PLANNING SUCCESSFUL PRODUCT LAUNCH - RALSTON

The Importance of Launches “A company….must choose a launch strategy that is consistent with its intended positioning. The launch strategy should be the first step in a grand plan for life-cycle marketing.” - Philip Kotler

Launch Objectives Unite company around shared objective: making the launch successful Provide strategy evidence of the company’s intent, and right, to be a market segment leader in product/service category Build a strong positioning strategy Generate market momentum/Accelerate the sales cycle for Product; delay customer purchase commitments to competitors Establish core technology/system as an extensible platform for future products and partnerships’ Establish broad-based awareness and credibility with desired customer segment

New Product ‘Launch Phases’ Examine Your Competition Target Your Customer What Will Stand You Apart From the Rest Define Your Marketing Tactics Do a Trial Test Run on Your Marketing Strategy Roll it on Out Know the Cycle of Your Product

‘Pre-Announcing a Product’? Why? Complex problem/solution = market education Big budget line item product = long budget cycle, complex buying process Competitive pressures Need market ‘buzz’ for funding round Risks? Too much competitive information, too early Market environment can change substantively Product development slips ‘Obsolete’ an existing product Analysts/Media won’t cover ‘the real deal’

‘Pre-Announcing’ Tips Do’s Describe key elements of technology Explain benefits of technology/potential applications enabled Articulate initial total product assumptions (services, standards, partnerships, etc.) Don’t Name product, provide specifications Announce pricing Provide precise launch date

Market/Customer Segmentation Competitive Differentiation Positioning Strategy Process Market/Customer Segmentation Market Vision Competitive Differentiation Strategy Evidence Market Drivers Market Entry Customer Segment Critical Need and Total Product Requirements Positioning Strategy Statement Market Segment Technology Enablers Company Total Product Solution’s Potential Differentiators Total Product Assets Customer Segments Customer/ End-User Problem(s) Definition Technology and Total Product Roadmap Competitors’ Total Product Solutions’ Potential Differentiators Critical Needs Applications Partnerships Company Product/ Service Match Barriers to Adoption Product/Market Category Business Model Market Entry Customer Segment Roadmap and Market Segment Leadership Roadmap Mission Statement Company Differentiator (Functional) Programs POSITIONING STRATEGY BRANDING STRATEGY

Company Positioning Strategy Positioning Both Company and Product Company Positioning Strategy Market Technology Product Company Product #2 Product #1 Product #3 Technology Functions/Benefits Technology Functions/Benefits Technology Functions/Benefits

Launch Dependencies: Strategy Evidence Product Concept Go/No Go Preliminary Positioning Strategy Business Model Go/No Go Positioning Strategy Validation Be prepared to postpone for key pieces of strategy evidence! Go/No Go Launch Planning Strategic Partnerships (channel) Go/No Go Post Sales Support Plan Ongoing Market Reinforcement Launch Date  18 months

Launch Checklist: Some Strategy Evidence Options Positioning Toolkit Sales, channel strategy Product Release schedule Programs Ads, site sponsorships CD, Flash demo Customer seminars Data sheets, application notes Direct mail, e-mail, list promotions Newsletters Sales, channel launch; training Trial, swap-up program Trade shows, conferences, events; suite briefings Advance press and analyst tour Speaker program Regional field sales champions User groups, customer councils Guest experts: customers, analysts, partners Materials Brochures Data sheets, application notes Presentations Price lists Product catalogs Product demonstrations Product roadmap Press releases Technical articles Technology, company backgrounders Testimonials Web site update

Launch Manager is ‘Command and Control’ Weekly Status and Project Management Creative, Website, Interactive Marketing Product Development/ Technical Marketing: Data Sheets & Demos Sales: Customer Advocates Content Launch Program Manager Cost Control Press/Analyst Relations, Materials Production Shows, Conferences, Events Strategic Partners, Investor Relations

Developing Strategy Evidence: Market Leverage Model Education Market Segment B U S I N E S p R T R A D E P S INVESTORS F I N A C L A C O U N T S P A R T N E S I N D U S T R Y A N L Y S T A N L Y S T E D I T O R S C H A N E L E D I T O R S T A R G E SALES Market Entry Customer Segment Company Validation

Launch Pitfalls Launch planning starts too late in product development process Positioning strategy half-baked and untested, externally Not enough (credible) strategy evidence: bug-free product, the right – at least one Tier 1 - customer testimonials and references (negotiated into contracts), application notes and documentation, channels, customer support Proper market foundation has not been laid, no one has heard of the company or product A non-programmatic approach (‘escapes’ vs. launches): lack of launch manager, market leverage and message models, launch objectives, plan, measurable goals Lack of fully integrated plan (from product management to marketing communications to product development)

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