This document outlines a phase-gate approach to product launches with 5 phases: (1) Business Case, (2) Solution Definition, (3) Solution Creation, (4) Market Feedback, and (5) Sales & Operations. Each phase has entrance and exit criteria as well as deliverables that must be approved by management in phase-gate reviews in order to progress to the next phase. The goal is to provide oversight and accountability for product launch efforts.
Product Launch Marketing Plan Activities Ppt BackgroundSlideTeam
Presenting product launch marketing plan activities ppt background. This is a product launch marketing plan activities ppt background. This is a three stage process. The stages in this process are product launch marketing plan, product launch, product rollout plan, roll out strategy, marketing plan, product launch plan. https://bit.ly/2WjF6TM
This Brand Audit Presentation analyses the brand M&M's in the UK market, and covers the following content:
- Brand Overview,
- Brand Value Proposition,
- Current Brand Communications Audit,
- Category Audit,
- SWOT Analysis, and
- Key Recommendations.
Product Launch Marketing Plan Activities Ppt BackgroundSlideTeam
Presenting product launch marketing plan activities ppt background. This is a product launch marketing plan activities ppt background. This is a three stage process. The stages in this process are product launch marketing plan, product launch, product rollout plan, roll out strategy, marketing plan, product launch plan. https://bit.ly/2WjF6TM
This Brand Audit Presentation analyses the brand M&M's in the UK market, and covers the following content:
- Brand Overview,
- Brand Value Proposition,
- Current Brand Communications Audit,
- Category Audit,
- SWOT Analysis, and
- Key Recommendations.
This is a brand strategy presentation that helped me communicate to top management the real definition of branding that was essentially needed for the company. I was able to elevate sales more 300% with the new brands launched by following some strategies mentioned in the presentation in detail. The information in this presentation is common and not confidential. It is just about the concept of branding but mainly focused for FMCG companies.
Our Product Marketing Plan Playbook is a planning methodology that highlights our premium tool-kit of tools & templates to develop a comprehensive product marketing plan.
Best Practices in Brand Portfolio StrategyFullSurge
A tutorial workshop on the best practices in brand portfolio strategy prepared for and facilitated on behalf of The Institute for the Study of Business Markets (ISBM).
In the new economy, Brand Love is the new currency, with marketing shifting to building big ideas, leveraging purpose-driven stories that are in the moment, creating consumer experiences that people talk about, managing ubiquitous purchase moments all helping to steer the brand’s reputation. Marketing has to focus on creating a brand reputation with consumers, and equally creating an organizational culture that reflects the brand’s soul. Instead of shouting your message at every consumers, the best brands confidently whisper to those most motivated by what they do, who then scream with influence to their friends. In the new world, the best brands now fight for a place in the minds and hearts of consumers.
Workshop for Brand Leaders to help define your brand positioning statement, brand concept and organizing big idea.
https://beloved-brands.com/brand-positioning/
How to build a launch plan for your product or service. Presented as a guest lecturer in Rashmi Menon's Stanford Continuing Education Course:
BUS 110: How to Start Your Business: From Idea to Business Plan
L'ascolto intergrato per una comunicazione multicanale _Blogmeter&Mimesi_IAB ...Me-Source S.r.l./Blogmeter
Perché è importante realizzare un ascolto integrato? In pochi punti, e attraverso alcune slide esemplificative, attraverso questa presentazione passeremo in rassegna le tre dinamiche (di tempo, di influenza e interdipendenza e di linguaggio) che oggi più che mai rendono indispensabile ascoltare più di un solo medium, più di un'unica fonte di informazione. La direzione verso la quale ci stiamo orientando infatti è quella della convergenza e della complementarietà dei mezzi. Presentazione di Viviana Venneri di Blogmeter e Gianfranco Bozzetto di Mimesi per lo IAB Seminar 2012
This is a brand strategy presentation that helped me communicate to top management the real definition of branding that was essentially needed for the company. I was able to elevate sales more 300% with the new brands launched by following some strategies mentioned in the presentation in detail. The information in this presentation is common and not confidential. It is just about the concept of branding but mainly focused for FMCG companies.
Our Product Marketing Plan Playbook is a planning methodology that highlights our premium tool-kit of tools & templates to develop a comprehensive product marketing plan.
Best Practices in Brand Portfolio StrategyFullSurge
A tutorial workshop on the best practices in brand portfolio strategy prepared for and facilitated on behalf of The Institute for the Study of Business Markets (ISBM).
In the new economy, Brand Love is the new currency, with marketing shifting to building big ideas, leveraging purpose-driven stories that are in the moment, creating consumer experiences that people talk about, managing ubiquitous purchase moments all helping to steer the brand’s reputation. Marketing has to focus on creating a brand reputation with consumers, and equally creating an organizational culture that reflects the brand’s soul. Instead of shouting your message at every consumers, the best brands confidently whisper to those most motivated by what they do, who then scream with influence to their friends. In the new world, the best brands now fight for a place in the minds and hearts of consumers.
Workshop for Brand Leaders to help define your brand positioning statement, brand concept and organizing big idea.
https://beloved-brands.com/brand-positioning/
How to build a launch plan for your product or service. Presented as a guest lecturer in Rashmi Menon's Stanford Continuing Education Course:
BUS 110: How to Start Your Business: From Idea to Business Plan
L'ascolto intergrato per una comunicazione multicanale _Blogmeter&Mimesi_IAB ...Me-Source S.r.l./Blogmeter
Perché è importante realizzare un ascolto integrato? In pochi punti, e attraverso alcune slide esemplificative, attraverso questa presentazione passeremo in rassegna le tre dinamiche (di tempo, di influenza e interdipendenza e di linguaggio) che oggi più che mai rendono indispensabile ascoltare più di un solo medium, più di un'unica fonte di informazione. La direzione verso la quale ci stiamo orientando infatti è quella della convergenza e della complementarietà dei mezzi. Presentazione di Viviana Venneri di Blogmeter e Gianfranco Bozzetto di Mimesi per lo IAB Seminar 2012
This is Prateek Mishra from Ramaiah institute of management studies, Bangalore and the following presentation gives an overview of launch of a hypothetical product into the market.
swissnex presentation at the Center for Non Profit Success' Social Media Summit in San Francisco, October 2011.
For more info visit: http://www.cfnps.org/SFSU3.aspx
Acting Like a Top 25 Salesforce ISV: Designing the Seller's Journey for the ...CodeScience
Designing a buyer’s trial experience that converts to sales requires tight coordination between your Marketing, Sales, and Support teams. Top 25 ISVs focus on their seller’s journey within the trial experience to increase conversion results.
In our latest webinar of the Acting Like a Top 25 Salesforce ISV series, CodeScience CRO, Sean Hogan, is joined by Craig Rosenberg, Co-Founder and Chief Analyst at TOPO, to discuss how to design a rock-solid seller’s journey.
Product Management And Service Delivery Process - FlackVentures ExampleKate Pynn
A lifecycle methodology enforces some very important processes that deliver critical value to Service Delivery. Some key contributions are:
Business driven goals (e.g. profit, performance, credible schedules, resource effectiveness….)
Roles and responsibility clarification (e.g. delegation, decision making, optimization….)
Organizational effectiveness (e.g. resource structure for task, enable cross functional efforts….)
Planning enforcement at the beginning before major resources committed
Continuous learning enabled that builds core competency in credible delivery plans.
Prioritization for High Growth B2B Products Splunk Director PMProduct School
Main takeaways:
- Pick effective feedback gathering methodologies and sources
- Get good at prioritizing sources based on measurable business outcomes
- Build a self-sustaining loop and manage up
Designing for customer needs frequently leads to higher-quality goods and services in addition to innovative outcomes. This is because an effective design process uncovers hidden customer needs. This discovery, and the subsequent solving of the problems that kept customer needs hidden, will lead to innovation. In this presentation, Juran Global CEO Dr. Joseph A. DeFeo focuses on the 4 steps to drive process innovation that every organization needs to embrace.
Software Development Lifecycle for Agile Teams and Innovation ManagementThomas Zdon
A conceptual model to manage company-wide investments with rapid exit points for agile project development. The goal is to help firms overcome challenges to continuous innovation.
1. A PLAN FOR SUCCESSFUL PRODUCT LAUNCHES
Product Launch
Management
2. What This Document Describes
How product launch efforts are accountable to
the organization
A mechanism whereby Organization
Management exercise Leadership over Product
Launch activities
Critical Milestones in the Launch Methodology
that are inspectable and reportable
3. Phase-Gate Approach
The entire process is broken into a series of
Phases (Px)
Each Phase has specific Entrance and Exit
criteria
The management team holds the key to the
gates – launches can only pass the gates with
the express consent of the management team
4. P1 Business
Case
Define the market
problem to be
addressed
Define the market size
and penetration goals
for the Launch
Create preliminary
financial impact
analysis with list of
assumptions
Define preliminary
solution definition with
summary of features
and capabilities
Complete risk analysis
to identify success
barriers
P2 Solution
Definition
Investigate and decide
upon features to be
delivered
Identify preliminary
sales strategy and
implementation
methodology
Define Marketing
approach with
intended collateral
Set preliminary goals
for Training &
Documentation depth
& coverage
Identify Buying &
Using personas
P3 Solution
Creation
Engineering builds the
product to satisfy the
Solution Definition.
IT develops an
infrastructure plan to
host and manage the
product.
Professional Services
develops training, and
documentation
Marketing begins
developing collateral
TPL & PM define basic
steps to deploy
P4 Market
Feedback
Select and engage
Field Trial client to
validate solution.
TPLs & PMs formalize
project implementation
methodology
Identify & deliver to
Early Adopters for
feedback
Support begins to
capture knowledge
base for client issues
Develop/Test Sales
Campaign
P5 Sales &
Operations
Execute sales
campaigns.
Pipeline re-messaging
Manage existing
clients: Upgrades &
enhancements
Support ready to
handle all client issues
Methodology Overview
Review &
Approve
Review &
Approve
Review &
Approve
Review &
Approve
5. P1 Business Case
Entrance Criteria
For existing products: All previous
releases in Sales & Operations phase
For new products: No entrance criteria
Exit Criteria
Product Management presents Business
Case to Management Team during a
weekly meeting
Management team discusses and arrives
at consensus around need and key
scope/features
Management team grants permission to
exit phase
Key Deliverables/Outputs
Quantitative and Qualitative
Customer Research
Business Case Document
External Market Need/Demand
Internal Business Need/Demand
Research Methodology & Results
High Level Value Proposition
Estimate of Total Launch Investment
Critical Features & Functions
(prioritized)
Timing considerations
Product/Solution Launch Goals
Create Team for next Phase
6. P2 Solution Definition
Entrance Criteria
P1 Business Case successfully exited
Create team to drive process:
Product Management
Engineering
Client Services
Product Delivery
Professional Services
Marketing
Exit Criteria
Cross-Functional Signoff
Team presents findings to Management Team
in a specially scheduled meeting
Management team arrives at consensus
around scope, investment and benefits
Management team grants permission to exit
phase
Finance identifies funding timeline
Key Deliverables/Outputs
Revised Value Proposition
Revised Investment Estimate
Defect List
Business Story Cards
(Features/Requirements)
Key Testing Requirements
Launch Goals
Training Goals
Documentation Goals
Marketing Goals
Support Goals
Target Customers for Deployment
Product Technical Feasibility
Assessment
7. P3 Solution Creation
Entrance Criteria
P2 Solution Definition phase
successfully exited
Finance approval to fund development
of a new solution
Exit Criteria
Launch Team presents to Management Team
in a specially scheduled meeting
Management team agrees that Product is
complete and has high likelihood to meet
Launch goals.
Management team grants permission to exit
phase
Key Deliverables/Outputs
Software, Reports & Websites, etc
Technical & Functional Testing
Deployment Dry-Run Results
Trial Customers selected
Trial Project Manager Selected &
Project Plan Drafted
Preliminary Launch Message crafted
Marketing Strategy defined
Pricing Plan for New & Existing
Customers
Rough Draft of Training
Rough Draft of Release Notes
8. P4 Market Feedback
Entrance Criteria
Product Development is complete
Trial Clients Selected
Trial Deployment Methodology ready
and accepted by all stakeholders
Exit Criteria
Launch Manager presents findings to
Management Team at a specially scheduled
meeting.
All P1/Critical P2/High issues Resolved by
Engineering and Certified by QA and the
Team that reported it.
Management comes to consensus that Field
Trial is complete and successful. Declares
release ready for GA.
Internal GA communication memo to entire
organization
Key Deliverables/Outputs
NDA & Field Trial Agreement(s)
Product Launch Indicators identified
Trial Project Plan Accepted/Executed
Software, Reports, Websites, etc
Update
All Trials Completed; All P1/Critical &
P2/High Cases Resolved
Technical Documentation Completed
User Documentation Completed
End User Training Materials
Completed
Support Ready to take Level 1 Calls
Account Plans Updated
Marketing Content Completed
Sales Kit Completed
Sales Training Completed
Pricing Finalized
9. P5 Sales & Operations
Entrance Criteria
Solution Declared GA
Exit Criteria
N/A – this is the ongoing state for the Solution
Key Deliverables/Outputs
Internal Teams Trained
Marketing content published
Execute Marketing/Sales Campaign
Demo Solution Deployed
Sales Contracts Booked
Implementation Projects
Customer Support Delivered
10. Product Launch Review Cycle
Management
Phase Gate
Monthly
Product
Launch Review
Finance
Capitalization
Review
Deliverable
Peer Review
At End of
Phase
Management
Team
Assess designated
launch deliverables and
product readiness
3rd
Tuesday of
every Month
Product
Management &
PMs
Review progress, risks,
issues and Barriers
Action Item Review
P1, P2 and P5
+ Annually
Finance
Review Capitalization
and Time Capture info
As Scheduled
Minimum
Quarterly
Product
Management
Review Deliverable
quality and consistency
Action Item Review
Review When Who What