The first step is defining the customer journey and making sure your key functiona teams understand that journey. Then, recognizing that there may be stop gaps that need to be implemented to ensure customers can take advantage of the feature. What needs to happen on the delivery side of the house so CS and technical teams are enabled? How can we over communicate and document docs and materials for our teams and customers?
What kinds of enablement efforts do we need to account for to make sure customers understand the benefits?
Head of Product Marketing at Sendbird | Formerly SmartRecruiters, Mixpanel, Deloitte
Welcome to the fun world of Enablement! And there are internal + external
aspects of this.
* Message x Value & benefits: What's in it for your users? Migration is a
pain in the ass. Before you get to the logistics, you have to sell them on
* Transition plan: What's the step-by-step guide? Is it one size fits all,
or does it require different approaches for different types of users?
These need to be documented and clearly laid out.
* Timing & cadence: Give your customers enough time to make the changes.
I'll leave the communicat...more
I would grab/cultivate any testimonials, use cases, and customer-driven artifacts from the first launch to build a more targeted and informed launch the second time around. Even better, host a webinar with top plays from the first segment of customers who benefited from the initial launch, to inform the second launch moment and accelerate time to value. Show them how it worked via customer "plays" and use cases versus telling.
When launching new features in products, you can influence activation by
reaching your customers where they are in their journey. Whether that's in-app
with embedded posts, product tours, explainer videos - or reactivate sleepy
customers with targeted email messages. Best resources to learn from: your
peers! Join a community like product marketing alliance and try to find mentors
(I am always open to chat and coach!). Books: Story brand by Donald Miller,
Obviously Awesome by April Dunford, On Writing Well by Willian Zinsser.
Podcasts: The Product Marketing Insider, The Product Marketing Exp...more
I really like the story brand framework by Donald Miller. The narrative structure puts the customer as the hero of the story and your solution as the guide to their problem. The book also talks about picking a fight for your product with a focus on vilifying the issues your customers are having. This framework can be applied across stakeholders and performs very well from pitch decks to landing page copy.
I would suggest bundling the two week sprints into a larger quarterly release
cycle so you can benefit from a bigger, impactful story. If you are hitting your
customer base with new features every 2 weeks, I can guarantee you they are
going to be fatigued, saturated, and less likely to engage. People are suffering
from cognitive load, so cut through the noise and surface the features that
matter on more sustainable and customer-friendly cadence.
In terms of release and launch terminology: a release is product-owned (normally
consists of getting a product/feature into production for gene...more
It certainly depends on the launch tier along with other market factors/customer
dimensions, but typically I am looking at the data to inform next steps. Did we
hit our product usage target? Is the narrative landing in sales calls (listening
to gong recordings)? Is the pitch deck working (checking deal velocity in SFDC)?
I am continually tweaking to ensure we are landing in a place of impact and not
stagnation. Aside from this, the mission critical post-launch activity should be
- the RETROSPECTIVE! Get your GTM teams together to chat about what you should
"start, stop, continue" so you're ...more
First off, I'll say that I'm never a fan of making someone create
messaging/positioning and defining a GTM plan about the interviewing company's
product because you're never going to get to the level of knowledge as someone
in the company...and it takes way longer to do it right. OK, rant over. :)
Typically when I ask candidates to give a presentation, it's less about the
specific products they're presenting, but rather HOW they present it. Can the
candidate articulate how they effectively approached their GTM strategy, from
ideation to execution and beyond. Can they clearly understand t...more
Head of Product Marketing, Cisco Meraki at Cisco | Formerly Tellme Networks, Microsoft, Box, Vera, Scout RFP, and Sisu Data, to name a few.
Pulling this one up. It's outside the realm of KPIs and measurement, but I think
it's really critical. And I have a few strong opinions here.
If I can summarize this back, as part of your interview process, you were given
an assignment to build an overall strategic plan to take a flagship product to
market, do it under extreme time and emotional pressure, and summarize it all in
a few hundred words.
To put it bluntly, this is a terrible way to assess someone's skills, is
antithetical to what we should expect of someone in the interview process, and
really sounds like unpaid consulti...more
Head of Industry/Audience Marketing; Director of Product Marketing at Procore Technologies
I don't think I can help you on the full assignment within the scope of an AMA;
especially since the sub-question reads like the company probably is going to be
using this question for other candidates in the future. However, here are a few
tips for any take-home interview round like this:
* If you're given the opportunity to ask follow-up questions, make sure you do
so; one key part of the exercise is seeing how you learn and research.
* Make sure you do your homework; know what the current messaging, positioning,
audience, and content available is.
* Spend the time to proofread ...more
Sorry, that didn't work out! Here's how I would approach this assignment:
* Study Certain's website to understand their current product messaging and
positioning. And make sure your draft is different from this but not
* Play closer attention to their customer stories/testimonials to understand
their use cases. This gives you a glimpse of what features to highlight in
your GTM strategy.
* The goal is to get more leads, so take a look at their pricing and packaging
to see if there can be a better approach.
* Understand Certain's key competitors ...more
I’d have to see your assignment response to make recommendations! And I probably shouldn’t print my recommendations here publicly, as this company probably wants to keep the assignment confidential. Feel free to befriend me on LinkedIn, and I'll take a look at your assignment and give you feedback.
Director of Enterprise Product Marketing at Amplitude
I have no idea how you prep your presentation. But for an assignment like this
one, I think what employers want to test is your ability to assess the problem
and provide a solution. So before I would even start on the assignment, I would
try to highlight the problem statement. What problem is this product trying to
solve? Who are you solving it for? And importantly, is this a problem, the user
recognizes or not at all? These questions will help you detail your strategy
before you go into messaging and GTM strategy. Start with the problem statement
and how said product solves it. Then flow i...more
Define your why:
* Why does this feature/product matter? (value)
* What use cases does it solve for? (messaging)
* How does it compare to the "old way" of doing things? (solution statement)
* How does it compare to the competition? (competitive differentiator)
* What does good look like for launch? (KPIs)
Define your audience:
* What personas will benefit from this feature? (audience targeting)
* What market segment/industry is it for? (ideal customer profile)
* How can my target audience get started? (activation)
* What does success look like for them? (implementation)
I have, a few times! To establish a Beta program, I would work closely with
customer success and product as both stakeholders are needed to keep a beta
program running smoothly. Define what good looks like between your stakeholders
along with ownership areas and key responsibilities. CS should help determine
best fit customers/beta participants, product should validate product
efficacy/capture feedback to inform performance, and PMM should orchestrate it
all - connect the dots and grab authentic messaging/use cases to inform larger
launch moments. Establish non-negotiables for launch with p...more