Having a distinct Product Marketing function is part evolution and part smart business sense.

I’ve had and seen the use of “Product Marketing” in a variety of contexts when the actual job role is less than true Product Marketing. For instance, I was a “Product Marketing Engineer” at a very well-known semiconductor company. However, my role was definitely a blend of marketing and product management.

You see this from time to time across small and large organizations where your title may encompass a blend of Product Management and Product Marketing. In a perfect world, I’d like to see this practice changed. If the role is largely performing Product Management, then let’s call it Product Management. If the opposite is true, then let’s call it Product Marketing. I may not win that fight so let’s move on.

Generally, in small organizations, those organizations start out with a true Product Manager role to conceptualize new offerings and take them to market. However, the role really is more on the Product Management side. As the organization and its complexity grows, there comes a time when the Product Management function and Sales may start to think about creating a distinct Product Marketing function.

This is essentially the idea of going from generalists to specialists to better serve the company. And it makes a lot of sense.

With a strong Product Manager in place and a strong Product Marketer ready to work alongside, your launches will take on new meaning and magnitude. Each of the roles can specialize in what they do best and often will complement each other. The two functions can also act as a check on the other to ensure that the right offerings are being pursued and the right message and go-to-market approach is being deployed.

This is a natural evolution for an organization as it grows to split the roles out. The difficulty is in spotting when you are at a point that you really need both.

In Marketing or in Product Management?

In my opinion, you want Product Marketing to be squarely within the Marketing function at the company. Here’s a few reasons why. Keep in mind that these reasons also tie to why you want a Product Marketing function in the first place:

  • Influence in Marketing – The Product Marketing function can guide, collaborate with and influence other Marketing teams when it comes to support of the portfolio. A strong Product Marketing Manager will be a go-to source for other Marketing team members on ideas, support and the like. Having Product Marketing as part of the overall Marketing organization ensures that Product Marketers can easily get the ear of their marketing brethren.
  • Checks and Balances – The Product Marketing function can act as both a check on initiatives and projects the company pursues. If the function sits within the Product Management function, there is less autonomy and authority and so the function will be less inclined to push back when a given project is considered questionable or Product Marketing isn’t comfortable with the launch. Having Product Marketing separate in organization from Product Management means Product Marketing leaders and Product Marketing Managers can express their agreement or disagreement as well as suspend a launch when they feel that the offering isn’t ready, the offering isn’t though through or developed well enough, etc.

And you want this check to exist. It forces Product Management team members and others in the Core Team to be more diligent through the process as they know that Product Marketing won’t go to market without a compelling case and due diligence behind an offering.

  • Stronger Sales Enablement – Working with their Product Manager counterparts, Product Marketing Managers can drive toward content and activities that enable sellers more effectively. Because the Product Manager may be more involved in the actual development of the solution and pay limited attention to development of appropriate and comprehensive sales enablement materials, this is where the Product Marketer can bring their talents to bear. The result is a sales team who is even more comfortable with the new offering or enhancement and has a compelling set of content assets to leverage with prospects and customers.
  • Market and Competitive Insights – A highly functioning Product Marketing function generates market and competitive insights that can guide decision-making for not only Marketing and Product Management, but the organization at large. I’ve seen where solid research on the part of Product Marketing informed senior leadership, shaping their perspective and ultimately, shaping the direction of the company.
  • Insights and Recommendations for New Offerings – A well-informed Product Marketing Manager and team function will have perspective and recommendations for future new offerings and service enhancements. The Product Marketing Manager is always concerned for the buyer whether that be a customer or prospect. As a result, they bring more of a customer advocate orientation than many Product Managers who tend to be more focused on the user.

These are just a few of the most important reasons for having a dedicated Product Marketing function in the organization and where to place that organization. The culmination in this decision is usually a recognition by existing Product Management and Sales leadership that a gap exists.

Check out our blog post – Characteristics of Great Product Marketers