I would grab/cultivate any testimonials, use cases, and customer-driven artifacts from the first launch to build a more targeted and informed launch the second time around. Even better, host a webinar with top plays from the first segment of customers who benefited from the initial launch, to inform the second launch moment and accelerate time to value. Show them how it worked via customer "plays" and use cases versus telling.
The first step is defining the customer journey and making sure your key functiona teams understand that journey. Then, recognizing that there may be stop gaps that need to be implemented to ensure customers can take advantage of the feature. What needs to happen on the delivery side of the house so CS and technical teams are enabled? How can we over communicate and document docs and materials for our teams and customers?
What kinds of enablement efforts do we need to account for to make sure customers understand the benefits?
We are a slack heavy company. So we have our own announcement channel for all things Marketing that I actually started so that we could share our updates!
We also do quarterly roadmaps and retros where PM + PMMs present their upcoming roadmap and a retro on their activities from the past quarter. All of Product and PMM go - and we invite our key stakeholders across the business, including the leaders from other areas of Marketing.
Starting with those three functional responsibilities - insights, launch/go-to-market, and sales enablement makes a ton of sense for a team of that size. Depending on the current and future product set, I've also seen teams re-org to match customer segment (SMB, enterprise, etc.) or paired with a product manager who is either tasked with overseeing a product and/or stage of a user life cycle (e.g. acquisition, retention).
IMPACT. So often product marketing teams get snowed under by trying to do all the things. They focus on completeness. They want to have every box checked. But they have no idea if any of it is working. Every other team in the business will have endless needs - endless requests - of PMM, but you have to get good at calling out what metric you're focused on and how you think you can ladder into it. Get good at talking to the metrics of the business and get good at thinking about how what you do ladders into the business stategy.