Product Marketing Specializations

Also can you share examples?

I'm new to Product Marketing. In the interviews that I've done, I am being asked to present a marketing portfolio.

Our PMM team has been a lean mean delivering machine. Now, due to organizational changes, I'm set to take the lead of our team. What do I need prioritize in a product marketing leadership role to ensure we continue delivering at the same pace, if not better. Can you recommend any resources that could help in the transition from IC to leadership?

We're struggling to find value added differentiators for one of our products that has been around for 20+ years, for which we've historically been recognized as a market leader. Currently we're losing ground because it's very similar to competitor offerings but at 2x the price. What approach would you recommend from product marketing perspective to to drive sales?

I'm the first product marketer focused on a specific industry across our entire platform while the majority of the team is focused on specific product(s) and/or sales segment.

We have various customer-facing teams that communicate with customers each and every day. Unfortunately, they all have different processes and therefore customer comments and questions are not organized in a centralized location. Some use Salesforce to track items, others just keep communications within their emails, and some do not track these comments and questions at all. Looking to see how you handle this for inspiration and/or ideas.

I work in a company that measures the impact of all projects, but admittedly this is a difficult area to track. Would love to any suggestions/thoughts.

For eg: Should PMMs be aligned with PMs (we have a 3:1 mapping), or should PMMs be aligned with the market/buyer persona or something else?

I'm tasked with doing market research -- voice of the customer, competitive intelligence, and doing internal interviews -- to segment a new market and define which building blocks we need and in what order to unlock this new market by different segments.

As an influencer you might just share market and customer research, competitive intel, etc. as another input for PM to consider in their own decision making; whereas if you're a true partner, you're discussing and debating with them, as equals, what product roadmap decisions should be and why, where PMs and PMMs bring different inputs and value to the table as equals. Thoughts on being an "influencer" vs. being a "partner" in guiding the product roadmap? Thank you.