What product marketing ends up becoming

In most companies, product marketers (PMMs) are seen more as tactical professionals than a strategic function.

Product marketing should be about finding the right story that connects the product, the market, and the people who use it.

It should be strategic.

It should influence messaging, positioning, go-to-market choices, and even product decisions and pricing.

But often, it gets boxed into deliverables. PMMs are expected to:

• Turn product managers' (PMs) inputs into messaging or copy.

• Create and manage website pages - homepage, products, features.

• Build pitch decks and battle cards for sales.

• Write case studies, webinars, and other content.

• Manage programs or a few initiatives, but not really own them.

• Sometimes, just be an assistant to the PM.

Most often, PMMs are treated as a support team to help PMs "take things to market." In some places, they're seen as glorified content creators.

Rarely do they get to shape positioning, influence product decisions, or define the narrative.

And honestly, that's not all bad. It's the kind of work that moves the needle. Something people like me enjoy doing.

But in the larger scheme of things, young folks who are just getting started in product marketing sometimes get disgruntled. They question - is this really the role of a PMM?

And it leaves me thinking...