Product Launch Disasters– and how to avoid them!           Colin Mills   Product Marketing Director
Global company with history of growth•Turnover £314 Million in 2011•2200 employees worldwide•Sales into over 120 countries...
Product development history              •   Multiple market sectors and                  applications              •   Br...
Lesson No. 1•   Complex products – complex set of    deliverables for launch    – Engineering / product elements    – Mark...
Lesson No. 2•   Poor Sales Channel commitment    –   Multiple products / technologies through the        same channel    –...
Lesson No. 3•   The product is never 100% “ready”    – Project extends, or unrealistic timescales, but launch date      “c...
Lesson No. 4•   Often replacing existing products……to existing customers    – Not all the functionality of existing produc...
Any questions?
Product Launch Disasters     - how to avoid them    Arthur Meadows
How to build a Product ReleaseChecklist1. Determine impact on all stakeholders2. What documents will inform     stakeholde...
Product LaunchesThe good, the bad, the uglyDr. Richard BriertonSenior Lead, EMEA MarketingAutonomy HP© Copyright 2012 Hewl...
Business ContextHigh value B2B sellComplex software productHybrid sales model © Copyright 2012 Hewlett-Packard Development...
Product Success FactorsInnovationEnablementProof/validation © Copyright 2012 Hewlett-Packard Development Company, L.P. The...
Keep the Message SimpleThe 5 sentence elevator pitch      1.       What does it do?      2.       Who is it for?      3.  ...
Enable EveryoneInternal and externalIn the right orderA tiered approach?                                                  ...
Learn From Your MistakesHost a post mortemBe brutally honestAll feedback counts © Copyright 2012 Hewlett-Packard Developme...
Thank you© Copyright 2012 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change w...
Product Launch Disasters(and how to avoid them!)       David Newble           CEO       Confidential   14 September 2012  ...
TAP Biosystems   Delivering systems since 1988       HQ: Royston, (Cambridge) UK       US: Wilmington, DE       150+ e...
A broad portfolio for a range of markets Integrated systems          Mid sized systems              Benchtop systems High ...
The good, the bad, ok perhaps the really ugly!       ambr                                        Cell IQ TAP developed pr...
So how did the launches go?       ambr                                           Cell IQ 200-300 leads generated         ...
So what did we learn?1. Really know your market             ambr                                            Cell-IQ• Devel...
Questions?Confidential   14 September 2012   27
Product launch disasters and how to avoid them
Product launch disasters and how to avoid them
Product launch disasters and how to avoid them
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Product launch disasters and how to avoid them

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Joint CPMN / CIM meeting slides from Sep'2012

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Product launch disasters and how to avoid them

  1. 1. Product Launch Disasters– and how to avoid them! Colin Mills Product Marketing Director
  2. 2. Global company with history of growth•Turnover £314 Million in 2011•2200 employees worldwide•Sales into over 120 countries•24 International SubsidiaryOffices•>200 Distributors
  3. 3. Product development history • Multiple market sectors and applications • Broad technology portfolio
  4. 4. Lesson No. 1• Complex products – complex set of deliverables for launch – Engineering / product elements – Marketing collateral / sales tools – Training materials / equipment – Policies – Spares, Service, Repair, Warranty – Supply chain – stock!• Strong Project Management – Committed launch team – Regular project meetings along side Stage Gate product development process
  5. 5. Lesson No. 2• Poor Sales Channel commitment – Multiple products / technologies through the same channel – “We don’t have the bandwidth” – Not commited to sales goals – Need to “Train the Trainer” for both commercial and technical training to cope with local language• Local champion / Launch owner – Part of the project team to input local needs – Ensure all the channel deliverables in place• Schedule launches to match channel capacity, regional priorities• Create “useful” sales tools – focus on value propositions not features
  6. 6. Lesson No. 3• The product is never 100% “ready” – Project extends, or unrealistic timescales, but launch date “can’t” move back – Launch with known issues / bugs effecting few applications – Loss of sales channel and general business confidence• Keep development resource in place post launch – Resolve issues quickly• Communicate status – Communicate known issues / status e.g. Early Life Tracker Report – Update sales channels / teams regularly
  7. 7. Lesson No. 4• Often replacing existing products……to existing customers – Not all the functionality of existing product is in place from day one – Not possible to kill the existing product – Adds complexity and cost to the business – Adds confusion within the sales teams and customers• Have a plan! – Range completion takes time – Set clear expectations
  8. 8. Any questions?
  9. 9. Product Launch Disasters - how to avoid them Arthur Meadows
  10. 10. How to build a Product ReleaseChecklist1. Determine impact on all stakeholders2. What documents will inform stakeholders of the impact?3. Build a Library of Reference Materials4. Build an Issues List5. Iterate!6. Communicate regularly7. Don’t forget to celebrate!List available at http://blog.stream121.com
  11. 11. Product LaunchesThe good, the bad, the uglyDr. Richard BriertonSenior Lead, EMEA MarketingAutonomy HP© Copyright 2012 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice.
  12. 12. Business ContextHigh value B2B sellComplex software productHybrid sales model © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  13. 13. Product Success FactorsInnovationEnablementProof/validation © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  14. 14. Keep the Message SimpleThe 5 sentence elevator pitch 1. What does it do? 2. Who is it for? 3. What are its benefits? 4. How does it solve the problem? 5. How is it different from the competition? © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  15. 15. Enable EveryoneInternal and externalIn the right orderA tiered approach? “You know, we’re just not reaching that guy.” © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  16. 16. Learn From Your MistakesHost a post mortemBe brutally honestAll feedback counts © Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  17. 17. Thank you© Copyright 2012 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice.
  18. 18. Product Launch Disasters(and how to avoid them!) David Newble CEO Confidential 14 September 2012 21
  19. 19. TAP Biosystems Delivering systems since 1988  HQ: Royston, (Cambridge) UK  US: Wilmington, DE  150+ employees  £20 million revenue Direct sales and support  North America  UK & Ireland  DACH Region Distribution Network  Europe  Asia Pacific Confidential 14 September 2012 22
  20. 20. A broad portfolio for a range of markets Integrated systems Mid sized systems Benchtop systems High throughput Bioprocess Regenerative ADME / Tox drug discovery development medicine Confidential 14 September 2012 23
  21. 21. The good, the bad, ok perhaps the really ugly! ambr Cell IQ TAP developed product  Distributed product TAP’s first suspension cell  Applications in stem cell culture product and assay development TAP’s first consumable led  TAP’s first imaging based product product Targeted but highly  Broad market & interested conservative market in new technologies Confidential 14 September 2012 24
  22. 22. So how did the launches go? ambr Cell IQ 200-300 leads generated  200-300 leads generated  Trade shows and e-mail blasts  Telesales & e-mail blasts  Evaluation led closure  Evaluations not converted  Pharma / biotech customers  Interest from academic 30 companies adopted after sector 18 months  grant dependent Product growth to £10m per annum 2 years after launch  Product dropped after 24 months Confidential 14 September 2012 25
  23. 23. So what did we learn?1. Really know your market ambr Cell-IQ• Developed with 2 partners • Relied on partner’s market research• Extensive market research • Value proposition based on flexibility• Clear plan to reach customers • ‘shotgun’ approach to lead generation2. Commit to the product!  We were reluctant to invest in Cell IQ evaluations3. Do not assume a sales team will follow up on untargeted leads4. Just because a partner has sold systems does not mean it will be a successful product Confidential 14 September 2012 26
  24. 24. Questions?Confidential 14 September 2012 27

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