Priyanka Srinivasan

Tactically, we hold our campaign tracking open for 6 months from the launch date to track any direct inquiries a launch was responsible for as well as any opportunities it might influence in a small touch way. If my primary goals is revenue generation, I’m very interested in the direct inquiries a launch/campaign generates, which typically occurs in the first few weeks after the launch when we are making the biggest splash from a marketing perspective. Ideally, you continue marketing major products over time (i.e., it’s not just one-and-done), but it’s pretty normal to see a significant ...

In my mind, enablement of internal teams is one of the most important thing you can do when it comes to repositioning or changing GTM strategy, including making it simple and effective to deliver on. We are currently in the process of this with one of our products and audiences right now. Changing how people talk about and position a product is incredibly hard, especially when they’ve been pitching a product in the same way for months or years. From my experience, not only does it take creation of written enablement materials (e.g., FAQ docs) but also live trainings, certifications on ne...

I don’t know if it’s my ‘favorite’ launch but one launch that someone on my team recently did was around some exciting automations within our product. What makes a launch exciting for me isn’t the types of activities we do, or how much cross-functional collaboration there is, or whether we came up with something flashy for it. For me, what’s most exciting is when a product or feature is incredibly strategic to the overall vision of our products. This feature we recently launched was exciting on its own, but when put into the context of how this will change the way a real estate transa...

As always, the answer is probably “it depends” as it really does depend on what the goal of your launch is. For example, are you trying to drive awareness of a feature? Adoption? Expansion sales? Once you’ve determined the goal of a launch, the KPIs should be relatively straightforward from there. For us, most of our Tier1/2 launches have the goal of generating pipeline revenue (for either new logos, or expansion, or both) so we look at number of demos set / pipeline generated. Even if the opportunity already exists, I’m also curious to see whether this was the thing that moved the needl...

Yes - we definitely have a framework! It is based off of our launch tiers (which I touched upon above). Essentially, we have 4 launch tiers, and each tier has a corresponding set of activities that we’d “light up” if a feature / product is determined to fall into that tier. You can think of the total list of activities like a menu, and a certain set gets lit up depending on the tier. It’s not a hard playbook - sometimes for a Tier 1, for example, we might not do a specific activity that we would normally do, or sometimes for Tier 2s we might include what would normally be a Tier 1-only acti...

Like many marketing organizations, we utilized a tiering structure to determine the priority of product releases as well as level of effort. In general, I’m always looking to link our impact directly to revenue (new logo or expansion) first and foremost. As a result, for us, “Tier 1” launches will typically contain those products or features we think will really move the needle in terms of generating hand raises from (1) total prospects (i.e., new logos, those who don’t own any of our products at all) or (2) those who are expansion candidates (those who own one of products today but are ...

This is a great question. I'd say this becomes even more complex / challenging if you have not only mulitple products, but also multiple audiences, which we do.  One way to think about this is in the context of your website, which is one of the key ways you display all of your products and offerings. I think it's extremely important to show how all of your products 'fit together' and we do this via our pricing page, where we list out all of the products we have for one of our key audiences and we actually group them together (design works a bit of its magic here) so the products really do ...

In my view, the whole point of messaging guides is that they are shared as widely and as openly in your organization as possible. We actually keep a "launch tracker" document (google sheets file) that has the latest on every launch we're planning. This document is publicly available and very widely distributed. We link to the positioning guide for the new product or set of features there. In addition, we've built really strong relationships with counterparts in Sales, Marketing, and Customer Success, so we are regularly communicating across a wide number of forums (team trainings, slack cha...

At the end of the day, Product Marketing owns messaging, and there should be general alignment around that. I think that's a really important place to start because literally everyone has an opinion or point of view on messaging, but someone ultimately gets to 'own' it. If in your organization, that's PMM, there should be and understanding across the organization that it's the responsibility of PMM/Marketing to come up with product positioning and messaging. If you're an exec / leader in Marketing, you should be building relationships with other execs to create alignment around that; if you...