Gathering customer feedback - who is the owner of this in your org? are they different in the different stages? Design partners, Beta testers, when fully released?

Yes depending on the type of feedback sought we have different owners, but we are trynig to move to a place where the Customer PMM owns tracking of outreach (we don't want to ping the same account 7 times across different deparments).

In-product NPS is owned by customer success, but interviews off the back of low or high scores are often handled jointly by CS and PMM.

Beta feedback is owned by the product team, but PMM might often tag along for interviews so we can see from a customer's perspective how they would describe the value they receive.

Product UX feedback is owned by design (sits in product). Website feedback is owned by Acquisition Marketing.

Testimonials and case studies are owned by Customer PMM

Value-fit and pricing interviews are owned by PMM

This depends on the company's norms and how different teams have been set up. I've seen user research lead this entirely, and I've also seen a dedicated "Voice of the Customer" program manager who wrangled all internal listening channels. 

One area where I've seen PMM historically drive a ton of value is with market and competitive insights. Especially at Gong, given our product, Product Managers have access to customer insights but oftentimes don't have visibility into opportunities outside of the customer base.

Focusing specifically on customer feedback (or user feedback), PMs generally own collecting and synthesizing feedback during the design partner and beta periods. After the release - it depends. The Product team should own end user feedback post-launch on a systematic level; where PMM can add value is staying close to the field and new segments you're prioritizing on the GTM side.

For example, if the GTM team is going after a new industry, PMM should be listening to product feedback from these new customers and potential customers separately and differently from how we'd treat feedback from core end users. What about new personas or teams? For these high priority segments, the PMM org should be packaging up their feedback, market requirements, and market size to inform product roadmapping. 

I think there are actually 2 questions here. Who collects the feedback, and how a team decides to respond to it. The maturity of the product matters here, so I'll break it down into 2 stages:

1. For very early-stage products, keep a much responsibility withing the core working group as possible- This means collecting feedback, troubleshooting, analysis, and sales enablement/internal comms and education. Shortening the feedback loop helps the team move faster. In this model, both PM and PMM collect feedback through the channels they have access to. PMM is critical in this stage because they are helping craft product direction before there's a lot of data to draw from. PMMs assist in the actual collection of the feedback, and help interpret the information into a roadmap, a messaging pivot, or a critical bug fix.
2. For scaled/mature products, leverage the strength of the organization- In my experience more mature product feedback has been collected by teams with particular focus on certain channels: Social care and support, Customer Service, and Product. They each own their respective channels for feedback and they are collated at specific moments (such as quarterly planning) to inform the product roadmap. This work has usually been owned by Product with input from PMM- where PMM can add the most value is contextualizing that feedback. Which of these pieces of feedback should we prioritize and why? Is there something in the competitive landscape that will escalate a certian set of features? A bug that is particularly harmful to the product's reputation or user experience?

Many different functions gather customer feedback - we have a customer feedback hub that attempts to centralize all the different streams of customer feedback from various teams into one dashboard / engine. This includes everything from NPS surveys, feature requests logged in product, win/loss notes from Salesforce etc. We have a research team that drives a lot of this feedback, but product often is gathering customer feedback from betas, PMM from buyer persona research, BizOps from broader market research etc. I think what matters is less who is collecting the feedback, but moreso how you’re sharing the learnings across teams and making them accessible to everyone through a “centralization” dashboard like we do at Intercom!