Go-to-Market and Organizational Metrics for Product Success

by Saeed Khan

Last week, I discussed Business Metrics for Product Success. This week I’m going to discuss Go-to-Market and Organizational Readiness Metrics.

If you haven’t read the first article in this series, you can read it here:  A Model and Metrics for Track Product Success.

As described in that article, these two categories of metrics can be defined as follows:

Go-to-Market Objectives

This includes major areas of go-to-market readiness such as proper positioning, competitive analysis, customer references, status (and plan) of awareness activities, collateral etc.

Organizational Objectives

This category focuses on cross-functional readiness across the organization. While the Go-to-Market objectives cover a lot of Marketing activities, other groups including Sales, Sales Consulting, Technical Support, Professional Services, Customer Education etc. all need to be assessed to ensure they are enabled and have the knowledge and tools they need to do their jobs.

Clearly there is a relationship between these two categories, but organizational objectives take a higher level (cross-functional) view of the organization to identify which groups in the company are and are not prepared to fulfill their role as the company takes the product to market.

The following is an example of a simple GTM dashboard. This can be part of an overall product dashboard that you build and use for a product.

Note that the one red status – References – impacts both the Analyst Relations and Collateral metrics.  This dashboard provides a simple high level view of important areas to track, and can be used to identify action items to complete before the next review.

A similar dashboard could be created for the various departments in your organization, identifying those the are fully ready and those that still need enablement or are behind the curve in terms of readiness.

As always, let me know what you think.

Next week I’ll dig into Product related metrics.


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