All related (10)
Priyanka Srinivasan
Head of Product & Partner Marketing, QualiaMarch 28

Like many marketing organizations, we utilized a tiering structure to determine the priority of product releases as well as level of effort.

In general, I’m always looking to link our impact directly to revenue (new logo or expansion) first and foremost. As a result, for us, “Tier 1” launches will typically contain those products or features we think will really move the needle in terms of generating hand raises from (1) total prospects (i.e., new logos, those who don’t own any of our products at all) or (2) those who are expansion candidates (those who own one of products today but are great candidates for cross-sell on another product in portfolio).

After direct new revenue influence, I obviously am also focused on retention and the extent that adopting a specific feature will help drive up customer satisfaction and retention. If, for example, we have a feature that customers have really been asking for that might not necessarily get a prospect to raise their hand for our products but that would go a long way to keeping our existing customers happy, we want to make sure we do a fair amount of customer marketing and education around that.

Finally, you might have feature releases that are more regional in nature, or only apply to a (smaller) customer segment, or even bug fixes (where you wouldn’t really even want to draw a ton of attention to). For these, we do an appropriate level of customer education and marketing and try to keep things lightweight. In general, we’re releasing a ton constantly across the board, so having a strong framework in place to determine level of effort for each release is critical.

It’s important to note that while you have a general framework, there are of course always exceptions to everything! Sometimes we might have a feature release that we don’t actually think will generate that much net new revenue, but there is something strategic about it (for example, some way it will play with something else we have coming down the line, or it’s part of a larger narrative we are trying to tell) that pushes us to consider a larger splash for it.

Andrew Forbes
Director, Product Marketing, FigmaJune 29

There are a lot of different ways to prioritize releases - and we're currently updating how we do it at Zendesk right now. If anyone else has any tips, let us know!!

For the most part, we consider two things: business impact and customer impact. For instance, if something has a large customer and business impact, it's prioritized above other items as a tier 1 launch. Or if a launch has a high customer impact but a low business impact it will fall into our T2 bucket as we likely will need to do a lot of promotion into our customer-base to drive awareness, but the launch doesn't necessarily need press coverage or a large outbound push. 

We've found the above model to be quite helpful, although subjective if we don't have the data to back up some of our releases. As mentioned, we are working to refine how we prioritize launches, but it'll likely follow this criteria to some extent. 

Arianna Schatzki-Mcclain
Group Manager, Product Marketing, Lyra Health
I strongly believe that every GTM strategy should start with researching and understanding the market, competitive, and buyer/prospect needs. Above, I mentioned more details about what types of data might be interesting to look at for verticle prioritization, but this list can also apply here. Combining market and more internal business data together helps inform your business case, which ideally happens and comes together before a decision is made to prioritize an offering onto the roadmap. If for whatever reason the business case step was skipped early on or not fully completed, you can s...
Stephen Baloglu
Director of Product Marketing, Adobe
Organization readiness can be measured at different altitudes…e.g. Super high level and broad: does the business have the right strategy to win? vs. tactical: are we set up for a successful product launch and meet near-term goals? And points in-between. Let’s assume the big strategy pieces are figured out and set up for success and we’re focusing on the more near-term tactical pieces of a successful launch. There are a few areas that I focus on to assess launch readiness. For all of these, the key is to gain partnership and commitment with your x-functional leaders on the priority and mea...
Dave Steer
Vice President of Product Marketing, GitLab
Let me start by saying this: I’m hiring! Check out the GitLab careers page or HMU directly. When I’m hiring a product marketer, I’m looking for a set of experiences that will add to the capabilities of the team – see my answer on capabilities – so the specifics are highly dependent on the context of the team and the company. For some roles, I look for domain experience since the team is trying to accelerate its understanding and entry into a specific category. For others, I’m looking for more generally applied skills and experiences. Still, there are a few qualities that I look for in...
Andrew Forbes
Director, Product Marketing, Figma
Ah, Sales Enablement. In my opinion, one of the MOST important pieces of a launch.  I have no shortage of tips, but for the sake of time, I'll keep it to four...  1. Align with sales leadership early on your enablement plans and make sure they're a part of the planning process. This will help ensure that key things that reps need to know are detailed in your plan that you may have originally missed 2. ROLE. BASED. ENABLEMENT. What your AEs need to know about a launch is different from Sales Engineers and different from your Success teams. They each need to know different things to su...
Susan "Spark" Park
Head of Product Marketing, VR Work Experiences, Oculus, Meta
I invented the 5A Framework for GTM to easily communicate a nd keep track the top objectives of a Go-To-Market plan.  1. Audience: You must understand your target(s), and how it will be best to approach them.  2. Angle: What is your message/angle. This will tell your audience(s) how you solve a problem. 3. Accomplishments: Your goals and milestones 4. Activate: How will you execute your plan?  5. Assess: Evaluate and adjust If your GTM has all of these five elements you have a solid overview of what your GTM will deliver. It also creates real-language objectives for your GTM ...
Priyanka Srinivasan
Head of Product & Partner Marketing, Qualia
In my mind, enablement of internal teams is one of the most important thing you can do when it comes to repositioning or changing GTM strategy, including making it simple and effective to deliver on. We are currently in the process of this with one of our products and audiences right now. Changing how people talk about and position a product is incredibly hard, especially when they’ve been pitching a product in the same way for months or years. From my experience, not only does it take creation of written enablement materials (e.g., FAQ docs) but also live trainings, certifications on ne...