Marketing & Sales Roundtable Planning Successful Company and Product Launches September 2004

Agenda

11:30 ² Introductions/Objectives 11:45 ² Company and Product Launches: Presentation and Discussion 1:15 ² Summary and Wrap-up

©2004 Rosemary Remacle

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The Importance of Launches ´A company«.must choose a launch strategy that is consistent with its intended positioning.µ Philip Kotler Marketing Management Does your product launch plan reflect all of the money and time put into developing the product? 3 ©2004 Rosemary Remacle . The launch strategy should be the first step in a grand plan for life-cycle marketing.

withdrawn from market within 12-18 months Source: New Product News ©2004 Rosemary Remacle 4 .Some Factoids ‡ 85% of new B2B products are failures ‡ 95% of new consumer products are failures ‡ Failures = doesn·t meet company objectives.

Positioning Strategy Process Market Vision Market Drivers Technology Enablers Customer/ End-User Problem(s) Definition Applications Company Product/ Service Match Market Entry Customer Segment Roadmap and Market Segment Leadership Roadmap Market/Customer Segmentation Market Segment Competitive Differentiation Market Entry Customer Segment Critical Need and Total Product Requirements Company Total Product Solution·s Potential Differentiators Competitors· Total Product Solutions· Potential Differentiators Barriers to Adoption Strategy Evidence Positioning Strategy Statement Customer Segments Total Product Assets Technology and Total Product Roadmap Partnerships Critical Needs Product/Market Category Mission Statement Business Model Company Differentiator (Functional) Programs ©2004 Rosemary Remacle 5 .

Positioning Both Company and Product Company Positioning Strategy ‡ Market ‡ Technology Product #2 ‡ Technology ‡ Functions/Benefits ‡ Product ‡ Company Product #3 ‡ Technology ‡ Functions/Benefits Product #1 ‡ Technology ‡ Functions/Benefits 6 ©2004 Rosemary Remacle .

and strategy evidence. of positioning strategy ‡ Start the ¶buzz·. market pull with a consistent message architecture ‡ Support long leadtime sales cycles ‡ Facilitate fundraising 7 ©2004 Rosemary Remacle . to be a market segment leader in product/service category ‡ Build independent third-party validation.Launch Objectives ‡ Unite company around shared objective: making the launch successful ‡ Provide strategy evidence of the company·s intent. and right.

Launch Objectives (con·t) ‡ Establish core technology/system as an extensible platform for future products and partnerships ‡ Establish broad-based awareness and credibility with xxx customer segment ‡ Generate market momentum/Accelerate the sales cycle for Product XXX. delay customer purchase commitments to competitors ©2004 Rosemary Remacle 8 .

technology and product roadmap ‡ Key customers and partners (especially channels) ‡ Pricing and product availability information ‡ A ¶grown-up· website ©2004 Rosemary Remacle 9 . market vision ‡ Technology platform ‡ Product category. team. competitive differentiation ‡ Product details: ¶architecture·. investors.New Venture ¶Launch Phases· ‡ Company funding announcements: PWC MoneyTree. general problem addressed ‡ Product launch: Going ¶public· ‡ Positioning strategy: problem solved. etc. Venture Wire. etc. ‡ Company: Stealth mode ‡ Identify system lite: business cards. (note: may have passwordprotected real site) ‡ Phone listing ‡ Company ¶launch·: Seeding the market ‡ Company: team. industry event attendance ‡ Content-free microwebsite: contact info. market and market entry customer segment.

· a series of targeted announcements leading up to product launch ©2004 Rosemary Remacle 10 . complex buying process Competitive pressures Need market ¶buzz· for funding round Too much competitive information.¶Pre-Announcing a Product·?* ‡ Why? ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ Complex problem/solution = market education Big budget line item product = long budget cycle. too early Market environment can change substantively Product development slips ¶Obsolete· an existing product Analysts/Media won·t cover ¶the real deal· ‡ Risks? * Often executed as a ¶crescendo launch.

standards.¶Pre-Announcing· Tips ‡ Do ‡ Describe key elements of technology ‡ Explain benefits of technology/potential applications enabled ‡ Articulate initial total product assumptions (services. partnerships. provide specifications ‡ Announce pricing ‡ Provide precise launch date ©2004 Rosemary Remacle 11 .) ‡ Don·t ‡ Name product. etc.

Launch Dependencies: Strategy Evidence Product Concept Go/No Go Preliminary Positioning Strategy Go/No Go Business Model Beta Product & Reference Customers Go/No Go Positioning Strategy Validation Be prepared to postpone for key pieces of strategy evidence! Launch Planning Strategic Partnerships (channel) Post Sales Support Plan Go/No Go Ongoing Market Reinforcement } 18 months ©2004 Rosemary Remacle Launch Date 12 .

customer segment profile .positioning toolkit .buying decision process ©2004 Rosemary Remacle 13 .Launch Plan Outline ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ Positioning Strategy Statement and Message Architecture Objectives and Strategies Competitors/Competitive Response Market leverage/Influencer plan Sales training and lead generation (closed loop) Marketing programs materials Schedule/Timeline Momentum milestones Appendix .

conferences. site sponsorships ‡ CD. Flash demo ‡ Customer seminars ‡ Data sheets. suite briefings ‡ Advance press and analyst tour ‡ Speaker program ‡ Regional field sales champions ‡ User groups.Launch Checklist: Some Strategy Evidence Options Positioning Toolkit ‡ Sales. swap-up program ‡ Trade shows. list promotions ‡ Newsletters ‡ Sales. company backgrounders ‡ Testimonials ‡ White papers ‡ Web site update ©2004 Rosemary Remacle 14 . channel launch. channel strategy ‡ Product Release schedule Programs ‡ Ads. training ‡ Trial. eloqua. events. customer councils ‡ Webcasts/Webinars with guest experts: customers.com. Materials ‡ Brochures ‡ Data sheets. etc. analysts. application notes ‡ Direct mail. application notes ‡ Presentations ‡ Price lists ‡ Product catalogs ‡ Product demonstrations ‡ Product roadmap ‡ Press releases ‡ Technical articles ‡ Technology. partners ‡ Lead management system«salesforce. e-mail.

Interactive Marketing Weekly Status and Project Management Sales: Customer Advocates Content Product Development/ Technical Marketing: Data Sheets & Demos Press/Analyst Relations. Simulation Strategies Launch Program Manager Shows. Investor Relations ©2004 Rosemary Remacle 15 .Launch Manager is ¶Command and Control· Creative. Conferences. Materials Production CTO/Guru: White Papers. Website. Events Strategic Partners.

Conferences. Website. Interactive Marketing Product Marketing: Data Sheets & Demos Marcom: Tradeshows.Launch Responsibilities Launch Strategy Marcom: Creative. Collateral CTO/Guru: White Papers. Events Marcom: Press/Analyst Relations. Simulation Strategies Product Development: Product Availability Biz Dev: Strategic Partners Sales: Customer Advocates Content Finance: Investor Relations Launch Manager and Champion ©2004 Rosemary Remacle 16 .

Developing Strategy Evidence: Market Leverage Model Education Market Segment Company I N V E S T O R S S A L E S C H A N N E L T A R G E T A C C O U N T S P A R T N E R S I N D U S T R Y A N A L Y S T S F I N A N C I A L A N A L Y S T S T R A E D D E I T P O R R E S S S B U S I N E S S E D I T O p R R S E S S Market Entry Customer Segment Validation ©2004 Rosemary Remacle 17 .

Gurus Industry Organizations Names Relationship/Objective/Program Company Owner Industry analysts Financial analysts ©2004 Rosemary Remacle 18 .Market Leverage/Influencer Plan Category Investors Sales Channel Beta Customers/ Targeted accounts Industry Partners. Leaders.

Launch Pitfalls ‡ Launch planning starts too late in product development process ‡ Positioning strategy half-baked and untested. channels. measurable goals ‡ Lack of fully integrated plan (from product management to marketing communications to product development) ©2004 Rosemary Remacle 19 . launches): lack of launch manager. market leverage and message models. externally ‡ Not enough (credible) strategy evidence: bug-free product. plan. customer support ‡ Proper market foundation has not been laid. launch objectives.customer testimonials and references (negotiated into contracts). the right ² at least one Tier 1 . no one has heard of the company or product ‡ A non-programmatic approach (¶escapes· vs. application notes and documentation.

Summary and Wrap-Up The Launch Plan is the chance to get the company and product off to a good start in the market! ©2004 Rosemary Remacle 20 .

net ©2004 Rosemary Remacle 21 .Presenters ‡ Rosemary Remacle. Consultant Market Focus 408-244-0412 rosemary@mktfocus.

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