David Angelo Chiapoco 🧠 🚀’s Post

CEOs, founders, and tech leaders still ask me: "What the heck does a Product Marketer do?" One way to understand any role is to see the questions they seek to answer. Here's a sampling of what a PMM tries to solve: 𝗠𝗮𝗿𝗸𝗲𝘁 𝗥𝗲𝘀𝗲𝗮𝗿𝗰𝗵 - How big is our potential market? (TAM) - What segments exist, and which ones should we pursue? - What do these segments care about the most? 𝗖𝗼𝗺𝗽𝗲𝘁𝗶𝘁𝗶𝘃𝗲 𝗜𝗻𝘁𝗲𝗹𝗹𝗶𝗴𝗲𝗻𝗰𝗲 - Who are our direct and indirect competitors? - How do competitors position themselves in the market? - What kind of customer would choose us vs. the competition? - What differentiates us from competitive offerings? 𝗖𝘂𝘀𝘁𝗼𝗺𝗲𝗿 𝗥𝗲𝘀𝗲𝗮𝗿𝗰𝗵/𝗦𝗲𝗴𝗺𝗲𝗻𝘁𝗮𝘁𝗶𝗼𝗻 - How can we group our customers based on needs? (ICPs/personas) - Who are our most profitable customers? - What are the use cases that our customers care about the most? - Why do they use our product? What alternatives exist for them? - Where do they consume information online? 𝗚𝗼-𝘁𝗼-𝗠𝗮𝗿𝗸𝗲𝘁 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝘆 - Where does our audience hang out online? - Which channels work best to reach our audience? - What marketing channels do we exploit for each feature launch? - How do we get existing customers excited about our new features? - What campaigns do we run after the initial launch? - What are our leading and lagging launch metrics? 𝗦𝗮𝗹𝗲𝘀 𝗲𝗻𝗮𝗯𝗹𝗲𝗺𝗲𝗻𝘁 - How do we get our sales team market-ready for our product? - What sales collateral would help them close more deals? - What do they need to know to ward off competitive threats? - What objections do salespeople hear most often? - How do we train our team on the new product? 𝗣𝗼𝘀𝗶𝘁𝗶𝗼𝗻𝗶𝗻𝗴 - What product category do we want customers to view us in? - What's our primary differentiating trait(s) that set us apart? - Who is the feature/product primarily for? - Are we a better way of doing something that already exists? - Or are we a new way of achieving an existing desired outcome? - Or are we a better product for a niche? 𝗠𝗲𝘀𝘀𝗮𝗴𝗶𝗻𝗴 - How do we express the value proposition of new features? - What is the feature name? - What capabilities, benefits, and use cases are we enabling? - How does the messaging vary from one segment to another? 𝗣𝗿𝗶𝗰𝗶𝗻𝗴 & 𝗣𝗮𝗰𝗸𝗮𝗴𝗶𝗻𝗴 - What price are customers willing to pay? - Should we offer different pricing tiers? - How does our pricing impact our positioning? 𝗠𝗲𝘁𝗿𝗶𝗰𝘀 - What are our adoption and business goals? - What benchmarks should we set and why? - What's our timeline for meeting these goals? - How do I convey progress to leadership? ...and so on. If you have someone in the organization looking at all these areas, congratulations - they're wearing a Product Marketer's hat. -- Who in your org answers these questions for you? Is it the Product Manager?

What the heck does a Product Marketer do? by Aatir Abdul Rauf and Marketing Managers Comprehensive Competitor Analysis by David Slowey No flash just content Download/save and when you have time give it a read. The primary objective for every company in this post is to establish a competitive advantage and a distinctive value proposition. To achieve this, your marketing manager must perform a rigorous competitive analysis followed by a customer analysis. Many founders claim they have accomplished this, however, with due diligence, often initiated by the investor, they will more often than not realise that you have not conducted the proper extensive research to ultimately assert you have a competitive advantage, this can be a deal-breaker for an investor. Competitive analysis You should conduct a comprehensive competitor analysis. This will help you understand your market, your customers, your competitors and your opportunities as well as threats and will greatly enhance your domain knowledge leading you to become an expert in your field. You can use the 7 P’s of the marketing mix as a framework to analyse your competitors across different dimensions: product, price, place, promotion, people, process, and physical evidence. Warning: You have most probably fast-tracked through the goals and objectives of building a product, impressive. However, your goal and objectives for building a company and team are probably at it's infancy. You need to make sure that your product build, team build and company build are in sync and that you have the right resources, processes, and metrics in place to measure and achieve. Presently, I am mentoring two companies that primarily focused on product development and built a service they thought the customer wanted only to find out after a belated competitor and customer analysis that they had not included some important and obvious features. It has become a costly and embarrassing mistake for them. Furthermore, you should evaluate the reasons behind the innovation gap of your product. If it is a new product development (NPD), there could be several barriers to its market entry, such as technical feasibility, profitability, or customer demand. From my experience, many companies/founders may find NPD but realise this is a niche product that will not give ROI. For further information check out the feature section on my LinkedIn profile: Topic 20: Marketing Manager's Price, Promotion and Physical Evidence Competitor Analysis Topic 17: Storyboard/business plan for STARTUPS Topic 13: Product Manager's Product and Place Competitive Analysis Please repost to help fellow founders. Good luck, and remember, we're all in this together! David Slowey Pro Bono, Slowey Start-Up Process Programme. #Founder #entrepreneur #VentureCapital #company #fundraising #Innovation #learning #CustomerAcquisition #BusinessGrowth #StartupJourney #BusinessStrategy #BusinessEducation #mentorship #Startup #Startups

"Success isn't just about what you accomplish, it's about what you inspire others to do." 🌟 In the realm of marketing, the right approach can transform not just your strategy, but the entire landscape of your business. A recent exploration into building an effective account-based marketing (ABM) playbook highlights how intentionality and structure pave the way for success. It emphasizes the importance of understanding your ideal customer profile and creating personalized experiences that resonate deeply. One great example comes from the innovative strategies crafted by Mason Cosby of Scrappy ABM. Using a tailored playbook, he showcases how businesses can validate their plans before scaling — making the path to effective ABM clearer and more attainable, even for those with limited resources. Don't underestimate the power of a well-structured ABM strategy! The key takeaway? Emphasizing collaborative ownership among your marketing, sales, and customer success teams can significantly enhance your outcomes. Have a story about how tailored marketing strategies have made an impact in your work? Feel free to share in the comments! We love hearing about your experiences. 💪 #AccountBasedMarketing #MarketingStrategy #BusinessGrowth #Inspiration #CustomerSuccess https://lnkd.in/gA5CJyVf

📌 New Blog: Strategy to Execution – A GTM Playbook for Driving Success A well-executed Go-to-Market (GTM) strategy requires a structured approach that starts with a strong understanding of your ideal customer base (or ideal customer profile, ICP) and buyer (buyer persona). In my latest blog, I explore the key elements of a GTM playbook, from identifying and integrating the right marketing channels to ensuring consistent messaging and measuring results. Whether refining an existing strategy or building one from the ground up, having a clear, adaptable framework is essential. Check it out and share your thoughts on success in GTM. ⬇️ #GoToMarket #GTM #MarketingStrategy #BusinessGrowth

Read the article to know about the 9 essentials for demand gen marketing. #Tools #demandgenmarketing

What Does “Go-to-Market” Really Mean? A lot of people hear the term “Go-to-Market” (GTM) but don’t know what it means. Here in Sweden, it’s often labeled a “buzzword” 😅 - Here’s what it actually means: 🕰️ Here’s How Things Were During the tech boom from 2012 to 2020, companies grew rapidly. Marketing, sales, and product teams often worked in silos yet succeeded due to high demand and plentiful resources. 🧭 How Things Are Now Post-2021, the market has changed dramatically. Political instability, chaotic market patterns, and the unsustainability of “growth at all costs” have reshaped market dynamics. Disjointed efforts are no longer viable. What do you mean by “Disjointed Efforts”❓ - When marketing teams decide to send birthday cakes to prospects and call it a campaign or sponsor an expensive event that is completely detached from the sample of people who actually need the product. - When sales teams are all about the hustle to close deals quickly (Headless Chicken 🐔 style) without focusing on long-term customer value (LTV). - When product teams become the grumpy naysayers, disconnected from customer and market needs, blaming the rest of the team for not leveraging “THE AWESOMENESS OF THE PRODUCT”. Why Go-to-Market Is Key 🔑 - Right Now More Than Ever? Without a unified goal, companies today, especially B2B with recurring revenue models, are set to crash. Setting a common goal for everyone and creating a cohesive framework for teams to work together is no easy task—ask Switch to Eleven about it 😂. On the other hand, creating content that is relevant to buyers, especially in B2B, requires collaboration between sellers and marketers. Companies like Cactix have been implementing engagement plans that ensure both teams are on the same page to secure the best outcomes for B2B marketing and GTM efforts. An integrated approach is essential because without a balanced prioritization of long-term success with short-term gains, Go-to-Market will forever be a buzzword. The master of Go-to-Market, 🐶 Jacco van der Kooij , founder of Winning by Design highlights in his video that past successes are no longer a guarantee in today’s market. He emphasizes the impact of AI on the business landscape and how companies need to adapt their GTM strategies to stay competitive. The old ways of doing business aren’t enough; we must embrace contemporary, relevant insights to navigate the hyper VUCA (Volatility, Uncertainty, Complexity, Ambiguity) world effectively.

Level up your B2B marketing with a winning Martech stack! 🚀 🎙️ Daniel Jacobs shares expert insights on optimizing your Martech stack for maximum impact in B2B marketing. Learn how the right tools can transform your customer experience and drive growth! From building a robust Martech stack to integrating data-driven strategies, Daniel dives into: 🔧 How to select the best tools for your marketing success 📊 Maximizing the power of data to fuel your campaigns 💡 The role of automation in streamlining marketing efforts 📈 Real-life strategies for scaling up your marketing efforts Don’t miss Daniel’s actionable advice on building a Martech stack that accelerates results and enhances performance! 👇 https://lnkd.in/dNBxV4Hg #Martech #B2BMarketing #DataDriven #MarketingStrategy #CustomerExperience #Automation #TechStack #Growth #MarketingSuccess #MarketingInnovation #GTMLibrary

Marketing Orchestration: The Key to Harmonized Go-to-Market Strategies 🎯 Success in B2B marketing doesn’t happen by accident—it takes orchestration. When your go-to-market strategies work in harmony, you create a seamless experience that drives measurable impact. In our latest Heinz Marketing blog, we cover: 🎻 What marketing orchestration really means 🎻 How it connects sales, marketing, and customer success teams 🎻 Proven steps to align your efforts for maximum results Ready to stop working in silos and start achieving real alignment? It’s time to fine-tune your GTM strategies. Check out the full post here: https://lnkd.in/e_K8w8HB #GoToMarket #B2BAlignment #MarketingOrchestration

Discover why RevOps is crucial to ensure growth in 2024 and launch your strategy in four steps, informed by GTM and Demand Generation best practices. https://lnkd.in/d2wPaKFk #marketing #DigitalMarketing