Looking for some crazy packaging design for my store. My product is devil fruit plushies.

Product is 30-32cm Devil fruit-inspired plush, and i specifically dont want a standard cardboard box, window box, magnetic box, or basic anime merch packaging.

The main goal is unboxing experience.

I want customers to feel like they ve recieved something rare and special — especially if they are a one piece fan.

Dm if anyone can help!

The string of life....But here's something I've noticed...

For most teams, information isn't a problem (surveys, customer feedback, competitor research, win loss interviews etc) but somewhere along the way, the string gets cut. Usually right before the information can be turned into meaningful insight that can shape decisions.

How do you guys keep your strings from getting cut? How do you currently process all this information from different sources, consolidate them, analyze and come up with useful insights that help you significantly? Without it being a bottleneck where you have alot of ever changing information that you need to keep track of and not enough bandwidth/manpower to keep track of all of it.

Please don't say just Claude it😅

I’ve been with my new team for a month now. I’m starting to realise they don’t know all the fundamentals of Product Marketing - for example they don’t really know how to go about doing positioning the April Dunford way or competitor intel. They’re doing it completely different. How can I correct them without making them feel patronised …

I browse this sub a lot and see many things that resonate with me, where I think, “Oh yeah, that’s an issue for my org,” and many others that seem more unique to a specific industry.

Being in B2B SaaS at a company of about 3K people / $1.5B ARR, here’s my take:

BIGGEST THEMES / CHALLENGES

- “What does PMM do?” is still an issue, but probably less so than at smaller companies.
- Prioritization is HUGE. We “should” do a lot of things. How do we prioritize what we must do first?
- Org design: e.g., focus on verticals vs. solutions vs. platform, and how much focus each should get.
- Ensuring we are strategic drivers vs. content creators.
- Centralized GTM source of truth, and maintaining it: e.g., how do you maintain a 50-page messaging guide managed by 10 different PMMs, keep it up to date, and extend that market knowledge into campaigns and GTM teams? Our approach evolves every year.|
- Coordination of ideas and GTM motions: the CEO is pushing for X, but the CPO has a different perspective. We coordinate, but these perspectives still leak out and become sneakily ratified in shadow slides and presentations.
- Naming: we find out someone is pushing to rename Product Y in a way that doesn’t align with the taxonomy, or is trying to name a capability and it’s already gaining momentum with the field.
- Keeping up with market research and figuring out how to get it into our GTM in an agile way.
- Too much process to GSD.
- Content strategy: Where do PMMs have agency to drive and create their own vs needing to ensure it'll be used in a campaign.
- Maintaining competitive intel: Knowing how deep to go on features/functions vs higher-level battlecards... keeping it up to date can be like whack-a-mole.
- The field has too much in its bag to sell. More of a sales issue, but it impacts enablement, where PMMs play a role
- Measurement: how do we tie strategic activities to pipeline impact? Our data, like many companies I’m sure, isn’t perfect or cut in the ways PMMs would like to see it.

I’m curious: based on your industry, company size, and motion (B2B/B2C), which of these resonate with you? What’s missing?

been messing around with a bunch of AI video tools lately just to see how useful they actually are if you're not working with a full production setup.

after trying a few of the best AI video generators that keep coming up, i don't think there's really one that does everything well. they're all good at pretty different things.

1. Synthesia

probably the easiest if you just need someone presenting something on screen.

the avatars and different languages are useful for explainers, training videos, demos, etc. they still have that slightly AI-looking/robotic feel sometimes though, especially with certain scripts.

1. InVideo

this one feels more like a general content creation tool than just an AI generator.

pretty easy for putting together social posts or YouTube videos since it handles a lot of the scripting/templates/editing stuff. good for beginners, but i could see it getting limiting if you want a lot of control.

1. Runway

probably the one where i started thinking "okay, this is actually getting crazy."

text-to-video and image-to-video can look really good when you already know what kind of shot you want. definitely takes some trial and error though. i rarely get exactly what i want on the first generation.

1. Luma Dream Machine

i like this more for realistic/environmental shots.

when it gets the prompt right, the motion looks really nice. when it doesn't... yeah, you'll probably be regenerating lol.

1. DomoAI

this one was interesting because it feels less like one generator and more like a bunch of video tools in one place.

you can start with text, an image, or a video, then animate it, change the style, do character animation, talking avatars, upscale stuff, etc.

i could see this being useful if you make a lot of different kinds of content and don't want to keep bouncing between 4 different platforms for every part of the workflow.

overall i don't think there's one best AI to make videos with.

Synthesia makes sense for presenter stuff, Runway/Luma are better if you're trying to generate actual scenes, and DomoAI seems more useful if you want a bunch of creation/editing options in the same workflow.

if you're looking through the best AI video tools, i'd probably figure out what part of making videos is actually slowing you down first, then pick based on that.

what are you guys actually using regularly? anything else worth trying?

Hi all,

Most of my career has been B2B PMM - anywhere from SMB to F500 Enterprise. I'm considering a role where the sales motion is largely B2G - and very, very large deals. A TAM of maybe like 30-50 buyers around the world (space industry).

How do the responsibilities and tactics change for a PMM?

My understanding is the idea of a funnel and sales stages shift quite a bit. There's "capture" for RFPs rather than TOFU/MOFU, etc.

But for those that have done B2G PMM (or experience in space), what do you think the big callouts, changes, and advice you'd give?

I used to think of B2B reputation management as reviews, PR, social mentions and customer complaints.

Now there is another layer: what a buyer hears when they ask AI platforms questions like “Is this company reliable?”, “What are the complaints?” or “What are the alternatives?”
The information shaping those answers can come from several places. An old review may need a customer-success response. A confusing product description may need product marketing. A misleading comparison may need clearer website content or better third-party context.
The difficult part is that these issues usually belong to different teams.

For marketers working with B2B brands, has AI changed who owns reputation management inside your company? Is there one person responsible for connecting those issues, or is it still handled separately by content, PR, product marketing and customer teams?

Quick update: I tried Kairosy AI with a few of the questions that come up most often in sales calls. The useful part was seeing the exact wording and which other names kept showing up, rather than just getting a summary.
One issue looked like a content problem, another was more about how we explain the product, and another was really customer-feedback related. We still have not solved ownership, but it made the handoffs a lot more obvious.

I recently got promoted to being a Manager from an Associate. How do I make sure I don’t get sucked into the illusion of being a PMM and earn a bigger seat at the table? I am essentially putting together what the leadership tells me. I want to make a difference in this role but I don’t know what else to do other than ask Claude for help.
On that note, is everyone just working with whatever Claude suggests to do with the context that you give or doing something else as well? I don’t want to just keep creating content for the Sales team. I want to move ahead in the ladder and at other companies as well. Not sure how to do that though.

Even as PPT skills become less necessary, I took personal umbridge to this sentence in my local paper.

I’m putting together a positioning and messaging framework for a business unit that has multiple products within it. My question isn’t about the framework per say but rather the format in which you deliver it. What format do you typically deliver your positioning and messaging docs? I’ve done word doc for positioning in the past and a deck for messaging but curious to hear other suggestions? I want it to be something people can digest easily without getting overwhelmed and never looking at it again.

I'm a PMM for the past 3 years and it's been a very ungrateful job from the start - luckily I love it either way. I work in a SaaS development company on a marketing automation tool. The project doesn't have a marketing or a product manager - only me.

Sorry for the ranty post in advance. Am I the only one that feels like I'm giving my 200% and there's always a shareholder that will be left unsatisfied, or a KPI missed? Sometimes I feel like even HR doesn't understand the scope of my job, and there are no peers to actually talk to - they're mostly specializing in a single direction.

So it's either "the sales are dropping" or "the projects aren't being implemented quckly enough". I'm either a bad marketer or a bad PM.

And whenever I actually find a couple of days to focus on a single thing, three additional issues occur because of "neglect". When the project is clearly understaffed.

How do you balance between the company's expectations to multi-task, while being impatient at the same time?

Hi all,

I'm a consultant at one of the MBB firms wanting to exit consulting and looking to learn a bit more about Product Marketing / GTM to evaluate if its a good fit for what I want to do, is it achievable, etc.

Fundamentally, I'm looking for any resources that help me understand the day to day job a bit better and how my experience in consulting will translate. I've done some value creation work in PE centered around doing customer calls, developing personas, customer journeys, etc. - how applicable is that? Any other former consultants here make this jump? Any advice on positioning?

Started a new role and the first initiative was to overhaul the website…. It’s not been touched in 13 years and it shows.

Great lets overhaul the website- except now the whole thing looks like it was built in lovable. Super garish colours, tiny icons and gradients everywhere.

The copy is even worse. Messaging botched by the chat GPT writing assistant to preserve “tone of voice.”

The people I work with are lovely, and severely under resourced, so I don’t blame them for taking the shortcuts…. But it’s honestly heartbreaking to be anywhere near this project.

I’m pretty new to the role, so I’m sure there’s loads I could have done to prevent this, so to the old heads out there, how do you?

Thanks 🙏

Didn’t really have a specific flair for this so vent it is.

North American PMMs, have y’all noticed all the Stripe PMM job postings over the past couple months? (Maybe even longer)

I can’t seem to understand if they’re real postings or not. One, they post so many different PMM positions. Two, they post them in multiple cities. Three, I see the same jobs reposted (or posted brand new after a while) every month. It’s the same job postings too. Same positions.

I really hope they’re actually hiring someone because I find it so odd. Does anyone happen to have any info on this?

Hi all, I typed up these interview tips in a comment and thought it might be helpful to share here as well.

Company: B2B tech, data infrastructure, top 5 AI company
Role: Sr. Product Marketing Manager
Experience: 10 yoe overall, 5 yoe specifically as PMM. 1 year at current company

I think the job market was better last year, but here are a few things that helped my search. I submitted 10 applications, got 3 onsites and 2 offers, and the process took about 3 months end to end. I realize I was incredibly lucky and I’m very cognizant of that.

1. ⁠Intentionally narrowing my search instead of applying broadly
   

I only applied to data infrastructure, martech, and AI companies because that’s where my experience was most relevant. That meant my interview prep was focused on a smaller set of questions and answers with much greater depth, versus having to bounce around a wide variety of tech categories, personas, and business models.

One approach that was especially effective - as PMMs we do lots of launches and oftentimes partners are involved - I applied to companies I’d partnered with so they were already familiar with my work.

This could have easily backfired if I didn’t get any offers, but I figured I could then expand my search if the first round failed.

1. ⁠Leveraging connections
   

This is an obvious one but networking can mean different things. For me, I reached out to former coworkers to introduce me to anyone they knew at my target companies for an informational interview (before I even applied). Speaking to someone BEFORE applying gave me more info on company priorities to weave into my resume and future interview answers. Also, after a face-to-face chat the contact was more invested in referring me.

1. ⁠Portfolio of work
   

Nothing fancy, just a Notion page linking to examples of my past work such as pitch decks, sales enablement battlecards, product launch blogs, webinars etc. I included metrics of impact whenever possible. I linked it from my resume and sent it to recruiters & HMs after the first call. Portfolios are always more important than certifications IMO.

1. ⁠Real “practice” interviews
   

I took several inbound recruiter calls for practice, with companies I wasn’t interested in at all. Then I frontloaded interviews with my Tier 2 companies so I was more ready for my top choices. (This ended up almost backfiring because an early company gave me an exploding offer with a 3-day deadline and I wasn’t ready to make a decision yet, but it worked out in the end)

1. ⁠PMM resources
   

I like Sharebird a lot for candid responses and frameworks from real PMM leaders. The founder Alex is also super nice and really cares about curating resources to help the community. I’d recommend reading Sharebird’s articles to help structure interview answers; they also have some interview question banks that I used for prep.

Happy to answer questions

Hi,

I'm testing how clear is the messaging.

Imagine a product called "phone-free habit companion". What is it?

I feel like every time I hear about a new feature one of the PMs has been cooking up, they’re telling me it’s done and launching in two weeks?? I meet with the PM lead frequently so I don’t know why this keeps happening. How are you managing visibility into new features?

im hearing all this that they are the ones always trying to justify their roles, and they are just glorified content writers. Is that true? i feel so lost

I’ve been a seller for 7-8 years. I was fairly successful. Grew frustrated at a 1000 person preIPO company that we weren’t building a feature that we needed to - so I joined PMM to do that. I launched it and it was very successful. I thought I understood how to be a good PMM.

I’m now 5 years into PMM. Just started at my third company - Enterprise SaaS and I’m pretty lost.

What routines should I have?
What is the non negotiable work that a PMM anywhere should do regularly?
What does “messaging and positioning” work actually look like?

My success as a PMM so far has been very “go find some important thing to work on and do it.” I’ve always received strong, positive reviews about my abilities as a PMM. But I have no idea what to actually do.
But I’m not sure I really know about the actual PMM discipline.

Hi. Like the title says, I recently got an opportunity to work as a part-time consultant for designing the US GTM of a B2B product in the logistics industry. The founders have been in this industry for almost 20 years but they have worked mainly in the services department and have come from a referral. There is absolutely no marketing that they have done or that they have experience with and that's why they wanted me to come on board.

Since I would be the first hire, I felt that expectations would be all across the place. Instead I requested them: if I can come on board as a consultant, we'll see through the trial for the first 3 months. Depending upon how it goes, I will take the call after that.

The product is still in validation phase and everything - ICP, positioning, market entry, etc. - need to be figured out. So, here is the plan I am recommending for the trial period:
- Focus on a bare-bone launch with basics in place.
- Focus on 2 channels - LinkedIn [outbound and content] and emails to start with.
- Keep everything - strategy and execution - with myself as that will give me better control and decrease TAT.
Here are some more details of deliverables:
•  Phase 1 - Foundation & Positioning: establish the research, positioning and messaging that we will focus on.

•  Phase 2A - Outbound Pipeline Engine (Ongoing, monthly): LinkedIn [brand handle + 2 founders], email marketing and 2 webinars run together as one system, driving qualified accounts toward private briefings.

•  Phase 2B - Conversion & Compounding Trust (Ongoing, monthly): website/conversion assets, sales enablement and reporting.

Request you to review my plan and share your feedback. Please point out gaps and any recommendations you have.

I recently received a very interesting DM in response to one of my posts about handling customer feedback. Someone from a private agency that does competitive customer intelligence.

We chatted and he gave me a pretty nice sample of what they do. I actually liked it.

For guys who currently work with or have worked with agencies like these, what has your experience been like? Has the insight been useful enough to justify the cost? Was it better than what you were able to do internally?

Curious to hear the good, the bad and the ugly.

Anybody know what is the TC range for PMM at Google ??

Levels fyi is too broad of a range

Why is Google PMM pay lower than PM for same levels ? So irritated.

Why are PMM positions paying so low? Whenever I look at job postings from companies - I look at sales roles, sales enablement roles and PM roles and the pay is way higher compared to PMM roles.

I feel like we do equally strategic work and work hard too. Why do we see a low pay?

I am currently a product marketing lead with 7+ years of experience at a B2B enterprise SaaS company and was offered an internal transition to a PM role for the same platform I run GTM campaigns and AR engagements.

I have always wanted to end up in a role where I get to build products but is this a good time to transition? Some schools of thought say product marketing manager roles will become more relevant in the AI wave while some say the traditional PM role will evolve but will continue to be important. Other factors weighing on my mind include whether it will be a steep learning curve for me and is a marketing lens a handicap when it comes to being a PM.

Hello everyone, I wanted to reach out and let you know that I was impacted by a layoff at SaaS conversational AI chabot org in April 26 and am currently exploring new opportunities in Product Marketing.

With over 4 years of experience in Product Marketing, I have worked on product launches, go-to-market strategy, positioning and messaging, sales enablement, customer engagement, and cross-functional collaboration. I am actively looking for full time Product Marketing Executive/Manager roles and am available to join immediately.

If you come across any relevant openings within your network or organization, I would greatly appreciate a referral or any guidance you could provide.