All related (43)
Amanda Groves
Director of Product Marketing, 6senseJune 21

I track product usage out of the gate and usually shoot for 30% attach rate (adoption) within the target audience I'm serving. 

From there I look to our company North Stars: win rate, deal velocity, pipe gen, expansion rev to inform PMM peformance. 

But product activation and engagement/reactivation is super critical to initial launch measurement and performance.

Sherry Wu
Director, Product Marketing, MaintainX | Formerly Samsara, Comfy, CiscoJuly 18

There are two categories of KPIs - business KPIs and launch performance KPIs. For both types, the KPIs you choose to track depend on the goals of your product launch. 

Let's say you're introducing a new revenue-generating product. The main business goals of the launch might be to create brand awareness for your company and create $XX pipeline for your new product, and close $XX ARR within two quarters (depends on your sales cycle). 

Increasing brand awareness

  • Business KPIs: Ask your comms team (if you have one) for any KPIs that they use. Set a benchmark there. 
  • Launch KPIs: As part of the launch, you might decide to issue a press release, pitch industry trades journals, and create a product landing page. KPIs here might be # of views on the press release, # of successful placements with media, and # of visits to the product landing page.

Create pipeline for the new product

  • Business KPIs: Pipeline goals should be discussed with sales and DG partners. Let's say you want to generate $500K in pipeline from 100 marketing qualified leads.  
  • Launch KPIs: As part of the launch, you might decide to host a prospect-facing webinar and send out an email blast to prospects. Now you're looking at KPIs related to the performance of each of these tactics -- # of webinar registrants, % of webinar attendees, email CTRs, etc. 

The main takeaway is that your business and launch performance KPIs should go hand in hand; the most important thing to do as a PMM is to frame your goals in terms of business outcome. Think about the goals you want to hit as it relates to product adoption, pipeline, revenue, etc. Too often, PMMs can get stuck in measuring only the launch KPIs, because that's those are easier to measure. But, it's important to identify those business KPIs even if you can't immediately measure them -- it ensures that you're tying your launch to business objectives, highlights the need for better visibility & tooling that you can build in the future. 

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...
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
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. 
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...
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
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 ...