What are the three most important metrics to measure the impact of a product marketing team?

Great question - Because I am so focused on Industry Marketing right now, I have it divided between Product Marketing KPIs and Industry Marketing KPIs: 

For Product Marketing: 

• Conversions NARR 
• Attachment rates - new logo and cross selling
• Product ASP - the sales price, keep a close eye on this

Industry marketers on the other hand look at:

• Industry/Segment NARR
• Gross Pipeline
• Win/close rates

1. Revenue - this should specificially be marketing contributed or influenced. 
2. Retention - this is typically a percentage and the target number will be dependent on the maturity of your prodcut line. Its also possible to see this target exceed 100% if you are increasing your price on your product or if you are focused on upsell / account expansion based on your marketing strategy. 
3. Net promoter score - or any other key indicator of cusotmer satisfaction.

If all three of these things are positive, you’ve likely got happy customers, and I’m happy if the customers are happy!

Obviously exact metrics will vary by company, but metrics that fall in one of these 3 buckets:

1. Revenue (ARR, MRR, LTV) - some measure that shows that the products/areas you focus on are capturing, as well as creating, value.

2. Product usage (Activation, churn rate, time spent <...>) - "shelfware" is the bane of many a PMM's existence, but with cloud, modern telemetry and PLG motions, it's never been easier to see if people are using your products and how, for how long, etc.

3. Customer engagement/satisfaction (Net Promoter Score, CSAT, 3rd party ratings/rankings) - Happy customers are a leading indicator of future revenue so build out a program to track at least one measurement.

It does depend somewhat on where you are in your growth and how broad your portfolio is, but i think along 3 'north star' metric dimensions:

• Business KPI, that PMM indirectly influence: SQLs, Win Rate - ideally PMM tracks the trend over time rather than the absolute to seperate the signal from the noise
• Activity KPI: are we shipping what we committed to ship, and are we doing it on time, with quality
• Leverage KPI: is what PMM produce being used. I try to move beyond content downloads or views and push for utilisation e.g. are our enablement assets connected to opptys and driving pipe