This document discusses the new product development and product launch process. It begins by noting the importance of NPD and product launches for companies, with only about half of new products meeting their sales goals. It then covers the key stages of pre-launch including validation and testing, researching customers, developing external and internal partnerships. For the launch, it discusses determining when, who the target customers are, where to launch, and how to structure a detailed launch plan. Post-launch involves measuring the product's performance against goals.
This slide deck was used at my presentation during PM Labs in Moscow on Nov 18th 2010.
The purpose of this session was to demonstrate best in class practices for IT product and service development. It showed tools and techniques that allow project and product managers to select most promising idea, develop, and successfully launch it in the market
Software Product Management in Web 2.0Suhas Kelkar
These are the final session slides for the course of Software Product Management. In these slides, I talk about tips and tricks of doing software product management in web 2.0 world. More slides are available on my web page at http://suhaskelkar.googlepages.com
Portfolio Management for New Product Development: Results of an Industry Practices Study. By Dr. Robert G. Cooper, Dr. Scott J. Edgett and Dr. Elko J. Kleinschmidt
Example of the stage-gate product management process (sometimes referred to as the phase-gate process). This type of process is used to bring new products or updates to market. At the completion of each phase, there is general a review of the project along with a go / no go / hold / rework decision.
This slide deck was used at my presentation during PM Labs in Moscow on Nov 18th 2010.
The purpose of this session was to demonstrate best in class practices for IT product and service development. It showed tools and techniques that allow project and product managers to select most promising idea, develop, and successfully launch it in the market
Software Product Management in Web 2.0Suhas Kelkar
These are the final session slides for the course of Software Product Management. In these slides, I talk about tips and tricks of doing software product management in web 2.0 world. More slides are available on my web page at http://suhaskelkar.googlepages.com
Portfolio Management for New Product Development: Results of an Industry Practices Study. By Dr. Robert G. Cooper, Dr. Scott J. Edgett and Dr. Elko J. Kleinschmidt
Example of the stage-gate product management process (sometimes referred to as the phase-gate process). This type of process is used to bring new products or updates to market. At the completion of each phase, there is general a review of the project along with a go / no go / hold / rework decision.
Executives across all industries often ask us how to best integrate Agile techniques into their innovation processes. They want to drive responsiveness to rapidly changing markets and technologies, tackle hybrid digital + physical product development, and accelerate product launches. Agile Expert, Colin Palombo highlights successful approaches companies have taken to integrate Agile techniques into Stage-Gate® Frameworks to achieve better innovation results. View the recording at https://www.stage-gate.com/blog/agile_and_stage-gate/
Chip Hysler from CM Marketing presents "Launching Your Product- Are You Ready?" Part of an ongoing education series, presented by the Nashville Technology Council and Nashville Entrepreneur Center
New Product Portfolio Management PowerPoint Presentation SlidesSlideTeam
It covers all the important concepts and has relevant templates which cater to your business needs. This complete deck has PPT slides on New Product Portfolio Management PowerPoint Presentation Slides with well suited graphics and subject driven content. This deck consists of total of eighteen slides. All templates are completely editable for your convenience. You can change the colour, text and font size of these slides. You can add or delete the content as per your requirement. Get access to this professionally designed complete deck presentation by clicking the download button below. http://bit.ly/37tGq5Y
Most organizations have advanced significantly their New Product Development processes, practices and techniques. Today, top management is placing much focus on orchestrating and optimizing their portfolios of new product development projects. To do this, however, requires much more than just shuffling around the existing projects and shifting resources from one project to another. Simply stated, bigger, better product development projects must also be added to the portfolio. It is well executed Product Line Roadmapping that sets the playing field and yields the innovation targets for gaining and creating such bigger, better projects.
This slide presentation reveals the profound value impact of Product Line Roadmapping within and across an entire process architecture.
For more information contact Paul O'Connor at The Adept Group Limited, Inc.
Agile205: Intro to Agile Product ManagementRich Mironov
Product owner is a critical role for agile/scrum teams, as a key stakeholder and representative of users, customers or markets. Commercial software companies have a broader role -- product manager -- responsible for identifying market needs/opportunities, making product-level decisions about offerings/benefits/pricing/packaging/channels/financial goals, and managing sales/customer relationships on behalf of executives. Since products often span multiple scrum teams, some products have a mix of product owners and product managers. We'll introduce product owners, map that against software product managers, and talk through approaches to meet all of the product needs for a market-successful product.
Watch this with a 10-15 minute audiotrack at http://vimeo.com/novusprogram/lesson18
The goal of this lesson is to provide tools to determine the strengths and weaknesses of potential competitors in order to compete in various markets. The lesson begins with an overview of the importance of competitor analysis and its primary importance. A framework to analyze various competitors is then introduced. The lesson then uses the framework to analyze the key aspects of a competitor.
The Novus project is a combination of video tutorials designed to be used in conjunction with a free business simulation software program. The Novus Business and IT Program contains 36 business and IT training videos, covering basic finance, accounting, marketing, economics, business strategy, Word, Excel, and PowerPoint. Users will have an opportunity to apply the lessons in the Novus Business Simulator. Over six rounds, the user or teams will have to make decisions on capital purchases, financing, production, financing, and human resources for a microbrewery. This channel has arranged the 36 video lessons into the order in which they are meant to be used with the simulator. To watch this slideshow as a video, please go to our Vimeo page at: https://vimeo.com/novusprogram. To download our free business simulation software, please go to our SourceForge page at: http://sourceforge.net/projects/novus/.
Executives across all industries often ask us how to best integrate Agile techniques into their innovation processes. They want to drive responsiveness to rapidly changing markets and technologies, tackle hybrid digital + physical product development, and accelerate product launches. Agile Expert, Colin Palombo highlights successful approaches companies have taken to integrate Agile techniques into Stage-Gate® Frameworks to achieve better innovation results. View the recording at https://www.stage-gate.com/blog/agile_and_stage-gate/
Chip Hysler from CM Marketing presents "Launching Your Product- Are You Ready?" Part of an ongoing education series, presented by the Nashville Technology Council and Nashville Entrepreneur Center
New Product Portfolio Management PowerPoint Presentation SlidesSlideTeam
It covers all the important concepts and has relevant templates which cater to your business needs. This complete deck has PPT slides on New Product Portfolio Management PowerPoint Presentation Slides with well suited graphics and subject driven content. This deck consists of total of eighteen slides. All templates are completely editable for your convenience. You can change the colour, text and font size of these slides. You can add or delete the content as per your requirement. Get access to this professionally designed complete deck presentation by clicking the download button below. http://bit.ly/37tGq5Y
Most organizations have advanced significantly their New Product Development processes, practices and techniques. Today, top management is placing much focus on orchestrating and optimizing their portfolios of new product development projects. To do this, however, requires much more than just shuffling around the existing projects and shifting resources from one project to another. Simply stated, bigger, better product development projects must also be added to the portfolio. It is well executed Product Line Roadmapping that sets the playing field and yields the innovation targets for gaining and creating such bigger, better projects.
This slide presentation reveals the profound value impact of Product Line Roadmapping within and across an entire process architecture.
For more information contact Paul O'Connor at The Adept Group Limited, Inc.
Agile205: Intro to Agile Product ManagementRich Mironov
Product owner is a critical role for agile/scrum teams, as a key stakeholder and representative of users, customers or markets. Commercial software companies have a broader role -- product manager -- responsible for identifying market needs/opportunities, making product-level decisions about offerings/benefits/pricing/packaging/channels/financial goals, and managing sales/customer relationships on behalf of executives. Since products often span multiple scrum teams, some products have a mix of product owners and product managers. We'll introduce product owners, map that against software product managers, and talk through approaches to meet all of the product needs for a market-successful product.
Watch this with a 10-15 minute audiotrack at http://vimeo.com/novusprogram/lesson18
The goal of this lesson is to provide tools to determine the strengths and weaknesses of potential competitors in order to compete in various markets. The lesson begins with an overview of the importance of competitor analysis and its primary importance. A framework to analyze various competitors is then introduced. The lesson then uses the framework to analyze the key aspects of a competitor.
The Novus project is a combination of video tutorials designed to be used in conjunction with a free business simulation software program. The Novus Business and IT Program contains 36 business and IT training videos, covering basic finance, accounting, marketing, economics, business strategy, Word, Excel, and PowerPoint. Users will have an opportunity to apply the lessons in the Novus Business Simulator. Over six rounds, the user or teams will have to make decisions on capital purchases, financing, production, financing, and human resources for a microbrewery. This channel has arranged the 36 video lessons into the order in which they are meant to be used with the simulator. To watch this slideshow as a video, please go to our Vimeo page at: https://vimeo.com/novusprogram. To download our free business simulation software, please go to our SourceForge page at: http://sourceforge.net/projects/novus/.
Implementing Marketing Analytics Business PracticesSenturus
Learn how to use technology to improve your ability to measure and implement direct marketing campaigns for greater impact and ROI.
Topics include:
• Why measurement is critical to successful direct marketing campaigns
• Common mistakes in determining what to measure
• Solutions for developing a direct marketing analysis maturity model
• Determining where your organization falls within the direct marketing analysis maturity model
• How to improve your direct marketing results
See a demonstration of how to use technology to achieve true closed loop marketing that measures from touch to sale.
Senturus, a business analytics consulting firm, has a resource library with hundreds of free recorded webinars, trainings, demos and unbiased product reviews. Take a look and share them with your colleagues and friends: http://www.senturus.com/resources/.
Contact the author through:
https://www.linkedin.com/in/jeroenvanrijn
About this presentation:
This presentation gives a brief overview of the product management process milestones. This document was created based on over 7 years of experience working in product management roles at both start-up companies and corporations.
Chip Hysler from CM Marketing presents "Launching Your Product- Are You Ready?" Part of an ongoing education series, presented by the Nashville Technology Council and Nashville Entrepreneur Center
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Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
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1. NPD and Product Launch
• Brand
Management
System
• On Building A
Marketing 460 Brand
– Price
Product Management – Launch
Fuqua School of Business • P/L
• Elements
• Launch
– Place
– Promotion
• Managing
Across Brands
NPD–1
5. New Products
• On average, new products account for
28% of firms’ revenues (American
Productivity and Quality Control Study)
• Only half launch on time or meet their
sales goals (APQC)
• Thus, new product development (NPD)
and product launch are critical
NPD–5
7. NPD/Launch Overview
• Pre-Launch
– Development, Testing and Validation
– Research Your Users
• Launch
– When
– Who (customers)
– Where
– How (launch plan)
• Post-Launch
– Measure Against Goal
NPD–7
9. Pre-Launch: Validation and Test
• Half of all projects omit market studies and
test markets!
• Speed is key concern, but often solved
with project teams.
– Should be cross functional
– Cradle to launch
– With shared information and accountability
NPD–9
10. Pre-Launch: Customers
• Involve Your Customers
– Speeds time to market
– Creates points of parity and difference
– Creates evangelists
– Generates critical mass at launch
– Cross pollinate
– Examples include Boeing, 3M, B&D,
Rubbermaid, Bosch, P&G, Philips, Sony,
others (Alam 2005)
NPD–10
11. How?
• Customers join NPD team (as above)
• Internet
• Observation
– Interaction with similar products
– Interviews, focus groups, retreats, trade shows,
store visits and customer visits
• We run mock Facebook ads
• Johnson controls observes consumers loading cars to
design automotive interiors
• Rubbermaid visits customers’ houses
• Alpha and beta tests
NPD–11
13. Caveats to Pre-Launch Research
• Customer feedback too myopic
– Philips interviews MDs for stethoscope, but did
not realize key uses in free clinics, homes,
streets, etc. Needed redesign for noise filter
• Customer feedback is too backward looking
• Competitive secrecy is compromised
NPD–13
14. Pre-Launch: External Partners
• Media • 3rd Party Partners
– Write what you wish to see – Rating and Safety
written Boards
– Target customer, reasons to buy, – Logistics
quotes, benefits etc. – Suppliers
– 30 – 60 days prior to announce
(long lead press)
• Channel
– Supply chain concerns
– Cooperative marketing programs
– Seasonal issues
– Competitive Products
NPD–14
15. Pre-Launch: Internal
• Sales and Customer • Other Marketing
Support Communications
– Develop sales guides (key – Public relations (PR), ad
talking points, development and media
competitive positioning, purchase, direct mail, web,
overcoming objections, mail, trade show displays,
etc.) demos, etc. Long leads
– Customer support here, too.
reporting systems and • Intra-Company
warranty and Coordination
replacement policies
– Other Business Units
– Training programs
NPD–15
16. Pre-Launch: Media
“…It's something of a serious tablet when
compared to the competition running
software from Apple and Google and, while
it certainly has games, its biggest strengths
are rather more boring. It does a really great
job at displaying PowerPoint presentations,
for example, and has the security chops to
keep last quarter's dismal sales figures from
falling into the wrong hands. Exciting stuff?
No, but useful features…”
NPD–16
17. Launch: When
• Is really three choices
– Announce vs. ship
– Beta vs full product
– Function of buying cycle and
competition
• Ship limited product early or richer product
late
– Fiveonenine has three games tied to election,
timing based on Conventions
NPD–17
18. Launch Plan: When
• Operating concerns
– When is revenue needed?
– When are channel partners ready?
– Are competitive innovations imminent?
– Internal company priorities
– Key market events (trade shows like Mac World)
– Simultaneous or staggered international
launches
– When are customers ready?
• State government buying season ends in May
• Federal in September
• Europe is “closed” in August NPD–18
21. Launch Plan: Where
• Local or Global
• Phased or Current
• Trade-off between speed and quality
– Resources for sales
– Location of key customers
– Capital constraints in production
NPD–21
24. Launch Plan Responsibilities
Operations Training and Presentations
– Finalize offerings in – Train the teams, train
regions the trainers, then let
– Bill of materials them train others
– Schedules – Prep tech support,
– First article check customer services,
– Forecasts direct sales reps
– Full operational Store and Trials
capability – Coordination with
– Localization, store and trial—
international scheduling and posting
Packaging of bits all languages
– Screen Shots
– Box Copy
NPD–24
25. Launch Plan: The Event
• Usually at a conference or global
sales meeting (as in Black and
Decker)
• Microsoft rolls out XP to sales force
NPD–25
26. Post Launch: Measurement
• Financial • External Factors
– Sales – Channel
– Profits penetration
– Share – Competitive
– Retail Price response
• Consumer and branding
– Awareness
– Brand associations
– Downloads and web hits
– Seminar attendees
– Press and blog mentions
NPD–26
27. NPD/Launch Overview
• Pre-Launch
– Development, Testing and Validation
– Research Your Users
• Launch
– When
– Who (customers)
– Where
– How (launch plan)
• Post-Launch
– Measure Against Goal
NPD–27
Editor's Notes
New products are critical but most of them fail, getting them right is critically important
How important it is vis a vis the company, how we had a drought,
What we are going to talk about todayThe process involves pre-launch, launch and post launchPre-launch is testing, validation, and research researchresearchLaunch is howPost launch is measurement against goalSpend 1-2 minutes
This is from PDMA HandbookPick one and give a personal example of what we didSurvey of a broad range of people tasked with new product development, look how critical it is to run the numbers, doa market assessment and technical assessmentCompare best and worst performersWhy won’t someone do thisHere is an example, idea generation
Half of all projects emit market studies and test markets. Speed is the key concern. How can you be faster. A lot of companies form project teams. Team shares info, also has accountability for the success.
The notion you can involve customers in pre-launch process.When you do involve your customers speed time to market, create points of different (what makes product unique) and points of parity (what makes it similar) , creates evangelistsExample
Here are a bunch of different ways you can do itExplain alpha and beta test and how it is different in different industriesTalk about how we run ads that link to nowhere
What is clear from this is beta testing and customer site visits is centrally importantHere is some real evidence alpha and beta testing of companies are doing it and really mattersLess important is customer site visitsDepends on the company
Customers are often wrong and students should know that Customers are backward looking
Other partners to worry about. Need to come up with a media plan where you control the narrativeSupply change needs to be alerted so you can get shelf space3rd party partners are often parts of systems, they need to be notified of timing
Before we roll out, have to have the sales force ready. They are ready when they go out trying to sellWith Markcomm, they are someone you need to talk toTalk about trade show displays, how it has to be planned. Give an example. Tell them how bad they can screw up.
I just covered pre-launch, will now talk about launch. A little more ambiguous. Announce vs ship. Announce can hurt in that people stop buying current product. Beta vs full productReplace second bullet point with example from me
Operating systems, when are customers ready
As part of launch this tradeshow
Customers and channel is shown by Netflix partnering with Best Buy
How quickly you launch, if you are constrained on resources may do more of a phased launch. Same with capital constraints.Lose Hyperlink.
Something that Carl got from Adobe
Move it to before slide 27
Students love the clip. This was their meeting to internal salesforce and key distributors, shows the need to build excitement around a launch
What we are going to talk about todayThe process involves pre-launch, launch and post launchPre-launch is testing, validation, and research researchresearchLaunch is howPost launch is measurement against goalSpend 1-2 minutes