Michele Nieberding 🚀

Every launch is different, but here is a good starting point! 1. Identify key stakeholders - I like to do a kickoff before a big launch wiht a POC from key teams including legal, pricing, CS, etc. as needed 2. Align the team around the product - talk about WHAT the product is, WHY it matters, and the opportunity this brings for the company 3. Develop a story behind the product launch and define your messaging 4. Prepare a launch plan (and find a streamlined way to track progress) 5. Define your success metrics 6. Identify marketing channels for launch - work with demand gen 7. Complete beta (if applicable), and use customer feedback to tweak story and approach as needed 8. Select your product launch date (clearly communicate tech ready vs. market ready if there is a difference) 9. ENABLE! Communicate the product launch with all the employees--the WHY this is happening, and what their role in the success of the launch will be 10. Plan EXTERNAL communications 11. Create an ongoing adoption strategy and check in points Most importantly (IMO), celebrate the victories, even the little ones. Did you get some awesome logos on your launch webinar?? Did you move prospects into a later stage opp? I find that excitement goes a long way!

When we first started to verticalize our solution, we looked at: * TAM (total addressable market) and SAM (sellable addressable market--what is realistic that YOUR company can sell in to?) * CARR * Win Rate * Average Deal Size (ADS) * Sales Cycle (# of days) * Number of Curent Customers This gave us a good idea for where we were already winning and where we had the biggest opportunity. We have also been monitoring industries with high "digital maturity" based on reports from McKinsey and other analysts which has been helpful in planning for the next 3 years. We have since refined our strategy and doubled down on key verticals for the next year by looking at: * Pipeline (where do we have the most opportunity coming from?) * Product Gap Analysis - what are key product gaps that are leading to lost deals by vertical? And what is the low hanging fruit and level of effort to close some of those gaps * In addition to Total ARR and ADS This has led us to a 2023 plan to win in verticals based on these 3 things: * SUCCESS: lean into what is already working (i.e. high ADS and win rates) and maintain success * ALIGNMENT: with product vision and brand positioning (multi-channel, depth and scale of data, orchestrated journeys, content and automation needs) * VELOCITY: lower win rates but higher (potential) speed to “success” by focusing on higher ADS verticals due to multiple channels, higher data fees, and need for premium features + higher opportunity (TAM)

The biggest risk I typically see in GTM strategies is that it doesnt work. Somewhere, something was missed, or the messaging, product, etc. doesnt resonate with prospects and customers. ' I have found that your webiste is a great place to experiment to ensure this doesnt happen. It has historical data to anaylze various aspects of your GTM strategy including verticals, personas, messaging, sales motions, customer marketing, etc. Training the org is another big risk. If there is a new revenue-driving feature that CS/CSMs/SEs dont know how to technically talk about or sell, that new feature will fall flat.

Looking at your current customer base and the characteristics of top customers (I do this based on ARR) is a great place to start! You can focus on relevant characteristics such as: 1. Industry/vertical 2. Employee headcount — companywide and within key departments 3. Annual revenue 4. Tech stack 5. Geography 6. Size of their customer base 7. Technologyical/digital maturity 8. Public vs. private company (if they are looking to IPO, we have found great success in getting our foot in the door with NEW logos!) If you want to dig into personas WITHIN those ICPs, that can be helpful as well, but it depends on what your GTM strategy is, of course this can change. For example, if you have "Verticals" as a GTM strategy, your ICP may look very different than an "ABM" approach. To operationalize them, I have worked with our Demand Gen and Events+Field Marketing team to specifcally define HOW to target those ICPs. For example, if we want to drive MQLs via a LinkedIn paid campaign, we may want to look for people with x titles in y industry at a company that has over z number of employees. I also like to share this with SDRs as they as prospecting. It is also important to define what companies/people are NOT a good fit. I have built a list of "disqualifiers" for sales and marketing so that we dont spend marketing budget on poor leads and sales doesnt waste time pitching to bad fit companies.

I hate to say it, but it depends on the launch--for example, is this a paid new feature or included? For a paid product/feature: * Opportunities created * Customer TAM (of the customers we have identified as a good fit for this, how many have an open opportunity?) * Revenue generated For a non-paid product/feature: * Demand gen metrics like webinar attendees, clicks on website, etc. are helpful since it is not related to revenue Overlap for all products/features: * Adoption (how many customers have tried this?) * Retention --with acqusition costs being so high, this is a critical piece! CS is a great source of insight into why retention is increasing or decreasing As for cadence - after you set your accomplishments (goals), I recommend checking a weekly basis and sharing the numbers in GTM meetings. Once there is a set of trends (I like to look at 90 days), you can present/address them with product --assuming they arent already aware. Sometimes there are items that need to be addressed within the first month or so of launch. 

To simplify it at a high level, I would say its having a clear understand of the 3 C's: Customers, Company, and Competition. To dissect that a bit: 1. Identify your target market and key buyer personas -this includes understanding the demand 2. Understand their problems and how your product specifically solves them 3. Develop your messaging 4. Understand your customer's journey (what does the buying process look like) 5. Develop pricing strategy 6. Create marketing plan (with clearly defined success metrics) 7. Generate content 8. Enable teams (not just sales!) To make this even stronger and repeatable, I use an Asana template with clearly defined steps and assigned POCs. I have clear buckets related to each step that I use for every GTM plan so that other teams know what to expect and can also track progress and links to deliverables!

Having this type of background is GOLD! Don't underestimate yourself here. I understand companies may want a specific example of how you've positioned a new product in the market, but positioning a new product means nothing if you can't create clear content or enable sales to talk about WHY that new product is important/what pain points it solves. Here are some thoughts on how to repurpose your experience with a GTM lens to (hopefully) crush your next interview: 1. Show that you understand the GTM process. What have you learned in the courses you've (proactively) taken? From product launches you've seen (maybe from the company you're interviewing with), what would you do better/differently or do again (aka what do you think worked well/didn't work well). Be clear in your examples! 2. Leverage Your Content Marketing Skills: Your expertise in content marketing can be a hugely valuable asset in GTM and product launches. In fact, some companies specifically seek PMMs that are strong in this area (content marketing AND content creation). Showcase your ability to create compelling messaging, content, and collateral that resonates with target audiences and supports key stages of the GTM process, from awareness to conversion. Highlight any successful content campaigns or initiatives you've led that have contributed to driving sales and revenue growth. I recommend sending this information ahead of time if possible. * BE SPECIFIC! I've found success in talking through an opportunity or renewal that closed or increased ACV because of your content -- how did you come up with the topics, 3. Bridge the Gap with Sales Enablement: Your experience in sales enablement gives you insight into the needs and challenges of sales teams, which is crucial in developing effective product launches and GTM strategies. Highlight your ability to create sales enablement materials, such as sales decks, battle cards, and training programs, that align with product positioning and messaging. Emphasize how you've collaborated with sales teams to ensure they have the tools and resources they need to effectively sell new products or features. 4. Ask to Get Involved: Look for opportunities within your current role or company to gain hands-on experience with GTM initiatives. Offer to assist the product team with upcoming launches, contribute to GTM strategy discussions, or take on a lead role in developing GTM plans for specific products or features. Volunteer for cross-functional projects that involve collaboration with product, sales, and marketing teams to gain exposure to the end-to-end GTM process. And KUDOS for being proactive and persistent. I hope this can help you with being even more confident in your abilities as you pursue new opportunities!

Interesting way to phrase this, but I like to use those as INPUTS for my messaging. Then I look at what am I trying to create messaging for? A solution/platform, new product pillar, or a launch? I like to have a "single source of truth" messaging docs both for the overall platform and each (seasonal) launch to start. From there, I build a messaging pyramid: * Overview: What is the overarching solution and what it does * For example: "MetaRouter is an enterprise-grade customer data collection and integration solution that ensures quality, compliance, and control." * Messaging Pillars: 3-5 pillars that capture the essence of the product and its differentiation. * Each pillar should have: * A clear statement of the message - I like to call this an "impact statement." For example: "Create a reliable, centralized point of collection that can feed your ecosystem with confidence in real time." * Supporting evidence or data to back it up * How it relates to the target audience’s needs * Value Props - HOW a product or service solves a problem, delivers specific benefits, and addresses the needs of a target audience * Differentiation Points - talk about the unique features, qualities, or aspects of a product that set it apart from competitors in the market (and which competitors). * NOTE: This does not need to be a feature by feature comparison imo. * Use Cases (with examples) - describes a specific scenario in which a product or service is used to achieve a particular goal or solve a problem. It often includes details about the user, the context, and the desired outcome. * Features and capabilities (HOW your product supports these use cases) * Customer and industry stats Happy to share a template for this!

A critical yet incredibly hard part of messaging--especially in fast-paced industries like tech where it feels like things are always changing AND "shiny object" syndrome is a real thing where leaders get excited about specific use cases. Which is great as a "hook" for sales, but can lead to messaging whiplash and identity crises imo. Some tips I like to use to build, manage, and KEEP that alignment across the org: * Focus on shared goals: Remind the team of the common objective—crafting messaging that resonates with customers and drives business goals. Emphasize the importance of aligning on the customer’s needs and pain points, which can help refocus the conversation. * Bring stakeholders along for the journey: Engage executives and key stakeholders early in the process by conducting interviews. Ask open-ended questions to understand their perspectives on the company’s differentiation, the customer pain points the product addresses, and the benefits it delivers. This collaborative approach ensures that everyone feels involved and invested in the messaging. * Highlight overlaps: As differing opinions are expressed, look for overlapping themes or points of agreement. Use these commonalities as building blocks for a unified message. * Check in early and often: Develop a timeline with regular check-ins and milestones that keeps executives and stakeholders informed about progress. Clearly communicate what they can expect at each stage, including opportunities for feedback--track that feedback in a single doc that everyone can access! * This creates an interactive feedback loop where stakeholders can provide input on drafts or iterations of messaging. This iterative approach fosters collaboration and keeps everyone aligned as the messaging evolves. For example, after initial drafts, hold a review session to gather feedback and make adjustments based on their insights. * Start from the top down: Securing buy-in from leadership, particularly the CEO, is essential for aligning the organization on messaging. When executives are clear and committed to the story being told, it legitimizes the messaging effort and encourages other stakeholders to follow suit. They can also share feedback on how the messaging resonates with investors, board members, and other high-level industry leaders. This endorsement creates a unified direction that cascades throughout the organization, ensuring everyone is aligned. * Find your internal cheerleaders: These are individuals within various teams—whether in sales, customer success, or product development—who are enthusiastic about the messaging and believe in its value. By engaging these advocates early in the process, you can leverage their influence to champion the messaging within their respective departments. Encourage them to share their insights and experiences, which can provide valuable perspectives and help refine the messaging. These cheerleaders will not only promote the story and messaging but also create a sense of community and shared purpose, ensuring that the messaging resonates across different teams and departments. * Use data to back up your POV where you can: While messaging can be creative and subjective, its effectiveness must be measurable. Leverage data from various channels to evaluate how well your messaging resonates with your target market. Some ideas for that: * A/B testing on website and landing pages -- track traffic, click-through rates, and conversion rates * Run A/B tests on email copy to see which messaging drives better open and click rates. Analyze customer responses to gauge sentiment and interest. * Share different messaging approaches on social media and monitor engagement metrics (likes, shares, comments) to identify which messaging resonates best with your audience. * Post-launch, gather qualitative data through customer surveys and feedback sessions to understand their perceptions of your messaging and what resonates most. * a CAB is great for this! * Gab Bujold developed a "Message Market Fit" scorecard which I love to help quantify this * Keep teams aligned with an ongoing “messaging drumbeat” (which yes, might mean a dedicated Slack channel) * Regular Messaging Refresh Meetings: Messaging isn’t static. Establish a rhythm of bi-monthly or quarterly refresh meetings with cross-functional teams to share any updates based on customer feedback, market shifts, or competitive moves. These sessions are not only for alignment but also an opportunity for each team to understand where and how they contribute to the messaging. * Align on a Process for Updating Messaging: When market dynamics change or new product features are launched, ensure you have a documented process for updating messaging. Centralize feedback from teams, analyze the impact on current messaging, and communicate updates through official channels to avoid misalignment. * I like to talk about this as "Current messaging --> market shift (what happened/changed) --> company POV (what can we do to support, and how are competitors responding?) --> suggested messaging tweaks" * Share Success Stories and Wins: When a particular message or narrative works well—like a Sales win from using a specific value proposition or a positive customer response—share this success across the org. Hearing real outcomes reinforces the power of unified messaging and keeps teams motivated to stay aligned. * PRO TIP: Keep all of these wins in a centralized doc with links to quotes+Gong calls as applicable. If you can, include if this was a win against a certain competitor and/or a "competitor "take out" You might be saying to yourself, "That's great, Michele. But what if our stakeholders have vastly different opinions on messaging and focus for the business?" Story of my life...Let's talk about it! When faced with vastly differing opinions on messaging, facilitate open dialogue by creating a safe space for stakeholders to share their perspectives and actively listen to one another. I like to call these "Come to Jesus meetings." Again, identify common ground (I like to boil this up to companywide KPIs) by focusing on shared goals and overlapping themes (i.e. drive pipeline/ARR, retention, etc.), and use data where you can (i.e. from customer insights like Gong calls or G2 reviews and A/B testing) to inform decisions. Establish clear criteria for effective messaging, identify decision-makers for final calls, and document the agreed-upon messaging to ensure alignment. If all else fails...lead with a decision-making process (but remember, YOU are the ultimate expert! lead with confidence) * Identify Decision-Makers: If consensus cannot be reached, clarify who has the final say on messaging decisions. This could be the product marketing leader, the CMO, or another designated executive. Ensure that everyone knows the process for reaching a decision. * Document and Communicate: After a decision is made, document the agreed-upon messaging and the rationale behind it. Communicate this clearly to all stakeholders to ensure alignment moving forward. I like using the RAPID framework for this. Happy to send a template for what that can look like!

My "hot take: here: experience matters, but how you use it matters more. Let me explain. While someone new to the field might be able to learn the fundamentals of competitor analysis or messaging frameworks, a seasoned product marketer leverages that experience to develop a deeper understanding of: * Market Nuances: They've seen different market trends come and go, allowing them to anticipate shifts and adapt strategies accordingly. * Customer Psychology: They've honed their ability to truly understand customer pain points, motivations, and buying behaviors. This translates into more targeted messaging and positioning. * Industry Landscape: They have a broader perspective on the competitive landscape, allowing them to identify untapped opportunities for product differentiation. Beyond experience, there's often special skill that sets you apart. It could be anything from: * Storytelling: You can craft compelling narratives that not only explain your product but also resonate with customers on an emotional level. * Data "Whisperer": You have an uncanny ability to translate complex data sets into actionable insights that drive strategic decision-making. * Customer Empathy Master: You possess an almost preternatural ability to understand customer needs and translate them into product roadmaps and marketing campaigns. This often shows in product launches and GTM strategies. * Tech-Savvy Guru: You're a master of marketing automation platforms, analytics tools, and other technologies, allowing you to streamline processes and optimize campaigns. * Content Marketing Maestro: You can develop and execute content strategies that not only attract leads but also position your product as a thought leader in the industry. Key here: thought leader! My advice? Identify and leverage your strengths. Don't be discouraged if you feel someone new to the field can grasp the basic product marketing concepts. Focus on honing your experience and identifying your unique "superpower" skill. Some ways to do that: * Reflect on past projects and identify where you excelled. What specific skills did you leverage? * Seek feedback from colleagues or mentors. What strengths do they see in your approach to product marketing? * Look for opportunities to showcase your strengths. Volunteer for projects that allow you to leverage your storytelling skills or data analysis expertise. * KEEP EXAMPLES. Whether its a piece of content (i.e. blog post) that you wrote, a video you recorded, a product you launched, keep a record of your "Product Marketing Portfolio" - learn from your content/design counterparts on this one! For me personally, I believe my super power is two-fold: 1) I am an energizer bunny. I genuinely get excited about the products we are building, and try to get others as hyped up as I am. 2) I LOVEEE a good theme, and a good story. Pairing those together make for a strong and memorable GTM strategy. If you want help building up your "superpower story," let me know, I'd be happy to help!