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
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
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.
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
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.
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 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
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
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