A Strategic Approach to Product Marketing

Jessica Blondeel is a people-centric leader with 15 years of experience in go-to-market strategy, marketing communications, and business development. Born and raised in Belgium, Jessica has lived around the world and loves combining her analytical, decision-oriented mindset with her passion for storytelling. Over the last decade, Jessica has taken on several product management and strategy roles, driving significant revenue growth through compelling business strategies.

Through this article, Blondeel emphasizes the importance of strategic thinking, effective team leadership, and a structured approach to go-to-market strategy for success in product marketing.

I have nearly 15 years of experience in product marketing, starting my career with Hewlett-Packard in Belgium and spending the last decade with Puratos in the US. My career evolution has been a progressive journey. I began by managing a smaller product category, which laid the foundation for my understanding of product marketing. Over time, I took on larger business responsibilities, eventually leading an entire business unit. This progression allowed me to hone my strategic thinking skills and gain valuable experience in people management.

One of my core strengths is strategic thinking. I excel at big-picture planning, condensing complex messages down to their core, and enjoy crafting long-term strategies that fuel profitable business growth. This ability to think strategically has been a cornerstone of my professional development and has been honed through category strategies and supporting strategic planning. At the same time, I am meticulous in execution, ensuring that strategic plans are effectively implemented.

Throughout my career, I’ve been fortunate to have exceptional role models, both in leadership positions and among my peers. Their belief in me and their inspiration have been critical in helping me become the best version of myself. A pivotal moment in my journey was transitioning from an individual contributor to a people manager. This experience allowed me to discover my passion for coaching and mentoring others, and I am a strong advocate for the power of diverse teams.

These experiences have collectively shaped my professional path and led me to my current role, where I continue to leverage my strategic thinking skills and passion for product management.

Prioritize the “stars” in your portfolio—those products that are both profitable and in high demand. These are the ones that should receive a disproportionate share of resources.

Developing an Effective Go-to-Market Strategy

When developing an effective go-to-market strategy for a new product, I find the methodology outlined in the book “Playing to Win” particularly useful. It emphasizes two main aspects: where to play and how to win.

Where to play: This involves identifying the right market segments, finished goods, customer personas, and understanding the competitive landscape.

How to win: This focuses on determining the necessary production capabilities, addressing consumer needs, identifying gaps in the portfolio, and assessing resource requirements.

Before diving into this process, it’s crucial to have a comprehensive view of your company’s portfolio and strategy and understand the role each product plays. Prioritize the “stars” in your portfolio—those products that are both profitable and in high demand. These are the ones that should receive a disproportionate share of resources. Ultimately, strategy is about making informed choices and aligning resources with those choices to achieve your business goals.

Emerging Trends in the Food Industry

Our Taste Tomorrow consumer research shows that, while people still rank the taste of baked goods as the n1 factor, price is becoming more important as shoppers are looking for small moments of indulgence, not only for them but for their families. It’ll be important for product managers to ensure they have the right product portfolio to address this growing demand for cost reduction solutions.
Another trend is the movement towards cleaner label ingredients. Sweet baked goods are among the top 3 food categories that consumers associate with being ultra-processed, and they especially look to avoid artificial preservatives, flavors, and colors. Some additives are easier to remove from product formulas than others, which will require a combination of reformulation, process changes and packaging updates. The third big trend we’re noticing is “mood food," especially in sweet baked goods and chocolate. Consumers are looking at certain ingredients to lift their mood and bring joy to their day. Traditional flavors and dessert classics are key with about 75% of the population, but more and more consumers are also looking for more exotic flavors and textures. Finding a balance between traditional formats with an exotic twist (e.g., a matcha chocolate chip cookie) can help product managers tap into these growing segments.

Challenges in Marketing Communications

As a B2B company, our communication strategies differ significantly from those in B2C. In B2B, it's essential to develop multiple messaging tracks tailored to various audiences, whether targeting R&D teams, plant operators, or marketers. While traditional channels like tradeshows and trade media remain valuable, people increasingly seek answers through diverse means, including social media and AI.

Maintaining an authentic and consistent product message and brand identity across different platforms is crucial. The bakery industry, known for its humility, often undercommunicates its remarkable achievements. For instance, Puratos excels in sustainability, making significant strides in CO2 reduction, sustainable cocoa sourcing through the Cacao-Trace program, and transitioning to cage-free eggs.

The food industry is incredibly exciting, and we believe in the extraordinary power of food: it has the ability to feed, nourish, comfort, and bring families together. Puratos aims to deliver food innovation for good, including having a positive impact in the communities where we operate. To this end, we've launched eight bakery schools worldwide, including one near our US headquarters. These schools provide high school students with the opportunity to learn the baking trade, thereby supporting the industry by nurturing and mentoring the next generation of bakers.

Guidance for Future Leaders

Surround yourself with excellence: seek out individuals who are more knowledgeable than you, promote diversity (as diverse teams outperform non-diverse ones), and be authentic as a person and as a brand.

Focus on the right priorities: Identify your wildly important goals. Consider how they will benefit your company, the planet, and the industry we operate in.

Execute with excellence: scale pockets of innovation across the business, ensuring that every initiative is carried out with the highest standards.

Constantly challenge yourself: Are you working on the right things? Find a great mentor and embrace feedback. This is how we uncover our blind spots and evolve into the best leaders we can be.