All related (77)
Quinn Hubbard
Head of Global Product Marketing, Driver, Shopper & Courier Experience at Uber
As much as I would love to share a one-size-fits-all KPIs, I’ve found that no two launches are the same. Even if you’re launching a product again in a new market, you’ve probably learned something from the first launch that will lead you to optimize your approach the next time. Instead, I break it down into these four categories and choose the most important metric from each category: * Business metrics: How will this launch help the business to meet its goals? Is it revenue, subscriptions, marketplace balance, users? * Product metrics: What action(s) do we want our target audience to...more
Nate Franklin
Director, Product Marketing at Amplitude
I'm glad you asked about KPIs. As Product Marketers, we don't have the luxury of a single metric or even a couple metrics. We own the health of the story & vision our company is selling. I say health intentionally. It's not just that we own the story (we do) but we also need to make sure it's landing amongst our key segments, that we have the right segments, our sellers can actually deliver the story (if you're B2B) and on and on. And it's something that we need to be monitoring regularly --- which is where KPIs come in. I see the cornerstone KPIs in four categories: Interest, Velocity, Win...more
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
Priyanka Srinivasan
Head of Product & Partner Marketing at Qualia
As always, the answer is probably “it depends” as it really does depend on what the goal of your launch is. For example, are you trying to drive awareness of a feature? Adoption? Expansion sales? Once you’ve determined the goal of a launch, the KPIs should be relatively straightforward from there. For us, most of our Tier1/2 launches have the goal of generating pipeline revenue (for either new logos, or expansion, or both) so we look at number of demos set / pipeline generated. Even if the opportunity already exists, I’m also curious to see whether this was the thing that moved the needl...more
Jack Wei
Head of Product Marketing at Sendbird | Formerly SmartRecruiters, Mixpanel, Deloitte

There are dfinitely many directions to take. I'll try to distill down to two metrics across external & internal GTM KPIs:

External

  • Leads, or Revenue within X days of launch
  • Activation/adoption within X days of launch

Internal

  • Stakeholder satisfaction (survey)
  • GTM on time delivery, asset readiness

The X in days depends on the type of business you're in. For B2C you'll focus on MRR and shorter conversion cycles, likely within the first 15-30 days. For B2B align it with your avg sales cycle for prospects and 75% of the time for customer add-ons.

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. 

Jodi Innerfield
Senior Director, Product Marketing at 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...more
Manav Khurana
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
Loren Elia
Director of Product Marketing at HoneyBook

This is challenging indeed and something I've had to deal with at every company I've worked for. What I've fund helps keep me and the business teams sain is to plan to launch features 14 days after the official planned released date. This makes product nervous most of the time, but most of the time they're also delayed so it all works out in the end. 

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. 

Roopal Shah
Head (VP) of Global Enablement at Benchling

Goes back to the shared goals - which at a high level, are hard to argue with - revenue, cost savings, customer success, etc. Once you get that common agreement, then it's about the strategy / the "how" to get there. If there are disagreements here, I would start with trying to understand why and seeing it from both of their vantage points. Then trying to see if you can get them 1:1 to understand the other point of view or better yet, get them to talk to each other. Ultimately though if all that doesn't work, you may need to get a tie breaker that's someone else and who they will listen to.