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This is a simple framework to help guide you in deciding what level of marketing activity and resources to put into the announcement of a specific feature or product, based on the potential impact to the business.

❓ Why this is important:

• You will need buy-in from all of your stakeholders so it is best to create this process with them
• You will need all teams to understand what resources a launch requires and have a framework to decide which features would require a lot of effort to launch
• You will need to set and manage expectations both internally and externally

Signals to look out for:

• Product becomes aware of all their stakeholders and involves them;
• Product starts to discuss launches with (Product) Marketing;
• Launches have more firepower and (internal) attention;
• All internal stakeholders are aware of the launches and rally around them for maximum impact;
• Better documentation and preparation becomes available and is being prioritized, for all customer-facing teams.

🎯 Launch Tier Definitions

Marketing Investment & Effort by Launch Tier/ (P)riority

****Big bangs that are introduced to our entire customer base. Typically a coordinated effort across the entire company.

New offering: Drives net-new customers with new products in new or adjacent markets

Example: xx | New MRR | All from T2 + T3, plus • Homepage banner • Launch webinar
• Paid social boost | L | L | L | Full GTM activities for new product • Frequency: 1-2 a year | Dedicated campaign | | T2 (AA) | Market impact: Significant

****Multiple features that become a solution to a sub-job. Typically a coordinated effort across PM and marketing.

Product Line Evolution or Extension/ Segment Pleaser: Strengthens our market position with a broader, more differentiated and integrated portfolio. Either impacts a specific audience or addresses competitive gaps.

Example: xx | Expansion revenue | All from T3 + • Section on website
• Explainer video • Social posts
• Sales talk track for the feature | S | M | L | Partial GTM activities for a new product; include in campaigns and events • Frequency: 1-2/ Quarter | Align to existing integrated prospect/ customer campaign and/or dedicated customer marketing push | | T3 (A) | Market impact: Incremental

Specific features aimed at highly targeted audiences. Typically a coordinated effort across PM and PMM.

Feature Enhancement/ Core improvement: Reinforces the value proposition with significant updates or additions to existing products

Example: xx | Churn reduction | • In-app message to segment • Change log update
• Product release notes mention | | S | M | Add to existing Marketing and Sales collateral; promote to existing customer base • Frequency: Monthly | Align to existing integrated customer campaign and/or dedicated customer marketing push | | T4 | Usability Improvement: orrective functionality, bug fixes, or compliance changes

Example: xx | Retention: CSAT | • Changelog mention | | | S | Advise Sales and affected customers only via Marketing & Support • Frequency: Many | No campaign |

🎯 Who’s involved

By RACI)

| Launch Tier | Responsible Contribute deliverables | Accountable Functional owner | Consulted Provide feedback | Informed Updated on progress | | --- | --- | --- | --- | --- | | T1 | • PM/PMM/ Enablement • Marketing • RevOps • General Counsel/ Legal | • PMM | • Product leadership • Marketing leadership • Revenue leadership | Executive leadership | | T2 | • PM/PMM/ Enablement • Marketing • RevOps | • PMM | • Product leadership • Marketing leadership • General Counsel/ Legal | • Executive leadership • Revenue leadership | | T3 | • PM/PMM/ Enablement • Marketing | • PMM | • Product leadership | Revenue leadership |