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Scaling and Positioning Sprout Social’s Product Marketing Team

Pragmatic Marketing

Patrick Cuttica , the public-held company's director of product marketing, discussed scaling and positioning a product market team , especially in a growing organization, during an AMA that originally appeared on Sharebird —the place to see how people at top companies do product marketing.

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Scaling and Positioning Sprout Social’s Product Marketing Team

Pragmatic Marketing

Patrick Cuttica , the privately-held company's director of product marketing, discussed scaling and positioning a product market team , especially in a growing organization, during an AMA that originally appeared on Sharebird —the place to see how people at top companies do product marketing.

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From Product Management Back to Strategy

The Product Coalition

As a product manager , you must understand strategy and business, but your responsibilities as well as your day-to-day activities are focused more on execution. If it isn’t, you should recalibrate your expectations — for yourself first, and then for everyone else in the company, starting with leadership.

Strategy 136
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An Organic Farm Startup Onboarding Strategy

The Product Coalition

It can easily be backed up with the lean concept of building strategies, measuring impacts, and learning to improve. This brings sustainability when strategies or decisions need to be pivoted to respond to the market changes. The frameworks (image 1 &2) highlight the approach to take the product into the market.

Startups 120
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Strategic Product Management: The Role of a Strategic Product Manager

Userpilot

In the article, we’re looking at the responsibilities of strategic product managers and how they can use data effectively to shape product strategy and deliver delightful experiences to users! Product strategy defines who we are building for, what to build, and how to build it. What is product strategy?

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Case Study: How ReadyTech Use Product-Led In The Workforce Sector

BrainMates

This team structure does depend on the current objectives and needs for that specific product, such as increasing employee engagement or getting to product market fit for a specific industry. These product managers are driving inbound and outbound activities, so they are part of the product team and the GTM teams.

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Should you disrupt or create a category? 5 lessons from Gainsight’s CMO Anthony Kennada

Intercom, Inc.

Though he had experience in recruiting, sales and product, marketing was new ground for him. There’s a temptation to come in and say, ‘We need to run down the gamut of traditional tactics, like getting our outbound SDR team calling.’ In the early days, if an outbound call [asked], ‘Who runs customer success for you?’

Outbound 112