Winning Product Launch StrategiesIdentifying, creating and maintaining the pharmaceutical industry's growth driversTop five reasons to buy this report...The new management report, Winning Product LaunchStrategies: A case study-based analysis of best practicein pharma, reveals the most successful product launchstrategies that have propelled market leaders to theirpositions and highlights the critical success factors that canbe used as a benchmark for future strategy formulation. The case examples analyzed in this report will help you to minimize the set-up time and costs of experimentation by learning from the industry's leaders. This new report willenable you to determine how to position a newproduct for launch from immature, through to maturetherapeutic markets, generating higher profits andgreater market presence.Sales &marketingRevenuesMarket TimeconditionsClinical competitivenessLaunch and post -launch phaseClose to launchEarly pre-launchand throughout lifecycleDruglifecycleMajor attributes influencing first year market shareca. 2 yearspre-launchLaunchca. 1 yearpost-launchSales &marketingRevenuesMarket TimeconditionsClinical competitivenessLaunch and post -launch phaseClose to launch

Early pre-launchand throughout lifecycleDruglifecycleMajor attributes influencing first year market shareca. 2 yearspre-launchLaunchca. 1 yearpost-launchFigure 1.4: Application of SimScore attributes to the launch processSource: Winning Product Launch Strategies"The rationale behind the SimScore methodology is used to provide aconceptual framework for analyzing different market penetrationstrategies. While the SimScore methodology focuses on first yearmarket performance, the case studies presented in this report place this into the context of product uptake after launch, which in manycases covers the first few years on the market. ..."page 2Reduce set-up time and costs of experimentation by learning from the industry's leaders.Determine how to position a new product for launch from immature through to mature therapeutic marketsUse a proprietary SimCast methodology to determine firstyear market share.Support your in-house decision processes with up-to-dateglobal sales data and forecasts to 2008.Understand how the major determinants of first yearmarket share vary with increasing therapeutic marketmaturity.-1,0002,0003,0004,0005,0006,0007,0008,0009,00010,0001997 1998 1999 2000 2001 2002Year

Sales ($m)Lipitor Celebrex ViagraFigure 1.2: Lipitor, Viagra and Celebrex: three of the mostsuccessful new product launches of all time"Lipitor, Viagra and Celebrex each broke through the $1bn sales mark within their first two years on the market, thereby increasing the use of the term 'megabrand' within thepharmaceutical industry. Such high profile products are generally created by targeting disease markets with large patient populations and/or high public awareness…"Source: Winning Product Launch Strategieswww.GlobalBusinessInsights.comTable of contentsWinning Product Launch Strategies: A case study-based analysis of best practice in pharmapage 3CHAPTER 1: CAPITALIZING ON THE LAUNCH PHASEBehind every successful product is a successful launch strategy• First year performance as a measure of overall ` success• The most successful new product launch of the year• Soon, even blockbuster sales won't be enoughModeling product positioning and performance• Influencers of launch success:- Clinical competitiveness- Corporate sales and marketing capabilities- The SimScore scoring system• Framework for analyzing market penetration strategies CHAPTER 2: LAUNCH STRATEGY CENTERED ON CLINICAL DIFFERENTIATIONDifferentiating by clinical criteria• Defining the clinical profile• Optimizing the use of clinical dataCase profiles: successful first year penetration through clinical differentiation• Singulair: carving a new role in the treatment of asthma- Role of promotion in the asthma market- Singulair's launch strategy- Sales performance to date- Conclusions: accounting for Singulair's success inthe stable asthma market• Strattera: bargaining on non-scheduled status to optimize first year market share- Tailoring trial design to unmet needs

• Celebrex: taking on Vioxx to be the first to offer an improved clinical profile- Celebrex's launch strategy: drawing upon clinical and promotional strengths to maintain first to market advantage- Vioxx's launch strategy: playing catch-up as second to market- Continuing the battle for market share into the plateau phase: line extensions and comparative trials expand use- Promotional strategy- Sales performance to date- Conclusions: what made Celebrex class leader within only one year of launch?Best practice recommendations: leveraging clinical trial data in market launch strategiesCHAPTER 3: ADJUSTING TO THE COMPETITIVE LANDSCAPEInfluences on launch market dynamics• Designing launch strategy for existing market dynamics• Case profiles: impact of existing competition on product uptake- Gleevec: the benefits of an aggressive, pre-launch PR strategy in revolutionizing an immature market- Nexium: switching strategy targets physicians and patients- Cymbalta: targeting the symptoms of depression to fulfil unmet needs in a competitive market- Xigris: suboptimal launch strategy undermines sales growth in potentially lucrative marketBest practice recommendations: adjusting to existingmarket dynamicsCHAPTER 4: OPTIMIZING SALES AND MARKETING STRATEGYDifferentiating by sales and marketing strategy• Gaining external expertise: choosing the best licensing option• Leveraging corporate sales and marketing capabilitiesCase profile: impact of sales and marketing investment on new product success• GlaxoSmithKline: supremacy in asthma promotion drives strong Advair launchCase profiles: increasing therapeutic or geographicleverage through licensing agreements

• Noven: linking up with Novartis to penetrate the mature women's health market• Schering-Plough: leveraging Merck & Co.'s cardiovascular experience to move on from Claritin's patent expiryBest practice recommendations: leveraging corporate sales and marketing capabilitiesCHAPTER 5: CONCLUSIONS: MODELS OF BEST PRACTICE IN MARKET LAUNCHPenetrating less mature therapeutic markets• Leveraging clinical differentiation• Adjusting to the competitive environment• Optimizing sales and marketing strategyPenetrating more mature therapeutic markets• Leveraging clinical differentiation• Adjusting to the competitive environment• Optimizing sales and marketing strategy

New Product Development Process: Steps to Develop New Products and Services

You don't have to be Thomas Edison to invent things. You may have no interest in

developing a better mousetrap or a bigger breadbox or a brighter light bulb. But that

doesn't mean that you won't need to do product or service development.

Today's businesses offer customers many choices - global choices. If you sell widgets

and so do 1000 other people, it's hard to get your name out there. Price can be a

business killer to compete on, because someone's always able to do it cheaper than

you. So what's the solution?

New product or service development: Taking your current offerings and somehow

making them different or better. Here are the steps you'll take in product

development:

1. Idea generation. Use creative idea starters like brainstorming to help you

find the ideas you're looking for. A site like www.mindtools.com has some great

thinking resources for you to improve your ability to think outside of the

proverbial box. Try to combine two products you have into a single package or

perhaps a product and a service, something to set your offering apart from

others. If you can't think of anything, try considering a partnership or joint

venture with another company.

2. Analysis. Analyze the potential success by asking some of your customers

what they think. You don't need to do anything formal, just do some informal

polling with the people who come in the door or through your opt in newsletter.

Give them a couple of different options and ask them which one they'd buy if they

were in the market for whatever you are selling.

3. Development. If you're packaging products or services together that already

exist, the job is mostly done for you. However, you will still want to consider

branding them as their own item. A simple example is the combination of 3

simple products (a burger, fries, and soft drink) into another product that is

separately branded (a McDonald's Happy Meal).

4. Testing. Although you did take a poll, polls are not always accurate. After all,

you're not asking people to actually pony up with any money! This is where the

rubber meets the road and you need to find out if people are actually willing to

buy your new and improved product. Be ready to make instant changes, if

necessary, including raising or lowering the price or offering other incentives to

move the product.

5. Marketing. After the testing stage has helped you refine your product a little

more, you can move on to actively marketing your new product on a full scale,

hopefully with noticeable improvements in sales.

Is business growing stale? Want to breathe new life into your product line-up?

Consider becoming an "inventor" and developing ideas to help you sell more

products. You may want to think about:

Packaging two products together.

Finding joint ventures of complimentary products

Offering your product as a way for other people to start a business.

Finding a new use for your product.

Selling unassembled do-it-yourself version.

NEW   PRODUCT DEVELOPMENT

.   new product development techniques

.

This page used in the following courses taught by Prof. Richardson .

CCT 322 BUS 106

BCS 555 MRK 106

.  

New ProductDevelopmentProcess

....

New Product Development

Five steps in the New Product Development Process, as understood by most marketing textbooks

1. Idea Generation 

brainstorming - thinking about it  creating a new product based on some observed need thinking of a new product based on some accident or chance circumstance

2. Screening  getting opinions from 

o employeeso potential customerso mediao government

what are the weaknesses of existing products that are similar is there any competition for a new product What are the industry sales and market trends the product idea is based on

3. Idea Evaluation / Concept Development  estimate costs, revenue, profit,  do market research  target market segmentation

o describe the main group of people who will be the first customers

4. Development of Product / Business Analysis physically design and manufacture the product  estimate likely selling price based upon competition and customer feedback estimate sales volume based upon size of market  produce a physical prototype or mock-up test the product (and its packaging) in typical usage situations

5. Commercialization  "make enough to sell" 

o manufacture a large amount to send out to the stores that will stock the items so enough inventory on hand for the public to buy

 launch "promotion campaign"

 

. 

While the Dilbert cartoon is funny, it represents the challenge that companies always have coming up with new products

people like using the old product - especially software products that take some time to learn

people don't like the expense of a new product people don't like it when parts or tech support is not available for an old product so the

resent companies always churning out new products people want to wait until the new product has been on the market for some time so they

can evaluate whether it is useful to switch or not

o one of the prime reasons companies feel compelled to come out with new models is because of the competitive environment - their competition will see what is selling, and make a new version with better features, so the original manufacturer has to come up with a "new and improved" model or customers will switch to the competition

Shapiro book, 

10th edition Chpt 7 page 209

also Chapter 10 

 of the MRK 106 text

and Chpt 4 

 of the BUS 106 Text

.

1. Idea  Generation

Five steps in the New Product Development Process

1. Idea Generation - thinking about a new product or service

sources of where new ideas come from (see also  www.witiger.com/internationalbusiness/countryinfo.htm ) 

employees feedback from sales staff who get comments from customers direct feedback from customers news stories government agencies

o new regulations established may require some innovations industry associations consumer surveys competitors see  www.witiger.com/ecommerce/competitorintelligence.htm 

accident and chance

.

2. Screening Five steps in the New Product Development Process

2. Screening - obtaining opinions from potential users

sources of where you can obtain opinions

employees o do they think the new product will sello can they see themselves being able to sell the product compared ti the

existing product line-up customers

o can be done with a survey, formal or informal

"what do you think if we came out with this..."o customer opinion may help you tweak features of a new product, eg.

colour, shape, size, pricing media

o newspaper stories may discuss a similar product being launched in another part of the world and the initial feedback may help you decide how to develop your product

o newspaper stories may discuss deficiences in existing products which may suggest new opportunities

o online blogs may discuss cuistomers disastisfaction with a certain product, which may provide ideas to inventors or a new product or service

government agencieso rules and regulations may have some limitations on what your new

product can do

o some government agebncies can tell you if a new product is complient with pollution controls, or language laws or labelling rules

.  

New Product Development and the Net 

 Chpt 8 in Hanson

New Product Development - physical products - cyber products 

Internet Time Two important apsects, says Prof. Ward Hanson in his book

First - it refers to the rapid change and evolution of

internet tools,  markeplace (the customers)  business practices

Second - it is also the acceleration of  new product development,  competitve activity 

and business tactics that are made possible by the internet

.  

New ProductDevelopmentProcess 

 Chpt 7 p. 209

How New Product Characteristics affect adoption, as explained in the Shapiro book, 10th edition Chpt 7 page 214

1. Relative Advantage - the Competitive Environment ... better price than competition ... better features than competition 2. Compatibility - does it fit with what the consumers want to do 3. Complexity - is it easy to use - adoption resistance must be comparably low 4. Trialability - you have to get people to sample it 5. Observability - can you actually see it work - is it obvious it is effective and saves time and money

Brainstorming Techniques By Bobette Kyle

Truly unique concept development is a struggle, which explains much of the “copying” that goes on within

any given industry. Our new business, product and service ideas often have existing products and services

as a base, producing only incrementally different results. The key to “breaking out of the box” is creative use

of brainstorming techniques, which allows you to see opportunities in a new light.

What is Brainstorming?According to Wikipedia “brainstorming is a group creativity technique that was designed to generate a large

number of ideas for the solution of a problem.” Brainstorming business ideas should be uncensored. No idea

is dumb or impossible, and each person’s contribution is equally valuable. The mail clerk’s ideas are as

valued as the President’s.

In order to step outside of the existing business or industry framework, participants must “erase” their

memories and pretend they know nothing about what is (or is not) possible. Consider each idea with equal

thoughtfulness, no matter how outlandish. The task at hand when brainstorming truly unique business ideas

is to free-associate, generating as many ideas as possible.

Brainstorming via the Five SensesThere’s nothing more boring than a sterile conference room. Yet this is where many new business idea /

concept development sessions take place, in a room with four blank walls and no stimuli (far from the best

atmosphere for brainstorming new ideas). Brainstorming sessions need “springboards” to get the creative

juices flowing.

One brainstorming technique for breaking out and generating innovative business, product, or service ideas

is to get all of the external senses involved. Try filling colorful gift bags with small items of different textures,

tastes, appearances, ingredients, sounds, and smells. In the brainstorming session, break into small groups

of three or four people and give each group a bag. Have each group sort through its bag, imagining how the

sensory aspects could be incorporated into a new product or other new idea. After about 20 minutes of

digging through the bags, discussing, and writing down ideas, allow each group to present their ideas. You

will find yourself with many more great ideas than you can execute.

Brainstorming via TrendsAnother approach to brainstorming business ideas is to study trends. Business and general interest

publications; the Internet; and trade journals can be effective brainstorming tools for several reasons:

- The general publications contain articles across several industries ? and society in general ? which is good

for brainstorming new ideas that can apply to your own industry.

- Business publications often include a mix of short articles (good for brainstorming ideas based on what

others outside your industry are doing) and in-depth reports (good for new product concept development

based on trends).

- The Internet reflects trends on a real-time basis. Social bookmarking sites and blog directories (such as

del.icio.us and Technorati), track and report the hottest topics. Wordtracker monitors online searches,

reporting the top 100 daily.

- By skimming a variety of business related articles (news articles, features, human interest, and analytical

pieces) you broaden your idea base, which results in more new product ideas.

Applying the TechniquesBoth of these brainstorming techniques can be used for any activity that requires innovative, new business

ideas. In addition to new product development, they can be used to generate ideas for online products and

services, new marketing strategies, business taglines, and more.

No matter what your brainstorming techniques, remember two rules: 1) no censoring and 2) use your senses

and current trends as springboards for new ideas. Do this and your brainstorming sessions are sure to be a

success.

Additional Brainstorming ToolsThe brainstorming techniques described in this article are, of course, not the only ways to generate new

strategies through brainstorming. For more brainstorming session techniques, study the following products:

- Thinkpak: A Brainstorming Card Deck

- Brainstorming: Techniques for New Ideas

- Brainstorming Reinvented: A Corporate Communications Guide to Ideation

About the AuthorBobette Kyle draws upon 20+ years of Marketing/Executive and planning positions, business ownership,

online marketing experience, and a marketing MBA as inspiration for her writing. She co-owns Lifestyle

Inspirations LLC (MY LIFE MATTERS Womens Personal Planner) as well as publishes

New Product LaunchesMany new products are launched into the marketplace with little prior planning for targeting the customers, creating a sales strategy, developing a distribution strategy, training the sales force, and integrating the competitive strategy. This mistake significantly reduces or eliminates any potential profit the product may have, and greatly increases the sales development time. These problems must be avoided if a company wants to survive in today's competitive marketplace.

10 Ways Market Engineering Can Help Make New Product Launches More Successful

1. Identifying the best customer segments for penetration

2. Positioning the product successfully against competition

3. Optimizing impact of sales strategy

4. Creating a system to maximize sales leads while minimizing marketing expense

5. Basing sales strategy on customer benefits rather than features

6. Making the team market-driven rather than technologically driven

7. Setting sales goals based on market potential, not staff's guesses

8. Reducing sales development time and maximizing profit

9. Improving market efficiency

10. Identifying optimal mix of marketing tools and distribution channels to maximize sales

Market Engineering Checklist for Product Launch

Market Engineering cross-functional team training

Determination of Market Engineering Measurements

Completion of customer survey

Focus group performance

Beta sites on product

Selection of distribution channels analyzed

Sales targets based on market size and potential

Design of lead generation programs

Design of market-based pricing strategy

Lead tracking systems

Design of public relations strategy

Design of sales strategy

Design of marketing strategy

Competitive analysis and benchmarking

Design of customer database

Development of customer database

Design of market monitoring system

Buying, reading, and implementing Customer Engineering

The following questions will help our consultants target their strategic consulting advice to your specific situation. Once we receive this information, our consultants and market analysts will analyze your situation based on the Frost & Sullivan world database of market information, applying years of practical industry experience and current market conditions. There is no obligation and no cost for this service. Please take time to answer the questions in as much detail as possible. Your responses will be kept strictly confidential and will only be used to create carefully targeted strategic advice.

Have you purchased any Frost & Sullivan products in the past?

Had you heard of Frost & Sullivan before today?

Challenge Questions

1. Into what market will the product be launched?

2. What customer segments will purchase the product?

3. For what applications will the customer use the product?

4. Into what geographic segments will be sold?

5. What are the benefits for the customers?

6. What is the price/performance ratio relative to the competition?

7. Who are the principle competitors?

8. What will make your product unique in the market?

9. What percentage market share is targeted at end of year one and year three?

10. What percentage of the customer base currently uses this product?

11. From what distribution channels do customers purchase today, by percentage?

12. What influences the customer's decision to buy?

13. How will competitors position themselves against this product?

14. What is your sales strategy?

15. What is your marketing strategy?

16. What Measurement of Performance will you use to track success?

17. Can you provide the following Market Engineering Measurements on this market?

CHARACTERIZING  AND  IMPROVING

THE  PRODUCT  DEVELOPMENT  PROCESS

Kenneth CrowDRM Associates

© 2001 DRM Associates   All rights reserved. May be printed for reading, reference & distribution with attribution. Other use prohibited.

Product Development

Forum

NPD Body of Knowledge

Product Development

Metrics

Guidelines for NPD Processes &

Procedures

Capability Maturity Model

NPD Process Tools

NPD Business Process

Reengineering

DRM Associates

Over the last decade, businesses have focused attention on documenting, improving and even reengineering business and manufacturing processes. Focusing this type of attention on repetitive, high-volume business and manufacturing processes provides a great deal of leverage from any improvement efforts. New product development (NPD) is often one of the least repetitive, lowest-volume processes in most companies or business units. The typical frequency of performing this process ranges from one to 100 projects per year in the vast majority of companies or business units. As a result, management frequently looks at NPD as 1.) more of an art than a defined business process, 2.) involving highly-paid knowledge workers who don't need a well-defined business process, and/or 3.) not as worthy of the effort to characterize and improve as are other business processes.

In addition, the typical duration of NPD projects ranges from six months to six years. As a result, development personnel don't have the opportunity to learn from and to refine the development process through repeated use on an individual basis. With the rapid pace of technology evolution, the hiring of many young engineers in some industries, high turn-over rates, it is not unusual to see development personnel with keys roles in a development project, but who have not gone through a full development cycle on a prior project within their companies. In short, many development personnel have little understanding of or practical experience with any standard NPD process in their companies.

Contrary to this situation, the development process is critical to achieving time-to-market, development cost and risk, and the product's cost, quality, and performance on a consistent basis. The Capability Maturity Modelstages of evolution or levels of capability or process maturity. This serves as a framework for discussing requirements for the NPD process. The first stage, ad-hoc, represents the conditions described above.

The process must be characterized and documented. Unless it is, it will be difficult to assure understanding and agreement on what the process in fact is, difficult for all development personnel to understand the process in a consistent manner, and difficult to communicate that process to new personnel. We have found the following to be useful elements for completely characterizing and documenting an NPD development process:

Process flow diagram (Example) Process step description including required inputs, required outputs,

responsibilities, and supporting tools (Example) Description of each process step output, minimum standards related to

that output, or a good example of the process output Roles and responsibilities for performing each process step or

producing each process step output (Example) Description of each design review and gate review (  Example

participants, required information (process step outputs), and agenda Criteria for prototype product builds (Example)

The process must be repeatable. If the process is characterized and documented, it must then be 1.) effectively communicated to development personnel for them to understand and 2.) an emphasis placed on consistent use of the defined process. The advantages of having a repeatable process must be communicated. It is easier to plan and initiate a new project because development personnel understand what must be done and how to go about it.

A common process provides greater personnel flexibility and facilitates moving people into and out of a project as the need arises. It increases personnel's overall understanding of a project, the requirements they must meet and their interfaces with other development personnel.

The process must be flexible to tailor to the needs of different type of development projects. The process steps and outputs (as well as the cost, schedule and risk) of developing a totally new product with new processes and new markets should be more extensive than the process steps and outputs for a product upgrade or enhancement. These differences need to be understood and an approach established to allow tailoring of the standard NPD process to the needs of a development program.

The process must be managed. There are two aspects to "being managed". First, the development process is monitored to assure an adequate level of performance through establishment of appropriate product development metrics. Second, there are appropriate management controls in place to help assure the desired results. These controls are in the form of design reviews and stage-gate reviews. Design reviews focus on addressing the technical requirements of the development program and the stage-gate reviews focus on addressing the business requirements. These reviews need to be balanced with empowering the teams and preventing delays in the development process (e.g., "hard" vs. "soft" gates).

While product development may not be a highly repetitive process, the investment in characterizing, improving and managing this process is significant because of the leverage that new product development has on the enterprise and its profitability.

The key points for managing the NPD process is as follows

New products are developed using processes that are explicitly documented.

Development personnel understand and follow the NPD process Improving the NPD process is the responsibility of management as well

as all product teams. Improvement of the NPD process occurs through accumulation and

analysis of "Lessons Learned". Development process outcomes agree well with predicted expectations

and results are repeatable. The development process addresses the complete product life cycle. Process metrics are aligned with management goals for the NPD

process. Development process metrics are quantitative.

ABOUT THE AUTHOR

Kenneth A. Crow is President of DRM Associates, a management consulting and education firm focusing on integrated product development practices. He is a distinguished speaker and recognized expert in the field of integrated product development. He has over twenty years of experience consulting with major companies internationally in aerospace, capital equipment, defense, high technology, medical equipment, and transportation industries. He has provided

guidance to executive management in formulating a integrated product development program and reengineering the development process as well as assisted product development teams applying IPD to specific development projects.

He has written papers, contributed to books, and given many presentations and seminars for professional associations, conferences, and manufacturing clients on integrated product development, design for manufacturability, design to cost, product development teams, QFD, and team building. Among many professional affiliations, he is past President and currently on the Board of the Society of Concurrent Engineering and is a member of the Product Development Management Association and the Engineering Management Society. For further information, contact the author at DRM Associates, 2613 Via Olivera, Palos Verdes, CA 90274, telephone (310) 377-5569, fax (310) 377-1315, or email at kcrow@aol.com.

roduct Launch Templates, Tips, Samples, Examples & Resources

Product Launch Toolkit™ NEW! Version 2.0Plan and execute high-impact product launches using templates, samples, guidelines/tips, a narrated on-demand training presentation seminar and other tools and resources. 

Price: $99 Money Back Guarantee!Limited time offer - get theProduct Reviews Toolkit($99) FREE!

An effective product launch can make a huge impact on whether a product succeeds or fails in the marketplace.

The Product Launch Toolkit includes everything you need to maximize your launch and get the highest possible revenues as a result. It includes a a narrated training seminar to teach you about every aspect of product launches, as well as 20 templates, samples, plans and more. Based on twenty five years of experience and dozens of product launches, the toolkit teaches best practices and gives you the tools, templates and training you need so that you can:

Beat your revenue goals

Position your product strongly against competitors

Create maximum "buzz" with customers & the industry 

Save time creating launch &

The Product Launch Toolkit version 2.0 is anINSTANT ELECTRONIC DOWNLOADthat includes training, launch templates,

samples, guidelines and tips to teach youbest practices to maximize your launch

and avoid costly errors.

planning documents Learn best practices for product

launches Avoid costly (and possibly fatal)

mistakes Give your product the best possible

chance of success 

Leverage traditional and social media marketing

Create more compelling and effective launch plans & execute them better

Get the executive buy-in and budget you need 

Give your product the best possible chance for success  Leverage the learning and best practices from dozens of product launches Avoid common product launch pitfalls and mistakes 

Save time

Learn everything you need to know about how to plan & execute a great product launch

Eliminate the need to create your own plans and templates from scratch Easy to use click-and-type templates in Word, PowerPoint and Excel format Focus on content, not formatting Fully customizable - add your own company logo, header and footer information, etc.

Comprehensive toolkit includes everything you need to get started

Narrated on-demand training presentation How to Plan & Execute a Successful Product Launch- The Value of a Well-Executed Launch- Types of Launches - Setting Goals - Critical Elements of a Successful Launch - Creating an effective marketing mix- Utilizing social media such as Facebook, LinkedIn, Twitter and YouTube- Choosing which marketing program to use- Calculating your launch return on investment (ROI)- Messaging, positioning, features and benefits and unique selling propositions (USP)

The 42 slide narrated presentation seminar teaches you how to plan andexecute a successful product launch and how to avoid common mistakes.

TemplatesFor the most common product launch plan documents (20 templates included)

- Product Launch Plan (Word Template - Modern, Plain & Professional designs)

- Product Launch Timeline Generator (basic for Excel 2003/2007 - automatically generate the entire schedule and all critical tasks by just entering the start date in Excel 2010.)

- Competitive Product Comparison (Excel Template - Blue and Gray and Plain designs) 

- Press Release Background Document(Word Template) 

- Press Release (Word Template) 

- Press Kit Checklist(Excel Template)

- Product Overview One Pager (Word Template)

- Features & Benefits (Word Template) 

- Product Launch Checklist (Excel Template)

- Product Launch Marketing ROI Calculator (Excel Template) 

- Product Launch Marketing Budget (Excel Template)

- Collateral & Sales Tools Checklist (Excel Template)

- Competitive Feature Matrix (Excel Template)

- SWOT Analysis (PowerPoint Template)

- Online Advertising ROI Calculator (Excel Template) 

- Positioning Statement & Matrices (PowerPoint Template)

- Press & Analyst Presentation (PowerPoint Template - Blue, Gray, Light Blue designs))

- Customer Presentation (PowerPoint Template - Blue, Gray, Light Blue designs)

- Launch Marketing Budget Worksheet (PDF)

Pre-formatted, well-thought out templates allow you to plan andcreate your product launch documents quickly and easily.

 

The product launch timeline generator lets you automatically generate a timelineand gantt chart showing you every task that need to be completed and what

the deadlines are (requires Excel 2010). Just enter the start date and your timelineis created. Note: you can also manually create a timeline using Excel 2003 or 2007.

The product launch plan template lets you quickly and easily write a well-thought-outlaunch plan to ensure you cover all critical aspects for success. Save time and ensure

you avoid critical errors - just click and type in the template.

The launch and marketing programs worksheet helps you decide whichmarketing activities will be most effective for you so that you can

determine the optimal marketing mix for your launch.

Samples & Examples (Adobe PDF Format)To use as a reference when creating your own launch documents (8 samples included)

- Competitive Comparison

- Features & Benefits 

- Positioning Statement & Matrix 

- Press & Analyst Launch Timeline

- Product Launch ROI Calculation

- Product Launch Timeline

- Product Launch Marketing Budget

- Press Release Sample

Leverage the samples & examples that are included to give you abetter idea of how to create your own documents. 

Guidelines & Tips (Adobe PDF Format)

To give you additional tools and examples of how to run a better launch (7 tips/guidelines included)

- Product Naming

- How to Write Features and Benefits

- Press Release Guidelines

- Top 10 Product Launch Mistakes

- Google AdWords Tips & Strategy 

- Getting Started with Social Media 

- Mastering Twitter in 10 Minutes or Less 

The included guidelines and tips teach you how to do things the right way while avoid