All related (101)
Harish Peri
Head of Product Marketing - Security, Integrations, Mobile, SalesforceApril 4
1. Making assumptions about pricing and not vetting them with sales VERY early in the process 2. Assuming that its a 'handoff' to sales enablement vs in reality its an ongoing partnership where PMM needs to lean in quite a bit to help 3. Not factoring in global requirements VERY early on and discovering late in the game that its not just a 'localization' issue that will handled by the 'local' teams 4. Not factoring in migration or EOL requirements and just focusing on the new, shiny products. Customers have more heartburn about migrations than marketers account f...
Sara Rosso
Director of Product Marketing, Hubspot | Formerly Early hire @ Automattic (, WordPress VIP)April 7
One of the biggest risks of operationalizing a GTM plan is the lack of a common understanding of the time it takes to do good marketing work, internally. Marketing shouldn't slow down product; but at the same time, the more time and advance notice marketing has, the more we're able to enrich, adapt, and customize a GTM plan appropriately. A GTM playbook is a best-case scenario and a guideline which has to be adapted rapidly and practically to the lead time available. The marketing team for is relatively new (around 5 years old for a product almost 15 years old), and speed is...
Quinn Hubbard
Head of Global Product Marketing, Driver, Shopper & Courier Experience, UberMay 4
This is a great question because, as every PMM knows, each launch holds a surprise hiccup. If you can mitigate as much risk as possible before that time comes, then you’ll be successful in solving those last minute snafus. Assuming your marketing brief and GTM plan are finalized and approved, a successful GTM execution comes down to organization, stakeholder alignment and (the hardest one!) seeing around corners. Here are the riskiest components in each of those categories and how to mitigate that risk: 1. Lack of organization: * Misaligned plans * Losing track of documents and ...
Amey Kanade
Product Marketing at Fire TV (Smart TVs), AmazonApril 21
Great question. There could be many reasons why a GTM plan is deemed risky. Perhaps because a lot is hinging on a product launch, or a risky marketing campaign and the riskiest of all - you as a PMM are not completely on board with the product. (The later should not happen but it has happened to many us, I assume) IMO, the key is to  1. Over-communicate: Define a DRI, make sure every stakeholder is involved, follow a decision-making model such as the one I mentioned above (RACI model).  2. Plan plan plan: Have a mitigation plan B ready if your original plan fails, or perhaps even a Plan ...
Dave Steer
Vice President of Product Marketing, GitLabJuly 12
Operationalizing a go-to-market strategy is not for the faint of heart. There’s a lot that happens between writing the doc (see narrative above) or slides and executing the strategy in the market. Here’s my list of the riskiest elements and how I solve for them. First, team alignment. In my experience, aligning the team is the trickiest element because the amount of stakeholder voices expands seemingly exponentially the closer you are to launching your GTM activities. This is just as true for the early stage pre-product market fit startup as it is for the hyper-growth, more mature compan...
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...
April Rassa
Vice President of Product Marketing, HackerOneApril 2
There are probably three major questions to answer when operationalizing a GTM plan: What is the governance? Meaning who is in charge? What is the division of labor? Who holds what decision rights (e.g., decide, influence, escalate)? When do you scale? There are two broad options: launch-and-learn or test-and-scale. In a launch-and-learn model, scaling happens first as the commercialization comes online across the enterprise at once. Learning then occurs after rollout and across the enterprise. This type of GTM implementation makes sense in a low-risk, high-resilience situation. In a t...
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
Chris Mills
VP of Marketing, AmbitionApril 9
I'll answer this from the aspect of a GTM plan for pricing and packaging changes. The top 3 areas to identify and mitigate risk around include: 1) RISK: Did you get the Price/Packaging right?   * Does the price and what's included in the packaging resonate with the buyer?  * Is the price point in the ball park of what the customer is looking for and relative to alternative solutions? MITIGATION PLAN: Get input from customers, prospects, analysts and advisors in advance of the change and GTM roll-out. 2) RISK: Are your revenue teams (sales, CS, renewals, etc.) properly enabled? ...
Daniel Kuperman
Head of Product Marketing, ITSM, Atlassian
I believe that adding more people to your team needs to follow the needs of the business. This means making sure you can break down the goals or OKRs that you, as a PMM leader, is responsible for and outlining the key initiatives that will help you achieve them. Part of this exercise is to also identify what you can and what you cannot do with the current team. For example, you may list out things such as "create competitor battle cards, conduct win/loss analysis, write 3 new whitepapers, implement a new campaign strategy". Great, you have all of these key initiatives that you have connecte...
Arianna Schatzki-Mcclain
Group Manager, Product Marketing, Lyra HealthAugust 3
Almost every launch has something unexpected arise not matter how much you plan. To me, the riskiest items are the ones that might be harder to change or adjust post-launch. 1. Making sure there is product market fit is make or break. By that I mean, the buyer you've identified has a clear pain point and the product that was build addresses that pain point. I've seen launches across different companies struggle because a product was built before fully understanding the buyer need. 2. Lack of alignment on decision makers can derail a launch plan. If decisions makers an...
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.