All related (49)
Christy Roach
Head of Portfolio & Engagement Product Marketing, AirtableNovember 17

This is a great question! It depends on what the new product/feature is, who the target audience is, and what your goals are for the launch but, more often than not, there is significant opportunity to drive adoption and upgrades within your current base rather than focusing solely on net new users.

We decide how much focus we put on new versus existing users in our launch activity by the “tier” of the launch. Tier 1 launches are large, net new products or features that will bring in new customer and impact our current base. You can usually run about 2-3 true Tier 1 launches a year when you're at the size Airtable is today. Tier 2 will definitely impact existing customers and may bring in some subset of new customers. We probably run two Tier 2 launches a quarter, so 8/year at Airtable. Tier 3 will mostly impact existing users and the change will not be significant. The bulk of product updates are usually Tier 3 launches. Tier 2 and Tier 3 launches have the current customer as the primary audience, and that means that our marketing work will be focused on messaging and programs for those users. But, even in a Tier 1 launch that’s primarily focused on bringing in new users rather than existing users, your existing users will be impacted and will care, so every launch should have a focus on current customers and communication to help them continue to succeed and expand with the product.

John Gargiulo
Head of Global Product Marketing, AirbnbNovember 30

It's always easier to sell in new things to an existing audience than try and build a new one. It also depends on your philosophy. If it is like Airbnb's original, "Get 100 people to love you rather than a million people to sort of like you," you should focus on your existing users. If you feel like you need to grow your user numbers quickly however, by all means leverage that new product to generate some external buzz. 

Claire Maynard
Marketing, MagicalFebruary 10

Great question! The goal of the new products team at Atlassian is to both expand our existing users and customers into new products and solutions and to reach new or adjacent audiences outside of Atlassian's customer base. Depending on the product and strategy, the product marketers on my team may focus more on one over the other.

I'll give a few examples from the portfolio:

  • Jira Work Management is a Jira-family solution designed for non-technical users. Jira Software is for product and engineering teams, whereas Jira Service Management is designed for IT teams. The GTM focus with Jira Work Management is on expanding to an adjacent audience (Marketing, HR, Finance, etc) within our existing customer base who are already using the Jira-suite. So we are reaching a new audience of users (non-technical) that sit within the existing customer base.
  • Halp, a slack-native help desk, has a different GTM strategy. Halp is designed to be lightweight and easy to use by modern IT teams and business operations teams. The GTM strategy is to land net-new customers to Atlassian looking for a service management entry point who do not need a robust tool like Jira Service Management. This GTM team focuses on reaching new customers.

We also have products like Team Central for example. The intention is for Team Central to be an 'expand' product in the early days, meaning our existing customers will discover and adopt it via the suite of Atlassian products they already use. Down the road, we believe this product will become a 'land' product in our portfolio and be the first product an Atlassian customer would adopt.

Dave Daniels
Founder, BrainKraftApril 2

Two things to consider. 1) What are the goals of the launch? If you don't have launch goals then figure that out first. 2) If your launch goals can be achieved faster through existing customers, focus there. 

Dave Daniels
Founder, BrainKraftFebruary 6

The answer depends on the strategy of the business and how success is measured. If the strategy is to drive new revenue through new market segments, I'll lean adoption for the target market segment. If it's top line only and I have a customer base with a need, I'll lean toward them. If I'm targeting a new market segment that's risk averse and want proof, I might lean on my customer base first to build references and then go after the new target market segment. Start with what the business is trying to accomplish and drill that down into something quantifiable. 

Helen Shaughnessy
Product Marketing, ReconstructDecember 1

For a SaaS products, Recurring Revenue is what sustains the business. Since selling to existing customers is easier and quicker than finding and converting new prospects, it should certainly be part of the new product launch. (This assumes that the new product is appropriate for existing customers and not to go after a new market.) Customers like it when their vendors are innovative, find new ways to solve their problems and provide more value. It builds loyalty and converts users into advocates.

Jodi Innerfield
Senior Director, Product Marketing, Salesforce
The goal of most B2B launches is revenue--but there are many other KPIs you can track besides how much revenue you've generated!  Customer KPIs: These KPIs all tell me how much my launch resonates with my target customer. Pipe generation; lead generation/form fills on any key launch assets like demos and datasheets; registrations/attendance to events and webinars; website views; time on-page.  Sales team KPIs: This is how I make sure my sales teams are excited about my launch and are properly informed to have customer conversations. # attendees for enablement; # views/engagement for key e...
Sherry Wu
Director, Product Marketing, MaintainX | Formerly Samsara, Comfy, Cisco
See my answer above - the KPIs that you choose when launching a new feature of an existing product should always be tied to business outcomes.  When you launch features vs products, oftentimes the business goals can be framed in terms of product adoption and cross-sell / up-sell.  Here's an example.  Let's say you have two products: A and B. This feature is available on Product B only. Let's say launching this new feature may entice customers who have bought Product A to add on Product B. Your goals here would be to ensure that customers who have bought Product A are using this new...