All related (41)
Sam Duboff
Director, Head of Creator Brand & Product Marketing, SpotifyJanuary 28

Answered a question about how I think about tiering framworkers. I think the core ingredients of a successful launch really depend on your business — size, B2B vs. B2C, business model, stage, etc. — so it's hard to say. I'd say in general, I've found the most important quality is planning a launch as a PMM is having a point of view. A successful launch is opinionated, inspires people to use the feature in a specific way, and educates users not only about that feature, but about your whole product suite. If your launches feel functional not emotional, like a one-off and not connected, and don't last beyond launch day, you're probably not as successful as you could have been.

Channel development is really critical here too — launch to launch, you'll want to develop a robust playbook of marketing channels that can meet users in different parts of the lifecycle.

Amanda Groves
Director of Product Marketing, 6senseJune 21

Core ingredients can be mapped by channel/tier. 

Tier 1: Big launch moment, essentially we are throwing the kitchen sink at this thing! Defined as: net new innovation that increases share of wallet, share of voice, domain authority and leadership position.

  • Activities: webinar, press, analyst relations, emails, in-app, newsletter, case study, sales deck update, landing page, slack community message, social posts, demand gen campaign, full field training and enablement, explainer video + support article

Tier 2: Features where we want to improve PMF, NPS acquisition and retetion. 

  • Activities: customer email, in-app notification, customer newsletter, website update, full field training and enablement, help article update, explainer video

Tier 3: GTM here is generally table stakes functionality and parity plays

  • Activities: Support article, customer email, training and enablement 

Tier 4: These launches consist of tech debt, betas and pixel update. Tread as Soft/silent launches

  • Activities: Help article update, internal awareness + enablement
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 ...