All related (42)
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
Jack Wei
Head of Product Marketing at Sendbird | Formerly SmartRecruiters, Mixpanel, Deloitte
I'll answer this in two parts. Part 1: You've likely arrived at launching a bunch of small features to begin with because the product vision and strategy is fuzzy. Or that the strategy is to build what customers request and your release cadence is fluid. You wouldn't have asked this question if PM+PMM planned product strategy together and looked at the roadmap earlier on to develop and align on launch themes mapped to business objectives. You're asking this question because things currently work as a hand-off process, and PMM tries to "work with whatever's been given." This is not an ideal ...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
Pranav Deshpande
Head of Product Marketing at Modern Treasury | Formerly Twilio
I agree with Jack here. Ideally, new feature or product releases are planned as part of a larger story/theme you've set with PM so that you can keep referencing that theme in each new release. It can be hard to do in practice though. Getting PMs bought in is usually the hardest thing to do here, especially if you're growing quickly and need to ship as fast as possible to keep existing customers happy and convince new customers to sign. Here's a miscellaneous list that's worked at Modern Treasury, although we still have a long way to go here: - Embed PMMs with PMs so that they're always up ...more
Zachary Fox
Director of Product + Customer Marketing at Resultados Digitais

I personally like mixing the “packing of features into a big launch” and the “ongoing drumbeat”. What we did this year was choose 4 customer objectives for our product for the year and kick the year off with a campaign speaking to them and how they solve our customers biggest needs. We then planned one “big moment” for each objective over the course of the year, this would be a month when we would hit hard on this theme repeatedly tied to a major launch. Then, outside these 4 big months we plan a steady release of smaller enhancements, tying them back to our 4 objectives.

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. 

Anand Patel
Director of Product Marketing at Appcues

I like Zach's suggestion of finding a good mix but there can be times when a larger story just has more impact. At the end of the day, the key thing is to think in themes, and how those themes are going to drive value and impact for your customers. If a feature or item by itself will have large impact, then why wait to share the story? But if that feature has more impact when wrapped up as part of a larger story, then packaging it as such. I wrote an overview of this very topic here: 

Josh Colter
Head of Marketing at Woven

This is a common issue with the prevalency of agile software development. I recommend bundling up several iterative features into a meta-theme and then building a campaign around it every 6-12 weeks. This allows you to blitz the market with a bigger message/story, and it creates an internal drumbeat of messaging that the marketing team can deliver on repeatedly.

Manav Khurana
GM & SVP Product Growth at New Relic
Ultimately, it's about product adoption measured by MAU and product revenue over different time intervals.    To get there, I'd suggest looking at the following metrics with your marketing team: - Unique visitors to your product page (on the marketing site and in your product) day of launch and in the subsequent weeks/months - Conversions to hand raisers (number of people who want sales engagement), demo requests, free trials.    Your launch plan ideally has a model of awareness (via ads, PR, emails, social) to page visits. Tracking those is important for the individual channel owners...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