When you think about product launch, what post-launch activities are mission critical?
It certainly depends on the launch tier along with other market factors/customer dimensions, but typically I am looking at the data to inform next steps. Did we hit our product usage target? Is the narrative landing in sales calls (listening to gong recordings)? Is the pitch deck working (checking deal velocity in SFDC)? I am continually tweaking to ensure we are landing in a place of impact and not stagnation. Aside from this, the mission critical post-launch activity should be - the RETROSPECTIVE! Get your GTM teams together to chat about what you should "start, stop, continue" so you're even better next time. It's important to look in the rearview to inform where you're headed.
After a product launch, the immediate period is crucial for ensuring the product's long-term success. The following are six key factors to consider during this phase:
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User onboarding: Equip users with resources (tutorials, documentation, etc.) to ensure seamless adoption.
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Collect feedback: Set up a system to quickly gather feedback from early adopters. This feedback can help identify unforeseen issues, provide insights for future improvements, and ensure long-term customer satisfaction.
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Analyze performance: Continuously monitor key performance metrics such as user engagement, churn rate, and adoption rates to gauge the launch's success and identify areas for improvement.
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Post-launch content: The product's narrative should not end with the launch. Produce additional content that showcases real-world applications, case studies, and deep dives into specific features.
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Sales and customer support team training: Ensure these teams are fully equipped to handle inquiries, troubleshoot issues, and effectively communicate the product's value proposition in pitches.
Respond quickly to issues: Be ready to address any technical or user-experience issues that arise. This responsiveness demonstrates to customers that their satisfaction and experience are a top priority.
This is entirely dependent on the tier level of your product launch. How you treat a tier 1 launch vs a small feature update will ultimately change how you approach your post-launch needs. For any product launch a few key activities I include in post-launch are:
Set up a post-mortem meeting to discuss what went well pre-launch and during launch
Analyze and report on your key metrics you outlined as important during your pre-launch phase (product usage, CSAT, attach rate, etc.)
Identify any opportunities for customer case studies, testimonials, reference for your new product
Review the sales effectiveness - listen in on Gong calls to hear how your reps are pitching the product, analyze deal velocity and conversions
Lastly, you need to continue to market your new product. A launch is only just the beginning of a products lifecycle and during your pre-launch phase you should identify ways in which you are going to continue your post-launch momentum to drive awareness and adoption of this new product.
This really depends on the main objectives of the launch. But here are some activities to consider:
Launch retro: These are crucial because they provide an opportunity to reflect on the entire launch process, identifying what went well and what could be improved. This will help the launch teams learn from the experiences, fostering continuous improvement and ensuring that future launches are even more successful and efficient.
Performance monitoring and analysis: Track key usage metrics such as daily active users (DAU), monthly active users (MAU), and feature usage rates to gauge product engagement. This should also include analytics on # of support tickets filed, NPS, and other indicators of the performance and reliability of the product.
Customer engagement: Provide ongoing education and resources to help users maximize the value of the product. This can include webinars, blog posts, and how-to videos.
Continuous sales and CS training: Continuously train the GTM teams on the new features, updates, and customer feedback to ensure they are well-equipped to sell the product. If they’re getting negative feedback on the new products, dig into why, tweak the messaging, and then retrain the reps.
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