How different are the product marketing KPIs from the product management KPIs?

I've heard before that product marketing KPIs can be squishy—that it's hard to quantify the value of what we do. I don't agree! I have a few KPIs that are unique to PMM, and a few that are tackled with PM, just from a different angle. I'll focus mostly on the shared KPIs:

Shared:

Feature adoption. Self-serve or Sales-led/assisted

- PM would be responsible for continuous feature use over the lifecycle of an account (is the thing we built actually useful and intuitively designed?)

- PMM is responsible for adoption within the first ~30 days (did we get the right message in front of the right audience as soon as possible?)

Shared:

Competitive win rate. Self-serve or Sales-led/assisted

- PM influences by delivering net new or incremental improvements to feautures where we have a key competitive advantage

- PMM influences by getting hyperspecific on how these features are positioned and messaged on the website, in app, and through sales enablement

Shared:

User Acuqisition and Conversion rates. Self-serve.

- A growth PM can influence how intuitive a self-serve trial experience is for new users, and how quickly they get to the 'ah-ha' moment, increasing rate and speed of acquisition and conversion.

- A PMM influences rate of acquisition and conversion early in the buyer journey, through supporting materials like demo videos and guides that help align product expectations with the reality of product experience.

Unique:

New market penetration. Self-serve or Sales-led/assisted

- PMM influences by tuning messaging to amplify existing product features and use cases that matter most to users in new markets

This is a great question! Depending on your product and the complexity of your funnel, PMM may have more or less impact on the metrics PM is responsible for. As you plan KPIs for your PMM team, ensure that they are far enough up-funnel that your team can impact them- or make sure that the PMM team has enough influence on the downfunnel experience (which is usually within the product itself) to impact that metric.

For example, if you're working on a credit card sign-up journey: PMM could own the application rate while PM owns ultimate card sign-ups.

I think there’s a high degree of overlap. The two functions may cut metrics differently or over different time horizons but for the most part many metrics are shared. A few examples that are top of mind: 

• Acquisition / Conversion / Activation - if you’re at a self serve or PLG company, Growth PMs might be really focused on activation and getting customers to the ‘a-ha’ value moment. Whereas PMMs, may be focused on acquisition specifically tied to campaigns or a specific buyer persona (i.e. are we converting the right leads).
• Win Rates - PMs will generaly know about win/losswfor their specific domain. For example, “we lose a lot/some/few deals due to XYZ feature/product gap.” Whereas PMMs tend to be closer to all the win/loss reasons and what those look like overall. 
• Adoption/Usage - PMMs might be looking more at big adoption pushes after a campaign or launch event whereas a PM is looking over a longer period of time.
• Some KPIs/metrics that are specific to PMM : Sales Collateral Usage (what Sales is actually using in pitches or outbound outreach), Marketing Channel Performance (how effective demo videos on a Landing Page are vs. email vs. in-app messages).