Product launchdoomed

Is your product launch Doomed? 10 ways to identify an impending launch disaster 2

About the Author
Dave Daniels is an instructor for
Pragmatic Marketing with more Business Marketing
than 25 years of experience. Plan
Positioning
Plan Pragmatic
He specializes in product Marketing
Market Market Buying Customer
marketing and product launch, Problems Definition
Pricing
Process Acquisition Framework™
with an emphasis on effective
go-to-market strategies and Win/Loss Distribution Buy, Build Buyer Customer
A Market-Driven Model for
execution. His extensive background includes Analysis Strategy or Partner Personas Retention Managing and Marketing
development, sales, product management and Technology Products
Distinctive Product Product User Program
product marketing, with a global perspective Competence Portfolio Profitability Personas Effectiveness
of the entire product launch process.

STRATEGIC

TACTICAL
MARKET STRATEGY BUSINESS PLANNING PROGRAMS READINESS SUPPORT
Prior to joining Pragmatic Marketing, Dave
founded Launch Clinic, a consulting company Competitive Product
Innovation Requirements
Launch Sales Presentations
Landscape Roadmap Plan Process & Demos
focused on helping organizations implement
successful launch strategies. He speaks at
Technology Use Thought “Special“
many industry events about launch best- Assessment Scenarios Leadership
Collateral
Calls
practices and writes the Launch Clinic blog.
Status Lead Sales Event
Dashboard Generation Tools Support
Contact Dave at ddaniels@pragmaticmarketing.com

Referrals & Channel Channel
References Training Support

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I always tried to turn every
Products don’t sell themselves
The process of introducing a product to market is a serious undertaking.
disaster into an opportunity.
Unfortunately for many companies it’s merely an afterthought; a set of
deliverables created from a checklist at the end of product development. John D. Rockefeller
When the level of effort and resources applied to the creation of the product
dwarfs that of the launch, it’s no wonder product launches fail to achieve the
sales velocity anticipated.
What follows are ten easily identifiable signs that help forecast if a product
launch may be in trouble. Signs you can address and fix before the launch
becomes a disaster.

Only 38% of companies rank their launches as highly successful
(source: Business-to-Business Launch Sur vey Executive Summary, Schneider Associates, Center for Business Innovation at Babson College, 2007)


1 There are no goals for the product launch

Launch goals are the cornerstone of a successful product launch, yet Goals help you channel
many companies fail to establish them. CEOs have an expectation of what
success looks like and believe the rest of the organization understands your energy into action.
these expectations. But often they aren’t translated into meaningful goals,
understood by the people tasked with planning and executing the launch. Les Brown
For the sales team, goals are clearly understood. They have a quota to meet
and get rewarded accordingly. For the marketing team their contribution
to the goal is less clear. Sales leads are one measure of performance but
connecting this measurement to a sales goal is often problematic. For
example, getting agreement on a common definition of a lead.
The target for Sales seems clear but will the revenue come from existing
customers or new buyers?
This question may seem benign to the sales team, but it’s fundamental to the
marketing team as they devise strategies and tactics to support the sales goal.
When the connection between the sales goal and what the marketing team
Action
does becomes unclear, the marketing team often retreats into areas they can Establish launch goals with
control and manage. For example, focusing on deliverables like collateral, web the executive team as early as
content and sales tools. In effect becoming reactionary to the sales team’s possible and communicate them
requests rather than taking a leadership role.
in meaningful ways throughout
the organization.


The launch strategy is based on a set of deliverables
2 from a launch “checklist”
A launch checklist is not a launch strategy.
It usually gets created after a failed launch.
Expected deliverables are missing, the sales
ensure the next launch won’t be an issue,
she creates a Project Management Office
(PMO) to oversee future launches.
An effective product launch checklist is
developed only after establishing launch
goals and then choosing the best strategy
team isn’t trained, the systems for booking to support them. The checklist will change
and delivering the sale are overlooked, and The head of the PMO is a highly regarded from launch to launch, adjusting to
on and on… project manager who addresses accommodate the strategy. Products early
the problem by interviewing every in their lifecycle, which are undergoing
To prevent this problem from happening department in the company. Fresh from significant change, will see a more dynamic
again, someone is assigned to go around the recent failure, everyone is more process than a mature product with an
the organization and ask each functional than eager to participate. The result is a established customer base undergoing
area what they want for a successful “thorough” checklist and a master project only incremental updates.
All men can see these launch. The problem is that “successful” plan template.
is defined very differently by everyone,
tactics whereby particularly if the launch goals are unclear. Confident the problem is solved, the PMO
The result is a bloated wish list of activities proceeds to oversee the next launch.
I conquer, but what with questionable value, often growing Based on the checklist, the launch team
with each successive launch. knows what’s expected and which
none can see is the deliverables they are responsible for
The CEO of a software company, completing. This time the launch is
strategy out of which frustrated with poor results from an delayed by several months while each
victory is evolved. important product launch, decides it’s item on the checklist is completed to the
time for action. Her reputation with the satisfaction of the PMO. Sadly, the revenue
–Sun Tzu
board of directors is on the line because results were no better than the last launch. Action
the promised results were not realized. To
Once launch goals are
established, formulate the
launch strategy and then
define the deliverables.


The launch plan contains unrealistic timeframes
and expectations

3
Optimism is wonderful but it can blind teams to the realities of constraints and Optimism is the madness
capabilities within an organization. It’s wise to evaluate the organization within
the context of the product being launched to identify readiness gaps. This is insisting that all is well
more than just getting the product ready. It means the entire organization
is ready to market, sell, deliver and support at a level that can achieve when we are miserable.
the launch goals.
Voltaire
Widget Tech was planning to introduce a new product to market. The product
was a departure from the typical products Widget Tech developed and would
be sold to a new set of buyers. The company was excited about the new
potential for revenue growth. However, the launch was a fiasco and it became
apparent the launch goals were unrealistic and the change was too much for
the sales channel to absorb within the time allocated.
The key is to assess the organization objectively and not color the assessment
with personal bias. This readiness assessment should provide management
with a realistic picture of the risks and provide a plan to address them. In Action
some cases it will become evident the launch goals are too aggressive and
will need to be adjusted. Evaluate launch goals against
the ability of the organization to
execute. Then develop a plan of
action to fill the readiness gaps.


Sales enablement training is based on product features
Sales enablement training is one of the most critical components of a The delivery of the right information to
successful launch. Unfortunately most training is packed with information
about the product emphasizing the newest features, the schedule of the the right person at the right time and
marketing programs, an overview of sales tools, and a product demo.
in the right place necessary to move a

4
This type of training lacks any insight or information to help individual
salespeople achieve their sales quota. Successful salespeople solve problems specific sales opportunity forward.
for their buyers, they don’t sell features. Inevitably some of the product
features your buyers find most valuable are not necessarily the newest ones, Lee Levitt
or the ones you think are important or cool!
Definition of sales enablement
Salespeople need to know what problem the product solves, which
buyers have the problem, what criteria they use to make a buying decision,
and how to have a conversation with those buyers in a way that results
in a purchase.

Action
Become an expert
on how and why
your buyers buy.


Significant effort is spent creating collateral
and sales tools for people who never read it
Ninety percent of sales tools are never used by salespeople, yet marketing Your buyers want to know what
teams keep producing them. They also include a staggering amount of
gobbledygook. Does it really matter to your buyer that you’re “the leading specific problems your product solves,
provider” of anything or that your software is “robust”? Maybe; but it depends
on the buyer, not your ego. and they want proof that it works—
Part of the problem occurs as a result of blindly following a launch checklist in plain language.
which serves as a proxy for a launch strategy. Marketing Communications

5
becomes a factory producing a collection of marketing materials that’s a wish David Meerman Scott
list from the sales team.
But, solidly anchored in launch goals, a clear strategy, and a deep understanding
of buyers, Marketing Communications has the context to build the collateral
and sales tools that influence buyers throughout the buying process.

Note: in this context, collateral is designed for prospects and customers, sales tools are created for the sales team. Action
Focus on gaining a deep
understanding of your buyers,
then build collateral and
sales tools to influence them
through the buying process.


No single person is responsible
for driving product launch results
Many business-to-business (B2B) organizations have just one window Whatever happens,
of opportunity to launch each year. Accountability for driving results is
fundamental to the success of a launch, but too often central accountability is take responsibility.
assumed to be in place when it’s really distributed among several individuals.
Development does their part and throws it over the wall to Marketing. Anthony Robbins
Marketing does their part and throws it over the wall to Sales. When the
launch fails, those in one group will confidently state they made a solid
contribution and blame the others.
A successful launch takes more than merely coordinating the completion
of tasks among departments. It takes an individual who can drive results
throughout the organization. A launch owner provides a single point of

6
accountability, ensuring product launch planning and execution has the high
priority it deserves.
Getting involved as early as possible, a launch owner can collaborate with
the management team to establish launch goals and the strategy needed to
Action
achieve them. With goals defined, a launch owner can assemble and lead the Assign the responsibility for
most appropriate cross-functional launch team. Regardless of their current achieving the launch goals to a
job title, the launch owner needs strong leadership skills and the confidence launch owner, and provide them
that management will support them. with the flexibility and resources
to make it happen.


The launch plan is based on hunches,
not market evidence
Hunches may be great for gambling but not for a successful product launch. Whatever happened to playing
Hunches are guesses based on “gut feeling,” not market evidence.
a hunch, Scully? The element
Your hunch says you can steal customers away from your primary competitor.
It’s exhilarating to do this, but would you bet the success of your launch on this of surprise, random acts
strategy? You might, if you have market evidence the competitor is in a weak
position, or is failing to provide adequate service to their customers. of unpredictably?
Suppose your marketing team is planning to exhibit at a tradeshow to
announce your new product. If your launch goal is to build sales velocity, how Fox Mulder
would you know if this is the right tactic? You would if there is market evidence
enough buyers of the kind you need will be in attendance.
Market evidence helps mitigate the risk that a hunch will be wrong. It helps
make sound business decisions and develop a launch strategy based on
market facts rather than intuition.
With an initiative as important as a product launch there is no Action

7
room for guessing.
Make launch planning decisions
based on market evidence
not guesses.


The launch plan mimics your competitor
Just because one organization chooses a particular launch tactic If you mimic market
doesn’t mean it will work for another. What may seem like an easy
option is to mimic your competitor. However, there are too many leaders, you’ll only add
factors in play to guarantee the same tactic will have equivalent
outcomes. Mimicking a competitor also assumes they are to their dominance.
smarter than you.
Jon Spoelestra
Choosing to mimic a competitor is the result of inexperience or a
limited launch planning window. It’s easier to copy something that
appears to be successful than it is to develop a sound plan based
on your own capabilities. Mimicking a competitor can lead to lost
market opportunity, misdirection of resources, and loss of focus.
The context competitors use for a given launch could be completely
different than the context of your product launch. Due to strong
brand equity, companies like Apple can choose tactics that will
work brilliantly for them, but may spell disaster for your company.
Action
An intimate knowledge of buyers
and the buying process provides
the best guidance for the most

8
effective launch tactics.


Existing customers are not adequately
considered in the launch plan
It’s staggering how many organizations fail to recognize the impact a new Profit in business comes from repeat
version of a product can have on existing customers. They’re so focused on
acquiring new business, they forget about the current customer base—the customers, customers that boast about
ones they’ve worked so hard to acquire and nurture.
your project or service, and that bring
A new customer has an understanding that getting from where they are
today to fully deploying your product will likely take some work on their part. friends with them.
However, existing customers don’t share this expectation. They’ve already
made the investment and feel a transition to a new version of the product W. Edwards Deming
should be relatively painless. They trust you will take care of them.
Your product has been very successful and gained the market share it can.
To grow revenue, you’ve discovered an opportunity in an adjacent market
segment. But in order to enter this new segment, radical changes must be made
to support critical capabilities expected by this new market. However, the cost of
supporting two products is prohibitive so you merge the two sets of capabilities
into one product. Action
The launch of the updated product attracts customers in the new segment Ensure the migration to a
but existing customers won’t migrate to the new version. The impact on their new version of your product
business is just too great. is smooth and straightforward
for current customers.
When the pain of migrating to a new version of a product (from the
same vendor) is perceived to be equal or greater than the migration to a
competitor’s product, customers will often evaluate competitive offerings.

9
At best they may delay. At worst they switch to the competitor. This could
spell disaster for your product launch.


The launch team isn’t a team
Have you ever been responsible for a product launch and felt like you were the Coming together is a beginning.
only one doing the work?
Keeping together is progress.
Product launch is a team sport involving a range of expertise. No single
individual can possibly know all the details, especially in large organizations. Working together is success.
This necessitates the creation of a cross-functional launch team, where
individuals can contribute their unique perspectives and experience. Henry Ford
The value of successful cross-functional teams is well documented, increasing
exponentially with the size of an organization. However, so does the
complexity of driving results.
Breakdown occurs when the launch team isn’t really a team at all. It’s a
collection of individuals from various parts of the organization who are
impacted by the launch, but whose management doesn’t encourage or
reward their participation in the team. Sound familiar? Why would a launch
team member put in the hard work to make the launch successful if it’s not
deemed important by their manager?
Action
Make participation in a cross-
The launch team consists of three distinct roles. The launch owner is functional launch team a priority
responsible for organizing and driving the launch team. The launch team and reward the contribution.
members are ambassadors from their respective functional areas. An
executive sponsor helps break down barriers, serve as a mentor and acts
as political muscle.

10


Are you ready to launch?
I DON’T
YES NO
KNOW

Were you happy with the results of your last product launch?

Is your team clear about their launch roles and responsibilities?

Are launch goals established and communicated to your team?

Do you have a designated launch owner?

Is the approach to product launch a team effort?

Does your launch team follow a proven launch process?

Do you consider different launch strategies for each product launch?

Do you collaborate launch planning among functional areas?

Is your team learning from each launch experience?

Do you identify and address readiness gaps before launch?

Each “yes” gets you closer to a successful product launch. Each “no” or “I don’t know”
gets you further away from sales velocity. If your company is like many others, you will
have the opportunity to launch only once this year, make it the priority it deserves!


Commit to a New Direction
Checking another completed task off the launch checklist isn’t a product
launch. A successful launch is about generating sales velocity. But it’s easy
to slip into a routine of committing resources and budget to produce
deliverables, without ever questioning their value.
A successful product launch is anchored in clearly understood goals, using a
strategy that supports these goals, with an understanding of the operational
constraints of the organization.

16

10 ways to
identify an
impending
launch disaster
1. There are no goals for the product launch

2. The launch strategy is based on a set of deliverables from
a launch “checklist”

3. The launch plan contains unrealistic timeframes and expectations

4. Sales enablement training is based on product features

5. Significant effort is spent creating collateral and sales tools for people
who never read it

6. No single person is responsible for driving product launch results

7. The launch plan is based on hunches, not market evidence

8. The launch plan mimics your competitor

9. Existing customers are not adequately considered in the launch plan

10. The launch team isn’t a team


I hope you enjoyed this e-book and it gives you some food for thought.
If you want to learn more, check out the following.
– Dave

Launch Clinic Dave Daniels’ Launch Clinic blog

Follow Dave @launchclinic

Attend a Product Launch Essentials™ seminar or we can come to you

Get a complimentary subscription to The Pragmatic Marketer digital magazine

Product launchdoomed

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