Difference Between Product Marketing and Product Management: Simplified

The difference between product manager (PM) and product marketing manager (PMM) is a topic that's hotly debated and discussed by those in the technology arena. Most of the descriptions of the similarities and differences between these two critical marketing functions inevitably dive into specific task comparisons. So, here, I'd like to simplify the description by observing the inherent goals of each ...

Product Management

The fundamental goal of PM is to understand the "inbound" marketplace needs and help build products to address those needs in the most profitable, efficient manner possible. The PM goal requires strong insight. PM is the guardian of marketshare. PM makes the product easy to sell.

Product Marketing

The fundamental goal of PMM is to understand the "outbound" product capabilities and help the marketplace adopt those capabilities in the most profitable, efficient manner possible. The PMM goal requires strong foresight. PMM is the guardian of mindshare. PMM makes the product easy to buy.

You can quickly see that the ultimate goals of both PM and PMM are exactly the same - to make and deliver a profitable product in the most efficient way possible. But the distinct difference arises in how each reaches that goal. One requires strong insights and analytical skills while the other demands strong foresight and persuasive skills.

There are great PMs who can be great PMMs and vice versa but they are few and far between. Truth is, every PM needs to know what PMMs know. And, every PMM needs to know what PMs know. It's two sides of the same coin. But, just as the two sides of a coin can't be viewed at the same time, your startup will inevitably emphasize one over the other when it comes to PM vs. PMM. And, the costly consequence of this reality won't be felt until later on when the company realizes that it has no marketing. Why? Because when making the tradeoff between PM and PMM, most startups lean toward PM. The basic thinking is that it's better to have a product that can't sell than to sell something that doesn't exist.

Making something that "fits" a need does not logically suggest that it will sell. There are lots of shoes that fit me but I am typing this blog barefoot. Everything must be marketed before it is sold. Startups that fail tend to see PM and PMM serially. Startups that succeed tend to see PM and PMM in parallel.   

Personally, I think the days of having separate PM and PMM roles are numbered. The two roles will inevitably need to merge into one. The PM who does no PMM work is really a "Project Manager" or "Facilitator." A PMM who does no PM work is really a "Field Marketing Manager" or "Marcom Manager." If you think about my two or three sentence description of each role (above), you don't need to prescribe to it entirely to believe that the two belong together in some shape or form.

Note: Per my usual disclaimer, all of the opinions expressed above are in relation to startups. Larger companies will figure out ways to separate the two - as they always do in the name of increasing specialization. That's not necessarily a bad thing just as long as it's quilted together under a GM or senior (central) marketing leader who can effectively align and direct all marketing resources. But, heavy specialization at startups just does not work.

- John