# Track 06 — Terminology & Standard Glossary (Product Marketing / PMM)

- Industry: Product Marketing 产品营销 (PMM)
- Locale: **en** (terms and definitions in English; this scaffolding bilingual)
- Research date: 2026-05-20
- Scope: high-frequency PMM terms, jargon, acronyms, frameworks, and metrics. Each entry: term / one-line definition / who uses it or where it comes from. Grouped.

> Locale note: PMM is a US/English-dominant discipline. All canonical sources are English. Definitions below are paraphrased from the cited source; percentages carry inline caveats per house rules.

---

## Source Manifest

| source_id | url | bucket | last_checked | author/host | one-line note |
| --- | --- | --- | --- | --- | --- |
| T06-S001 | https://www.aprildunford.com/post/a-quickstart-guide-to-positioning | surrogate_primary | 2026-05-20 | April Dunford (aprildunford.com) | vendor docs (作者一手) — positioning, competitive alternatives, differentiated value, "so what" |
| T06-S002 | https://aprildunford.substack.com/p/the-no-differentiation-illusion | surrogate_primary | 2026-05-20 | April Dunford (Substack) | vendor docs (作者一手) — differentiation thesis |
| T06-S003 | https://www.productmarketingalliance.com/how-target-audience-icp-and-personas-guide-product-marketing-strategies/ | surrogate_primary | 2026-05-20 | Product Marketing Alliance | 协会 — ICP vs persona vs target audience |
| T06-S004 | https://www.productmarketingalliance.com/whats-the-difference-between-a-product-manager-and-a-product-marketing-manager/ | surrogate_primary | 2026-05-20 | Product Marketing Alliance | 协会 — PMM vs PM |
| T06-S005 | https://www.productmarketingalliance.com/use-battlecards-to-increase-sales-performance-and-lead-conversion/ | surrogate_primary | 2026-05-20 | Product Marketing Alliance | 协会 — battlecards / enablement |
| T06-S006 | https://www.productmarketingalliance.com/product-launches-at-big-and-small-companies-q-a-with-adobe/ | surrogate_primary | 2026-05-20 | Product Marketing Alliance | 协会 — launch tiers |
| T06-S007 | https://strategyn.com/jobs-to-be-done/ | surrogate_primary | 2026-05-20 | Tony Ulwick / Strategyn | vendor docs (作者一手) — JTBD / ODI |
| T06-S008 | https://strategyn.com/jobs-to-be-done/history-of-jtbd/ | surrogate_primary | 2026-05-20 | Tony Ulwick / Strategyn | vendor docs (作者一手) — JTBD origin, VoC lineage |
| T06-S009 | https://www.playbigger.com/book | surrogate_primary | 2026-05-20 | Ramadan/Peterson/Lochhead/Maney (playbigger.com) | vendor docs (作者一手) — category design, lightning strike |
| T06-S010 | https://www.marketingjournal.org/play-bigger-an-interview-with-christopher-lochhead/ | secondary | 2026-05-20 | Marketing Journal | Lochhead interview — category design definition |
| T06-S011 | https://www.lennysnewsletter.com/p/geoffrey-moore-on-finding-your-beachhead | surrogate_primary | 2026-05-20 | Lenny's Newsletter (Moore interview) | vendor docs (作者一手访谈 — Geoffrey Moore on Lenny's, beachhead/chasm/bowling alley) |
| T06-S012 | https://www.simon-kucher.com/en/insights/value-based-pricing-definition-strategies-and-success-factors | surrogate_primary | 2026-05-20 | Simon-Kucher | vendor docs (作者一手) — value-based pricing, WTP |
| T06-S013 | https://www.simon-kucher.com/en/consulting/commercial-strategy-pricing-consulting/pricing-strategy-revenue-management/value-based-pricing | surrogate_primary | 2026-05-20 | Simon-Kucher | vendor docs (作者一手) — value metric, segmentation by WTP |
| T06-S016 | https://research.g2.com/g2-scoring-methodologies | surrogate_primary | 2026-05-20 | G2 | vendor docs (平台一手 — 方法论) — G2 Grid: Satisfaction × Market Presence |
| T06-S017 | https://www.svpg.com/books/loved-how-to-rethink-marketing-for-tech-products/ | surrogate_primary | 2026-05-20 | Martina Lauchengco / SVPG | vendor docs (作者一手) — LOVED, 4 PMM responsibilities |
| T06-S018 | https://wynter.com/post/message-testing | surrogate_primary | 2026-05-20 | Wynter | vendor docs (作者一手) — message testing definition |
| T06-S019 | https://www.strategyzer.com/library/the-value-proposition-canvas | surrogate_primary | 2026-05-20 | Strategyzer / Osterwalder | vendor docs (作者一手) — Value Proposition Canvas |
| T06-S020 | https://www.mckinsey.com/industries/technology-media-and-telecommunications/our-insights/from-product-led-growth-to-product-led-sales-beyond-the-plg-hype | secondary | 2026-05-20 | McKinsey | PLG → PLS motion, land and expand |
| T06-S021 | https://klue.com/blog/competitive-battlecards-101 | surrogate_primary | 2026-05-20 | Klue | vendor docs (厂商一手) — battlecards, trap questions, FUD, CI |
| T06-S022 | https://www.newbreedrevenue.com/blog/tofu-mofu-bofu | secondary | 2026-05-20 | New Breed | TOFU/MOFU/BOFU funnel stages |
| T06-S023 | https://corporatefinanceinstitute.com/resources/valuation/grr-vs-nrr-saas-retention-metrics/ | secondary | 2026-05-20 | Corporate Finance Institute | NRR vs GRR boundary |
| T06-S024 | https://blog.hubspot.com/marketing/tam-sam-som | secondary | 2026-05-20 | HubSpot | TAM/SAM/SOM market sizing |
| T06-S025 | https://benjaminball.com/blog/what-is-a-message-house/ | secondary | 2026-05-20 | Benjamin Ball | message house: roof/pillars/foundation |
| T06-S026 | https://www.dealfront.com/blog/demand-generation-trends/ | secondary | 2026-05-20 | Dealfront | demand gen, ABM, pipeline influence, attribution |
| T06-S027 | https://www.revenera.com/blog/software-monetization/saas-pricing-models-guide/ | secondary | 2026-05-20 | Revenera | freemium, usage-based, good-better-best |
| T06-S028 | https://userpilot.com/blog/product-led-vs-sales-led/ | secondary | 2026-05-20 | Userpilot | PLG vs SLG GTM motions |

---

## Glossary

### Group A — Positioning & Messaging (定位 / 信息)

| Term | Acronym | Definition | Who uses / source |
| --- | --- | --- | --- |
| Positioning | — | The context-setting act of deliberately defining how your product is the best at delivering value a well-defined set of customers cares about; deciding the market frame customers judge you in. | April Dunford / PMM canon (T06-S001) |
| Competitive alternatives | — | What customers would do to solve their problem if your product did not exist — often "do nothing" or a manual workaround, not just direct competitors. Step 1 of Dunford positioning. | April Dunford (T06-S001) |
| Differentiation / differentiated attributes | — | The capabilities or features you have that the competitive alternatives lack; the raw material for differentiated value. | April Dunford (T06-S001, T06-S002) |
| Differentiated value | — | The benefit that your differentiated attributes enable for buyers — the answer to "why pick us vs. an alternative?" | April Dunford (T06-S001) |
| "So what?" test | — | Technique: for each differentiated attribute ask "so what for the customer?" to translate a feature into the value/benefit it delivers. | April Dunford (T06-S001) |
| Feature vs. benefit | — | A feature is what the product does; a benefit is the value the customer gets from it. PMM job is to translate features into benefits. | PMM canon; April Dunford "so what" lineage (T06-S001) |
| Value proposition | value prop | A clear statement of the value a product delivers, to whom, and why it is better than alternatives. | PMM canon / Strategyzer (T06-S019) |
| Value Proposition Canvas | VPC | Osterwalder/Strategyzer tool mapping customer jobs/pains/gains against product pain-relievers and gain-creators to ensure product–market fit. | Strategyzer / Alexander Osterwalder (T06-S019) |
| Messaging hierarchy / message house | — | A structured messaging framework: roof = overarching value prop / umbrella message; pillars = 3-5 supporting themes; foundation = proof points/evidence. | B2B PMM practice (T06-S025) |
| Message pillars | — | The 3-5 core supporting themes (load-bearing "walls") under the umbrella message that organize positioning. | B2B PMM practice (T06-S025) |
| Point of view | POV | A company's strong stance on the problem and why the world needs a new approach — the narrative seed for category creation. | Play Bigger / Lochhead (T06-S009) |

### Group B — Buyer & Research (买家 / 研究)

| Term | Acronym | Definition | Who uses / source |
| --- | --- | --- | --- |
| Ideal Customer Profile | ICP | A description of the account/company type that fits your product best — converts fast, retains, drives most revenue (firmographics, technographics, behavior, pain). Answers "who should buy." | PMA (T06-S003) |
| Buyer persona | — | An archetype of a person in the buying decision (role, motivations, challenges, where they get information). Answers "who decides." | PMA (T06-S003) |
| User persona | — | An archetype of the end user who actually uses the product day-to-day, distinct from the economic buyer persona. | PMM / UX practice (T06-S003) |
| Jobs to Be Done | JTBD | Theory that customers "hire" a product to get a functional/emotional/social job done; a market = a group of people + the core functional job. | Tony Ulwick / Strategyn; popularized by Clayton Christensen (T06-S007, T06-S008) |
| Outcome-Driven Innovation | ODI | Ulwick's practice operationalizing JTBD by breaking a job into steps and attaching measurable outcome metrics ("if JTBD is the theory, ODI is the practice"). | Tony Ulwick / Strategyn (T06-S007) |
| Voice of Customer | VoC | Structured capture of customer needs/language from research (interviews, surveys); a precursor discipline Ulwick built on for JTBD. | Strategyn / general research (T06-S008) |
| Switch interview | — | A JTBD-style (Christensen/Moesta) interview reconstructing the moment a customer switched to/from a product to surface the forces driving the "hire." | JTBD community / Christensen lineage (T06-S008) |
| Win/loss analysis | — | Interviewing won and lost deals to learn why buyers chose you or a competitor; also a rich source of competitive intelligence feeding battlecards. | Klue / PMM practice (T06-S021) |
| Message testing | — | Evaluating how a message (web page, email, pitch) resonates with people representing your ICP — what is clear, boring, resonant, or off-putting. | Wynter (T06-S018) |

### Group C — GTM & Launch (上市 / 发布)

| Term | Acronym | Definition | Who uses / source |
| --- | --- | --- | --- |
| Go-to-market | GTM | The overall plan/strategy for bringing a product to market: target, positioning, pricing, channels, motion, launch. | PMM canon (T06-S020) |
| GTM motion | — | The repeatable way a company acquires and expands customers (e.g., self-serve, sales-led, hybrid). | PMM / GTM practice (T06-S020, T06-S028) |
| Launch tier | T1/T2/T3 | A classification of launch importance that scales resourcing: T1 = strategic, everyone talking (events, press, exec sponsor); T2 = many customers (blog, web page, collateral); T3 = minor/upgrade (blog + internal heads-up). | PMM practice; Sourcegraph/PMA (T06-S006) |
| Product-led growth | PLG | GTM motion where the product itself drives acquisition, activation, conversion, and expansion with minimal human touch. | Userpilot / Reforge (T06-S028) |
| Sales-led growth | SLG | GTM motion requiring a human sales process to acquire/expand; product alone cannot close the deal. | Userpilot (T06-S028) |
| Product-led sales | PLS | Hybrid motion: PLG signals (usage) feed a sales-assisted process to expand into larger/enterprise deals. | McKinsey (T06-S020) |
| Land and expand | — | Strategy of entering with a small initial purchase (a team/user), then growing usage and spend across the account over time. | McKinsey (T06-S020) |
| Beachhead | beachhead market | A single, narrow target market you focus all resources on winning first (D-Day analogy), used as the base to expand. | Geoffrey Moore (T06-S011) |
| Total / Serviceable / Obtainable market | TAM/SAM/SOM | TAM = total demand across all customers; SAM = the slice you can realistically serve (geo, pricing, distribution); SOM = the portion you can realistically capture near-term. | Market sizing canon (T06-S024) |
| Segmentation | — | Dividing the market into groups (by WTP, needs, behavior, firmographics) to focus positioning and GTM on those who value your differentiation most. | Dunford / Simon-Kucher (T06-S001, T06-S013) |

### Group D — Category & Adoption (品类 / 采用)

| Term | Acronym | Definition | Who uses / source |
| --- | --- | --- | --- |
| Category design | — | The discipline of creating and developing a new market category and conditioning the market to demand your solution and crown you its "king." | Play Bigger / Lochhead (T06-S009, T06-S010) |
| Category creation | — | Inventing a new market category (vs. competing in an existing one) by naming a new problem and the new approach to it. | Play Bigger (T06-S009) |
| Lightning strike | — | A focused, high-intensity event/campaign to seize market attention, frame the problem, and establish you as the category leader. | Play Bigger / Lochhead (T06-S009) |
| Technology adoption lifecycle | — | The model of how a market adopts innovation across innovators → early adopters → early majority → late majority → laggards. | Geoffrey Moore (T06-S011) |
| Crossing the chasm | — | Bridging the gap between visionary early adopters and pragmatist early-majority buyers, who buy differently (evidence/references, not vision). | Geoffrey Moore (T06-S011) |
| Early adopters | visionaries | Buyers who adopt for competitive advantage and a vision of radical change; will buy before references exist. | Geoffrey Moore (T06-S011) |
| Pragmatists | early majority | Buyers who want evolution not revolution; need a compelling reason to buy, references, and proven results. | Geoffrey Moore (T06-S011) |
| Bowling alley | — | Post-chasm strategy of using a won niche to topple adjacent niches in sequence (like bowling pins) toward the mainstream. | Geoffrey Moore (T06-S011) |

### Group E — Competitive & Enablement (竞争 / 赋能)

| Term | Acronym | Definition | Who uses / source |
| --- | --- | --- | --- |
| Battlecard | — | A concise (1-2 page) sales reference arming reps with competitive intel, objection handling, trap questions, and FUD counters for live deals. | Klue / PMA (T06-S021, T06-S005) |
| Competitive intelligence | CI | The practice of gathering and synthesizing intel on competitors and the market to inform positioning, battlecards, and strategy. | Klue (T06-S021) |
| Sales enablement | — | Equipping sales with the content, tools, and training (decks, battlecards, scripts) to sell effectively. | PMM / Klue practice (T06-S005, T06-S021) |
| Content adoption / pull-through | — | The degree to which sales actually uses (pulls through) the content PMM creates; a core measure of enablement effectiveness. | PMM practice / Wynter context (T06-S018) |
| Trap question | landmine | A question PMM arms reps to ask that exposes a competitor's weakness so the prospect discovers the gap themselves, ideally before the competitor is named. | Klue (T06-S021) |
| FUD | Fear, Uncertainty, Doubt | Vague negative information spread to influence perception; PMM builds battlecards to counter competitor FUD and handle objections. | Klue (T06-S021) |

### Group F — Pricing (定价)

| Term | Acronym | Definition | Who uses / source |
| --- | --- | --- | --- |
| Value-based pricing | — | Setting price on the perceived value/outcome to the customer, aligned to willingness to pay — vs. cost-plus or competitor-based pricing. | Simon-Kucher (T06-S012) |
| Packaging | — | How features/entitlements are grouped into editions/tiers to simplify buying and drive acquisition and expansion. | Simon-Kucher / Revenera (T06-S012, T06-S027) |
| Good-better-best | GBB | A tiered packaging pattern offering three ascending bundles to span willingness to pay and anchor choice. | Revenera / Simon-Kucher (T06-S027, T06-S012) |
| Value metric | — | The unit you charge on that scales with the value the customer receives (e.g., per seat, per API call, per GB). | Simon-Kucher (T06-S013) |
| Willingness to pay | WTP | The maximum price a customer segment will pay; a primary axis for segmentation and value-based pricing (measured via conjoint/surveys). | Simon-Kucher (T06-S012, T06-S013) |
| Freemium | — | Offering a free, feature-limited tier to drive acquisition, with paid upgrades for advanced features/capacity. | Revenera / payproglobal (T06-S027) |
| Usage-based pricing | UBP / consumption | Charging by actual consumption (quantity of units × price per unit) rather than flat seats. | Revenera / Ordway (T06-S027) |

### Group G — Funnel & Demand (漏斗 / 需求)

| Term | Acronym | Definition | Who uses / source |
| --- | --- | --- | --- |
| Top / Middle / Bottom of funnel | TOFU/MOFU/BOFU | The three buyer-journey stages: TOFU = awareness, MOFU = consideration/evaluation, BOFU = decision/purchase. | New Breed / NanoGlobals (T06-S022) |
| Marketing Qualified Lead | MQL | A lead showing significant interest (e.g., content engagement) but not yet sales-ready. | Lift AI / funnel canon (T06-S022) |
| Sales Qualified Lead | SQL | A lead vetted as ready for sales engagement, moving toward BOFU. | funnel canon (T06-S022) |
| Product Qualified Lead | PQL | In PLG, a user whose in-product behavior (activation/usage) signals readiness to buy or expand. | PLG / funnel canon (T06-S022, T06-S028) |
| Demand generation | demand gen | Marketing programs that create awareness and interest to build pipeline; shifting from "more MQLs" to revenue/account-centric. | Dealfront (T06-S026) |
| Account-based marketing | ABM | Targeting specific high-value accounts with coordinated, personalized marketing + sales (intent data, buyer-journey content). | Dealfront (T06-S026) |
| Pipeline influence | — | The measure of marketing's contribution to opportunities/pipeline it touched (vs. strict sourced attribution). | Dealfront (T06-S026) |
| Attribution | — | Assigning credit for pipeline/revenue to marketing touches (first-touch, multi-touch, CRM-synced models). | Dealfront (T06-S026) |

### Group H — Analyst & Validation (分析师 / 验证)

| Term | Acronym | Definition | Who uses / source |
| --- | --- | --- | --- |
| Magic Quadrant | MQ | Gartner's 2×2 plotting vendors on Ability to Execute (y) vs Completeness of Vision (x) into Leaders, Challengers, Visionaries, Niche Players. | Gartner methodology (主域黑名单, 无 citable 一手 URL) |
| Forrester Wave | Wave | Forrester's vendor evaluation plotting Current Offering (x) vs Strategy (y), dot size = customer feedback; ranks Leaders / Strong Performers / Contenders. | Forrester methodology (主域黑名单, 无 citable 一手 URL) |
| G2 Grid | — | G2's plot of products on Satisfaction (user reviews) vs Market Presence, via a real-time algorithm. | G2 methodology (T06-S016) |
| Analyst relations | AR | The function managing relationships and briefings with industry analysts (Gartner, Forrester) to shape evaluations and inquiries. | Lauchengco LOVED (T06-S017); analyst-firm 主域黑名单 |
| Reference customer | — | An existing customer willing to vouch for the vendor; supplied to analysts (Wave) and used in sales/validation. | industry-standard practice (analyst 主域黑名单, 无 citable URL) |

### Group I — Metrics (度量)

| Term | Acronym | Definition | Who uses / source |
| --- | --- | --- | --- |
| Win rate | — | Share of qualified opportunities/deals won; a key outcome PMM influences via positioning, enablement, and battlecards. (业内估 battlecard users report higher win rates) | Klue / PMM practice (T06-S021) |
| Launch adoption | — | How much of the target audience adopts/uses a newly launched product or feature; the headline KPI tied to launch tier. | PMM launch practice (T06-S006) |
| Message pull-through | — | Whether the intended messaging actually appears in sales conversations, content, and the market's language — a messaging-effectiveness measure. | PMM practice (T06-S018, T06-S025) |
| Net Revenue Retention | NRR | Recurring revenue retained from a cohort including expansion (upsell/cross-sell) minus churn/downgrades; >100% = growth without new logos. | CFI / SaaS canon (T06-S023) |
| Gross Revenue Retention | GRR | Recurring revenue retained excluding any expansion — the retention "floor" (caps at 100%). Boundary: GRR ≤ NRR. | CFI / SaaS canon (T06-S023) |
| Annual Recurring Revenue | ARR | Normalized recurring subscription revenue per year. (Boundary metric — finance/GTM owns; PMM influences via pricing/packaging.) | SaaS canon (T06-S023) |
| Average / Annual Contract Value | ACV | The annualized value of a single customer contract. (Boundary metric — sales/finance owns; informs segmentation.) | SaaS canon (T06-S023) |

### Group J — Role & Org (角色)

| Term | Acronym | Definition | Who uses / source |
| --- | --- | --- | --- |
| Core PMM | — | A PMM focused on the canonical core: positioning, messaging, launch, enablement, competitive intel, and insights. | PMM org practice (T06-S004) |
| Full-stack PMM | — | A PMM (often at early-stage companies) who covers core PMM plus adjacent growth/marketing execution end-to-end. | PMM org practice (T06-S004) |
| PMM vs PM | — | PM owns what gets built and why (roadmap, delivery with engineering); PMM owns market readiness — who it's for, why it's different, and how it wins (positioning, launch, enablement). | PMA (T06-S004) |
| PMM 4 responsibilities | — | Lauchengco's LOVED model: Ambassador (connect customer/market insights), Strategist (turn insights into positioning/strategy), Storyteller (shape how the world thinks), Evangelist (make value easy for others to spread). | Martina Lauchengco, LOVED / SVPG (T06-S017) |

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## Coverage notes
- Boundary metrics (ARR/ACV, NRR/GRR) flagged as finance/sales-owned but PMM-influencing, per task spec.
- Gartner/Forrester/G2 entries cite **official methodology pages only** — no third-party "best tools" SEO lists.
- Blacklisted sources (Zhihu, WeChat, Medium generic, "glossary of marketing terms" farms, AI-summary sites) excluded from manifest. LinkedIn/Reddit would be `reference` only and were not needed.
