This article is based on Larry’s talk at the Product Marketing Summit in Denver, 2023. To watch this talk in its full glory, click here. Check out PMA OnDemand for even more exclusive videos.

Let’s start with a quick introduction. I'm Larry Goldman, and I'm the Director of Product Marketing for one of the business units at Progress Software, a company better known for its brands like Sitefinity, Chef, and Telerik.

I’m also a proud husband and father, which, I warn you, makes me prone to cracking dad jokes. Have you heard about the restaurant on the moon? Great food, but no atmosphere!

I thought I'd add a few more jokes into the mix, specifically product marketing jokes, so I went to the PMA site and found more templates than I'll need in my lifetime, but no dedicated product marketing jokes section. So, I had to make up my own and you’re just going to have to deal with it. Here's one:

Knock, knock.

Who’s there?

Product marketing.

Product marketing who?

Exactly.

That's what this article is all about. If your company's response to 'product marketing' is 'who?', then you're in hot water and far from being indispensable. We’re going to look at how you can change that.

Here’s what we’ll cover:

  • Why your PMM team is being overlooked
  • Six strategies to amplify your PMM strengths and become indispensable
  • How to maintain prominence once you’ve achieved it

Why your PMM team is being overlooked

Have you ever felt uneasy about your standing within the company? It's okay, you can admit it. It happens to most of us from time to time, particularly during periods of change.

Why your product marketing team is being overlooked

So, why might you be feeling overlooked? There are a bunch of possible reasons:

  • You might be chasing the wrong priorities.
  • Maybe you don’t know your customers as well as you should. Has a salesperson ever asked you for a customer contact, and you were at a loss for a quick answer? That might make you feel a bit out of touch.
  • Are you consistently late in delivering tasks, making people question your reliability? Or maybe you're too engrossed in day-to-day tactics, losing sight of the bigger, more strategic picture.
  • Do you have a champion in your corner, someone within the organization who advocates for product marketing? You're lucky if you do.
  • Could it be that your team is chronically understaffed or lacks the necessary skills?
  • Or perhaps you're involved in long-term projects that make it difficult to demonstrate immediate tangible results, so others fail to see the value of your work.

These are all potential factors that could make you feel slightly uneasy, and that uneasiness tends to be amplified in times of change. Change is a constant in the business world, and I tend to categorize it into two types.

First, there's sudden change – the kind that hits you out of nowhere. Maybe your boss leaves unexpectedly, or you wake up to an email announcing that your company has either been acquired or has just acquired another business.

Or maybe a competitor releases an unexpected product and surges ahead. These abrupt shifts can be disruptive but they need to be navigated effectively.

And then there’s creeping change. This is the gradual, almost imperceptible shift, like the proverbial boiling frog, that slowly transforms the status quo until one day everything’s different.

An example of this could be that you notice that you're not being invited to meetings anymore. Or maybe you're seeing people take over activities that are traditionally handled by product marketing. These are the slow, creeping signs of change you need to keep an eye out for.

Remember, change doesn't have to be bad, but is inevitable, so you have to be prepared and ensure you're protected from this constant ebb and flow.

So, how can you overcome these challenges and make yourself and your team indispensable? By following the six steps below and amplifying your strengths as a product marketer.

Let’s dive in.

Step one: Define your role and responsibilities

First, you need to clearly define the responsibilities that fall under product marketing, let others know what these are, and own them. Here's a list of tasks that we usually undertake as product marketers. Some of them might not apply to your role, but most are non-negotiable:

Now, tasks like pricing could be negotiable. Depending on the company you work for, pricing could be the responsibility of product marketing, product, or even sales. I’ve seen all those permutations.

If someone else is claiming pricing, you need to decide whether it's a non-negotiable for you. Is it worth fighting for? If you decide sales should handle it because it affects them more directly, don’t remove yourself entirely. Always stay engaged, always have a hand in it. Make sure they know you're interested and that you have valuable insights to contribute.

Step one: Define the PMM team's role

However, you should be careful not to overcommit. Tempting as it can be to say yes to everything, it's far more important to perform the tasks you do take on exceptionally well. Balance is key.

Step two: Build exposure for your team

The magic of product marketing is that we're at the heart of everything, like the mortar between bricks or the sand amongst the rocks. We interact with all departments – sales, customers, product, executives – we're an integral part of the mix.

But here's the deal: if people aren't seeing you as the customer expert, the voice of the customer, it's high time you change that. Familiarize yourself with customer personas, speak their language, and share their stories.

Ever thought about creating a playbook? If not, get on it. It's an incredible way to consolidate all your knowledge in one place. Being pestered with queries? Point them to the playbook. Want to wow leadership? Showcase your playbook. It's a single source of truth that amalgamates your messaging, positioning, competitor analysis, customer personas, and all the nitty-gritty of your work.

Step two: Build exposure for your PMM team

And don't limit yourself to demand generation; involve yourself in the entire lifecycle. Yes, leads and revenue are crucial, and everyone's chasing those, but don't forget about your existing customers. Sure, there might be a dedicated customer marketing group, but be proactive in collaborating with them.

Lastly, don't wait for an invitation to crucial meetings or sessions. If there's a customer advisory board, be there. If sales is conducting a demo and you want to learn from it, get involved. Is a branding team meeting happening? Join in, because you know the customer, and that knowledge is power.

Let me share a story. A few companies back, I was deeply involved in the development and promotion of buyer personas. HR approached me to be part of the onboarding process, where they conducted a comprehensive week-long program for new hires. They wanted me to present the personas and competitive landscape to newcomers. I was more than happy to step in, so I jumped on the opportunity.

For about a year, I found myself in front of every new employee – be it executives, support staff, product or sales teams – explaining our key personas, who we're selling to, why, and how our products meet their needs. Not only did this provide a valuable introduction for new employees, but it also positioned me as a go-to for information on these subjects.

Finally, always make sure to share your wins. Celebrate your achievements, and don't forget to acknowledge those who contributed. When you finish a set of data sheets, share it with everyone, thank your team, and use it as a chance to highlight your accomplishments.

Step three: Build your network of allies

Knowing who your partners are within the company is key. These could be internal teams like product or marketing. If these teams are saying “Product marketing who?” you're not integrated enough. You’re going to need to put in a little extra work to build those relationships.

Step three: Build a network of allies

Sales leadership is also invaluable. Winning them over can massively boost your initiatives, as they can help push your agenda to the sales team. In my opinion, they’re your best partners.

Building connections with executive assistants, community leaders, or the person in charge of tech support can also be very powerful. I call this the "influential periphery." These are individuals who might not be the most obvious allies but wield significant influence within the organization. By connecting with them, you can extend the reach and perception of product marketing.