Product Marketing

This page defines what we market and how it goes to market. For how the marketing team plans and executes content, see the Content Strategy.

The Product Marketable Product

The FlowFuse platform is our strongest asset. Customers can build almost anything on it, then fully inspect, adapt, and own what they build. That breadth needs concrete entry points. Customers recognize value fastest when they see their own problem being solved.

A use case is the customer's view of the platform: a real problem they face, and how FlowFuse solves it. Use cases are what customers recognize themselves in, and they are therefore what we lead with: our Product Marketable Product, or PMP. Use cases make our company messaging concrete: they express the product pillars as specific problems of our Ideal Customer Profile.

A use case implementation is a starting point, not a boxed product. We show how the problem can be solved on FlowFuse, and customers adjust and fully own the implementation, tailored to their exact scenario. This is the strength of the platform: what is built stays visible and understandable end to end in low code, so it can be trusted, audited, and operated in production. Every use case story ends at the same place, the platform.

The platform and the use cases grow together. New feature functionality broadens the platform and unlocks new use cases, while deepening what already exists makes the current use cases better supported. For AI specifically, we look for use cases that are enabled by AI, next to using AI to better support the use cases that are not.

Showcases

A Showcase makes a use case visible as it can be developed on our platform, and includes everything around it, consisting of:

  1. Use case definition: the customer problem and outcome, written customer-centric.
  2. Differentiation: why FlowFuse over the alternatives, the "why us".
  3. Product application: how we or the customer take the use case to production as a demo and, where possible, a blueprint anyone can deploy.
  4. Onboarding journey: how we or the customer get the use case implemented, from first interest to production, supported by blueprints, the FlowFuse Expert and our AI capabilities, and documentation.
  5. Marketing artifacts: the show and tell; use case web pages, videos, blog posts, social content, and customer stories.

Cross-functional ownership

The PMP is a shared artifact between Sales, Marketing, Product, and Engineering. Each department is both contributor and stakeholder, and no single department owns a Showcase end to end.

Ownership is assigned per Showcase: its go-to-market plan names an owner for each component (use case definition, differentiation, product application, onboarding journey, and marketing artifacts), based on who is best placed for it and has the time allocated to it.

Prioritization

Account-based marketing sets the order in which use cases are developed into Showcases: each target account has specific problems, needs, and desires that map to specific use cases. That mapping gives a priority order directly connected to our pipeline.

Go-to-market plans

Each Showcase gets one story and one go-to-market plan, tracked in Asana with tickets across Marketing, Sales, Product, and Engineering. Stories and their Asana tasks come together in the Use Cases project, the holistic overview of the PMP. Tasks in it can be shared across Sales, Product, and Engineering.

Work lands with marketing through the same mechanisms as all other marketing work: the request forms and the content calendar documented in How we work.

We run one storyline at a time and repeat it consistently across weeks and channels before moving to the next. A message must be repeated far more often than feels natural before most of the audience has seen it.

All collateral ties back to its use case, so the use case page, blueprint, certified nodes, comparison pages, and customer stories interlink into one coherent web of resources.

Tracking success

We track success on three levels, reviewed together in the weekly Product and Marketing sync. As this practice matures, we can consider a review that also includes Sales.

  • Lagging: sales pipeline where a use case is the attributable entry point and marketing MQL generation, with customers we win that tie back to a specific story.
  • Leading: behavior that predicts that pipeline; engagement on the use case pages, deployments of Showcase blueprints, hand-raises (contact sales submissions and trial signups attributable to use case content), and engagement from the account-based marketing target accounts a use case maps to.
  • Traction per story: every story tracks the same base set for its artifacts (reach, engagement, and deploys per artifact type), so stories stay comparable and each go-to-market plan is judged on the same terms.

These measures are not a separate scoreboard next to departmental goals:

  • Sales: the pipeline lagging metric is sales' own objective.
  • Marketing: MQL generation is marketing's existing objective, fed by the leading indicators.
  • Product and Engineering: a dedicated Product Objective tracks this behavior.

A Showcase that works moves every department's existing objectives at once.

Where to see it