3 answers
All related (39)
Senior Director, Marketing at Figma
The answer you’ve probably heard many times before (but I will say it again
because I believe it): I believe PMM should be a critical partner to product as
early as the product requirement definition stage (or however way you kick off
planning).
What value can PMM add so early on? You can add value in so many ways! Write the
story you want to tell when you launch, so product builds a compelling enough
feature. Lend your expertise on the competitive landscape. Define the various
use cases and best practices on how the feature is used (not just what it does).
Sounds dreamy. How do you get t...more
Director of Product Marketing at LogDNA
I always tell my PMs that the earlier PMM is looped into feature development planning, the better. Of course, we want enough lead time to prep for a successful launch. But even before we think about the launch, PMM should bring their insights to the table when the team is in the planning stages. This allows us to bring feedback from the field and customers, as well as share any market or competitive trends we have discovered.
Related Ask Me Anything Sessions
Senior Director, Product Marketing at Salesforce
Tiering and t-shirt sizing a launch should be based on "how impactful is this to
my customer and the company?" If it's a brand new product suite, a new offering
in the market either for the company or the space, or a material
investment/improvement from what exists today--that's a Tier 1, full-court press
(whatever that means for your company!)
Moderate improvements, new SKUs, bigger features that are exciting but not
totally new and different for the company are the market are more medium-Tier
launches.
Smaller features and incremental updates can be covered in release marketing
only, m...more
VP of Marketing at Process Street
Really early :). When the release is just a twinkle in the PM’s eye :). The way
to do this is to set up a formal PMM:PMM partnering system where each individual
PM is partnered with 2-4 PMs, and they all focus on the same area of the
product. The PMM meets regularly with their PM partners. The baseline topic (in
addition to other selected topics of conversation) is always: what’s coming down
the pipe? What was recently prioritized on the roadmap? Who will the new product
be for, and what need does it serve? How will it work? Does the PM have any
thoughts about key considerations that will n...more
Group Manager, Engagement & Retention Campaigns at Adobe
Ideally, it's a combination of the GM, product management and product marketing. The GM would set the overall business goals for the year or quarter including revenue. The PM often drives the product launch adoption and revenue goals for that product. PMM often builds the plan with the metrics to help back into those goals.
The important thing is that if you see a gap, make sure that someone is owning all of these goals, otherwise, it will be meaningless to have launch metrics.
GM & SVP Product Growth at New Relic
I am a big fan of drumbeats. People are busy and it's easy to miss one
large product announcement and even if your audience sees the announcement, it's
easy to forget about it.
My favorite packaging approach is to have a broad theme ([your service] keeps
getting better, a commitment to security or performance, helping your audience
do something better, faster, cheaper...) and then announce each small
enhancement as it comes.
Say you have 5 small enhancements over 12-15 weeks. Start with announcing
the first enhancement on your blog/email/social channels as part of a broader
theme. ...more
Director of Product Marketing at Pendo.io
I think you’re asking if it’s behind a pay wall and not just a free product? If that’s the case, you need material (video!) that can act as a demo, people want to see product, not just read about it. Salespeople who can give great demos and free trials are often a really effective a launch tool.
Head of Global Product Marketing at Airbnb
Great question. Post-launch is the most underrated parts of the cycle.
You've spent months aiming the rocketship, putting fuel in the tank and blasting
off - now you've got to steer. Let's break it down into three steps:
1) ANALYZE
The first thing is to immediately begin watching not just usage of the product,
but which parts of the product. How are people interacting with your features?
Where are they dropping off? Where are they spending their time? This will give
you context and clarity to move onto step two.
2) PLAN
Now that you know where your hypothesis was roughly right or ...more
Head of Portfolio & Engagement Product Marketing at Airtable
Enablement is one of the most critical and often most difficult parts of the
launch. The key to remember is that, usually, the product launch is just part of
the overall sales process, and you need to treat your enablement as such. Very
rarely will a customer-facing team drop everything for a new product line, you
need to fit it into their existing flow. Here are some practices I use:
* Timing is everything: This sounds stupid but it’s so key. If you’re trying to
train a team during the last week of the quarter, you’ll get very poor
participation and engagement rates. At Airtable, w...more