Lauren Craigie

Answered above but everything is a launch in my opinion—you just tier them differently. The value of this approach is that you have a documented plan for everything, even the very small things, that includes messaging and enablement (maybe even just for the support team), at minimum. Bug patches are still valuable for customers to know about, and you might consider including those in a changelog, or noting which sers have flagged related concerns and shoot them an update email.

Like what could cause it to fail? 1. You don't have a handle on the target audience, and what they'll find most valuable about the product, or the frame of reference they hold when introduced to it 2. You don't have an accountability partner in product management that is equally on the hook for the success of the launch 3. You haven't prepared the sales AND support teams to field questions about the launch

I might be misunderstanding the question but you usually can't get them to prioritize new products unless it's built into their targets :) Introducing a new product into their deal could unecessarily complicate and extend sales cycles (which isn't good for them or you—as an employee of a business that relies on that revenue), so if they're not goaled on that by their sales leader they won't attempt it. If they have been told to focus on it, but still aren't, it could be because they don't trust it (this has happened to me!). Show them positive data/quotes from the beta, explain the uplif...

 Detailed use case stories.  Not just case studies--not "customer in healthcare vertical uses us to ensure data is correct" but the nitty gritty details--"Customer in healthcare with a distributed data team uses our product to keep payroll shipping on time every week." The more detailed, including which teams and roles are involved in the use case, the easier it is for them to connect with prospects facing the same problem.

Curiosity and a desire to be understood. These two qualities over nearly everything else. You can easily learn the frameworks--steps for a successful launch, format for a battle card, considerations for pricing... you can also improve your writing to align with brand and write high impact choppy copy. But it's not easy to teach someone how to be curious about how a user ACTUALLY feels about your product. How to dig into data to find which features aren't being touched. How to keep iterating on sales enablement until they REALLY get it. How to ship surveys to test messaging because you reall...

Video or advertising is likely where a lot of your spend will go for high priority launches, and justifying it would likely come down to whether you're expectlong this launch to have meaningful impact on pipeline, deal-size, market share, etc in the next 3 quarters. If it's a brand new product that is meant to generate pipeline I'd see paid ads coming into the picture... (but now I'm speaking out of my depth as that work would be owned by rev or demand gen marketing.) I have done third-party video production for full new product line launches. Not just demo videos but high quality vis...

I'd say this can change based on the organization, contributing teams, goals for the launch, market you're in, audience... but a few things I would never launch without: 1. Naming. Sounds simple, but the way that your engineering team refers to something is very often NOT the way you should be communicating it externally. Take the time to name. 2. Pricing and packaging. Work out EARLY whether this should only be available to certain tiers. 3. Target personas. Exactly who is this for, and why do they care. What are their alternatives? 4. Extending from the above— a messaging house that...

Good question! Mindset shift suggestion: Every release, or update, or upgrade is a launch. BUT there are different tiers of launches which enable us to provide a very low level, but consistent level of support. It's not the job of PMM to create fanfare around every single update, but it IS our job to create understanding around each. Getting ready to ship v0.1.13? You don't need a parade or a linkedin post, but you do need to make sure your audience understands the changes. Have your product or docs team be responsible for updating the changelog, or set a reminder to ping them every two ...

Normal caveat of "it depends."  But generally, if you're hiring your first PMM, focus them on becoming your audience expert. I think a lot of folks tend to focus too severely on ensuring PMMs are product experts in the first 90. "HOW CAN THEY TALK COMPETENTLY ABOUT THE PRODUCT IF THEY DON'T KNOW HOW IT WORKS?!" Personally, I don't care how someone who isn't my target audience experiences the product. I don't care what a PMM thinks about onboarding. I don't care if they know how to demo it. At least not in the first 90, becuase I have other people who can do that right now, in engineer...

I wish it wasn't different, to be honest. If I say what people normally say here, like, "it's more honest, it's straight-forward, it gets right to the meat of it," I'm left thinking... Why don't we market that way to everyone? Why don't we create tiered experiences that let you get right to the details if you want, or float up high in the "business value."  But, to be actually helpful here, I think developer marketing typically happens in a company with product-led-growth, which means you need to optimize for just trying the thing. Hook them on an understanding of why this thing will mea...