All related (44)
Desiree Motamedi
VP Global Head of Product Marketing, ShopifyJune 30

I like to use the GTM T-shirt sizing exercise to prepare for launches. It involves first figuring out the level of resources you’ll need to GTM, then fine-tuning the criteria needed to make it the most successful it could possibly be. At this point, you want to assess things such as product value, the degree of existing customer reach, competition/market dynamics, and risks/sensitivities. Of course there is no fixed formula and these things vary based on each launch, but giving yourself this high-level visibility of the potential turnout helps you map out the most direct path to success. In my experience, XFN meetings are highly effective for accountability across teams, but they also help you bring this mapped-out launch to life—all while creating a cohesive and consistent story that your stakeholders can follow along with.

Amanda Groves
Senior Director of Product Marketing, Crossbeam | Formerly 6sense, JazzHR, Imagine Learning, AppsemblerJune 21

Over the years I created a tiering calculator to help me gauge feature impact and inform relative GTM activities. They range from Tier 1 (biggest launch type) to Tier 4 - silent/soft launches. The questions I use to size-up tiering are

...Does the feature:

  • Provide something our competitors don't?
  • Solve a new buyer pain point?
  • Solve a new use case for an existing customer?
  • Introduce new functionality that changes customer workflows?
  • Improve functionality or performance of an existing customer workflow?
  • Change the user interface?
  • Add new internal tasks or support requirements?

Based on these answers - I'm able to map across pre-established tiers and corresponding marketing activities. 

Jodi Innerfield
Senior Director, Product Marketing, 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...
Sherry Wu
Director, Product Marketing, MaintainX | Formerly Samsara, Comfy, Cisco
See my answer above - the KPIs that you choose when launching a new feature of an existing product should always be tied to business outcomes.  When you launch features vs products, oftentimes the business goals can be framed in terms of product adoption and cross-sell / up-sell.  Here's an example.  Let's say you have two products: A and B. This feature is available on Product B only. Let's say launching this new feature may entice customers who have bought Product A to add on Product B. Your goals here would be to ensure that customers who have bought Product A are using this new...
Mary (Shirley) Sheehan
Head of Lightroom Product Marketing, Adobe
This is a great question! It's easy to get stuck with the same GTM checklist for every launch and feel like there's no creativity.  An easy fix is to push the boundaries of what you normally do with a new visual approach or new mediums. Never tried a video before? Try it out now! I always love a good brainstorm session with people outside of those I normally work with on product launches. Grab your content marketer, the creative lead that you don't usually work with, and anyone else you like working with, and have a session on what you could do with a launch. I actually did this yeste...
Manav Khurana
GM & SVP Product Growth, New Relic
I always like to have a product adoption goal Day-of, 1-months, 3-months, 6-months, and 1-year out. Having this clarity is critical to figure out what we need for launch and in the weeks, months after launch.    The next step is to back into the awareness, lead (if sales led) and conversion goals from that adoption goal.    I see PMMs as the CMO of their product. They are the QB for product adoption goals. Looking at the product adoption metrics on a weekly basis is good cadence to keep an eye on what's happening and what should be done.    To operationalize these activities with the ...
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
It's funny, I've been working on a deck looking at exactly this question. It's fascinating how much it varies from company to company. We're moving to a place where the distinctions between product marketing and brand marketing are becoming increasingly blurry. Think of it as simply different problems to solve, that map to different parts of the funnel.   Some product launches need broad awareness and call for high-funnel, or what we often call brand marketing. Whereas some launches are updates to features within existing, already known products, in which case they need more low-funnel, i...