Megan Pratt

In the context of product launches, I see product marketers as the drivers in the early stages and brand, demand and content marketing as key partners in the execution of the launch and providers of critical market feedback.  Product marketing is responsible for:  - Deciding and articulating what the launch is, who it's for and how to talk about it - Getting clarity and product knowledge from the product team - Articulating and running a GTM process  - Handing off knowledge at the right times, t ...Read More

This is a really good opportunity to take a step back and look at your platform from the eyes of your customer. Are there groups of products that resonate with similar audiences? Or maybe they all drive toward the same goal?  I'd recommend doing some deep customer research, both with current customers and people generally in your ICP. You want to understand how they view your products, the value they'd perceive if you were to group applications into more cohesive packages and what they'd want to ...Read More

My general tiering process looks like:  P1 - This is a feature, update, or solution that is new, innovative and exciting and will attract new customers P2 - This is a feature, update, or solution that will win new customers because it matches the market OR it will excite existing customers P3 - This will keep existing customers and match the market.  The above criteria will change depending on your organizations goals. For example, if your goal is mainly to reduce churn, you might prioritize som ...Read More

First, you have to ask yourself a few questions:  How often are we launching significant new or improved products?  Who are the key stakeholders during launches?  What are the key problems with the way launches are handled now?  What channels are at our disposal for launches? From there, you can start to design a strategy that works for your organization.  In general, I recommend tiered launches. You'd ideally have some sort of matrix that aligns the organization around the answer to the questio ...Read More

I generally start out with a very simple, standard framework for a battle card. Then, I present it to stakeholders for feedback. Generally, they find some fields in the framework to not be useful at all, and they request additional information that will be useful to them. The framework you use will be different based on your market, your sales team and the sophistication of your knowledge.  Another thing to add here – your positioning framework is only as good as your team's ability to find, use ...Read More

The main difference I've noticed is the information that the audience wants at each step of the buyers journey. More technical audiences, like developers, tend to want to get to the heart of the benefits and features faster than other audiences that are less technical (think marketers or HR execs) In short – they don't want the marketing spin, they just want the features and hard facts about the benefits they'll drive. You'll want to be able to deliver hard proof on each point with things like c ...Read More

I'd start by evaluating a few things:  - How have you positioned yourself? Are you positioned with lower-priced competitors?  - What's your ideal customer and does this customer fit that criteria?  - Are you actually priced too high for the value you provide?  Let's take each question in turn:  How have you positioned yourself? Positioning is essentially the context that you put around your product. Who are customers comparing you to? How do you compare to those products? When do you win?  If yo ...Read More