All related (40)
Manav Khurana
GM & SVP Product Growth at New Relic
I've always liked having one core audience & many supporting audiences for a product story... think about it. Movies with multiple heroes are confusing.    Pick your core audience and tell the product story for them. If you have multiple supporting audiences, then describe how everyone can work better (using your product) with related audiences.   As an example, at Twilio we launched the Enterprise Plan. It provided capabilities for Finance, Security, DevOps, IT, etc. We messaged the product for developers because they were our primary audience. We talked about how the Enterprise Plan h...more
Mary (Shirley) Sheehan
Group Manager, Engagement & Retention Campaigns at Adobe
I'm into taking a very phased approach - e.g. Beta audience during a certain time period (where you are not only testing the product features but also the messaging and positioning), then roll out to an expanded Beta if necessary, then full GA. For almost all top tier launches we do this in a phased approach.  In our product we're able to "feature flag" the new product or feature for just the hand-selected group. One thing that worked well recently was to do a webinar just for the Beta participants with the PM to walk through the functionality and answer any questions (this was a good wa...more
Jodi Innerfield
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
Carlos González de Villaumbrosia
I was going to go into a long-winded answer until I saw that Josh Goslinger kind of laid out the core points I was going to mention (like a pro I may add). Regardless, I'll give you my two cents.  Within use cases, you can do some A/B for segmented audiences to gather information on what exactly is needed in these distinct audiences, and what kind of journey they are trying to go on with your product. Since you describe a release that is not necessarily available, these broken down use cases will paint a clearer picture on what will need to be available in the future.  Since the relea...more
Josh Gosliner
Senior Product Marketing Manager at Juvo

Of course this always depends on the product, but I typically like to think about use cases in addition to or in place of segmented audeinces. Use cases can frequently apply to a number of audiences and therefore better explain the value than just speaking to an audience.


Additionally, uses cases enable me to tell user stories that are much more compelling in trying to understand the "why" of a new feature or major release.

Mary (Shirley) Sheehan
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. 

Manav Khurana
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
Marcus Andrews
Director of Product Marketing at

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. 

John Gargiulo
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
Christy Roach
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