The New Rules of Product Marketing

Product marketing managers were hired to relieve product managers of the extraneous activities that were keeping them from building more exciting new products. The new product marketing managers did all the things the product managers didn’t have time to do: competitive analysis, sales enablement, writing articles and blog posts, working with the marketing communications team, and be a resource for the sales team to help with sales calls. And this list could change at a moment’s notice.

Product marketing managers (and their managers) got used to this mode of operating. It became a reactive, tactical function. A steady flow of deliverables and activities. So tactical, in fact, that the performance of a surprising number of product marketing managers is measured by the number of leads they generate.

The New Rules of Product Marketing

Today’s successful product marketing manager has evolved into a strategic force. In the past, Product Marketing’s primary role was to offload day-to-day, tactical activities from Product Management. This enabled product managers to focus their time finding new problems to solve in the market.

The old rules of product marketing are no longer effective. They focused too heavily on generating a high volume of leads (of dubious quality), and on tactical sales support. The old rules meant product marketing managers were effectively secretaries for the sales team, doing whatever they asked. It made it difficult for executive management to fully understand the value Product Marketing was delivering. And that diminished the value of product marketing managers.

Product Launches Deliver Results not Deliverables

In the new rules of Product Marketing, product marketing managers are Chief Marketing Officers of their products. They look at the big picture and consider how best to achieve the goals of the business first. Then they look at how a product launch supports those goals.

Drives Product Adoption

In the New Rules of Product Marketing, product marketing managers are experts in their buyers and how they make a buying decision. They have a laser focus on what it takes to get a customer from attention to action, to acquisition, and adoption.

Masters the Competitive Landscape

In the New Rules of Product Marketing, product marketing managers know their direct competitors and they know the alternatives their customers could choose. They know the strengths and the weakness of each competitor, including the weakness in their strength. And they keep an eye on potential competitors that could be threats in the future.

Identifies Market Trends

In the New Rules of Product Marketing, product marketing managers play a pivotal role in evaluating and refining the definition of market segments.

Develops a Clear Value Proposition

In the New Rules of Product Marketing, product marketing managers develop deep knowledge about their buyers. And they use that knowledge to develop a value proposition that connects with buyers.

Empowers the Sales Team

In the New Rules of Product Marketing, product marketing managers leverage their market knowledge to deliver information that helps their sales teams find and engage the best sales prospects.

Is a Player in Pricing

In the New Rules of Product Marketing, product marketing are key advisors for pricing because they have keen insights into a buyers willingness to pay. They obsess over understanding their buyers better than the buyers know themselves.

A New Role

Product Marketing has evolved into a strategic role, no longer relegated to generating leads and building slides. The Product Marketing role focuses on driving revenue for Current Products and Next Products. They leave the heavy lifting of Future Products to Product Management.

Get the New Rules of Product Marketing eBook

The contents of this article are summarized from our ebook " The New Rules of Product Marketing ". You can get a copy here .
NOTE: This article originally appeared in the BrainKraft.com blog.