Three guys I know just completed a great new book - "Tuned In". It’s already on Amazon’s and Barnes & Noble’s best seller page.  I recommend you add to your reading list. 

Why is it that some organizations just "get it" and have successful products/services that their customers love and others deliver one lackluster offering after another?  It’s because they’re Tuned In to their buyers.

"Tuned In" is an exploration of this paradox and a framework for getting Tuned In so your organization can identify problems that are urgent, pervasive and customers are will to pay to solve.

Does your organization dream up new product ideas, build it and then find it flops?  If you answered yes to this question you need to make reading "Tuned In" a priority.

Click on this link to request a complimentary copy of "Tuned In" (while supplies last).

Review
This well-reasoned and useful guide argues that successful innovators can develop products that "resonate" by connecting deeply with consumers. This simple idea is delivered in a conversational tone and illustrated in well-structured chapters laying out a six-step "Tuned in Process" and examples that span borders and industries. From anecdotes about countryside hotels that sprouted up to provide respite for Japanese salarymen to Nalgene plastic bottles, which escaped the laboratory to achieve cult status and ultimately mass market consumer appeal, fascinating case studies abound. However, as appealing as the concept and the many examples are, the enthusiastic presentation begins to grate; the repeated invocation of the "Tuned in Process" may tire readers looking for more subtlety and fewer sound bites. Still, there is sufficient fodder for anyone who wants to shake the sleep out of an organization and renew a focus on creating the kind of value that customers are willing to pay for. (June)  (Publishers Weekly, April 7, 2008)

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Product marketing managers that are responsible for launching products don’t always get the lead time we need to adequately plan a winning product launch.  Usually we are busy with the day-to-day grind of supporting Sales in their quest to close deals (that’s a whole other story).

A new product is coming and then that fateful day happens.  An email arrives announcing that Product X is ready to launch and we should drop everything and get busy (like we’re not busy enough).  The product is already 60 days behind schedule and the Sales team needs Product X to hit their numbers this year.

So, we go into List Mode.  Building a list of the stuff needed for launch…

• Build sales collateral
• Update the sales presentation
• Create content for the web site
• Trade show planning
• Write the press release
• Email blast
• Advertising
• T-Shirts
• Blah, blah, blah

There’s absolutely nothing strategic about the process.  Although it would be ideal to have been involved with process much earlier, we didn’t get that luxury.  Now it’s all about getting the "stuff" done, not about selling.  The list of stuff evolves over a period of product releases and no one ever questions whether the stuff is good or bad. So we trudge through getting the list done.  The faster the better.

Don’t panic.  By taking a short strategic time out product marketing managers could get the right stuff done, in less time, shorten the list and have more impact on their organization.  How?

Who’s the Buyer and Why do they Buy?

This is the starting point.  You’ve probably heard it at least once before. If you have a really solid understanding of your buyer and what their problem is all about, you will have solved more than half of the puzzle.  Where we get tripped up is that we focus all our energy on product features that have little alignment with the buyer’s problem.

Look at your collateral.  Look at your web site.  Do you see feature, feature, feature or do you see the answers to problems?

During our strategic time out we’re going to create Buyer Personas for our buyers. You may already be familiar with User Personas.  I remember using them as a software developer to get a better understanding of users so that I could build a better product.  Buyer Personas are different.  They are generalized descriptions of the buyers in the buying process, who they are, their daily challenges, what’s important to them, where they get their information and what makes them tick. A Buyer Persona is written from the Buyer’s perspective, not the perspective of your product features.  For more on Buyer Persona’s I suggest you visit Adele Revella’s Buyer Persona blog.

Understand the Sales Cycle (Buying Process)

Armed with a solid understanding of the Buyer we will turn our attention to the Sales Cycle.  Working with people from your sales team, identify the steps of how a sale is made. In some organizations this can be a real challenge because the sales cycle is undocumented and ad-hoc.  If you’re fortunate to already have a documented sales process you’re going to be ahead of the game.  If not, don’t make it a huge project.  Document the basic steps of the sale.  Your goal is to build better sales tools not re-engineer the sales process.

Define the Launch Objectives

Launch Objectives give us something to strive for in the Launch. A measurement of success.  This is fundamental to demonstrating our impact and driving revenue.  Our Launch Objectives should be in total alignment with our management’s objectives.  Don’t bite off more than you can chew.  There is a tendency to overstate the Launch Objectives and be totally unrealistic (hero complex). Look at past launch performance and go from there.  Also, we need to be sure that we have a way to capture the data to measure our progress.

Develop Your Plan of Attack

We know our Buyer and why they buy.  We know how a sale is made.  And we’ve defined our Launch Objectives.  Now we are prepared to develop our Launch plan of attack.

Look at your organization and evaluate the marketing assets you can leverage.  Exploit those assets and develop an understanding of the weaknesses.  If our buyer uses Google to search for answers to problems, we will want to have good Google rankings.  If we don’t have SEO expertise in our organization we will need to get it from the outside.

Avoid the tendency to "do what we did the last time".  If it worked brilliantly before, great, we’ll repeat it.  Otherwise, we will be looking for tactics that can most efficiently (faster, lower cost) achieve the Launch Objectives.

Our plan doesn’t have to be complicated.  At a minimum we should include the Buyer Personas, the Sales Cycle, the Launch Objectives, how the Launch Objectives are measured, the activities that we will do in order to achieve the Launch Objectives, and how much we will spend.

I recently received an invitation to become a member of CLOSE - Coalition to Leverage and Optimize Sales Effectiveness. It looked interesting enough so I joined. After the registration process was complete I was presented with a page on the site and noticed a “True or False” item in the Daily Digest. The title was “Myth: Marketing Focus”. So I clicked. What the heck.

The True of False statement was “Marketing should focus on brochures, web site communication, and tradeshow management”. The myth was presented by Paul DiModica of DigitalHatch.

Paul’s answer? False. Good, I agree, continue reading…

Revenue is revenue. Marketing’s primary business responsibility should be creating qualified sales leads for Sales.

I took a look at the link provided to one of Paul’s articles and I agree with a lot of what Paul is saying in his article, but he’s dead wrong on this myth. Stating that Marketing’s primary business responsibility is creating qualified leads for Sales is the typical “I don’t really understand the role of marketing” response that I see from Sales.

Selling is a tactical activity. Always has, always will. Marketing is strategic. People who have the misfortunate title of VP of Sales and Marketing cannot possibly being doing both activities very well. More often than not the focus is on selling (naturally) and marketing becomes a sales support function, reacting to the whim of the sales force.

Marketing is strategic. Marketing’s primary business responsibility is to identify problems in the market and drive the development of products and services that solve those problems. Generating leads is just one of the myriad of tactical activities Marketing performs.

Oh, and by the way, does Sales ever agree that the leads are any good?

I was speaking with a product manager last week who was describing the challenges of managing a cross organizational team while getting ready for the launch of a major enhancement to an existing product line.  When she described the team I asked her why finance was absent.  She indicated that product management would engage finance and accounting at the end of the process, three weeks prior to the go live date.  In my mind this was a mistake - albeit a common one - and I told her why.

What is finance focused on?  Pricing, billing, investment, legal and revenue recognition to name a few.  Without all of these issues identifed, agreed to and in place, a new product or service cannot launch.  In almost every case finance is part of the team that approves any new product initiatives.  The company looks at them as the conscience of the organization.  They are not only actively engaged at the outset but they need to be part of the team that helps manage the full product lifecycle including launch.

In addition, finance can be a product manager’s best friend in terms of tracking investment pre-launch and revenue post-launch.  They don’t just contribute to the cft, they actually are the lynch pin in delivering product readiness and ultimately measuring success or failure.  Not only that, you really don’t want to upset the area of the organization that signs paychecks and approves expenses.

It is interesting however that in many cases a lot of pms are intimidated more by finance than their customers.  Work with the CFO.  Find a member of the finance and accounting team that you’re comfortable with.  You would be suprised as to how you can lower the risk of launch delay or failure if you have the money men and women actively engaged.

According to recent research from Forrester and Enquiro’s 2007 B2B Survey, business buyers use search engines most frequently at the beginning of the buying process, during the awareness and research phases. Buyers actually use search engines less frequently when they are ready to negotiate and purchase a high-consideration product or service.

Excerpt from B2B Marketers Should Embrace “Tire Kickers” in SearchEngineLand.

Is it me or did I miss the point?

I’m guessing that they’re announcing the launch of InCharge for Wii (I have a Wii) and Xbox 360, right? What is InCharge? Why do I need it? How much does it cost? Where can I buy one?

Looks like a press release ginned up by an IR firm to me.

 

TeknoCreations Announces Product Launch

ALBUQUERQUE, NM–(Marketwire - April 10, 2008) - AccessKey IP, Inc. (PINKSHEETS: AKYI) announced today that its wholly owned subsidiary, TeknoCreations, will launch its unique InCharge™ product for the Nintendo Wii and Microsoft Xbox 360. In conjunction with initial sales to wholesale distributors, the company expects to deliver its first products in June 2008 both domestically and internationally.

Bruce Palmer, TeknoCreations’ President, stated, “Early sales results and interest in our Consumer Electronics products are extremely encouraging. Retailers are exhibiting quite an appetite for accessories that complement platforms such as gaming. TeknoCreations is now becoming a beneficiary of these market trends. We expect our products to begin appearing on retail shelves in June.” Palmer further stated, “The impact on AKYI should be apparent with these results and those of the next few months.”

About AccessKey IP, Inc.

AccessKey IP is a developer of cutting-edge technologies and best-of-breed products tailored to address the market opportunities created by the explosive growth of Digital Communications, Entertainment-related services and specific consumer electronics platforms.

AccessKey™ products, powered by the Company’s patented technology, provide complete access to the coveted “Triple Play” (voice, video and data) and “Quadruple Play” (voice, video, data and wireless) offerings of cable, telecom, satellite and broadband service providers. The Company’s AccessKey Home™ and portable flash drive-sized AccessKey PC™ allow subscribers to “channel surf” streaming “HD Quality” television content (IPtv), navigate the internet, watch Video on Demand (VOD) offerings, play video or internet-based games, listen to music, make phone calls (VoIP), video conference, run a full array of computing applications, securely store data and more, all from a single device and service provider network. Its wholly owned subsidiary TeknoCreations was founded to participate in the explosive growth of Consumer Electronics and Business security needs, TeknoCreations designs high quality products with attractive pricing to enhance the consumer’s favorite electronics products and the expanding security needs of corporate America.

Any PR folks out there want to comment on this?

UPDATE - AccessKey IP updated the press release on May 14.  I can’t believe I missed this!  Now I get it.  We have a Wii with the rechargeable batteries in our household and it is a pain to remove the silicon skins to recharge.  Very solid release now and I wish you all the best success with your product launch (my final suggestion is to allow visitors to see the relase in HTML so we don’t have to download the PDF.

–D

TEKNOCREATIONS UPDATES PRODUCT LAUNCH INFORMATION

May 14, 2008

ALBUQUERQUE–(PRIME NEWSWIRE)– AccessKey IP, Inc. (Pink Sheets:
AKYI - News) as previously announced its wholly owned subsidiary
TeknoCreations will launch its unique InCharge™ product for the Nintendo Wii
and Microsoft Xbox 360. With initial sales expected to be in excess of $200K, the
company expects to deliver its first 10,000 units on or about June 15th. The
product will initially be available domestically and in Canada with a suggested
retail of $34.99.

Mark Kasok, TeknoCreations’ Vice President Sales and Marketing, stated, “I am
excited with our early marketing results. Our InCharge™ products have begun to
show up for sale thru various search engines such as Google MSN and Yahoo .
Although we are a month from shipping, retailers and Etailers are taking
backorders. Our InCharge™ products are inductive contactless rechargeable
charging systems, for the both the popular Nintendo Wii and Microsoft Xbox 360
remote controllers. They eliminate the need to replace batteries and eliminates
the open contacts, which can become faulty through tarnishing and dirt buildups.
It is the only charging system on the market that can work without removing
popular silicon skins and wrist straps that are included by Nintendo free with
every Wii remote and you no longer have to remove that batteries or plug in your
wireless Microsoft Xbox 360 remote to keep it charged. Our initial results will
give us a good indication of our Holiday Season, which is fast approaching.”

About AccessKey IP, Inc.

AccessKey IP is a developer of cutting-edge technologies and best-of-breed
products tailored to address the market opportunities created by the explosive
growth of Digital Communications, Entertainment-related services and specific
consumer electronics platforms.

AccessKey™ products, powered by the Company’s patented technology, provide
complete access to the coveted “Triple Play” (voice, video and data) and
“Quadruple Play” (voice, video, data and wireless) offerings of cable, telecom,
satellite and broadband service providers. The Company’s AccessKey Home™
and portable flash drive-sized AccessKey PC™ allow subscribers to “channel
surf” streaming “HD Quality” television content (IPtv), navigate the internet, watch
Video on Demand (VOD) offerings, play video or internet-based games, listen to
music, make phone calls (VoIP), video conference, run a full array of computing
applications, securely store data and more, all from a single device and service
provider network. Its’ wholly owned subsidiary TeknoCreations was founded to
participate in the explosive growth of Consumer Electronics and Business
security needs. TeknoCreations designs high quality products with attractive
pricing to enhance the consumer’s favorite electronics products and the
expanding security needs of corporate America.

Forward-Looking Statements

This press release contains statements, which may constitute “forward-looking
statements” within the meaning of the Securities Act of 1933 and the Securities
Exchange Act of 1934, as amended by the Private Securities Litigation Reform
Act of 1995. Those statements include statements regarding the intent, belief or
current expectations of AccessKey IP, Inc. and members of its management as
well as the assumptions on which such statements are based. Prospective
investors are cautioned that any such forward-looking statements are not
guarantees of future performance and involve risks and uncertainties, and that
actual results may differ materially from those contemplated by such forwardlooking
statements. The Company undertakes no obligation to update or revise
forward-looking statements to reflect changed assumptions, the occurrence of
unanticipated events or changes to future operating results.

FOR INVESTOR INQUIRIES: Please visit the Company’s website
www.accesskeyip.com, or contact: Bruce Palmer, 310-734-4254.

Contact:
AccessKey IP, Inc.
Bruce Palmer, 310-734-4254
www.accesskeyip.com

Source: AccessKey IP, Inc.

With all due respect to AireSpring, isn’t there an easier way to say what you do?

About AireSpring

Headquartered in Los Angeles, AireSpring is one of the fastest growing telecommunications carriers in the USA, with over 2 billion call records processed per year. AireSpring is a privately held, 100% debt free, diversified and full service communications company offering a broad range of innovative services at competitive prices to corporate and residential customers nationwide. AireSpring’s national local service offering makes AireSpring the nation’s largest CVNO (CLEC Virtual network Operator) and AireSpring has been mentioned favorably in such publications as Business Week and the Boston Globe as one of the leading discount telecom providers in the nation. AireSpring has been voted by its peers in the TelecommAssociation as the “Members Choice” top reseller for three consecutive years (2006-8). To date, Airespring has set the record for more Telecomm Association awards (11) than any other carrier/reseller. AireSpring has also received the Reader’s Choice Award from Phone + magazine.

How about

About AireSpring

AireSpring is one of the leading discount telecom providers in the United States, processing over 2 billion calls per year. We offer a broad range of innovative communications solutions at competitive prices to corporate and residential customers.

All the other stuff your customers don’t care about and gets in the way of figuring out how you can help them. Just a thought.

According to best selling author and consultant Kevin J. Clancy, Ph.D, 84% of marketing programs disappoint the creators and that the Marketing Science Institute found that advertising had to be doubled to increase revenue by 1%. Dr. Clancy spoke to the annual joint meeting of Boston chapters of SCIP and the Association of Strategic Planning on March 26, 2008.Why are marketing returns so low? “Decision making based on intuition—a habit that dies hard.” Also, “using competitors to guide decisions.” While these two reasons may appear to be contradictory, they both result from poor use of information.

Thanks to Knowledge is Power.

If you’ve done your homework, surveyed the market and have the data to prove your position, skip this post. If you believe you understand the market and don’t need to talk to the market to validate your opinions read on. Maybe it’s your ego or your arrogance that prevents you from talking to the market. Maybe it’s fear. Either way, statistically, you’re a train wreck waiting to happen.

Let me walk you through it. You worked in an industry for a number of years. That experience gives you a sense of intuitive understanding of the industry and what makes it tick. More than likely you were in a mid-level position where you had the benefit of seeing life in the trenches. During this time you saw a set of recurring problems and maybe even formulated some technical solutions to address them. You presented your ideas to management, who didn’t embrace your enthusiasm for the problem. You’re frustrated, hurt and maybe angry. You develop an “I’ll show them” attitude and strike off on your own.

In your spare time you develop a prototype and begin to show it to your peers. Your peers give you glowing feedback and reinforce your sense of importance. You are on your way to being rich.

You get introduced to angel investors who are struck by your enthusiasm and command of the problem. They give you the seed capital you need to take your idea to the next level. You hire a few developers with the goal of moving from prototype to commercial ready.

You spend the next 6 months heads-down developing the solution. You know what features need to go into the product. After all, you lived the problem and know how to fix it. There’s no time to survey the market and talk to decision makers. You know the problem and you have the answer.

Three months into the project you begin to get feedback from the team about specific features that might be missing. They’re smart guys so they’ve started poking around to identify competitive alternatives and what they’re offering. You’re annoyed by the distraction. The competitors don’t get it. You have the answer.

Your team delivers the product in 6 months on budget as planned. Investors are happy with your project management skills and assure you they can help raise more money when needed. It’s now reckoning time. The product is ready and you’re ready to launch.

You start your product launch carefully. Since you don’t have a big budget you prefer to do a soft launch and to get the product into the hands of a few customers. You reach out to the peers in your network, get a few meetings and demos. You are encouraged by the glowing feedback.

Then nothing happens. No sales. No interest. Nothing.

You panic. It must be the price. We must have the wrong sales guys. Marketing is a waste of money. The prospects don’t “get it”.

Money is running out and your team is demoralized by the lack of sales. They doubt your expertise in the problem and the market. Did they just spend 6 months of their lives building a product that no one wants to buy? How could this happen? They feel betrayed.

It’s happening everyday to startups and big companies. And it can be easily addressed by setting aside some of the arrogance and getting out to talk to the market before it’s too late. What is the problem (in their words)? What are they doing to fix it now (in their words)? How important is this problem in the grand scheme (in their words)?

Technorati Tags: product launch

The PDMA New Product Development Glossary supplies the following definition for New Product Introduction:

New Product Introduction (NPI): The launch or commercialization of a new product into the marketplace. Takes place at the end of a successful product development project.

Since this definition uses three more terms (new product, launch and commercialization) we need to dig further.

New Product: A term of many opinions and practices, but most generally defined as a product (either a good or service) new to the firm marketing it. Excludes products that are only changed in promotion.

Launch: The process by which a new product is introduced into the market for initial sale.

Commercialization: The process of taking a new product from development to market. It generally includes production launch and ramp-up, marketing materials and program development, supply chain development, sales channel development, training development, training, and service and support development.

Putting them together we arrive at

New Product Introduction (NPI): The process by which a new product is introduced into the marketplace. Takes place at the end of a successful product development project.

While the guys at PDMA have done a fairly good attempt of defining NPI, it is fundamentally flawed. The flaw lies in the orientation. It’s an inside out definition from a product development perspective.

Product launch is not the end of the development process it’s the beginning of the sales process.

What if there was no development process? Every day organizations introduce new products to market that are sourced from other parties. Every day established products are launched (or relaunched).

I use a business-oriented definition of product launch that is more encompassing and more accurately describes the desired outcome:

Product Launch is the process of introducing a product to a market in such a way it generates momentum.

That’s what we want to do right? Whether the product is new, a new version or sourced from another supplier our goal is to generate momentum.

Technorati Tags: New Product Introduction, Product Launch