WRITTEN BY Ben Marullo, CONSULTANT at Fluvio
The B2B SaaS world is rapidly changing and growing. With more software market entrants with similar and almost identical products, the necessity of excellent product marketing is apparent. But in what type of company is a PMM more respected and essential: PLG or sales-led?
PLG IN PRODUCT MARKETING
PLG, or "product-led growth," has recently gained much popularity. As companies vie for attention, PLG offers a compelling advantage: letting prospective users try before they buy. A UserPilot blog post states, "Product-led growth offers customers a self-service model to experience and learn the product for themselves; sales-led companies provide 1-on-1 assistance to guide all sales-qualified leads through every stage of their journey." PLG is a viable and sometimes preferred method of generating leads. But for companies that embrace PLG, how does this change their product marketing function? And if you are looking for a PMM role, does it matter if you have product-led experience, sales-led experience, or both?
ARE PLG PMMS TRULY MORE HIRABLE?
Many PMM leaders have recently shared thoughts on LinkedIn about how hirable a PMM is from a product-led company versus a sales-led one in today's hyper-competitive job market. Hypotheses are circulating that PMMs with PLG experience are more likely to land a job than PMMs with sales-led experience because leadership sees PLG PMMs' contributions as more essential to the bottom line. There are several compelling reasons:
PMMs with more product-focused work have more metrics to show for (improved the trial-to-paid conversion rate by X%, contributing to X ARR).
Speaking to metrics shows more tangible and measured outcomes, which matter in job interviews.
Trial conversions to paid versions are critical in many B2B SaaS companies.
These observations make sense. PMMs often struggle to show clear-cut metrics to potential employers to land their dream job. Sometimes, employers who fail to see these tangible results will overlook these candidates.
However, I would be sorely disappointed if any PMM candidate felt devalued or didn't consider roles at sales-led companies after reading about PLG PMMs and hiring managers who want to see PLG-specific KPIs. The metrics a PMM influences are much more nuanced than that. And that's the essence of why it's such a unique and crucial role in software companies. Let me explain.
THE QUESTION IS NOT SALES-LED VS. PRODUCT-LED
A PMM is a cross-functional strategist tasked with taking your customers on an enjoyable journey from "What is this?" to "I need to have this!" How that journey goes depends as much on the company and product as on their market and industry. Product marketing at sales-led companies can be just as critical and respected at product-led companies. While it can be challenging to quantify the impact of PMM functions like sales enablement, positioning and messaging, and aligning internal stakeholders, these jobs are essential. The critical distinction that defines how effective a PMM is in their role has less to do with metrics and more with how close to the overall strategy they are.
Indispensable PMMs are product experts and strategists who have a strong voice with leadership and help steer the ship. Hiring managers should look for leadership in a product marketing hire. Great PMM experience is both tactical and strategic. It's a potent combination that can sometimes speak to metrics directly and sometimes speak to metrics indirectly. At Fluvio, we have seen that clients' methods to connect revenue to product marketing vary greatly. Only caring about PLG metrics is short-sighted and does not account for the full breadth and scope of a PMM. Our blog post about PMM OKRs further investigates this.
Moreover, in an economic downturn, when companies are dealing with reduced headcount, it's even more important to keep or hire PMMs with both tactical and strategic experience regardless of being able to speak directly to clear-cut metrics. What happens when launches stall if your PMM experience purely executes launches and nothing else? Conversely, suppose you are a cross-functional strategic focused PMM. In that case, you're better studied than other disciplines to take on the weight of lost headcount (think about customer marketing, analyst relations, partner marketing, and more).
GREAT PRODUCT MARKETING GOES BEYOND PLG
It doesn't matter whether you're rooted in a sales-led or product-led background as a product marketer. Successful product marketing aligns with and significantly propels business growth. PMMs should focus on the metrics they influence and sometimes directly own, regardless of whether this is PLG or sales-led numbers.
In this regard, the role of a PMM extends deeper, actively influencing areas such as customer engagement, product adoption, and fostering partner relationships, even if metrics don't traditionally measure these. A proficient PMM will, therefore, be skilled in articulating their value and contributions in quantifiable metrics and the subtler art of influence and business strategy.
As you venture into the job market as a PMM, it's essential to focus on metrics when you can. However, it’s more important to showcase your adeptness in influencing strategic directions and fostering collaborative relationships across various facets of the business. During interviews, underscore your direct contributions and strategic initiatives that have empowered your organization to build sustainable growth. Remember, the true hallmark of a great PMM lies in their ability to navigate between areas they own and areas they influence, fostering growth and innovation at every juncture.
Work Cited
Team, U. C. (2023, August 21). Product-led vs. sales-led: What’s the difference? Thoughts about Product Adoption, User Onboarding, and Good UX | Userpilot Blog.