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Multi-Year Product Launches
Multi-Year Product Launches
1 answer
Director of Product Marketing at 6sense
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.
1 answer
Director of Product Marketing at 6sense
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.
1 answer
Director of Product Marketing at 6sense
Telltale signs of success: customer buy in. If you have customers that have
tested the new feature (in alpha or beta phases), informed the roadmap, and have
provided use cases that the feature has solved for - you know your launch train
is headed in the right direction. Even better, get commitment from your
customers to use their authentic testmonials in launch assets to bring your
narrative to life and bring value to similar customer profiles. This helps
customers get activated quickly while building trust. Without customer
participation and validation, I'd be concered about launch perform...more
1 answer
Director of Product Marketing at 6sense
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
1 answer
Director of Product Marketing at 6sense
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
1 answer
Director of Product Marketing at 6sense
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.
1 answer
Director of Product Marketing at 6sense
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)
Pro...more
2 answers
Head of Product Marketing, VR Work Experiences, Oculus at Meta
A tech company should always think about having transformative bets. These big
bets are what will create a diversified company with multiple things they are
good at in order to continue to grow in size and scale. Multiple bets are nice,
but many companies can't afford them. So shoring up the right market
intelligence to predict the shfits will be key to ensure resourcing to execute
well on a bet.
It's in times like these where product marketing in the research and
priortization phase can really prove value and worth. The bets don't always work
out, but have a practice of big bets in your...more
VP Global Head of Product Marketing at Shopify
This is just timely, but we just shipped Shopify Editions. One thing that became
clear for the Shopify organization is that with all of the product launches
across different teams, you have to be sure to keep up with all of
them—especially the ones that are rolling out on an ongoing basis. When a
company is rapidly growing in their offerings, it’s a good time to consider a
new approach to the way you launch products. Having a central location for
everything has brought a new level of awareness to all of our stakeholders:
customers, partners, and employees included. Tools like Editions and o...more
1 answer
VP Global Head of Product Marketing at Shopify
We used to host a developer conference at Shopify called Unite where we’d speak
on updated product releases either in-person or online, but as time has gone on,
traditional marketing is changing. It was time that we acknowledge that and
change the way we bring our products to market. We needed to find a way to give
our stakeholders a reliable and consistent way to have visibility to our growth
so that they understand what we’re doing for them and how we can make their
lives easier. This is not only an experience for people to look forward to, but
also a timeline of product progress, in retr...more
2 answers
Director of Product Marketing at 6sense
Over the years I created a tiering calculator to help me gauge feature impact
and inform relative GTM activities. They range from Tier 1 (biggest launch type)
to Tier 4 - silent/soft launches. The questions I use to size-up tiering are
...Does the feature:
* Provide something our competitors don't?
* Solve a new buyer pain point?
* Solve a new use case for an existing customer?
* Introduce new functionality that changes customer workflows?
* Improve functionality or performance of an existing customer workflow?
* Change the user interface?
* Add new internal tasks or support requ...more
VP Global Head of Product Marketing at Shopify
I like to use the GTM T-shirt sizing exercise to prepare for launches. It
involves first figuring out the level of resources you’ll need to GTM, then
fine-tuning the criteria needed to make it the most successful it could possibly
be. At this point, you want to assess things such as product value, the degree
of existing customer reach, competition/market dynamics, and
risks/sensitivities. Of course there is no fixed formula and these things vary
based on each launch, but giving yourself this high-level visibility of the
potential turnout helps you map out the most direct path to success. In...more