🕹️ Atari console-lidated the original gaming war

In this issue (4 min read)


😎 Three things you need to know about go-to-market 
🏎️ Two looks under the hood
🕹️ One ending to the original console war

We just wrapped our first episode of The Marchitect, hosted by Rowan Noronha and Morgan Ingram.


And things kicked off with a bang.


We’ve pulled three of the biggest takeaways, but if you care even a little bit about how some of the best go-to-market leaders are building and operating their teams, then you should definitely tune in to the full conversation for this one.

1. Go-to-market is a process, not a project. 


“GTM is a  process that involves continuous refinement based on market feedback and internal analysis.” — Sangram Vajre, Founder at GTMPartners


It’s easy for work where marketing, sales, and customer success overlaps to get bucketed as a ‘campaign’ or a ‘project’ or a ‘task’. A point in time sprint.


But your go-to-market is a living, breathing process. When it gets viewed as such, then you have the starting point for (apologies for the buzzword) alignment needed across go-to-market leaders.


2. The CEO owns go-to-market… but marketing guides direction


“The CEO sets the GTM direction, yet our effectiveness is heavily reliant on the insights marketing brings to the table.” — Trinity Nguyen, VP Marketing at UserGems


The CEO drives three key things: your vision, your culture, and by extension, your GTM. But they can’t do this alone.


This is where marketing (and product marketing) come to play: being the ears on the ground, the voice of the customer and buyer that directly influences GTM with data-driven insights. Add a little extra emphasis on the data, too.


Because marketing teams have to be internal truth-tellers: bringing back how the field is responding to your messaging, what parts of the product and sales process are landing and flopping with buyers, and what the other players in the market are up to today and potentially tomorrow. 


These are the inputs your (product) marketing team bring to the table to dictate how your GTM evolves.


3. RevOps should be your unbiased mediators


“RevOps is like the referee in the game of GTM, ensuring fair play and alignment across departments.” — Morgan Ingram, Founder at AMP


Look, we are all biased in some way. No matter what ‘data’ we bring to the table.


It’s why you need a RevOps function that is taking a comprehensive view of the business’ operational data. They are the unbiased mediator that make sense of the sales, marketing, and customer success narratives to drive objective GTM decisions.

Listen and watch the full episode here.

How to search for PMM jobs | Positioning for Growth

Yi Lin Pei shares the steps you can take today to search with confidence and interview without the nerves.


The best product launch video | Ready for Launch

The RFL crew compete once more – this time they’re pitting Capsule, Descript, and Mr. Beast against one another for the title of best product launch video.


Stepping outside your comfort zone | Women in Product Marketing

BILL’s Kelly Kipkalov and Tara Wellington share how product and PMM work together, stepping into uncharted territory, and getting a seat at the table.

We ran our first ever Klue Quarterly to wrap up Q1. The goal was to share a peak and what’s new and upcoming within Klue’s product.


And the response was awesome, so we’re making it a ritual!


(and not just because we decided to name it ‘Quarterly’…)


If you’re interested in what we’re building, come join us on June 20 to learn:


🗞️ Digest tips. Updates on our Intel Digest and how to run one that will keep your entire business up-to-speed on the competitive landscape.

🔁 Building a feedback loop. Ways to source tribal knowledge through our Slack integration as well as new releases to tap into buyer insights at scale.

💰 ROI. How to use our SFDC integration and Competitive Revenue Analytics to demonstrate your revenue impact to leadership.


(and if you want a teaser, check out how our product marketing team is using our latest release Klue Insights.)

In the news

🕹️ Atari has console-lidated the original gaming war.


In 1979, Atari and Intellivision were the heavy-hitters going at it in the new and booming gaming industry.


The addictiveness of Pong versus the slick graphics of Major League Baseball.


Fast forward 35 years and Atari has now bought their once biggest rival – adding 200 games under one banner.


But Atari’s acquisition isn’t just reminiscing about the past. They’re doubling-down on nostalgia as their advantage in the new-age gaming market.


Atari CEO Wade Rosen said he was eager to “unite former competitors”. They are now planning to re-release existing Intellivision games and develop new ones based on the old console’s legacy. 


Let’s face it: Atari isn’t keeping up with Microsoft or Sony’s graphics. But they do have the competitive advantage of sweet, sweet memories.


We’re talking Space Invaders. Frogger. (an 8 year-old Adam lost a lot of quarters to that game… okay maybe a 28 year-old Adam did.)


With this strategic move, Atari positions itself as the ultimate retro gaming powerhouse, keeping a foothold in the $57 billion dollar industry.


The competitive question we’re left with: what are some of the other strategies you’ve seen legacy brands turn to in order to maintain a footing within markets that have a ton of new and rapidly growing entrants? 


Reply and let us know!

A TON of new roles have been added to our jobs board! Here’s just a few:


1. Sales Enablement Manager at Outreach here.
2. Sr. Product Marketing Manager at Microsoft here.

P.S. Wanna binge hours of on-demand content, connect with others, and learn from some of the best in the industry?


Join the 3,000+ other product marketers, compete pros, and GTM leaders in the Compete Network community.

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