See answer below on “How do you think about the scope or deliverables for various launches?”
Our Product Marketing org rolls into Product on the org chart, but we are every bit as part of the Marketing team too. For any launch, I think of Product Marketers as the quarterback for the rest of the marketing team. It’s the product marketer’s responsbility to be proactive and come up with the strategy, positioning, and messaging first.
We usually kickoff the launch at a Marketing All-Hands. This is led by PMM, meaning Product Marketing should own, define, and articulate the following:
- What is the new product area
- Which buyer persona / company segment is a good fit
- What is the messaging
- What is the positioning and competitive landscape
- What are some initial ideas that marketing can get involved with
After the initial kickoff, we spin off into a few different streams, including:
- PMM sync – different PMMs usually own various assets (e.g. sales deck, product demo video, etc)
- Keynote sync with corporate marketing – how do we incorporate the launch into the next keynote
- PR sync – what is the press strategy, message, and timing
- AR sync – who are the industry analysts we want to preview this with and what is the schedule
- Content sync – outside of product content, what other bylines or whitepapers can be produced
- Campaign sync – what is the outbound campaign strategy and timeline
- Web sync – how should the website be updated to reflect the new product launch