Already a Sharebird user?
Continue with LinkedIn
Want more answers to this question? Add this question to an upcoming AMA.
Head of Product Marketing at Quizlet
  1. No clear messaging target - it’s almost impossible to write copy for everyone, so it ends up being for no one. In this scenario, we also become more tempted to use our internal lingo in absence of anything more specific, which almost never works. Even if you want to reach a broad audience, decide who is most important to influence and write to them.
  2. Adding more features or products to a page rather than recontextualizing the whole. Make sure you’re not just positioning the feature or single product. Stuffing a page with more info sometimes works, but it's a strategy with diminishing returns. What does this launch change or shift about the story you’re telling as a brand (across your portfolio)? You don’t necessarily need to reskin everything, but make sure to take a step back to see if there are opportunities to simplify, even as you add more complexity.
  3. Putting a lot of effort into a low tier improvement. Hey, let’s be real, I’ve done this several times before. We do it because we want to appease that PM or because your manager asked you to. But before you plan a whole GTM launch motion, think twice. Your time is valuable! Not all features/products are created equal.
  4. Forgetting to schedule a premortem + an internal kickoff. Your support and CS team will thank you! We lead busy lives as PMMs and already have so many meetings, but as you zoom towards launch, you need to make sure internal stakeholders are informed with plenty of time to get up to speed, create plans and macros, and assign owners to monitor higher risk issues. PMM doesn’t have to always own this step, but since you’re working to prepare everyone with common language and external plans for launch day, you’re usually going to be a trusted leader who can rally the crew, ask for feedback, and get people pumped up.
  5. Failing to define success metrics for PMM. As a business you probably have some OKRs or KPIs associated with this launch. Are any of them marketing driven? Whether it’s % of active users who reach an upgrade page, # of MQLs, and/or seeing a X% lift in conversion for key segments, you need to pick something you can influence directly. Doing this is important for visibility and helps make sure you’re really learning rather than feeling anxious about secondary metrics (which are important but dependent on many other inputs).
Vice President, Product Marketing at Gong.io
We product marketers all have PTSD from product launches that didn't go as planned! So let’s talk about a few common pitfalls. The biggest one is probably the lack of exec buy-in. If you don't have a strong sponsor, don't even try launching a new product. Another big one is not being able to c...more
Senior Director, Product Marketing at Yext
When I interview candidates for PMM positions, one of the “x factors” that I always look for is humility — but not just because I want to hire good team players.  People with intellectual humility know that they don’t always have all the answers, which gives them the openness to new informatio...more
Head of Marketing at Vowel
* not getting involved in the product development process early enough * not talking to customers directly * not asking “how might this NOT work out” aka a "Pre-Mortem" (and developing mitigation plans accordingly) * not spending enough time thinking about a “day 2” strategy * being too precious ...more