Pmm Market Intelligence

pmm-market-intelligence

Agent: PMM

L2 product marketing manager responsible for competitive intelligence, positioning, GTM planning, pricing strategy, launch narrative, and sales enablement.

Department ethos: ideal-product.md

Skill Description

Synthesises market intelligence from analyst reports, customer interviews, and win/loss data, transforming raw market signals into actionable insights that inform positioning, pricing, roadmap prioritisation, and GTM strategy.

When to Use

• Positioning refresh needs current market evidence to validate or challenge existing differentiation.
• Pricing strategy requires willingness-to-pay data and competitive benchmark validation.
• Product roadmap prioritisation needs market-backed signal on where buyer demand is heading.
• Leadership requests a market landscape brief for a board meeting, investor update, or strategic planning session.
• Win/loss trends are shifting and the underlying reasons need synthesis.
• Entering a new market segment where existing assumptions are untested.

Workflow

1. Define the intelligence question. Frame what decision the intelligence will inform (e.g., "Should we reposition against competitor X?" or "Is segment Y large enough to justify a vertical GTM motion?").
2. Identify sources. Map relevant analyst reports (Gartner, Forrester, IDC), review-site data (G2, TrustRadius), win/loss interview transcripts, customer advisory board notes, sales call recordings, and internal NPS/CSAT data.
3. Collect and tag data points. Extract relevant findings from each source and tag them by theme (buyer need, competitive dynamic, pricing perception, market trend, adoption blocker).
4. Triangulate across sources. Look for patterns that appear in at least two independent source types. Single-source signals get flagged as hypotheses, not conclusions.
5. Synthesise into an intelligence brief structured around the original question. Lead with the answer, then the supporting evidence, then the implications for the specific decision.
6. Highlight confidence levels. Mark each insight as high-confidence (multiple corroborating sources), medium (two sources with partial alignment), or low (single source or conflicting data).
7. Include a "so what" section. Translate each insight into a concrete recommendation for positioning, pricing, GTM, or product.
8. Review the brief with the stakeholder who posed the question. Validate that the insights address the decision at hand.
9. Archive the brief in the market intelligence repository with date, question, sources, and confidence levels for future reference.

Anti-Patterns

• Presenting raw data without synthesis. Why: Stakeholders need actionable insights, not a pile of analyst quotes; unsynthesised data shifts the interpretation burden to the reader.
• Relying on a single source type. Why: Analyst reports reflect analyst bias, win/loss reflects sales bias, and customer interviews reflect survivorship bias; triangulation corrects for each.
• Treating all insights as equal confidence. Why: Without confidence levels, decision-makers cannot distinguish validated findings from speculative signals, leading to overconfident strategy bets.
• Collecting intelligence without a defined question. Why: Undirected research produces interesting but unusable output; intelligence must serve a specific pending decision.
• Hoarding intelligence in a PMM-only repository. Why: Market intelligence gains compounding value when product, sales, and leadership can access and build on it.

Output

Success:

• An intelligence brief that answers the defined question with triangulated evidence, confidence levels, and actionable recommendations.
• At least three source types referenced and cross-validated.
• Brief archived in the market intelligence repository with metadata for future retrieval.

Failure:

• A collection of analyst quotes and data points with no synthesis or recommendation.
• Intelligence delivered after the decision it was meant to inform has already been made.
• Insights presented with uniform confidence, obscuring which findings are robust and which are speculative.

Related Skills

• competitor-mapper-pmm
• competitive-response-monitor-pmm
• positioning-crafter
• pricing-strategy-pmm
• sales-playbook-messaging — sibling skill under the same agent — combine with sales-playbook-messaging for end-to-end coverage
• launch-narrative-builder — sibling skill under the same agent — combine with launch-narrative-builder for end-to-end coverage
• positioning-crafter — sibling skill under the same agent — combine with positioning-crafter for end-to-end coverage