All related (40)
Jennifer Ottovegio
Director of Product Marketing at Narvar
Every PMM should answer this question based on 2 factors -- the needs of the business and the strength of the funnel.   (1) Org & Biz Needs - If you have a strong sales team established with sky-high close rates, the strongest need might be in widening the funnel (demand gen). If you have a green sales team that is drowning in leads, but not effectively closing, then focusing your efforts on sales enablement or nurturing might make more sense.   (2) Funnel Strength - It’s like running a relay race… if you don't have anyone to pass the baton to, that baton is going to drop. So it’s impor...more
Gregg Miller
VP of Product Marketing at Oyster®
I agree with the great points made by Jennifer and Ruturaj, but want to add that the stage of the company matters quite a bit as well.  For young companies, it is often beneficial to get engagement and retention right before trying to optimize demand gen and sales. Marketing and sales are going to be very expensive if you can't deliver value for customers and in turn make them valuable for you. If you've got a 90% churn rate and spend $1M on demand gen, you're going to get a terrible return compared with first spending 6-12 months bringing that churn rate down to, say 70% and only then s...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
Ruturaj Patil
Product Marketing Manager at GoDaddy
I would recommend try to apply the common rule "80% of the business comes from 20% of the customers". We have our customers divided into 3 segments:   New-New: Completely new to the organization Existing-New: existing customer but buys new product  Existing-buying more: Existing customers buy the same product but buys additional plan    For each product we see % revenue for each customer segment. Depending on that we prioritize if we want to focus on demand gen vs engagement vs sales.    Say if new-new is your core performing segment, you should invest your time heavily on demand ge...more
Jennifer Ottovegio
Director of Product Marketing at Narvar
  To put it simply, ABM is a more targeted approach to storytelling and demand generation. Instead of telling 1 or 2 broad stories to large groups of prospects and/or leads, ABM forces the PMM team to narrow in on our top target accounts (both customers and prospects) and identify what story will resonate with that account… and sometimes more specifically, that department, or that person. While sales and marketing alignment is always important, ABM requires even stronger ties with sales or account management in order to be effective. One thing that has really stood out to me during the pro...more
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 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. 

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