All related (49)
Stephen Baloglu
Director of Product Marketing, AdobeMarch 30

Success…you know it when you see it. Well, we all may see it a different way. So, for me, it’s all about establishing what success looks like with stakeholders and leadership (early and often), ensuring reliable measurements of success metrics are in place before launch, and taking an honest and candid approach to evaluating the launch.

We use the Go-to-Market strategy document to align the team on objectives, measures of success and goals/targets. As we prep for the launch, we ensure dashboards and data measures are in place to read out the measures/KPIs and diagnostics and that we all have access. Finally, we create a recap of the launch to share the outcomes. In the recap, one key is to embrace the good and the bad! Don’t be afraid of surfacing the things that didn’t work…otherwise, your launch playbook can get overloaded with ineffective tactics. So, do your future self and team members a favor and take the learnings forward.

Jodi Innerfield
Senior Director, Product Marketing, Salesforce
First--well done for having a post-mortem! It's really easy to just get caught up in the next thing that comes along, but post-mortems are super important! This is your time to reflect on the launch planning, the launch itself, and whatever happens next.  Launch Planning Reflection - Get feedback from stakeholders involved in the planning. Did everyone have what they need to do their jobs? Was there adequate time to get everything done? Were the right people involved from the beginning or at the right time? This information should inform changes in your bill of materials or launch plannin...
Sherry Wu
Director, Product Marketing, MaintainX | Formerly Samsara, Comfy, Cisco
The tactics behind a product launch all boil down to three strategic questions:  1. Why does this matter for the business? 2. - 3. Why does this matter for your customers? 4. Why now? These are deceptively simple, but think about all of the answers that you need to have.  Having the answers to these two questions will determine This will determine the resources that you put into a launch, how you promote it, and who you promote it
Mary (Shirley) Sheehan
Group Manager, Engagement & Retention Campaigns, 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, New Relic
First the failure mode (for contrast): PMM does a kick ass job with product decks and slicks. There is a training session where some people seem to be paying attention, but most people are distracted by their day-to-day job of sales. Then when a sales person gets an opportunity, they ask the PMM or PM to come in and help. Or worse, the sales lead complains at the company QBR that her team is not enabled properly.    What I think is better: Start with what's in it for the sales person... Is it higher deal value to satisfy quota? Higher win rate? Then, think through how your sales people...
Marcus Andrews
Director of Product Marketing, 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, 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 ...