Amey Kanade

I always start with defining the customer and then working backwards.  1. Define the customer: Based on the market data, I come up with a few personnas. Personnas makes is easier to tell a story and it's easier for your audience (in your case your - CMO) to visualize the customer. Use all the data you have to build a semi-fictional charater and the world around her/him. Use images, videos. 2. Define the probelm this charater faces and the current solutions (or lack thereof). Talk about her frust ...Read More

Here are some tips based on my eperience: 1. Keeping up with competitive product research, especially in tech, is hard: The tech space evolves at a rapid pace and your research can become absolute/stale within few weeks. Provide competitive intelligence back to your CEO/Product teams at an agreed upon cadence.  2. Try to templatize your findings. You will likely find your data on various product pages, press announcements and internet in general. Following a common template where it's easier for ...Read More

Great question. I have worked in the consumer electronics/Hardware industry for most of my career so my answer is going to be from a consumer product launch pov. I have seen many launch teams make the mistake of defining "launch" as the initial period usually lasting a day (or perhaps a few days) for e.g. launching a new website/product page, a PR announcement., an ad campaign, a launch event at CES, etc. From my experience, this is just the start of your launch and one should look at launch fro ...Read More

Short answer - Get a good project manager on your team :) But I understand you don't always have the luxury to get a proj. mgr for a product launch. In some cases, for bigger launches, I have asked for a shared proj. manager from another team (especially the product team). If nothing - you basically have to wear two hats. I find it very hard and time-consuming because it takes me away from my PMM work, but it is a key role and someone has to do it diligently. I also use proj. management tools, d ...Read More

I think measuring success is relatively easy - you have GA, Tableau and similar tools to measure web traffic, purchases, etc. I think the most difficult thing is to define success ahead of a product launch. At my current company, we had large amounts of historical data from previous product launches such as page visits, page visits from the specific channels, paid vs organic traffic, revenue from every channel, etc. So we built a forecasting model that predicted the revenue forecast for Day 1, D ...Read More

Throughout my career, working closely with sales teams has been key to driving successful product launches and building stronger customer relationships. Here are a few best practices I’ve found effective: Open Communication: Establish regular, open dialogues with the sales team. Ask them directly what messaging has resonated with clients and what hasn’t. Sales teams are on the front lines, so they (should) offer invaluable insights into how the product is perceived in real time. This helps you r ...Read More

A few tips and I would love to hear what y'all do for this. I tend to get a writer's block every time I have launched a product.  1. Inspiration from other industries: So if you are launching a consumer electronic product, check out a product launch from the say for e.g. fashion industry.  2. Competition: Not necessarily to draw inspiration, but to avoid making any mistakes your competition might have made at a product launch. A quick tactic I follow - I go back in history on the competition blo ...Read More

As a GTM lead at various companies, I've found that the role can be quite ambiguous, with responsibilities varying widely. I would say that pretty much all role (~5 or so) were significantly different in many ways. Because of this, I approach each new PMM role with an open mind. Understanding the Landscape: My first step is always to get to know the organization, build trust with other allied teams, and identify where PMM can lead Vs support. Key Responsibilities: Positioning and Messaging: Defi ...Read More

Great question. There could be many reasons why a GTM plan is deemed risky. Perhaps because a lot is hinging on a product launch, or a risky marketing campaign and the riskiest of all - you as a PMM are not completely on board with the product. (The later should not happen but it has happened to many us, I assume) IMO, the key is to  1. Over-communicate: Define a DRI, make sure every stakeholder is involved, follow a decision-making model such as the one I mentioned above (RACI model).  2. Plan ...Read More