All related (38)
Head of Product Marketing at Sendbird | Formerly SmartRecruiters, Mixpanel, Deloitte
Welcome to the fun world of Enablement! And there are internal + external
aspects of this.
* External
* Message x Value & benefits: What's in it for your users? Migration is a
pain in the ass. Before you get to the logistics, you have to sell them on
the why
* Transition plan: What's the step-by-step guide? Is it one size fits all,
or does it require different approaches for different types of users?
These need to be documented and clearly laid out.
* Timing & cadence: Give your customers enough time to make the changes.
I'll leave the communicat...more
Vice President of Product Marketing at HackerOne
The first step is defining the customer journey and making sure your key functiona teams understand that journey. Then, recognizing that there may be stop gaps that need to be implemented to ensure customers can take advantage of the feature. What needs to happen on the delivery side of the house so CS and technical teams are enabled? How can we over communicate and document docs and materials for our teams and customers?
What kinds of enablement efforts do we need to account for to make sure customers understand the benefits?
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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
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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.
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
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.
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
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