When I interviewed with Reputation, the CMO told me to imagine myself as the product owner of my two products. Every since then, I’ve thought of product marketers owning the performance of their products. We are the key enablers to defining product benefits, so that the products solve problems for our customers and sell well.

When I started at Reputation, I inherited two products: Messaging was around one year old and Inbox was only a few months old. What I was told was that Messaging is a service that alerted companies to their customers’ incoming messages. Inbox is a container that holds those Messages as well as other forms of private and public feedback.

However, I quickly learned that there was much confusion around the two products, so had the opportunity to work on a go-to-market strategy and messaging framework from the ground up. (If you would like examples of these assets, please email me with your business email.)

My strategy was to combine a quantitative and qualitative approach. For quantitative data, I read through hundred of Salesforce records to see what competitive advantages I could gather through the win/loss notes. For quantitative data, I listened to over 20 recorded customer conversations, interviewed customers, and talked with over 20 sales and strategist team members.

Only after that was I able to complete my go-to-market strategy and messaging framework.

From these foundational documents, I was able to create other sales enablement document such as internal presentation slide decks and personas (If you would like examples of these assets, please email me with your business email.) and external datasheets and competitor kill sheets (See these examples here).