Cannot agree more - I really don't understand the argument the post is trying to make. At some point, you are doing sales, and you are doing marketing. Heck, e

Cannot agree more - I really don't understand the argument the post is trying to make. At some point, you are doing sales, and you are doing marketing. Heck, even talking to a mate at another company and pitching them on what you're building falls under them. If you're not thinking about distribution (even, and I wouldn't recommend it, as a sideline item), you're going to be essentially dead in the water. The article calls out Facebook and Slack as examples of "Product-led Growth" as somehow serperate from Sales and Marketing. I think that's perhaps misrepresenting how their growth worked. Facebook didn't grow because it was just a very good social network that was better than competitors through sheer value, but its marketing and acquisition funnels were baked into the product (friends asking friends to join - some would see that as a product feature, some would see it as an engineered marketing feature). The Tesla example is just a weird one - once again falling into the common trap of equating advertising with all marketing. You think Tesla wouldn't have spent on advertising had they not had one of the most PR-able men in the world at the helm?