Eric Keating

I love this one! I love it because I'm so proud of the work our teams have done to improve product design <> brand design collaboration at Appcues over the last couple of years. Here's what we did: Establish a #design Slack (insert new chat tool here) channel and ensure all designers are invited. Start sharing all finished designs, from sales PDFs to UI updates, there as a habit. If you're feeling really wild, make it visible to the whole company. Just make sure all designers are on board ...Read More

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 a ...Read More

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 act ...Read More

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 ...Read More

Orient yourself and every other stakeholder to usage and adoption goals. Adoption takes time. When revenue targets are involved, adoption rates can and should serve as a leading indicator of success. How many or what percent of customers have viewed the feature? Actually meaningfully engaged with it? Have used it more than one time? How you set the adoption goal will be unique to your product and objectives. I'd also encourage you set these goals on a customer segment level vs the entire custome ...Read More

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 ...Read More

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 opinio ...Read More

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 pl ...Read More

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 ...Read More

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 s ...Read More