AMA: at , Stevan Colovic on Messaging

An effective 30-60-90 will help you make progress across 3 pillars: * What is your point of view on the company's current market standing? Where are there future opportunities? * How do you define and establish the PMM function? * How do you create scalable, repeatable processes for GTM success? The first 30 days are all about discovery. It's about deeply understanding the business, marketing fundamentals, and product. 1. What are my company's business priorities? Why? What are some of the KPIs that our company cares about? 2. What market does my company play in? Who else competes in that space? 3. Who are our customers? What are their jobs to be done? Not only should you be reading up on market reports, you should take the time to set up interviews (with both existing customers as well as churned). 4. What does our product do? How does it work? Why does it matter for our customers (i.e. what value does it deliver)? 5. What is our current GTM motion? What has worked well to date? What hasn't worked as well? Take the time to meet with your cross-functional stakeholders in sales, sales enablement, product, and the extended marketing team to understand their challenges and priorities. By the end of the first 60 days, you can use all of that investigative work to codify your roles & responsibilities, cross-functional processes, and methods for communicating with stakeholders. You can draft up a roadmap for key initiatives (launches, campaigns, collateral refreshes, etc.) to address gaps in your GTM, and get started on some of the urgent and important ones. At the end of the first quarter, you should have a comfortable grasp on what you need to do to take your product to market, who you should work with, and how to execute on your key initiatives. You'll also have some learnings from the initiatives you've embarked on in month 2 (for example, let's say you wanted to start the company's first-ever product release blog -- what did you learn from that, how would you do it better for the future?). The exact initiatives that you choose to undertake will totally depend on the priorities of the business and stakeholder input. While I've given some general advice above, the most important thing is to be adaptable! Check in at the end of the month (with yourself and your stakeholders) -- ask if anything should be adjusted, and re/de-prioritized based on what you've learned.

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An effective 30-60-90 will help you make progress across 3 pillars: * What is your point of view on the company's current market standing? Where are there future opportunities? * How do you define and establish the PMM function? * How do you create scalable, repeatable processes for GTM success? The first 30 days are all about discovery. It's about deeply understanding the business, marketing fundamentals, and product. 1. What are my company's business priorities? Why? What are some of the KPIs that our company cares about? 2. What market does my company play in? Who else competes in that space? 3. Who are our customers? What are their jobs to be done? Not only should you be reading up on market reports, you should take the time to set up interviews (with both existing customers as well as churned). 4. What does our product do? How does it work? Why does it matter for our customers (i.e. what value does it deliver)? 5. What is our current GTM motion? What has worked well to date? What hasn't worked as well? Take the time to meet with your cross-functional stakeholders in sales, sales enablement, product, and the extended marketing team to understand their challenges and priorities. By the end of the first 60 days, you can use all of that investigative work to codify your roles & responsibilities, cross-functional processes, and methods for communicating with stakeholders. You can draft up a roadmap for key initiatives (launches, campaigns, collateral refreshes, etc.) to address gaps in your GTM, and get started on some of the urgent and important ones. At the end of the first quarter, you should have a comfortable grasp on what you need to do to take your product to market, who you should work with, and how to execute on your key initiatives. You'll also have some learnings from the initiatives you've embarked on in month 2 (for example, let's say you wanted to start the company's first-ever product release blog -- what did you learn from that, how would you do it better for the future?). The exact initiatives that you choose to undertake will totally depend on the priorities of the business and stakeholder input. While I've given some general advice above, the most important thing is to be adaptable! Check in at the end of the month (with yourself and your stakeholders) -- ask if anything should be adjusted, and re/de-prioritized based on what you've learned.

An effective 30-60-90 will help you make progress across 3 pillars: * What is your point of view on the company's current market standing? Where are there future opportunities? * How do you define and establish the PMM function? * How do you create scalable, repeatable processes for GTM success? The first 30 days are all about discovery. It's about deeply understanding the business, marketing fundamentals, and product. 1. What are my company's business priorities? Why? What are some of the KPIs that our company cares about? 2. What market does my company play in? Who else competes in that space? 3. Who are our customers? What are their jobs to be done? Not only should you be reading up on market reports, you should take the time to set up interviews (with both existing customers as well as churned). 4. What does our product do? How does it work? Why does it matter for our customers (i.e. what value does it deliver)? 5. What is our current GTM motion? What has worked well to date? What hasn't worked as well? Take the time to meet with your cross-functional stakeholders in sales, sales enablement, product, and the extended marketing team to understand their challenges and priorities. By the end of the first 60 days, you can use all of that investigative work to codify your roles & responsibilities, cross-functional processes, and methods for communicating with stakeholders. You can draft up a roadmap for key initiatives (launches, campaigns, collateral refreshes, etc.) to address gaps in your GTM, and get started on some of the urgent and important ones. At the end of the first quarter, you should have a comfortable grasp on what you need to do to take your product to market, who you should work with, and how to execute on your key initiatives. You'll also have some learnings from the initiatives you've embarked on in month 2 (for example, let's say you wanted to start the company's first-ever product release blog -- what did you learn from that, how would you do it better for the future?). The exact initiatives that you choose to undertake will totally depend on the priorities of the business and stakeholder input. While I've given some general advice above, the most important thing is to be adaptable! Check in at the end of the month (with yourself and your stakeholders) -- ask if anything should be adjusted, and re/de-prioritized based on what you've learned.

An effective 30-60-90 will help you make progress across 3 pillars: * What is your point of view on the company's current market standing? Where are there future opportunities? * How do you define and establish the PMM function? * How do you create scalable, repeatable processes for GTM success? The first 30 days are all about discovery. It's about deeply understanding the business, marketing fundamentals, and product. 1. What are my company's business priorities? Why? What are some of the KPIs that our company cares about? 2. What market does my company play in? Who else competes in that space? 3. Who are our customers? What are their jobs to be done? Not only should you be reading up on market reports, you should take the time to set up interviews (with both existing customers as well as churned). 4. What does our product do? How does it work? Why does it matter for our customers (i.e. what value does it deliver)? 5. What is our current GTM motion? What has worked well to date? What hasn't worked as well? Take the time to meet with your cross-functional stakeholders in sales, sales enablement, product, and the extended marketing team to understand their challenges and priorities. By the end of the first 60 days, you can use all of that investigative work to codify your roles & responsibilities, cross-functional processes, and methods for communicating with stakeholders. You can draft up a roadmap for key initiatives (launches, campaigns, collateral refreshes, etc.) to address gaps in your GTM, and get started on some of the urgent and important ones. At the end of the first quarter, you should have a comfortable grasp on what you need to do to take your product to market, who you should work with, and how to execute on your key initiatives. You'll also have some learnings from the initiatives you've embarked on in month 2 (for example, let's say you wanted to start the company's first-ever product release blog -- what did you learn from that, how would you do it better for the future?). The exact initiatives that you choose to undertake will totally depend on the priorities of the business and stakeholder input. While I've given some general advice above, the most important thing is to be adaptable! Check in at the end of the month (with yourself and your stakeholders) -- ask if anything should be adjusted, and re/de-prioritized based on what you've learned.

A successful product launch goes beyond simply introducing a product to the market. It involves generating strong customer interest, achieving measurable market impact, and establishing a foundation for sustainable growth and customer satisfaction & retention. For product marketers, a successful launch typically means meeting or exceeding key performance goals across several areas, including revenue, market penetration, customer satisfaction, and brand advocacy. The following KPIs can help product marketers determine whether the launch effectively delivered value to the target audience and met strategic business objectives: * Win Rates: High win rates indicate that the product’s messaging and positioning resonate well with customers and that sales teams are equipped with the right tools and information. This metric shows that product marketers have successfully differentiated the product and made a compelling case for its unique value. * Pipeline Generated: Generating a strong pipeline reflects demand and interest, validating that marketing and promotional efforts before and during the launch attracted the right target audience. A robust pipeline gives sales teams ample opportunities to convert leads into future revenue and drive growth. * Revenue Won: Revenue generated from the product launch is the ultimate indicator of its financial impact. Meeting or surpassing revenue goals validates that the product has a defined customer base willing to invest in it. This KPI ultimately ties the product launch to the company’s bottom line. * Product Adoption: High adoption rates show that the product is effectively solving a problem or meeting a need, which is critical for long-term success. Low adoption may signal issues with onboarding, messaging, or user experience. For product marketers, strong adoption validates that the product has adequately aligns with customer needs and that users are properly enabled to engage with the product. * Customer Satisfaction and Retention: Customer satisfaction (measured through NPS, CSAT, etc.) and retention rates indicate that users are happy with the product and likely to continue using it. This KPI helps marketers understand customer experience post-launch and provides insights into areas that may need improvement. * Upsell Revenue: This metric tracks whether customers are willing to spend more on additional features, upgrades, or related products. High upsell rates show that users find enough value in the product to deepen their investment. For marketers, this metric is a validation of customer engagement and satisfaction and can highlight new opportunities for product line expansion or feature development. * Customer Advocacy: Customer advocacy, often measured by referrals, testimonials, or positive reviews, is a powerful indicator of success, as it reflects the product’s reputation and the trust it has built with its users. Advocacy from satisfied customers helps product marketers reduce customer acquisition costs and reach new audiences more organically. This is essential for driving sustained growth. Each of these KPIs, when tracked together, provides a holistic view of the product launch’s performance. They help product marketers confirm if the product is not only gaining traction in the market but also setting the stage for lasting customer relationships, positive brand perception, and profitable growth.