Great products lose to worse products with clearer stories. Product marketing is the discipline that closes that gap — positioning, messaging, pricing, launch and enablement. This is that discipline, taught the way it is actually practised at companies that get it right, with AI doing the research grunt work.
positioning statement that survives a hostile question. Most teams have never written one down — which is why their website, their deck and their sales calls all say different things.
modules covering the full product marketing remit: research, segmentation, positioning, messaging, pricing, launch, enablement, adoption and measurement.
finished artefacts built on your own product, not a case study. A positioning statement, message house, pricing proposal, launch plan, enablement kit and scorecard.
The Promise
Product marketing is not "the team that makes the launch deck". It is the function that decides who the product is for, why they should care, what it costs, and how everyone else in the company talks about it. Done well, it is the highest-leverage seat in a company. Done badly — or not at all — every other function guesses.
You will leave with the frameworks the discipline actually runs on — Jobs to Be Done for research, a structured positioning process, a message house, value-metric pricing, tiered launches, and a scorecard that ties all of it to revenue. Applied to your product, in the room, with feedback.
Who This Is For
Whether that is your job title or simply the job that landed on you.
What You Leave With
Each one is a standard deliverable of the product marketing function — the same artefacts a PMM would be asked for in their first ninety days anywhere in the world.
Built through a structured process — competitive alternatives, unique attributes, the value only you deliver, who cares most, and the market category you want to be judged in. Pressure-tested by the room.
One core narrative, three supporting pillars, and the proof under each. Versioned per persona, so product, sales, and marketing finally say the same thing in their own words.
A defensible value metric, tier structure, and the willingness-to-pay evidence behind it. Written to be argued with by a CFO, not admired by a marketer.
Launch tiering, a cross-functional timeline, readiness criteria, channel plan and the internal comms that stop a launch collapsing on the day. Ready to run.
Battlecard, one-pager, demo narrative and objection handling — the assets a revenue team actually opens, written from real win/loss input rather than wishful thinking.
The measures that prove the function is working — adoption, attach rate, win rate, sales cycle, influenced pipeline — and an executive readout that makes the case in one page.
Where AI Fits
This is a product marketing programme, not a prompting course. AI earns its place here by collapsing the parts of the job that used to take weeks — and it is genuinely bad at the parts that matter most.
Where it genuinely helps: synthesising fifty customer interviews into themes, mining review sites and support tickets at scale, drafting twenty messaging variants to react against, competitive teardowns, and turning a positioning doc into eleven different asset formats without losing the thread.
Where it does not: deciding which segment to abandon, hearing the thing a customer did not quite say, judging whether a claim is honest, and holding a position when a loud stakeholder wants to widen it. Those stay yours. We will be explicit each week about which is which.
Curriculum
Every session ends in an artefact for your own product. By the final week those artefacts assemble into a complete product marketing system.
Theme: you cannot position from a conference room. Week 1 is about getting real evidence out of real buyers, fast — and deciding honestly who you are for.
A one-page PMM charter for your company: what you own, what you influence, what you decline, and how success is judged.
A research plan plus a synthesised themes document from evidence you already have sitting unread.
Your ICP definition and two priority personas, each with the jobs, forces and objections attached.
Theme: the hardest week. Positioning is a decision, not a paragraph — and every good one makes somebody in the room uncomfortable.
A positioning statement, drafted and then defended against the room's hardest questions.
A complete message house with proof points, plus persona variants for your two priority personas.
A battlecard for your primary competitor and a one-paragraph category narrative.
Theme: the two places product marketing most often gets overruled — and how to arrive with evidence strong enough that it does not happen.
A pricing and packaging proposal with the value metric named and the evidence attached.
A tiered launch plan for your next release, with readiness criteria and named owners.
A channel plan tied to your launch, with the message variant each channel carries.
Theme: positioning that lives only in a document is worth nothing. Week 4 puts it into the mouths of the revenue team and onto a scorecard.
Your enablement kit, reviewed by the room as if they were the sceptical sales rep.
A lifecycle plan for one feature: adoption target, the message at each stage, and the trigger for each.
Your complete PMM system presented in ten minutes — positioning through to scorecard.
Programme Format
One cohort, four weeks, and a complete product marketing system built on your own product.
Live instruction from people who have carried the number, plus the templates and review time that make the artefacts real.
From the Trainers
"Every framework in this programme is one we have used under pressure — with a launch date fixed, a sales team unconvinced, and a pricing decision that had to be defended to a board. That is the only reason to teach it."— Cocoon Trainers
Four weeks to positioning, messaging, pricing, launch and enablement you can defend — built on your product, not a case study.