Justin Fink

In terms of relating GTM work and associated with products or services, you should have a clear alignment of the level of impact that a product will have in market (estimated) and build a strategy around that. This can be done through market and competitive research, customer interviews (1:1 or 1:many), and then align the product to a given launch tier (Tier 1 getting the most GTM support v. Tier 3 / 4 getting the least). Examples are highlighted below: Tier 1: Major Launch (Strategic, High-Impa ...Read More

The varying degrees when thinking through partner-specific tactics are dramatic, but I break it down into a few buckets: Who is in your current portfolio of partners and how do you partner with them on GTM? You need to understand the customer overlap and how you can partner to/through/with them to access a part of a prospect base? Does this current partner base assist with your ability to get net new customers / target enterprise v. small biz customers? This is a question of whether you have the ...Read More

I have clear definitions for a product, feature, or solution: Product: Standalone good or service that provides value to customers; something we develop, market, and sell to solve customer problems / needs. ​ Feature: Specific functionality or capability within a product that enhances its value but does not stand alone (features contribute to the overall usefulness of a product).​ Solution: A solution is how a product (or combination of products and services) and its features work together to so ...Read More

I create 2 documents for every launch: GTM Plan - Brief: This includes below Roles & Responsibilities: Detail the product marketing owner, product management counterpart, and important stakeholders. Key Dates: Highlight the important dates (product in limited v. general availability, marketing moment, etc.). Goal(s): What are the goals of the launch Messaging Docs: Detail relevant messaging docs associated with a product launch. Overview: Give an overview of the product, feature, or solution ...Read More

I break this down into a few buckets: Roles & Responsibilities: Detail the product marketing owner, product management counterpart, and important stakeholders. Key Dates: Highlight the important dates (product in limited v. general availability, marketing moment, etc.). Goal(s): What are the goals of the launch Messaging Docs: Detail relevant messaging docs associated with a product launch. Overview: Give an overview of the product, feature, or solution (blend of products, features, services ...Read More

I typically look to assess the impact of a product and whether it will have a stronger impact or if a revenue model is built around it. I typically try to get as close to revenue or product usage / engagement metrics as those figures typically are what executives care about. However, broader example metrics are below: Messaging & Positioning: Message Resonance & Product Perception: Track shifts in company & product perceptions post-messaging updates (customer surveys)​ Conversion Rat ...Read More

Goals / Metrics Alignment: Typically GTM launches for product marketing have loose goals associated with them. You need to strive to put a # (revenue, product engagement, etc.) to a specific launch; it is critical. If you don't have a baseline, you need to take an educated guess and then continue to baseline, as slowly over time you will form baselines are various tiered launches. Mitigation plans can include putting realistic / educated baselines to launches with the caveat that you are enterin ...Read More

The key here is building out a 'messaging source of truth' that can serve as a living-breathing document various GTM teams can go to when revamping materials. This document includes: Industry overview Company overview Vision / mission What is the company? Company pillars How differentiated Challenges the company addresses Product details (for each core product) Solution Summary  Elevator Pitch Description  Key Messages  Audience  Customer Challenges  Use Cases  Differentiators & Proof Points ...Read More

If it is not working, you should first assess two areas: Is it the first launch of its kind at the company (product tier, product category)? What is the metrics baseline for this product launch? These questions should be asked to determine if it truly 'isn't working' or whether it is just new and we need to see the launch fully through before making a determination. If the answer is (1) no and (2) there is no baseline yet, then you can: Change the specific tactics to lean into what specific acti ...Read More