All related (97)
John Gargiulo
Head of Global Product Marketing, AirbnbNovember 30
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 ...
Mary (Shirley) Sheehan
Group Manager, Engagement & Retention Campaigns, AdobeJanuary 16
Post-launch momentum, what I call "Rolling Thunder," is one of my favorite topics! I think a lot of times people throw in their hats when the launch moment is done, but this is really when it's just beginning. A good strategy is to take some of the "core" assets you've created for the launch (e.g. a case study, presentation with new stats, a blog post) and to chop them up and use them in many ways. A good way to frame it is: How can you reuse and improve the content over and over again to hit your launch goals? For example, take your "stump" deck and use it at speaking events, and webina...
Manav Khurana
GM & SVP Product Growth, New RelicOctober 10
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 ...
Julien Sauvage
Vice President, Product Marketing, Gong.ioSeptember 8
Launch isn’t just about market awareness, pipe and ARR/ revenue, it’s also about product adoption - MAU, WAU, DAU, product page views, clicks, etc. To optimize your post-launch product adoption, you need an integrated campaign approach where you reuse a lot of the content that was put together for the launch. Remember, a lot of time and effort was put into that launch and as such, it's your responsibility to reuse a lot of that content, repackage it to make it live a second or third life after launch! Of course, tweak the existing content, change the format, mix the channels, break it dow...
Victoria J. Chin
Head of Product Marketing, Growth and Scale, AsanaApril 28
It’s never too early to connect with your customers to constantly expand and deepen the strength of your product. Get insights from your customers through product usage data - where are you seeing dropoff? Form hypotheses on why through customer interviews and customer-facing teams, and validate those hypotheses through experimentation or surveys.  At Asana, adoption is a team effort. Teams such as product marketing, product, design, user operations, and for our larger customers, customer success and professional services, all contribute. PMM at Asana focuses on delivering insights from c...
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...
Loren Elia
Director of Product Marketing, HoneyBookJanuary 23
PMM ultimately shares adoption goals with Product. There's two sides to adoption though: awareness and usage. PMMs focus is primarily in driving awareness and education (how and why you should use the feature), and Product's focus is usabilty (building a feature that solves a real problem). Because PMMs shares adoption goals with Product, it's important that PMM share back to Product user insights and barriers to adoption. To do this, you need to track performance of each channel involved in the product launch, track awareness levels, and identify if users are not adopting a feature even if...
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
Robin Pam
Product Marketing Lead, StripeAugust 29
In an enterprise B2B business, you’ll often be working closely with customer success and product management on driving adoption post-launch. Marketing can provide air cover in the form of email nurture programs, relevant content, regular product update communications, and internal trainings. But often customer success and product will need to take the lead in getting customers to successful usage of the product.    The answer to the second part of your question depends on the business model, number of customers, and the way your company is set up. At Practice Fusion, a free product with m...
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. 
Pulkit Agrawal
Co-founder & CEO, ChameleonFebruary 6
In my experience, most product teams are not well incentivized to pursue adoption over moving onto the next feature or problem to solve.  Dedicated product growth teams are great for this, and if your organization has one, then it's likely their job to drive product engagement. Product marketing can support this with customer marketing and the right messaging, or in targeting non-engaged users / non-customers.  In cases where there isn't a product growth function / team / person, then I think there is good scope for Product Marketing to step up and drive adoption. Key things that this...
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...
Dave Daniels
Founder, BrainKraftApril 2
The strategies will differ based on the maturity of the market segment and/or product category. For example, if you are dealing with a mature, risk averse market segment you need proof. Buyers will kick tires all day, waste your resources, get everyone excited, then won't buy. They are skeptics and need proof. Visionaries are risk takers that won't need proof, you just have to deliver on your commitment. See the book "The Diffusions of Innovation" for more detail. 
Loren Elia
Director of Product Marketing, HoneyBook
This is challenging indeed and something I've had to deal with at every company I've worked for. What I've fund helps keep me and the business teams sain is to plan to launch features 14 days after the official planned released date. This makes product nervous most of the time, but most of the time they're also delayed so it all works out in the end.