How should product split feature adoption KPIs with the product marketing team?

Product management owns feature adoption KPIs, period. Why build the feature if you don't care about usage? (Even if the feature is targeted a specific sub-segment, you should care about that segment's adoption.) I understand why one might think product marketing could own this, given initiatives like awareness campaigns, growth programs, and marketing-led adoption efforts. But here's the reality: product management always depends on many stakeholders to accomplish outcomes, but that doesn't mea ...Read More

Generally, the most logical approach is to divide up KPIs according to the user journey, and reserve a few top-level KPIs as shared KPIs. For instance, a generic user journey looks something like: Awareness of the feature -> Understanding its value/use-case -> First Use of the feature -> Repeated use -> Advocacy. In this case, Product marketing would own Awareness and Understanding, and Product would own First Use and Repeated Use, and you may both own Advocacy. Breaking that down fu ...Read More

I'd suggest dont split the KPIs. Here is why Product Management and Product Marketing are two different ways to accomplish the same outcomes. The difference is one is in product and the other is outside of product but both the experiences are touching the same customer and driving the same north star outcomes.  But in some cases that may not be possible either because of the org structure or just how your company functions. If that is the case I would suggest to map out both the in product and o ...Read More

It's worth ensuring you collaborate closely with your PMM to ensure you know who is responsible for what along all touchpoints. In general, top of the funnel channels owned by marketing should be owned by their team (social, paid, blog, email, etc). Everything else should be owned by the product/design/engineering team (with the exception when marketing owns the development of those product ie. lead gen with "no code" tools). The touchpoints where marketing hands customers over to the product ex ...Read More

Feature adoption should be a shared KPI with clear stage ownership: Product Marketing (PMM) owns awareness and intent — ensuring users know about the feature and want to try it. Their metrics: feature awareness, CTR on announcements, traffic to feature pages, and activation campaigns’ reach and engagement. Product Management (PM) owns activation and retention — ensuring users use the feature successfully and keep using it. Their metrics: activation rate, repeat usage, task completion, and impact ...Read More

This has been a hot topic on my team recently. I think the default answer for many is that PMs own all of the metrics around a feature launch, including adoption. However, I believe that Product Marketing and Product need to be incredibly close partners on adoption KPIs, with each partner measuring the levers that they have control over to understand where they can drive the most impact. Once a feature is launched, the PM can listen to customer feedback and look at usage data to understand what ...Read More