All related (43)
Desiree Motamedi
VP Global Head of Product Marketing, ShopifyJune 30

Of course there are a number of things that can go wrong when launching a product, but I think the most impactful lesson I’ve learned to date is that you must be prepared for both the good and the bad outcomes of a launch. In a previous position at Adobe, I was working on the CS 5.5 launch that rolled out only a year after the previous one—we’d usually allow for about 2-3 years in between launches. We were so excited about all of the product improvements that would come out of the rollout that we neglected some of the less favorable possibilities, such as people not wanting to make such a large investment in the new product after upgrading only a year ago. Needless to say, some of our expectations were not met for this launch due to this lack of preparation. The best way to overcome this common hurdle is to be sure that you’re over prepared—identify what can possibly go wrong before launching. I recommend putting together a pro’s and con’s list - if these particular things do end up going wrong, how can you be prepared to solve them as quickly as possible?

Amanda Groves
Director of Product Marketing, 6senseJune 21

Challenges I've had seem to stem from lack of customer validation early in the product development process. I once launched 25 apps at once within a new "integrations marketplace" within a new product category. The problem we faced was educating the market on the value of our data within these new apps. It made sense to our users but not the buyer's who had the budget to expand usage. We spent the next several months building enablement for other key personas that we hadn't considered at the start. Moral of the story is to talk to your customer early and validate use cases to inform what's needed to activate the market. For us in this example we could've really shortened the learning curve had we better planned the surrounding market education/implentation that was needed to accelerate adoption. 

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 ...