All related (40)
Daniel J. Murphy
VP of Marketing at Privy
It's all about the process. Don't start with "we have something to launch and here's all the stuff we're going to do for this launch and NOW let's set a launch goal." Instead, start with what strategic goals your company is trying to solve. Okay, it's churn. So how will this new launch help with churn? Then come up with your plan based on that goal.  Sometimes it's not easy to set a goal using the numbers at your disposal. Meaning you can't come up with "I need to book 50 meetings for CS with this launch" by running a Salesforce Report. Sometimes it's a guestimate.  "Okay, I need to h...more
Jack Wei
Head of Product Marketing at Sendbird | Formerly SmartRecruiters, Mixpanel, Deloitte

You can use internal and/or external benchmarks. 

How did prior launches perform at your company? Are you choosing the right metrics? Use that as the benchmark to outperform by X%.

How are launches for similar products/features measured at a peer company of yours? What do their performance look like (assuming you have a network or a friendly willing to share). Use that as a benchmark. Do your investors have other portfolio companies willing to share?

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
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. 

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
Marcus Andrews
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. 

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