Comments on: Launch is not part of the development process http://launchclinic.com/2007/09/14/launch-is-not-part-of-the-development-process/ Product launch training, expertise and community Tue, 6 Jan 2009 04:38:57 +0000 http://wordpress.org/?v=2.5.1 By: Mark A Hart, NPDP http://launchclinic.com/2007/09/14/launch-is-not-part-of-the-development-process/#comment-12 Mark A Hart, NPDP Mon, 17 Sep 2007 02:39:56 +0000 http://launchclinic.com/blog/2007/09/14/launch-is-not-part-of-the-development-process/#comment-12 PDMA's definition of launch is "the portion of the new product development process when your specific product or service is presented to your target market for initial sale." Re-launch is 'try-again.' Re-launch is an attempt to reach abundant sales. Re-launch implies that goals were not reached or perhaps new management made new goals. There are a lot of variations. The target market may be different. The pricing strategy may change. The benefit statements may be tweaked. What happens before the 'initial sale' of launch? What changes are made before the try-again of re-launch? Those plans, activities, and deliverables have many different names. For example, someone with a traditional PR background typically has certain preconceptions and a vocabulary about planning for launch. For example, the book 'New Product Launch' from LaunchPR.com which is from SchneiderPR.com provides a PR-centric viewpoint. Another common example is the stereotype of someone with a sales background. Usually, they have a viewpoint that suites their needs. In their sale-centric view, launch may be a time when an item is announced and on the price list. The primary function of marketing may be seen as a means to generate qualified sales leads. I have known engineers that have the opinion that when the 'product' has had the 'release to manufacturing' that 'development' is done and it is ready for sale. To some engineers, this implies that the product is ready to launch. In these three examples, the problem is that the viewpoints are too narrow. Too many folks cling to a personal interpretation of the terms. Launch is defined by initial sales. Successful launch is characterized by abundant sales. For this to happen, a sufficient number of customers have to be willing to exchange their money for what the PERCEIVE that you have to offer. They have to be willing to recommend your product to a friend. What they perceive is influenced by many things including the intrinsic properties of the product as well as communication strategies and tactics. The million-dollar question is how does a company use its resources to have a great launch this time and be prepared for next time? Do you hire another software engineer or a smarter business development manager? Do you run more advertisements or do you change the messages in the advertisements? Whether someone prefers the phrase 'product launch planning and management' or 'integrated product development' or 'launch architecture,' there is one analysis that matters. How did you use your resources to achieve abundant sales? PDMA’s definition of launch is “the portion of the new product development process when your specific product or service is presented to your target market for initial sale.”

Re-launch is ‘try-again.’ Re-launch is an attempt to reach abundant sales. Re-launch implies that goals were not reached or perhaps new management made new goals. There are a lot of variations. The target market may be different. The pricing strategy may change. The benefit statements may be tweaked.

What happens before the ‘initial sale’ of launch? What changes are made before the try-again of re-launch? Those plans, activities, and deliverables have many different names.

For example, someone with a traditional PR background typically has certain preconceptions and a vocabulary about planning for launch. For example, the book ‘New Product Launch’ from LaunchPR.com which is from SchneiderPR.com provides a PR-centric viewpoint.

Another common example is the stereotype of someone with a sales background. Usually, they have a viewpoint that suites their needs. In their sale-centric view, launch may be a time when an item is announced and on the price list. The primary function of marketing may be seen as a means to generate qualified sales leads.

I have known engineers that have the opinion that when the ‘product’ has had the ‘release to manufacturing’ that ‘development’ is done and it is ready for sale. To some engineers, this implies that the product is ready to launch.

In these three examples, the problem is that the viewpoints are too narrow. Too many folks cling to a personal interpretation of the terms.

Launch is defined by initial sales. Successful launch is characterized by abundant sales. For this to happen, a sufficient number of customers have to be willing to exchange their money for what the PERCEIVE that you have to offer. They have to be willing to recommend your product to a friend. What they perceive is influenced by many things including the intrinsic properties of the product as well as communication strategies and tactics.

The million-dollar question is how does a company use its resources to have a great launch this time and be prepared for next time? Do you hire another software engineer or a smarter business development manager? Do you run more advertisements or do you change the messages in the advertisements?

Whether someone prefers the phrase ‘product launch planning and management’ or ‘integrated product development’ or ‘launch architecture,’ there is one analysis that matters. How did you use your resources to achieve abundant sales?

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