The document outlines a 7-stage process for launching a new product: 1) Gathering research and defining the product, 2) Structuring details and validating pricing, 3) Creating a narrative, 4) Engaging internal stakeholders, 5) Preparing support materials, 6) Finalizing output materials, and 7) Reviewing performance post-launch. Each stage includes checkpoints to sign off on deliverables with stakeholders. The goal is to research customer needs, develop collateral, train teams, launch the product, and evaluate results to iterate future launches.

1. The PMM Product
Launch Process
C. Grennan & A. Powell

2. Contents:
• Intro to the PMM Product Cycle
• Product Launch Timeline
• Stage 1: Gather & Question
• Stage 2: Define & Structure
• Stage 3: Create the Narrative
• Stage 4: Internal Engagement
• Stage 5: Support & Sales Ready
• Stage 6: Output Materials
• Stage 7: Review, Evaluate, Iterate

3. ProductManager:______________
ProductMarketingManager:______________
CRM/SalesReady
Date:_____________
PitchtoManagers
Date:_____________
ProductEnablementBrief
Date:_____________
ProductLaunch
Date:_____________
BETATestingBegins
Date:_____________
STAGE1STAGE2STAGE3STAGE4STAGE5STAGE6STAGE7LAUNCH
PM/PMMBrief
Date:_____________
PMMTeamUpdate
Date:_____________
Gather&Question
Define&Structure
CreatetheNarrative
InternalEngagement
Support&SalesReady
OutputMaterialsReadyReview,Evaluate,Iterate
LAUNCH
InternalProductTraining
Date:_____________
ProductLaunchReport
Date:_____________
Timeline

4. STAGE ONE
GATHER & QUESTION
Stage one focuses on the research necessary that helps to define
the core product information, purpose, features, and reasoning.
The key here is to gather as much of the fundamental
information as possible.
Weeks 1 & 2

5. Gather & Question | Key Tasks
q Get a full handover from the Product Manager
• This includes: preliminary customer interviews, competitor analysis, thoughts on pricing,
what problem does it solve, benefits, background, strategic fit, user stories, working
screenshots, and product development roadmap. Talk through documents on Confluence.
• Complete a Fundamental Q&A with the Product Manager
q Form a Product Release Timeline (from a PMM perspective)
• Understand the product development timeline from PM
• Fill out the timeline template with beta testing, checkpoints, and launch date
• Schedule stakeholder briefings, training days, and other key meetings
q Complete a Competitive Analysis
• You should receive the beginnings of competitive analysis from the PM, or they will at
least be able to provide a list of competitors from where you can start to compare
pricing, value, and features
q Gather data that supports the purpose of this product/feature
• Either within HE or in the target market, eg: Did you know X% of people do X?
q Create a hypothesis on the product UVP
• What is the leading feature/benefit that customers will get most excited about
q Start UVP and ’Willingness to Pay’ research
If this is not a paid product, remove willingness to pay research
• Talk to 10+ customers to understand how this product makes their lives easier (UVP
validation): First 5 face to face, second five can be over the phone
• Record telephone survey responses with Google Surveys
• Form a pricing hypothesis based on initial research

6. CHECKPOINT:
PRODUCT MARKETING BRIEFING
Objective:
Consolidate your findings and brief the PM, and PMM team
The team will need to sign off on your UVP and pricing
hypothesis, based on your research. Iterate and refine
anything from the collective team critique.
Be sure to share the product timeline with the team, let them
know when they can expect handovers and briefs.

7. STAGE TWO
DEFINE & STRUCTURE
Stage two focuses on using your findings to define the product
value proposition, description, and features and benefits.
Think of this work as a humanised version of the PRD
(product requirements document)
Weeks 3 & 4

8. Define & Structure| Key Tasks
q Define product name, value proposition, and description
• The name of the product will have to be okayed by the head of PMM, and Head of PM.
It will need to follow current naming conventions, be usable by practice and patient,
work with the user experience of that product, and describe what it is
q Write a full features and benefits list
• With title, one sentence, and one paragraph for each feature and benefit
• Practice and Patient features and benefits
q Collect all product and installation screenshots
• All user flows associated with benefits / features of the product should be documented and
added to the PMM’s product folder for handover
• Gather screenshots of installation for training collateral
q Check in with Beta Testing Manager
You and the PM will be working alongside the Beta Testing Manager (BTM) for the product, ensure the Beta
Testing Manager understands the product timeline and ensure that Beta testing will be completed prior to the
proposed product launch time.
• Brief the BTM with your UVP and Pricing hypothesis
• After initial phone calls the BTM will have some understanding of how customers are reacting to
benefits/features, pricing, and barriers to purchase
• Work alongside the BTM to gather information from beta customers to increase customer uptake
understanding, start developing FAQs, and any supporting documents that help them further
understand the product
q Finalise the product pricing
• Interview at least 20 more customers (depending on product scope) to validate your pricing
hypothesis: Eg “we’re launching a new product, these are the benefits to you, would you be
interested at $X p/FTE p/m?”
• Based on research and PMM/PM sign-off the pricing document should be finalised at this stage
and added to Confluence with the Recommended Retail Price (RRP)
• Attach the competitor analysis with pricing differentiators

9. CHECKPOINT:
PRICING SIGN OFF
Objective:
Present your pricing plan to Head of PMM, and the Product
Manager and get their sign off
You will need to back up your pricing plan by presenting all
the research you have collected thus far: UVP, competitor
analysis, surveys, interviews, and other supporting data.

10. STAGE THREE
CREATE THE NARRATIVE
Stage three focuses on humanising the product and is
heavily tied to the angle of how customers will use it.
Paint a picture of customers who experience a defined
problem and introduce our solution; what does the future
look like with this product?
Week 5

11. Create the Narrative| Key Tasks
q Gain a Higher Understanding of the Product Purpose
• Meet with the PM and/or Head of PM to discuss why this product was created and
ensure you have a complete higher understanding:
Why now, what is the bigger picture. Understand the reason behind it’s creation and why it
was prioritised over everything else in the development backlog
q Create a Product Narrative document
This narrative creates emotional buy-in from stakeholders and enables the wider team to
understand the bigger picture and sell the product more efficiently
• Write three to four paragraphs, no bullet points, that set the scene and frame the
problem with a customer story in mind. This should include industry data, the
problems this product solves, and the main UVP should be the introduced solution
q Compile all information in the PMM’s Product drive for Product Enablement handover
• Prepare a document to handover with all features and benefits, product FAQ, how it’s
installed, and any caveats/limitations
• All findings, screenshots, and documentation should be complete and in one place on
Google Drive for the PE team to access

12. CHECKPOINT:
PRODUCT ENABLEMENT BRIEFING
Objective:
Brief the Product Enablement team on product
The Product Enablement team will need a full briefing on the
product, collateral, customer feedback, and beta testing
progress. They can then schedule time to work on the copy,
story, look and feel of the product. This is where they start
thinking about final outputs and how it will fit in with
the rest of our product suite.

13. STAGE FOUR
INTERNAL ENGAGEMENT
In this stage, ensure key teams are on track with the product
launch timeline. Key stakeholders (Head of Customer Ops, CRM
Manager, Channel Marketing Manager) should be kept up to date
with product progress in accordance with the launch timeline.
Prepare for a product pitch during the PMM weekly managers
meeting, managers will need to give sign off in the next checkpoint.
Week 5

14. Internal Engagement| Key Tasks
q Work with Beta Testing Manager to gather supporting feedback
• The Beta Testing manager will have a full report from all beta testing customers, here
you should gain any additional feedback that includes barrier-to-purchase insights,
customer feedback, and practice/patient testimonials that supports product sales and
FAQ content
q Channel Marketing launch plan
• The Channel Marketing Manager will need to be briefed of the product with at least
three weeks in advance to launch. They will need to gain your understanding of the
product and the product narrative, as well as any research completed that might help
dictate the best channels for distribution and advertising
• The Channel Marketing team will work with the Product Enablement team at this stage
for planning any additional promotional collateral needed, at this point the ‘buyer
journey’ should be mapped out and documents/collateral planned that addresses
barriers to purchase and includes early product testimonials
q Meet with CRM Managers to add product details to contracts and CRM
• Brief the CRM Manager with the Product Launch timeline
• You will need to schedule a meeting at least two weeks in advance of the public
product launch. By that time, the CRM manager will need a product brief, and will need
all pricing information, and installation details on the product
q Create a ‘Shark Tank’ style product pitch to present to Managers
• Before product training, you will need to present the product to internal managers to
get feedback on the product look and feel, and UVP. Include the narrative with problem,
solution, target market, competitor analysis, pricing, and how it works
• Include preliminary Product Enablement work (imagery, iterated copy)
• Provide Beta Testing feedback and product launch progress (according to launch
schedule)

15. CHECKPOINT:
STAKEHOLDER SIGN OFF
Objective:
Present product in a ‘shark-tank’ style pitch to Managers and
internal stakeholders
Gather initial managers feedback and approval of the pitch.
Iterate if necessary before presenting the product in training.
Rules: No phones, no laptops, no questions until the end.
Gather: Excitement rating, final price check

16. STAGE FIVE
SUPPORT & SALES READY
In this stage, everyone that touches the product (customer
support, sales, Lead Gen, Growth, and/or PR) should be aware of
the product launch.
Internal training should be done, sales and support materials
prepped, and legal documents up to date.
Weeks 6 & 7

17. Support & Sales Ready| Key Tasks
q Add in Technical details (installation, FAQ’s, and Caveats to Product Training Pitch
• The training session will include your shark-tank style Product Pitch, but will also need
to include technical details with the screenshots of how the product is installed and
sold. Ensure these are in your finalised training deck
q Add training materials and all others in Confluence, and publish live
• The training pitch deck and any written details should be made live in confluence
including: FAQs, installation details, caveats etc
q Ensure legal documents are up to date
• Liaise with legal/CRM manager to ensure that all necessary legal documents are
updated for the new product – check that the website, contracts, and Confluence
documents are updated if necessary
• Add in any important or noteworthy information to the product training deck
q Meet with the Sales Manager and ensure that they have all they need for sales scripts
• The sales team may need more product details for email and phone scripts, as well as
the launch date of the product and what they should expect when it goes live
(advertising channels, launch plan etc)
q Confirm with the CRM Manager that the product is ready to go in the CRM
• All the product codes and details should be ready in Sugar, and instructions for the
support/sales teams should be included in the Product Training Deck
q Ensure Growth/PR teams are up to date
• If there is potential for PR or promotion from other teams, or if the feature touches
patients, ensure that they are aware of the product and can make arrangements for PR
and to attend training

18. CHECKPOINT:
INTERNAL PRODUCT TRAINING
Objective:
Present your Product Training Pitch to all sales, customer
success, support, and all other internal team members.
Team members should gain a complete understanding of this
product and be ready to sell after this session. Note down any
questions that get asked during training and add them to the
product FAQ in Confluence. After training is complete, send
everyone that attended the link to where the documents are
stored in Confluence.
Record the training session on Zoom so that sales teams and
remote workers can access the information needed.

19. STAGE SIX
OUTPUT MATERIALS READY
In this stage, the PMM liaises with the Product Enablement team
to ensure all designs (look, feel, copy, promotional material)
are completed.
Extra testimonials are gathered from the Beta Testing customers,
and the PM signs off that the product is ready to go.
Weeks 6 & 7

20. Output Materials Ready| Key Tasks
q Get a final report from the Beta Testing Manager and obtain any new testimonials
• Ensure that there are no more barriers to purchase from practices/patients from beta
testing
• If there are any positive comments from beta testers, ensure to contact them and ask
for testimonials for this product. If it’s possible ask for some high resolution photos of
their PM, doctors, and/or practice for marketing content
q Follow up with the Product Enablement team on key promotional materials to ensure:
• The website content for the product is ready to go live on launch
• The product narrative is clearly apparent in the marketing material
• The key features and benefits are clearly and accurately communicated
• Any new customer testimonials are passed on, with images if possible
• All output materials (copy, assets, screenshots) are in a folder available for all teams
• Supporting sales and support documents are accessible to customer operations
• The product/feature is added to the spec sheet that customers receive on purchase
q Confirm with the PM that all development is complete and the product is ready for launch
• If the tests have gone well, the PM should advise if the product is ready to go
• If the beta tests have not gone well, ensure all stakeholders are aware and decide if the
product launch strategy or date needs to be revised (staged releases could be
considered, or the product launch might even be placed on hold until the issue is
released)
q Send Communications to customers if necessary
• One week before launch, communications should be sent to existing customers
informing them of any changes. If it is an opt out product, it is important for that to be
communicated to customers.
q Plan internal Launch activities
• If this is a large product, plan some launch activities, games and/or rewards for sales
and customer support teams. This encourages morale, keeps the company informed
and aware of the new product launch, and builds excitement and internal buy-in

21. CHECKPOINT:
PRODUCT LAUNCH
Objective:
Everything is ticked off, the launch is planned, the day has
arrived! It’s time for the product to go live.
During launch make sure you are ready to answer any
questions from all teams, get some feedback from the sales
and support teams on the product, and ensure that all internal
launch activities run as planned.
The measure of success for a PMM is the product uptake. This is the
day where sales should start happening from your target market,
also all teams should feel informed and have all the information
they need for the new product.

22. STAGE SEVEN
REVIEW, EVALUATE, ITERATE
One month after the product release, it is time for review. This
stage should happen for all products and should be ongoing.
The PMM should review sales, and get feedback from all key
stakeholders to evaluate the product launch and revise the
product packaging if necessary.
Week 12

23. Review, Evaluate, Iterate| Key Tasks
q Start building a Product Launch Report
• There should be a sales number and / or % of product uptake defined with the Head of
PMM on whether this product launch has been successful, start collating evidence that
dictates the success of a product launch
• Things to consider: identify issues, opportunities, and learnings
• Build recommendations for product changes, updates, or iterations (if any)
q Gather internal feedback
• Talk to sales and customer support/success teams and gather feedback from sales
uptake and what customers are saying about the product
q Gather external feedback
• Conduct interviews on the phone and in person with customers who are using the
product and who have churned
• Consolidate feedback and add into product launch report
q Brief PMM team and PM on Product Launch progress
• The data and feedback gathered both internally and externally should provide evidence
of how the market is receiving the product. You should be able to determine if the
product release was a success, or if things need to be iterated. If the uptake is not
meeting targets, the internal and external feedback should provide insights on what
needs to be iterated on (product usability, price, UVP, or risks/barriers to purchase)