Eric Keating

It's all about segmentation. In another answer here, I suggested a dual-axis approach to segmentation (attributes x adoption). On the attribute axis, start with whichever attributes are most relevant to your business or specific launch, ie plan tier, company size, etc. On the adoption axis, use product usage data to group users, ie power users, sporadic users, inactive users. Each of these groups may see different values in the new feature based on what type of customer they are and how they actually use the feature/product. It could look something like this (9 different segments based on plan tier and usage patterns): Inactive Sporadic Power Good 1 2 3 Better 4 5 6 Best 7 8 9 Think: What message, content, or call-to-action will resonate best with an inactive user subscribed to our entry-level Good plan tier? What message, content, or call-to-action will resonate best with a power user on our Best plan tier? If a customer is already a power user of your new feature, they don't need more education. Go ahead and encourage them to use other valuable features that they may have overlooked. Better yet, ask them to share a success story with the new feature. If a customer has been inactive and your goal is to get them to use this new feature, perhaps showcasing other customers' successes with the feature will get them to take the leap and log in to check it out. A sporadic usage customer may just need more education. They're aware of it. They've used it. But they haven't fully adopted. Why? Perhaps they don't see the full value or are still struggling to understand how to use it.

Totally depends on the organization. I've seen it owned by the product manager, the product marketer, growth lead, etc. I'm stating the obvious here, but at some level, every function in the organization has a very important role to play. While every goaled initiative needs an explicit owner, I strongly encourage you and your org to declare and report on the adoption goal at the company-level. It will help drive the right mindset. My personal take: 1. Product marketing is best positioned to own and be accountable for usage and adoption of the product holistically. Product marketers have the best view of how it all fits together and the most direct influence over how the entire customer experience (website to product to comms) fits together. 2. Product managers should be accountable usage and adoption of the features / parts of the product they manage. After a launch, the PM should be using feedback (usage data + voice of customer) to continue improving the feature and the value it delivers over time.

This is about strategic alignment. It starts at the top. I've used a number of goal-setting frameworks including OKRs and my POV is that the framework itself is irrelevant. Success is most often the result of focus and alignment. When done right, product marketers and product managers should be tasked with working toward the same goal oriented around product/feature delivery and adoption. That being said, I understand not everybody is set up for success that way. Here are some tips for improving things: Invest in your PM relationships. I mentioned this in another post, but meet very regularly, always bring something of value to share, ask for their input on what you're doing, etc. Establish trust. Get aligned on what you two think is most important; what you think success looks like (set aside leadership's directives for a moment). Once aligned, work together to create your case for more formally aligned OKRs. Given the lack of alignment you mentioned, I'm assuming PM and PMM report into different functional leaders (ie VP Product, VP Marketing). Invite both of them to a meeting and make your case together. If your case aligns to high-level company objectives and your VPs are at all reasonable, they'll be psyched to see such strong collaboration and ownership, and I bet you get a heck of a lot closer to that shared OKR.

I can't really recommend a specific template as I've seen/used a variety of templates over the years and still don't have a strong preference. Here's what I think is most important: * Establish a dedicated source of truth for this (ongoing) conversation. Every company I've worked at has customer feedback and requests coming at them through multiple channels. I wont get into recommendations for how to streamline that problem, but when it comes to pitching priorities to product, you need a single place to point them to that includes all relevant info. Otherwise, there's too much noise. * Include the information product needs to assess the size and urgency of each opportunity. I recommend you start by including the customer request along with specific details for clarity, a few supporting anecdotes for each (eg. quotes from CS, sales, customers), count of customers requested, total revenue of customers requested, count and total revenue of customers impacted (if applicable, ie other customers who you can confirm are impacted but have not proactively requested), and other revenue impacts (eg. "20% of new business deals lost due to this gap"). Revenue timing (ie $ at risk by month, quarter if no action taken) can be helpful to include as well, if applicable. * Communicate! Communicate a lot. Instead of just relying on what I have to say, ask your product leaders what they need to see from you. If you deliver and they still don't take action, ask them why not. If you don't already know, ask them what their top priorities are. Perhaps they're laser focused on driving expansion revenue and net revenue retention this quarter—now you can frame your pitch to highlight the biggest revenue expansion opportunities on your list and provide the data to support your case.

Ask them. 99% of PMM<>PM challenges can be resolved by better communication, whether at the individual level or further up the chain of command. * "What kinds of insights are relevant and actually useful to you? Why?" * "How could I better package/present insights like these?" * "What else would you need to know in order to feel confident acting on these insights?" More generally, * "What's keeping you up at night?" * "What gaps or blind spots exist today?" * "If you could wave a magic wand and answer any single question about our market or customers, what would it be?" As you start to identify patterns (ie the same question comes up repeatedly, across PMs), look for opportunities to streamline and bake steps into the formal product development process. When you take this approach, you'll not only learn a ton, you'll also establish yourself as a trusted, valuable resource to your product managers. They may even start getting you involved proactively! :)

In short, relationships and process. Great product marketing can make a product manager look like a hero. But great product marketing requires getting involved early. It's your job to help your PMs understand what you need and why, and more importantly, what's in it for them. * Meet with the PMs you support at least every other week (weekly is better). * Bring something (anything!) of value to every one of those meetings (ie market feedback, relevant competitor updates). * Ask your PM for their opinions—make it a discussion, not a lecture. * Get aligned on a shared vision of what success looks like. When that relationship and alignment exists, it's time to formalize your process, or productize it! Process creates clarity and predictability. Think about all of the times you've worried about "stepping on toes" or been annoyed by somebody stepping on yours. Clearly-defined process can all but eliminate those situations. For example, at Appcues we've baked a couple of product marketing-sourced questions into the formal product discovery process (ie PMs must answer X, Y, Z questions before we move on from the discovery phase). They don't do it because "product marketing makes us," they do it because our PMMs and PMs have a mutual understanding of why it's important to answer those questions that early on. Phrased another way, they know that answering those questions up front will give us the best chance of a successful product launch.

I'm not the best person to answer this question, but my team interviewed somebody who is. I highly recommend you check out this take from Conor O'Mahony, who served as Klaviyo's Chief Product Officer at the time of recording: https://www.productled.org/blog/interview-connor-omahony-klaviyo He shares a great story about how he changed the way an organization measures R&D costs and ROI. Here's an excerpt: And then I got up in front of the company and I said, "Hey, you know what? For the last six months, the company has spent $400,000 in this particular feature, $20,000 in this other feature, and so on." And it was real interesting because the people who had worked on those features had an immediate visceral reaction. They talked to themselves, "Oh, $400,000 on this feature that had no impact on the business? $20,000 in this feature that had a big impact on the business?"

Great question. First and foremost, you've got to set clear expectations up front (for yourself and for the organization) that launch day is not the finish line. Far from it. Most people put so much emphasis and pressure on the initial market launch. In many ways, it's just the beginning. 1. Goal setting. Go ahead and set goals for the initial launch, ie announcement reach, leads, etc. But not before you set longer-term adoption and revenue goals. If you expect the launch to drive revenue growth (ie expansion), start there and map out a baseline funnel (revenue > adoption > awareness). Show how adoption targets map to revenue targets. If not, start with feature adoption targets. In either case, orient your organization's expectations around adoption. How many customers should be using this feature a month post-launch? A quarter post-launch? date? How often should they be using it? Orienting around post-launch adoption makes it clear that launch day is not the end nor the goal. Launch day should generate the awareness that ultimately helps you drive the desired usage patterns and adoption. 2. Segmentation and personalization. Maybe the value of your new feature is a bit different for one customer segment vs another. Or some customers will have access to it immediately while others must pay for it. No matter your situation, be sure to segment and personalize your customer communication throughout each phase of the launch. Post-launch, some customers will start using the feature and love it, others will dip their toes and never return, and others wont give it any time or attention. I don't need to explain why each of these segments deserves a different message/call-to-action. Lean into product usage data here. 3. User engagement and community. At Appcues, we actively encourage users who have seen success with the new feature to share their stories with us and their peers on our Customer Stories hub. This not only provides real-world proof of the benefits of the new feature but also stimulates discussions and ideas within the community about different use cases for it. Beta users are usually great candidates for this as they've been using the feature longer and can likely provide the earliest success stories.

If I understand the question correctly, this is about allocating time for journey/experience improvements when PMs are focused on feature/capability development. In short, it starts by getting aligned on goals. At the highest level, start with your company's current strategic priorities. What's most important right now? Perhaps you've placed an emphasis on retention/NRR over new customer acquisition. Ok, so how does this proposed journey/experience improvement tie back to retention? When you make your case through the lens of company goals (or even better, specific product team goals), you're on the right track. For example, let's say we know that users who regularly rely on feature X retain longer and expand more, but today only 30% use feature X. If you believe the team can increase that number to 50% by making changes the new user journey, go make that case. If it's a strong case, and everybody's working toward the same goal (in this case, improving retention), the product team will have to listen and respond.

There's no right or wrong answer here. Really depends on your organization's current priorities. For example, if you're going hard in a new product direction, it may make sense to share a lot more about what they should expect over the next 6-12 months than you typically would. That being said, here's my general guidance under normal circumstances. Market overall: signal where you're going by talking about problems you're focused on solving (not specific features you're building) in the short/medium-term. Active customers and prospects: build on the above by sharing specific features coming to the product in the next quarter. This should help retain some customers who may have otherwise churned or close a new customer who would've otherwise went with a competitor. If a customer or prospect has a specific need/concern that is expected to be addressed in the next 6-12 months, share it. Just do so with the caveat that while planned, things can change. In short, don't overpromise.