can work together in weekly meetings by discussing the product progress, any challenges or issues that have arisen, and any changes or updates to the product roadmap. This allows PMMs to prepare for potential launch roadblocks and share information with sales and marketing channels if needed. In weekly 1:1s, PMMs can also highlight relevant insights from competitors, the market & customers, alongside results from recent product marketing campaigns.

• Fly-on-the-wall sessions: Whether it's a bug bash led by PMs or a sales training led by PMMs, participating as a fly-on-the-wall allows both teams to observe, understand and listen to product users, and identify areas where the product could be improved or better meet the needs of the target market.

• Quarterly business review: In QBRs, PMs and PMMs can discuss the performance of the product, including any key metrics or goals that have been met or missed. This can provide insight into the effectiveness of the product and the strategy behind it, as well as the product's performance in the market and areas for improvement. QBRs are also opportunities for PMMs to summarize industry shifts & competitive research to showcase trends, opportunities, and threats in the market.

• Roadmapping sessions: As a follow-up to the previous topic, roadmapping sessions foster discussion about the vision for the product. Through these sessions, PMMs help identify the target market for the product and develop messaging that resonates with this audience. As a pre-session, it’s worth presenting a deck that highlights previous market and customer research to identify key priorities and milestones for product teams to consider during roadmapping.

• Product offsites: Although all teams have their own way of structuring offsites, joint sessions can allow PMMs and PMs to further delve into the product, align on strategy, brainstorm new features to improve the long-term product vision and drive business growth.

Overall, it's important for product marketing and product management to collaborate and communicate effectively in order to ensure the success of the product. By working together via weekly syncs, fly-on-the-wall sessions, quarterly business review, roadmapping sessions, product offsites, they can identify and address any challenges or issues that arise, and work towards achieving the goals and vision for the product.