AMA: Grammarly Global Head of Product Marketing, Natala Menezes on Product Launches

Pricing is both a science and art -- which means in many cases, it is hard to predict if you have hit the right price (high enough to capture maximum value but low enough that you can scale it to a broad customer base). Because of that, it can sometimes feel like pricing is based on the wind, but in reality, it is a careful process! Here’s a step-by-step that has worked for us: Research - Dig into competitive pricing (how are similar products priced, what would the alternatives cost?) and identi ...Read More

Start by defining what you mean by impact: new user acquisition? Product adoption? Market awareness (pr coverage?). With a clear target and success metric, tailor activities to deliver on those goals. My experience has found that PR pops when combined with a customer event or activity (user conference, live-streamed roadshow, or customer event). For customer adoption focusing on multi-channel coverage (in your product + blogs + Twitter + customer testimonials + help content). As for setting the ...Read More

We absolutely tier our launches and we do it for 2 specific reasons: Resources and investment need to match the outcomes we expect from a launch Not every feature is news! In some cases, bundling features together will tell a more compelling and meaningful story and we are very conscious about how often we activate our customers with news Here’s how we approach tiers:  Strategic Moments: These VIP launches have executive (founder+) involvement, are tied to a major event, and get the full roster ...Read More

Start with talking to customers to understand how they buy and their decision-making process. If we are working on a quick-turn launch, qualitative research via focus groups is a quick way to get a framework in place and validate product-market fit. With longer timelines, quantitative research can bring depth to user segmentation and buying timelines, and also the competitive landscape. Additionally, it is ideal when user personas are part of the product development process. Then expanding to bu ...Read More

Teamwork makes the dream work! But with large launches and lots of people eager to make it work, it can be confusing. I find that centering that teamwork on an agreed to “Bill of Materials” -- the list of all marketing content that will be produced - helps drive alignment, timelines, and accountability. Within that list identify who the “owner” is - the person that will drive the execution of the content and in some cases, identify key reviewers or collaborators. Set dates and call out contingen ...Read More

Not having clear entry/exit criteria to hit milestones ahead of launch → typically results in a launch delay. Collaborating as a cross-functional team → Team has tension and low trust, slowing the process down and making it less fun! Messaging that is generic → product won’t resonate with customers and typically reduces traction. Crisp messaging that inspires is essential! Lack of alignment across org → Slows down the launch process because approvals don’t stick Product readiness → Delays launch ...Read More

Define this at the beginning! I typically find that a 3-month lookback gives the most holistic view on a launch success. Within that time period there are a few key moments:  Launch Day - what was delivered in terms of coverage, sign-ups, and customer excitement? Launch Week - how did the week wrap up in terms of key metrics?  Month 1 post-launch day - One month out what are the results in terms of adoption and use? Are there any changes that should be made to marketing programs? This is also th ...Read More

Create a Leadership Team: - Typically composed of the PMM who will lead the launch, define messaging and positioning and rally the org plus the product manager who owns the product and then key stakeholders from PR, Analyst Relations, and GTM / Sales Readiness. Set a timeline: Build a detailed timeline with key launch milestones such as when the product will be ready, executive reviews, the deadline for creative requests, and content creation timelines. Getting clarity on dependencies and the ti ...Read More

People with a background in writing tend to excel at PMM. The key additional quality is to be a puzzle solver. Are they also technically curious (they like to know how things work) and interested in changing marketings? Do they love to tell stories? So much of being a great PMM is about bringing to life a product -- and then understanding and building a strategy for market success. Sometimes starting in a cross-functional role in content creation or customer support can lead to a PMM role, but t ...Read More

My primary goal with an early-stage launch is scaled traction. If you’ve already got customers, the objective should be to get to the next step function of growth. I.e. 10 obsessed customers would grow to 100 or X in revenue.  In terms of budget, the costs are more sweat equity to develop meaningful product positioning and a compelling narrative. Research can help validate this. The other cost will be PR. Working with a firm that brings relationships and experience to the table is often worth th ...Read More