All related (76)
John Gargiulo
Head of Global Product Marketing, AirbnbNovember 30

Research is so important. The closer you are to your customer, the more credibility you have. If you're fortunate enough to have a research org at your company, even better. My first weeks at Airbnb were in large part spent sitting in with the research team as they interviewed our users. 

 

In terms of timing, the earlier you develop that understanding of and relationship with the customer the better. Great research leads to well-informed, strategic insights that will serve as the bedrock for your launch. 

Caroline Walthall
Director of Product Marketing, Quizlet | Formerly UdemyJanuary 30

So, I never use all these types of research, but here's a great menu of research phases that I keep at the top of my Research Plan Template. Usually at most I'd pick one of these per phase, that is most important and will produce the most actionable insights. 

Phase 1 - Early stage

  • Market understanding
  • Market segmentation and validation
  • Customer journey work


Phase 2 - Early stage **This stage is so crucial if you don't already have data to support the direction pre-design phase**

  • Problem discovery
  • Problem validation


Phase 3 - Mid stage

  • Defining or testing new product concepts
  • Solidifying pricing
  • Prioritizing features and releases
  • Investigating the best marketing options


Phase 4 - Launch stage

  • Creating or testing messaging
  • Qualitative impressions of marketing programs


Phase 5 - Late stage

  • Analyzing business success
  • Measuring customer satisfaction
  • Measuring brand equity
Marcus Andrews
Director of Product Marketing, PendoJune 25

Our product teams are great at this and we glean a lot from them during a launch but we’ll also do a lot of customer interviews on our own. I also always learn a lot from talking to our own Service team, but I specifically work on software for service teams.

Often we also run a big survey to collect data points that support our narrative. For instance recently we wanted to figure out how many people invest in customer listening and advocacy tools. So we ran a big survey and that asked questions related to how service teams approach this. The data kind of became it’s own launch and added a ton of social proof to our message. Example: https://blog.hubspot.com/service/state-of-service-2019-customer-first 

Sara Rosso
Director of Product Marketing, Hubspot | Formerly Early hire @ Automattic (WordPress.com, WordPress VIP)August 4

Foundational qualitative research should be done as soon as you are able, and also ahead of any major product shifts or market expansions.

We've also explored qualitative research with "the ones who got away" - lost, paying customers. Understanding where we've failed them or where competition has become a better alternative has also been really helpful - sometimes it's a solution we already have that they weren't able to find easily and we can make changes without largely changing the product.

The quicker you can engage lost customers, the better, because once they've left their desire to give feedback (or even remember) greatly diminishes the more time has passed. 

Jodi Innerfield
Senior Director, Product Marketing, Salesforce
The goal of most B2B launches is revenue--but there are many other KPIs you can track besides how much revenue you've generated!  Customer KPIs: These KPIs all tell me how much my launch resonates with my target customer. Pipe generation; lead generation/form fills on any key launch assets like demos and datasheets; registrations/attendance to events and webinars; website views; time on-page.  Sales team KPIs: This is how I make sure my sales teams are excited about my launch and are properly informed to have customer conversations. # attendees for enablement; # views/engagement for key e...
Sherry Wu
Director, Product Marketing, MaintainX | Formerly Samsara, Comfy, Cisco
See my answer above - the KPIs that you choose when launching a new feature of an existing product should always be tied to business outcomes.  When you launch features vs products, oftentimes the business goals can be framed in terms of product adoption and cross-sell / up-sell.  Here's an example.  Let's say you have two products: A and B. This feature is available on Product B only. Let's say launching this new feature may entice customers who have bought Product A to add on Product B. Your goals here would be to ensure that customers who have bought Product A are using this new...
Mary (Shirley) Sheehan
Head of Lightroom Product Marketing, Adobe
This is a great question! It's easy to get stuck with the same GTM checklist for every launch and feel like there's no creativity.  An easy fix is to push the boundaries of what you normally do with a new visual approach or new mediums. Never tried a video before? Try it out now! I always love a good brainstorm session with people outside of those I normally work with on product launches. Grab your content marketer, the creative lead that you don't usually work with, and anyone else you like working with, and have a session on what you could do with a launch. I actually did this yeste...
Priya Gill
Vice President, Product Marketing, Momentive
Funny enough, this was completely a Marketing led rebrand. Product roadmap didn't play a role in guiding the process because we already had the right set of products, we just didn't have the right message or name in the market. An important part of this repositioning was strongly signaling to the market that we are no longer just a surveys company. This has actually been true for a while, but even our own customers had little awareness of some of the other products in our portfolio. But it’s hard to convince the outside world that we’re more than a surveys company with a name like SurveyMon...
Manav Khurana
GM & SVP Product Growth, New Relic
I always like to have a product adoption goal Day-of, 1-months, 3-months, 6-months, and 1-year out. Having this clarity is critical to figure out what we need for launch and in the weeks, months after launch.    The next step is to back into the awareness, lead (if sales led) and conversion goals from that adoption goal.    I see PMMs as the CMO of their product. They are the QB for product adoption goals. Looking at the product adoption metrics on a weekly basis is good cadence to keep an eye on what's happening and what should be done.    To operationalize these activities with the ...
Brianne Shally
Head of Product Marketing, Nextdoor
Sharing the product roadmap externally is a great way to share the company's vision, investment in innovation, and upcoming features to get prospects and customers excited about the potential. It can be a strong selling tool to get prospects on board and a resource to get current customers to invest more. What's important is that the roadmap isn't standing on it own, but partnered with an overall vision to show how product efforts later up to a great vision. This is where Product Marketing can play a strong role in storytelling and positioning to bring it all together. I've seen this execut...