May 17, 2024
Product Marketing
Product Management

Is it your job or mine? Product Management vs. Product Marketing in B2B Tech.

I have worked as a Product Marketer for a long time and over the course of my career I’ve had the pleasure of working with many wonderful Product Managers. I’ve found that the role of Product Marketing is a bit nebulous and the definition of it changes from company to company. Oftentimes, the responsibilities of PMs and PMMs are intertwined and overlapping. There are many areas that I’ve seen PMs own in one company and PMMs own in another. For the purposes of this blog I will focus on areas where both PMs and PMMs can contribute including competitive analysis, customer feedback, pricing and sales enablement/training.

Competitive Analysis

Having a deep understanding of competitors is important for any company. I have seen competitive analysis owned by PMs in some organizations and PMMs in others. I believe that there is a need for both to be involved. Product Managers are usually experts at providing feature to feature comparisons of their products. Sales needs to have detailed information on differences in functionality in order to win deals. Just as importantly, sales and marketing should have a good understanding of competitive product positioning and messaging which is more in the Product Marketing domain. PMs and PMMs should work together to provide a complete picture of a product's features, functionally, positioning and messaging to enable sales and marketing success. 

Customer Feedback

It is critical for Product Managers and Product Marketers to have a solid understanding of their customers. The better they know their customers, the better products they can make. For PMs, getting customer feedback on product usability and feature requests should be an essential part of creating the roadmap. I’ve seen a lot of positive input come from customer user groups and advisory boards run or co-run by PMs and PMMs. This input allows customers to feel heard, builds advocacy and can lead to incremental revenue through cross-sell and up-sell opportunities. Similarly, Product Marketers must have an in-depth understanding of their customers in order to create messaging that appeals to them. PMMs can add value by building personas and ideal customer profiles for PMs, sales and marketing to leverage. PMMs should dive into the customer’s business challenges, pain points and motivations in order to inform key product feature needs and sales strategies. Pairing PMs and PMMs on customer feedback calls is ideal in order to access product usability, feature requests and business challenges.


When it comes to pricing I’ve seen some organizations put this squarely in the Product Management camp. They are often the key drivers of accessing a product’s worth relative to costs. However, I have also seen organizations where pricing is jointly owned by PMs and PMMs which I think is the ideal situation. PMMs look at pricing through the lens of what the market can bear. They can also have influence over the pricing model in addition to the price point. Both PMs and PMMs should do work on competitive pricing in order to inform their decisions. In addition to Product Management and Product Marketing, Sales should also play a big part in pricing. They have keen insight into what prospects will tolerate when it comes to price points. In summary, pricing should be a combined effort between Product Managers, Product Marketers and Sales.

"The relationship between PMs and PMMs should be symbiotic and while it is easy for the lines to blur it is important that each PM/PMM combo knows their responsibilities and who is doing what."

Sales Enablement/Sales Training

I believe that sales enablement and sales training are two different things that need to be managed and executed together. Product Managers need to educate the sales team on technical product features. They also need to train sales engineers on how to demonstrate the product. PMs should be the masters of sales training with assistance from PMMs. Product Marketers have a big role to play when it comes to sales enablement. They should be the drivers of the product’s value proposition. They should also be able to take technical product features and translate them into business benefits that the sales team can talk to. Product Marketers should drive the creation of sales collateral that teams can use in the prospecting process. Product Managers will definitely play a role in contributing to collateral creation, we need your help verifying that the product language is factually accurate, but don’t worry about writing prose yourself - we can handle that part! Sales enablement and sales training should be a combined effort between Product Managers and Product Marketers with PMs leading technical training and PMMs driving positioning and enablement.


Competitive analysis, customer feedback, pricing and sales enablement/training are just a few of the many ways that Product Managers and Product Marketers can work together. The relationship between PMs and PMMs should be symbiotic and while it is easy for the lines to blur it is important that each PM/PMM combo knows their responsibilities and who is doing what. I love working with Product Managers, it is one of my favorite parts of my job. I have great respect for all that you do and look forward to working with champions like you in the future to bring great products to market!

About the Author

Jessica Allen is a seasoned Product Marketer with over a decade of PMM experience in B2B software. She is well versed in positioning, messaging, sales enablement and product launches. She has a soft spot for Product Managers and loves working with them to promote great products! Jessica is currently a consultant with Olivine Marketing. If you or anyone you know needs Product Marketing support please reach out to