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Brand Strategy is usually external. They have little to do with actively working on feedback to influence building a product or service. Buy a product marketer has a full cycle of from conception, execution, release, measurement and feedback.
There are some, the idea of owning strategic development to come up with a POV on what to do is similar, just like any strategy-oriented job. But you are accountable for different things like product profitability, usage, etc. So the perspective you'll bring is quite different.
A PMM should be able to get their hands dirty with the execution of the (product marketing) strategy. Like MM1, it's about owning the full cycle and having an influence on building a product. Also, articulating what you've mentioned into actual sales assets/processes is something that's not part of a brand strategist's scope.
Source: I'm a brand strategist that transitioned to PMM.
Yep totally. Needless to say that if you're used to work in agency settings, working as in-house brings other challenges.
For example, if you've done your duty and came up with a product positioning, it needs to live beyond the marketing department so your job is to sell it to customer-facing teams (SDRs, AE, AM/CSM), but also create the tools so it can be adapted to their specific uses (ex. sales pitches, demo framework).
I also feel I need to mention that as a brand strategist for agencies, you're tasked to "come up" identify what differentiates the product/company from the competitors, perception-wise.
The thing is, this works from a brand-level. On a product-level, there's a limit as to how much you can be "creative" about your product's benefits. It's tougher for firms to claim things when you can't back them up with tangible capabilities, you can't invent features that aren't there or not on the roadmap yet (especially in B2B/SaaS or high consideration offerings where highly rational processes are in place to acquire your product).