All related (38)
Alissa Lydon
Director of Product Marketing at LogDNA
Just like in marketing, sales enablement is all about knowing your audience. At the top level, that means understanding what motivates them (i.e. closing more deals, expanding existing customer base, etc.), and tailoring your enablement to help them understand how a new product/feature will help them achieve those goals. To refine this, I like to bring sales stakeholders into the enablement creation process so they can advocate for their team's needs. The side benefit of this is that it gives your enablement program a better chance of success. Additionally, remember that there are differ...more
Fiona Finn
Director of Product Marketing at jane.app
* Don't do what hasn't worked in the past. Do a quick audit/ survey with teams and understand what are the most-utilized and successful assets available and training formats so you can automatically have the trust of the team.  * Experiment with resources that you know your prospect will find value in, not just your sales team. e.g. "We need one-pagers". No one looks at PDFs anymore. Can you create a landing page that tells a story that they can tell, or a quick video that gets decision-maker buy-in without having to sit through a demo.  * Iterate. Listen to feedback, t...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
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. 

Manav Khurana
GM & SVP Product Growth at New Relic
I am a big fan of drumbeats. People are busy and it's easy to miss one large product announcement and even if your audience sees the announcement, it's easy to forget about it.    My favorite packaging approach is to have a broad theme ([your service] keeps getting better, a commitment to security or performance, helping your audience do something better, faster, cheaper...) and then announce each small enhancement as it comes.   Say you have 5 small enhancements over 12-15 weeks. Start with announcing the first enhancement on your blog/email/social channels as part of a broader theme. ...more
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. 

John Gargiulo
Head of Global Product Marketing at 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 ...more
Christy Roach
Head of Portfolio & Engagement Product Marketing at Airtable
Enablement is one of the most critical and often most difficult parts of the launch. The key to remember is that, usually, the product launch is just part of the overall sales process, and you need to treat your enablement as such. Very rarely will a customer-facing team drop everything for a new product line, you need to fit it into their existing flow. Here are some practices I use: * Timing is everything: This sounds stupid but it’s so key. If you’re trying to train a team during the last week of the quarter, you’ll get very poor participation and engagement rates. At Airtable, w...more