Product and Solution Marketing

GitLab Product and Solution Marketing: Core product marketing, competitive marketing and intelligence, market research and insights, analyst relations and customer advocacy

Welcome to the GitLab Product and Solution Marketing Handbook

We create positioning and messaging to fuel demand and adoption of GitLab’s solutions and products. We develop market and competitive intelligence in order to develop actionable insights on market trends, customer needs, and competitive insights that guide go-to-market and product strategy. We identify, recruit, and activate customer advocates to demonstrate momentum and trust in the market.

What does Product and Solution Marketing do?

Our mission is to accelerate GitLab’s path to market by developing insights, positioning, and messaging that communicate the value of our platform and solutions.

  • We are core to GitLab’s go-to-market process, operating at the intersection of product management, sales, customer success, and marketing.
  • We help deliver a connected customer experience with every touchpoint reinforcing the brand, values, solutions, and vision of GitLab.
  • We create programs and messaging to demonstrate momentum and trust in the market.

There are 10 key capabililities of team members. Sub-teams and individuals typically ‘major’ in certain areas and ‘minor’ in others. It’s rare that one person would be expert in all 10.

  • Target Market and Audience Definition
  • Positioning, Messaging, Strategic Narrative, and Content Development
  • Launch Planning & Execution
  • Pricing and Packaging
  • External Evangelism
  • Customer Advocacy
  • Business Management
  • Sales Enablement
  • Competitive Marketing
  • Analyst Relations

Go-to-market (GTM) Strategies

We develop and champion go-to-market strategies that take into account our sales goals, product strengths/limitations, and marketing vehicles. These strategies include recommendations on product and solution areas upon which to focus our marketing and sales efforts and provide supporting messaging, positioning, personas, key assets/content, demos, sales enablement, and more. We deliver our stories/messages to customers, analysts, press through collateral, events, customer meetings, etc., where we get first-hand feedback from the audience to iterate and improve our strategies. We champion the customer perspective for continuity of experience across the various customer touchpoints.

graph LR;
  id1 --> id3
  id2 --> id3
  id3 --> id4
  id4 --> id5

  subgraph "Product and Solution Marketing"
    id1[Market Research]
    id3[Go-to-market Assets]
  end
  subgraph "GitLab R&D"
    id2[Product]
  end
  subgraph "GitLab GTM"
    id4[Sales <br>Marketing]
  end
  subgraph "The Market"
    id5[Customers <br>Users <br>Community <br>Press <br>Analysts <br>Thought Leaders <br>Competitors]
  end

Each team within Product and Solution Marketing contributes uniquely and equally toward a comprehensive GTM strategy that includes:

  • characteristics of accounts and personas to pursue with marketing and sales,
  • routes to market (e.g. direct, channels),
  • key messages,
  • currated assets/content needed for the buyer’s journey, (this team creates many key assets but assets may also come from SAs, evangelists, blogs, partners. This team currates compelling ones that pull the prospect along their journey.)
  • key questions for sales to ask, competitive positioning, overcoming objections, other sales resources
  • influencing the influencers (press and analysts), responding to analyst RFIs for magic quadrants (MQs) and waves.

Solutions GTM Page has links to all of this and more.

Subject matter expertise

Product marketers are core to GitLab’s go-to-market process, operating at the intersection of product management, sales, customer success, and marketing. Some examples of initiatives led by product marketing team include:

  • They lead go to market across different channels working with many cross functional teams within marketing. E.g., Solutions based Go to Market of Automated Software Delivery or Security and Governance
  • They lead product launches collaborating with cross functional teams across product, campaigns, sales, and marketing. E.g., GitLab Dedicated, GitLab Duo for AI-powered DevSecOps
  • They lead pricing and packaging communications with cross functional teams across product, sales, PR, marketing, etc. E.g., End of availability of Starter / Bronze or Premium price increase
  • They lead marketing launches E.g., GitLab 16 launch, Quarterly Launches
  • They lead messaging and content for global events that GitLab participates or hosts E.g., GitLab Commit, DevSecOps World Tour, AWS / Gartner and other events GitLab participates in
  • They lead messaging and content for sales enablement and accreditation E.g., DevSecOps messaging accreditation, AI messaging accreditation

Requesting Product and Solution Marketing help

All Product and Solution Marketing work is aligned to the overall Marketing OKRs.The specific team OKR/KRs are tracked and managed as issues in the Product and Solution Marketing Project. If you need additional support from the team, the simple process below will enable us to support you.

  1. Open an PMM Support Request Issue. PLEASE fill in what you know.
  2. Be sure to @mention a specific team member who you are requesting help from. If you don’t @mention a team member, your request may not be processed. Ping @doneal or @gl-pmm if you don’t know whom to tag.
  3. If you need more immediate attention please send a message with a link to the issue you created in the #product-marketing slack channel. You can ping the PMM team with @pmm-team.

Product Marketing Team

  • @doneal2022 - Director, Product and Solutions Marketing
  • @BrianMason - Senior Product Marketing Manager, Security and Governance
  • @laurenaalves - Senior Product Marketing Manager, Artificial Intelligence
  • @supadhyaya - Senior Manager, DevSecOps Platform
  • @anair5 - Product Marketing Manager, Continuous Delivery, Analytics and Insights

Marketing and Sales Enablement

Through research and iteration, Product and Solution Marketing becomes the subject matter experts around key product capabilities and/or solutions. We provide the voice of the customer to help to connect the dots across the marketing functions (web, campaigns, digital ads, ABM, events) and sales stages (SDR nurture, SAEs/SAs pursuit/close, CSM expansion) by providing an outside-in perspective of our buyer’s journey experience, along with that of their key influencers, from pain to purchase and from interest to sales. We strive to optimize the journey to efficiently achieve return on marketing and sales investment.

Product and Solution Marketing team members serve as subject matter experts and conduct in-house and partner sales trainings scheduled by the Sales Training team and Partner Marketing. For info go to the Sales Enablement page.

Metrics

The Product and Solution Marketing organization is often considered the nexus that brings together research, customer and market insights. The Product and Solution Marketing organization collaborates and partners with other teams in marketing for certain execution elements, such as Digital Experience, Brand, and Integrated marketing. Additional key collaborators are sales for using the revenue plays for effective iteration, and Product Management to help with customer engagement via our CAB as well as providing input into analyst outreach.

The organization is an influencer on the indicators below. We cannot drive the results on our own, only through collaboration, but we use these indicators to assess the impact of our actions.

Leading indicators

  • Position and progression in key Gartner Magic Quadrants and Forrester Waves
  • SEO of most critical terms
  • Content creation and use
  • Leads generated and SAOs

Lagging indicators

  • ARR for Enterprise and Commercial
  • First order new logos (is the message capturing new prospects?)
  • Uptiering (are we arming sales with compelling offers?)
  • Customer retention (are expectations set by marketing messages aligned with product experience?)
  • Consistent outcomes from sales value plays (is the recipe a good one?)

Collateral

All field and customer facing collateral generated by Product Marketing is hosted on

Acronyms

  • PMM: Used to refer to Product Marketing Management (as a practice or the entire Core Product Marketing team) or specifically to a Product Marketing Manager. Examples:
    • Product Marketing Management: “Let’s collaborate with PMM since they are customer and market SMEs”
    • Product Marketing Manager: “Parker is the PMM on my cross-functional team.”
  • TMM: Used to refer to Technical Marketing Management (as a practice or the entire Technical Marketing tream) or specifically to a Technical Marketing Manager. This team is now Developer Advocates and reports into Developer Relations.
  • PM: Product Mangement or Product Manager. Don’t use PM to refer to Product Marketing, use PM exclusively for the Product team.

2019 DevOps Dozen
Analyst Relations

Industry Analyst Relations at GitLab

Industry Analyst Relations (IAR) is generally considered to be a corporate strategy, communications and marketing activity, but at GitLab, because of our mission that everyone can contribute, we view the industry analyst community as participants as well. The primary owner/DRI of Industry Analyst Relations (including but not limited to relationships, communication, coordination, research participation, and contractual arrangements with industry analysts and their respective firms) at GitLab is Portfolio Marketing. This is in order to provide the most accurate, consistent, and comprehensive perspective on GitLab to industry analysts and to enable receiving the same from industry analysts.

Competitive Intelligence

Competitive Intelligence at GitLab

The Competitive Intelligence function at GitLab has two primary constituencies (1) Our prospects and customers (2) Our sales organization, which includes partners who assist in sales efforts.

Prospects and Customers: In keeping with a GitLab core value of transparency, Competitive Intelligence will ensure that anyone looking to an end-to-end DevOps solution has the information they need to make the right and unbiased decisions that serve the customer’s business goal. To this end, all our product comparison pages are un-gated and available at DevOps Tools Comparison Pages. GitLab believes that transparency of competitive intelligence creates a well informed customer and gives teams the information to be successful during their DevOps journey.

Customer Advocacy at GitLab

Overview:

The Customer Advocacy team is dedicated to fostering evergreen co-marketing relationships with top advocates and enterprise brands that fuel an integrated strategy aligned to pipeline-driving initiatives, threading the customer voice into all GTM motions.

  • We create programs, content, and opportunities that put Enterprise logos and advocates in the spotlight.
  • We partner with Sales and Customer Success to identify, capture, and tell the right stories that help us sell and reinforce our enterprise-trusted brand promise.
  • We support the bottom line by fueling our integrated campaign motion with powerful customer evidence.

Meet the team:

  • Nicole Smith — Director, Product Marketing, Customer Advocacy
  • Jocelyn Hernández Vázquez — Product Marketing Manager, Customer Advocacy
  • Rachel Lurie — Product Marketing Manager, Customer Advocacy

How to work with us:

Questions

DEPRECATED-Demos

About Demos

The new version of this page is at https://about.gitlab.com/learn

There are 3 basic demos types:

  • Vision - designed to show where we are going (this might include forward looking ideas not yet developed)
  • Use Case Based - designed to show how GitLab solves a particular use case (how we should be selling)
  • Feature - designed to enable a deeper dive into details of product features (on prospect request)

These demos come in different formats:

DevOps tools
DevOps tools commonly found in a build-your-own DevOps tool chain. Many of these can be replaced by GitLab's single platform for the entire DevOps lifecycle.
Enablement
Enterprise IT Roles

Understanding what drives those to whom we sell

Enterprise IT & their challenges

  • Digital Transformation - IT expected to enable faster delivery of customer led innovation.
  • Continuously deliver high quality end user experience - quality with speed.
  • Excessive complexity across IT architecture and infrastructure. Lack of full metrics and visibility across the entire process.
  • Compliance - prove compliance with IT controls and industry regulations.
  • Security - IT teams are under pressure to reduce risk, prevent and mitigate leaks.
  • Culture and collaboration issues in the workplace - legacy organizations and silos.
  • Budget constraints limit their options.

Related Reading:

Getting Started with Agile/DevOps Metrics

The first step to improving DevOps and Agile processes is measuring them. Once we can measure a process, we can identify opportunities for greater efficiency and begin to correlate those opportunities with business value, connecting the entire organization with a common goal and vision. If you are just starting out on your Agile journey, or you’re looking to connect your existing Agile processes with other groups and lines of business, following are four steps to help you get started.

GitLab tiers

Overview

Tier Delivery Deployment Type License Fee
Free Self-Managed and SaaS Self-Managed and GitLab.com open source unpaid
Premium Self-Managed and SaaS Self-Managed and GitLab.com source-available paid
Ultimate Self-Managed and SaaS Self-Managed, Dedicated, and GitLab.com source-available paid

Definitions

  1. Tier: a GitLab offering that provides a set of features at a particular price point.
  2. Users: anyone who uses GitLab regardless of tier.
  3. Customers: users on a paid tier.
  4. Plans: the paid tiers only.
  5. License: open source vs. source-available, for example moving a feature from a source-available tier to an open-source tier.
  6. Distribution: self-managed CE vs. EE, for example you can have a EE distribution but in the Free tier.
  7. Version: the release of GitLab, for example asking what version a user is on.
  8. Product Category: An internal field that identifies the primary product sold on an opportunity.

Types of Users

  1. Free User - anyone who uses GitLab free tier and does not pay for additional compute minutes or storage (but is eligible to beyond what is included in the free tier).
  2. Trial User - anyone who is currently in trial on one of the paid tiers.
  3. Consumption User - anyone who uses GitLab free tier and pays by consumption for additional compute minutes or storage beyond what is included in the free tier.
  4. Licensed User - anyone who is on a source-available license
    1. Ultimate User - a licensed user on Ultimate
    2. Premium User - a licensed user on Premium
    3. Starter User - a licensed user on Starter (No longer available, but some users are finishing out previously purchased licenses.)
  5. Program User - anyone who is on Premium or Ultimate tier through programs such as GitLab for Startups, GitLab for Education or GitLab for Open Source

Delivery

In general each of the self-managed tiers match the features in the GitLab SaaS tiers. They have different names for two reasons:

GitLab tiers for sales assessment

Tiers

High Level Overview

Free Premium Ultimate
Likely Buyer Individual Contributor Manager or Director Executive
Support None Priority support Priority support
Version upgrade assistance No Yes Yes
Dedicated Customer Success Manager No Yes Yes
SDLC coverage Basic Complete coverage less Secure & Protect Complete coverage
Version Control & Collaboration Yes Yes Yes
Portfolio management capabilities No Yes Yes
CI/CD Better suited for single developers Ideal for multiple teams Ideal for large teams and/or multiple teams
External code repo support with GitLab CI/CD No Yes Yes
DevSecOps No No Yes
End to end Insights and Analytics No Yes Yes
Enterprise Readiness (High Availability, Disaster Recovery, Geo Replication support) No Yes Yes
Enterprise Readiness (Compliance, Audit logs & Separation of Duties (SoD) No Yes Yes
Compute minutes per group (SaaS only) 400 10,000 50,000
Storage Limits per project (SaaS only) 10GB 10GB 10GB

Tier Feature Composition

Below table shows new capabilities added per tier.

Hidden IT Groups

Hidden IT Groups

What is a “Hidden IT Group”?

Within IT organizations, you will find there is a formal organization chart, with defined roles and responsibilities. These often form around functional areas like IT Operations, Application Development, Security or Portfolio Management, or Service Management. There are also hidden and invisible ‘groups’ that are defined by the traits and characteristics that the people share. While these groups might align to a formal organization in the org chart, they might not.

Market Insights

Market Insights

Market Insights at GitLab

Market Insights is a function of the Market Strategy & Insights team in Product Marketing.

What is the Market Insights Program?

We are a business partner who:

  • Provides deeper market knowledge and understanding, clarity through fresh perspectives, and recommendations for effective business decision-making (innovation initiatives, pricing, messaging, benchmarking, etc.)
  • Interprets data in narrative form that adds value and/or incites specific action
  • Uses a wide range of data streams and a multi-disciplinary approach to identify near and long-term (1-3 years) growth and innovation strategies as well as a clear path to implementation
  • Constantly searches for the “Why/What next?” for the company

Questions We Seek to Answer:

Market Segmentation

Industry verticals

Various verticals and industries face specific challenges as they address their specific market. Ranging from compliance and regulatory pressure to specific market disruptions, IT teams in these verticals are developing solutions to their unique challenges.

  • Financial services
  • Automotive
  • Health care
  • Federal / Government / Public sector
  • Retail
  • Advanced manufacturing (as opposed to automotive)
  • Oil & Gas/Energy

More information about Sales Segmentation can be found in our Go To Market Resources page.

Market Strategy and Insights

Market Strategy and Insights (MSI) at GitLab

Who We Are

  • A Team of Experienced Customer Reference, Market Insights, and Industry Analyst Relations Professionals

What We Do

  • Gather & Build - Information & Relationships
  • Distill - Impactful Insights
  • Activate - Turning Insights Into Action

How We Do It

Why We Do It

Peer Reviews

.blank-header = image_tag “/images/home/icons-pattern-left.svg”, class: “image-border image-border-left”, alt: “GitLab hero border pattern left svg” = image_tag “/images/home/icons-pattern-right.svg”, class: “image-border image-border-right”, alt: “GitLab hero border pattern right svg” .header-content %h1 Peer Reviews %p Check out what people are saying

.gitlab-content-container.margin-top50 .content .content-section - data.proofpoints.each do |review,review_comments | %h4 = review


- review_comments.each do |pp, index| %li = succeed ‘,’ do %a{ href: “#{pp.quotelink}”, target: “_blank” } = pp.quote = succeed ‘,’ do = pp.role = succeed ‘,’ do = pp.industry = succeed ‘,’ do = pp.csize = pp.region

Persona snippets

SDR Persona Snippets

User personas

  1. Sasha the Software Developer
  2. Devon the DevOps Engineer
  3. Delaney the Development Team Lead
  4. Cameron the Compliance Manager
  5. Parker the Product Manager
  6. Rachel the Release Manager
  7. Sidney the Systems Administrator

Buyer personas

  1. Alex the Application Development Manager
  2. Dakota the Application Development Director
  3. Erin the Application Development Executive (VP, etc.)
  4. Kennedy the Infrastructure Engineering Director
  5. Casey the Release and Change Management Director
pmm inventory

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  %h2.js-in-page-nav-section#devsecops.text-center="DevSecOps"
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PMM Metrics

Objective: Manage and track the velocity of the PMM team

At GitLab, we ship MVC and iterate quickly to deliver value. The true measure of product marketing is in how effectively customers are able to understand how GitLab can help solve their problems. We aspire to measure the value of our activities, but the first start is capturing and tracking our activities. (which hopefully are aligned to business value)

Product and Solution Marketing Asset Inventory

This page used to provide an inventory of assets created and maintained by the Product and Solution Marketing team. We have since updated the inventory so it includes all assets and it can now be found within Marketing Strategy & Performance

We have kept the following info specific to the Product and Solution Marketing team as it may assist them in determining how to enter into the Marketing inventory.

Which assets belong to Strategic — edge cases

Things Product and Solution Marketing doesn’t own within GitLab, but contributes to

Product and Solution Marketing often makes significant contributions to assets that are owned by other GitLab teams. Examples include a product release post with a PMM messaging lead, or a Sales enablement resource that heavily relies on competitive research. This raises the question of whether certain assets “belong to” SM enough to be in our inventory. Our bias will be to include these assets.

Product and Solution Marketing Metrics

North Star Metrics (CEO (Sid) ask on North Star Metrics)

Every marketing function should have at least one north star metric that they aspire to improve over time to help GitLab’s business growth. Below is a list of metrics by different marketing functions in Product and Solution Marketing.

Team Primary Metric Secondary Metric Eventual Metric Goal
PMM Views Content Created (pages, docs, talks, blogs, etc) IACV Attribution
TMM Views Content Created (demos, videos, etc) IACV Attribution
AR Views Analyst Coverage (reports, mentions, MQs, Waves, etc.) IACV Attribution
Cust Ref Views Content Created (Case Studies, Quotes, References, etc) IACV Attribution
Comp Intel Views Content Created (Comparison Pages, etc) IACV Attribution

Working Definitions

  • Impressions: A total count of how many people viewed our content.
    • Web pages, this is page views.  (source: google analytics?)
    • Downloadable assets, it’s downloads.   (source:??)
    • YouTube Videos - views.   (source: YouTube?…)
    • Webinars, Workshops, etc (Live Views). (source)   (note: a webinar becomes a YouTube video and accrues “views”).
    • In person events where we are speaking - audience count.
  • Content Created: A total count of content that was NEWly created or significantly improved/updated.  (source: SM Inventory)
  • IACV Attribution: - our contribution to pipeline (source: Sisense - attribution dashboard)??   Note: campaigns contain a Product and Solution Marketing Field which should be used to document our campaign contribution.
  • SM Field in SFDC: - a new field has been created in SFDC campaigns to measure our “active contribution” to campaigns. We use the following rubric to determine our contribution:
    • None or Blank: No active Contribution
    • Low: Review content, validating messaging
    • Medium: Revising content and /or customizing existing content
    • High: Developing net new content and / or delivering content (whether new or existing content)

Product and Solution Marketing (Ashish) thoughts on metrics we should consider

Multiple lenses of metrics are needed to build the narrative such as:

Product and Solution Marketing On-Boarding and Other How-to's
Product Marketing Messaging

What are the key customer problems?

Teams across the software delivery lifecycle function struggle with:

  • Usage of different tools preferred by each team or individual
  • Multiple integrations across the tools to make the lifecycle work
  • Multiple configuration challenges
  • Different work processes across teams
  • Lack of common metrics across teams to measure improvements
  • Sequential flow of processes and handoffs that are slow, error prone, and brittle

And they have processes which block reducing time to value, for example:

Product Marketing Professional Development

The PMM Role

The Handbook’s Product Marketing Manager Role Page outlines the key responsibilities of your role. This page will discuss the ways in which you can measure and improve your performance in that role and develop yourself as a Marketer and GitLab Team Member.

Career Development Within Product Marketing

Product Marketing & Solutions Architects

Quarterly Rotation Pilot Program

Context: We want GitLab to be a place where everyone can build their careers and have a big impact for our customers and the business. In this spirit, we are testing a rotation program between the Product Marketing team and the Solutions Architects team. The goals of this program are: Expose high performing teammates to new skills and experience in different areas of the business. Enable teammates to apply their experience to a new area, offering diversity of thought and a fresh perspective. Help teammates see how different roles contribute to unified company goals. Create cohesion between teams. Create an onramp to new roles as opportunities arise.

Product Marketing Team
Product Marketing communicates GitLab business value internally and externally to position GitLab as a DevOps partner and solution.
Product Release Updates

Current updates

Internal: Contribute 2021

For GitLab team members only, Product leadership presented a Product Keynote 2021-11-16 at Contribute 2021, with a recording of the video available in EdCast.

the deck presented, also internal:

14.1–14.4 Sales enablement

See also: upcoming sessions in the Sales Enablement handbook. The Q3 FY22 Product Update was 2021-11-04, and embedded below are internal versions of the video and deck presented. Here are links to the external versions of: the video recording and the deck presented.

Public Sector Go To Market

Public Sector Message House

Booth Messaging / Tagline

  • Secure the Speed to Mission. Deliver more secure code faster and better.

Positioning Statement

For government agencies whose existing DevSecOps solution prevents their secure speed to mission. GitLab enables you to deliver secure software, automate the end-to-end DevSecOps experience, and empower collaboration between teams. We do this by embedding security (secure by design), automating software factory deployment, and increasing the speed of code deployment so that you can secure the speed to mission. This is underpinned by robust security scanning embedded within continuous integration (CI), automated requirements, and enterprise Agile planning where everyone can contribute.

QBR Support

Strategic QBR Support

At GitLab, we conduct quarterly business reviews to understand and learn from our interactions with customers. In Product and Solution Marketing, we support the QBR process and actively listen to both capture key learnings and to identify future actions that we can take to improve our messaging, positioning, and collateral to help our sales team help customers.

Overview

  1. We attend and participate in each QBR.
  2. In the QBR, we capture action items
    • first in a single SM Action Item google doc, and
    • then we create an issue to track the action item using the SM Request Process

Details - as a QBR attendee

  1. Open the QBR action tracking document
  2. Scroll to the QBR meeting that you are supporting (the document should be preloaded with the agenda and key links)
    1. If needed, add links to the QBR Detailed Notes Document (where live notes are captured), and link to the Slides Folder, and individual rep Slides
  3. Listen for specific strategic marketing requests or action items. Capture the action item in the google doc in as much detail as you can. Ask questions and get clarification - that’s why you’re in the QBR
  4. Click on the Create Product and Solution Marketing QBR Action Issue link
  5. Update the title of the issue using the Quick Action ‘/title’ on line 2.
  6. Write the issue in detail about what, who and why they need support. (Avoid ambiguous, vague, and non-actionable issues)
  7. After you submit the issue. Copy the issue link and add it to the Action Item Document.

QBR Set up

  1. Work with the Sales Ops / Sales Enablement team to determine the QBR schedule. When, where, and who is speaking. Get links to the folder where the QBR slides will be stored.
  2. Create an EPIC at the Marketing Group level to track QBR action items.
  3. Set up the Action Item Document
    1. Make a copy of the Product and Solution Marketing QBR Action Item template, which is stored in this folder.
    2. Name Action Document “FYXX -QN - QBR Product and Solution Marketing Action Item” - where the FY and Quarter are for the upcoming quarter.
    3. Move the Action Document to the correct FY folder.
    4. Open the Action Document for editing and:
      1. Update the Title “FYNN-QN” with the current FY and Quarter
      2. At the bottom of Page 1 - Update the LINKs to the QBR Master Schedule, the QBR Slide Folder (top level), and the Epic that will be used to track QBR items

For EACH QBR Meeting: 1. Create a copy Page 2 (The section for each QBR action items) for EACH QBR Meeting. 1. Update the Header “Date-Region” to be the specific date and Region. 1. Add the link to the QBR Notes Document (If it exists yet) 1. Add the link to the QBR Slides folder for THIS SPECIFIC QBR. 1. From the QBR Agenda, update the Agenda Outline with the reps names in the order they are presenting. 1. IF their slides are loaded in the folder, Update their Name to include a link to their specific slide deck.

Reseller Marketing Kit

Getting Started

The information contained in this section will provide you with solid understanding of who is GitLab, what do we do and where are we going in the future.

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Roles Personas
Solutions Go-to-market

Solutions and Value Plays

Solutions are a product or suite or products and services that business purchase to solve business problems. They are typically categorized into 3 buckets that address

  1. Market segment requirements (e.g. DevOps platform solution). Ours are outlined below with more details here
  2. Industries/verticals requirements (e.g. Pub Sec, High Tech, Retail)
  3. Business segment requirements (e.g. enterprise vs SMB)

Relevant solutions will differ by audience.

  • C-level executives care about broad business solutions, often characterized by well-funded strategic business initiatives - things that help them improve productivity, reduce cost, or deliver value faster - things that align with Command of the Message Customer Value Drivers. The C-level audience are important influencers who set an organizations agendas, strategic objectives, and fund major IT initiatives.
  • DevOps buyers are tasked with determining HOW to meet the transformational business objectives backed by their C suite. They likely have a budget to buy or replace specific DevOps capabilities (like CI) and the more Directors and VPs often look at the bigger picture of how to simplify a complex DevOps environment.
  • DevOps users are tasked with using the tools to make the transformation happen. They care about how a given tool makes their job easier, their time more productive, and their code more secure.

A picture may help convey the Solution Framework.

Travel Priorities

As a team, we need to help our team maintain a healthy work/life balance. We often face multiple requests for support for various events and activities around the world. The following priority list will help us make hard decisions about events that we can support and those that we may have to decline.

Travel Priorities

  1. Speaking opportunities - Large industry events (over 1000)
  2. Speaking opportunities - Mid size events (200-1000)
  3. Customer Meetings - Large enterprise
  4. Customer meetings - Commercial
  5. Sales Quick Start / Enablement / SKO
  6. GitLab Commit
  7. Campaigns/Roadshows -
  8. Speaking Opportunities - Small events (under 200)
  9. Attend Industry Conference (research)
  10. GitLab Connect
  11. Booth support - large
  12. Booth support - mid size
  13. Booth Support - small
  14. Customer Meetings - SMB

Other scenarios / situations to think about:

Last modified September 27, 2024: Shorten long headings (48bcc56d)