Chief Marketing Officer demonstrates how to increase pipeline attribution, customer loyalty, and customer lifetime value through product marketing.

Phil Montgomery - Vice President of Marketing

 

Our show today demonstrates how to increase pipeline attribution, customer loyalty, and customer lifetime value through product marketing. Too often product marketing teams are focused on features and functions.  Our conversation today is focused on associating product marketing excellence with revenue contribution. It’s difficult to grow revenue faster than your industry’s growth rate and faster than your competitors. Leverage the How to Make Your Number in 2018 Workbook to access a revenue growth methodology to hit your number quarter after quarter, and year after year.

 

Joining us today is Phil Montgomery the Chief Marketing Officer of Pulse Secure.  Pulse Secure provides secure remote access not only to your data center, but also to your cloud applications, from desktop and mobile devices.  Watch Phil demonstrate how to increase pipeline attribution, customer loyalty, and customer lifetime value through product marketing.

 

In today’s show, Phil shares how to raise the level of performance of your product marketing organization. Phil is uniquely qualified to speak on this topic having spent his career in a combination of product management and product marketing leadership roles.  Phil has launched more than thirty products, mostly software in the B-to-B infrastructure and security spaces. 

 

Why this topic? Product marketing teams that do not have revenue targets are considered overhead. They are not revenue contributors. Weak product value propositions, messaging and competitive positioning statements result in poor win rates and deal sizes. Underfunded, and understaffed product marketing teams translate to poorly enabled sales forces and disappointing revenue performance. 

 

Product management and product marketing need to interlock. Watch as Phil describes that one of the first things to is to move the product marketing team to sit with the product managers.  “I’m a big believer of what I call Two-in-the-Box. By that I mean product management and product marketing. They are two sides of the coin. There is often overlap. These two groups need to be working together at all times.” 

 

A central discussion involves a framework for executing world-class product marketing. This framework includes the fundamental deliverable actions and the approach required for success.  Included in the discussion are tips on who to include as stakeholders in the process. Customer and prospects interviews, as well as sales staff need to be part of the process. 

 

Product Marketing should play a more strategic role. The role begins with understanding the buyer. They must understand the customer and if you’re a channel company, then they must treat your channel partners are customers as well. If your products are not properly positioned, priced or packaged, no amount of white papers or collateral is going to help. Too often product marketing is only leveraged in a technical function that delivers white papers, webinars and delivers PowerPoint presentations to the sales field. 

 

The root of the product marketing problem often occurs because of weakened product value propositions in messaging and competitive positioning statements.  This can result in poor win rates and deal sizes. Underfunded and understaffed product marketing teams translate to poor enabled sales forces and disappointing revenue performance. Hopefully today we discuss how to make sure that that doesn’t happen to you. 

 

Have expectations gone up and left you wondering if you can make your number? Here is a Revenue Growth Diagnostic tool that will help you understand if you have a chance at success. Take the Revenue Growth Diagnostic test and rate yourself against SBI’s sales and marketing strategy to find out if:

 

  • Your revenue goal is realistic
  • You will earn your bonus
  • You will keep your job

     

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