The product manager role was not a well-defined role itself even until 5 years ago when many SaaS products started taking over the tech space. Most product managers managed GTM plans and maintained messaging docs. The product marketing manager role existed all this while, but it was considered a tactical role, executing on the plans that were thrown at them. Well, that has significantly changed, thanks to communities like the product marketing alliance that brought us into the limelight. These days, product marketers get a seat at the table. They are influencing the product strategy, they are beginning to have their voice heard by championing for the customer, making customer pain points visible and helping the product team as a whole find the right positioning, messaging and the ability to tell a cohesive story.
The line between these two key strategic roles is still blurry and non-existent in many companies. My hope with this talk is to share some best practices on how to align responsibilities especially when no such formal definition exists inside the company. Having worked on both sides of the coin, I have gained some experience to shed light in this area.
How to identify and complement individual strengths and weaknesses
Managing conflict of ownership when it comes to grey areas like GTM
How to tie into each other's goals and OKRs for collective success
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