All related (49)
Harish Peri
Head of Product Marketing - Security, Integrations, Mobile, SalesforceApril 5
Success is only as good as the definition of success. So in the early days of the launch you need to have a aligned defintion of what the launch goal is. Market share, awareness, competitive takeouts, upsell/cross-sell. Define it very clearly and define what the metric is for success. Also define the expected timeline for success, and ensure you have the actual instrumentation to measure it.   Then the launch leader should commit to regular updates to the launch stakeholders on success metrics, and should call quarterly or monthly reviews in case the launch goals are not being met (in orde...
Julien Sauvage
Vice President, Product Marketing, Gong.ioSeptember 8
Measuring the success of your launch is a fascinating topic, and no easy task. You can think of 5 dimensions of success: global impact, digital impact, revenue impact, employee impact, product impact. 1) Global impact The global impact is really about how your launch made your brand more popular, how did it help with brand awareness? Of course, the metrics that go with this are things like a share of voice and VOC studies. A good product launch has the potential to make a big splash! 2) Digital impact The digital impact is the most common or well known one. You can measure the organ...
Jeffrey Vocell
Head of Product Marketing, Narvar | Formerly Iterable, HubSpot, IBMSeptember 1
It really depends on what you’re launching, where your product fits into the customer’s journey, and the broader market. Generally speaking I think really large notable product launches can be measured by all, or just some of the following: Awareness: Organic search traffic before/after launch, rise in social conversations (post launch), PR mentions, and more. Interest: Growth in leads, MQLs, demos, or similar metrics for your business. Impact: Revenue, retention, and more. Overall here’s my playbook that I hope is helpful for large launches: - Define which metrics matter for a specific...
Dave Steer
Vice President of Product Marketing, GitLabJuly 28
Overall, you want to be looking at metrics that give you an understanding of success (e.g. adoption, revenue, word-of-mouth), inform tweaks to your messaging, and future direction of the product. These metrics may differ between B2B and B2C products, especially around Sales Enablement. Post launch, I’m tracking several metrics for my products, including: 1- Adoption and usage of the product 2- Revenue derived from a product 3- Customer support inquiries related to the product (this is a good source for additional product education and messaging) 4- Understanding of product from the Sales t...
Jodi Innerfield
Senior Director, Product Marketing, 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...
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,
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 ...