That last line is what a true marketeer should want, and by extension, good marketeers are good product people because they understand what the market needs and wants.
nowadays marketing evolved into SEO-hacker type performance marketer who looks at metrics and can optimize product&marketing mix to optimize metric.
since there is no metric for good product, only sales or funnel size - product will be shaped in a way to increase sales/TAM/funnel size - from here you get messaging as vague as it gets (like nonsense from WeWork: "create a world where people work to make a life, not just a living" - to increase audience size/TAM to maximum)
> nowadays marketing evolved into SEO-hacker type performance marketer who looks at metrics and can optimize product&marketing mix to optimize metric.
Like "Engineering", "Marketing" encompasses a bunch of roles — growth marketing is generally handled by one person or team, messaging by another person or team, etc., all hopefully working in concert toward common goals under the CMO.
(Good) Product Marketing folks have extremely close relationships with the teams who are architecting and building the product, and care very much about the kind of craftsmanship Steve was talking about.
Product Marketing continues to exist, especially in the B2B space.
That said, the function has increasingly merged with Product Management because GTM is critical to Product Strategy.
In the B2C space, it's hard to drive product lead growth simply because the economics are much more difficult (eg. Selling a product vision to an enterprise who will sign a multi-year contract is easier than changing the mind of millions of consumers).
As such, it's much more cost efficient to concentrate on Growth Marketing because product input and stakeholdership is simply too diffused.
