Equilibrar los plazos de ventas y marketing para el lanzamiento de un nuevo producto. ¿Puedes alinear a ambos equipos de manera efectiva?

Aligning objectives is 100%, but there's the nuance that needs to be captured and agreed upon as shared objectives. The negotiated overlap in roles and responsibilities needs to show up as quantified attribution in the OKRs

Estabeleça objetivos claros e compartilhados desde o início. Acredito que ao definir metas interdependentes, que reflitam tanto as necessidades de vendas quanto as estratégias de marketing, podemos criar um senso de propósito comum. Isso envolve não apenas comunicar essas metas de forma transparente, mas também incentivar a colaboração contínua entre as equipes, através de reuniões regulares e plataformas de comunicação abertas. Dessa forma, todos estão cientes de suas responsabilidades e contribuições para o sucesso do lançamento, promovendo um ambiente de trabalho mais coeso e orientado para resultados. Algumas empresas delegam essa "função" a uma área de projetos na qual puxa um cronograma com todos os envolvidos.

É fundamental identificar claramente o posicionamento do novo produto e seu impacto no portfólio, especialmente se ele for substituir algum produto de venda mais fácil, que já auxilia no cumprimento das metas comerciais. Além disso, o desenvolvimento de ações de pré-lançamento e a realização de discussões com os principais clientes ajudarão a ajustar e aperfeiçoar o plano tático.

Joint planning sessions are the linchpin of a successful product launch, ensuring a harmonious sales and marketing symphony. By meticulously mapping out each phase of the launch, both teams can synchronize their strategies to create a crescendo of anticipation and readiness. This proactive approach not only anticipates potential discord but also orchestrates a seamless transition from market buzz to sales action, culminating in a performance that resonates with customers and echoes in the market's success.

I have always been amused in thr corporate world that how one team tries to overshadow the latter's effort, however my perspective is always for a major campaign both teams should be briefed together and milestones should be planned in cohesiveness, each teams actions should be aligned to the overall campaign objectives, this also helps un aligning issues and concerns together and building a sense of belongingness

During my career I saw some product launches without sales being involved. Most of them failed because of lack of identification from sales. It is crucial to motivate all related departments upfront so that also the sales teams transport the message according to marketing plans. Worst thing I saw in my career was a product launch that sales learnt from public ads and not internally.

Planejar juntos é vital para alinhar vendas e marketing. Essas sessões ajudam a definir o cronograma de lançamento, garantindo que o marketing construa a expectativa adequada e que as vendas estejam preparadas com todos os recursos e informações. A colaboração antecipada permite identificar e resolver conflitos, garantindo um lançamento bem coordenado e eficiente para todos os envolvidos.

Make the launch planning public and as transparent as possible. I can assure you no one wants to be part of a poorly executed launch. From field enablement to product readiness, I've found that all stakeholders are invested in making the most impactful, timely launches possible. What I've seen get in the way consistently are: 1. Unclear/not crisp GTM criteria 2. Siloed decision making 3. Mis-aligned risk tolerance thresholds 4. Lack of agility among XFN when things change

O sucesso de um lançamento de produto vem da colaboração entre vendas e marketing. Vendas oferecem feedback direto do cliente, que ajuda o marketing a afinar mensagens e segmentações. Em troca, o marketing compartilha análises e tendências que orientam a abordagem de vendas. Um sistema para troca regular de insights mantém ambas as equipes alinhadas e preparadas para se adaptar às necessidades do mercado.

Sharing insights between marketing and sales is key to refining strategies and improving overall performance during a product launch. Marketing can provide data on campaign performance, customer behavior, and lead quality, helping sales tailor their approach. On the other hand, sales can offer real-time feedback from customer interactions, including objections, preferences, and buying patterns, which can inform marketing's messaging and targeting. This continuous exchange of insights ensures both teams stay informed, agile, and better equipped to adjust their strategies for greater success.

With many stores are in highrise buildings, open for business signs for each stores & stock availability for popular products should be clearly visible. Imagine after fighting for a parking spot, camping for a night, waiting for hours, running on the elevators to the 8th floor, the customer found the item was sold out. War ticket is a good example that digitalization can help.

Bridging the insight gap between sales and marketing is crucial for a dynamic launch strategy. Create a two-way street of information flow: • Implement a 'field insights' channel where sales can quickly share customer feedback • Host bi-weekly 'trend translation' sessions where marketing unpacks market analysis for sales • Develop a shared dashboard tracking key metrics from both teams Encourage cross-pollination of ideas through shadowing programs. Let marketers join sales calls and salespeople participate in campaign brainstorming sessions. Set up a rapid response system to act on critical feedback quickly. This agility can make the difference between a good launch and a great one.

The biggest disconnect in working towards a goal is things happening in isolation and not being fed back to each team. you need to create an open forum for solving issues without finger pointing. This will ensure transparency between each team and ensure that both teams are going out and performing their roles feeling backed by the other. There is also lots to learn from sales who are directly speaking to the customers and knowing the bottlenecks and from marketing who can see the overarching sentiments towards the launch. this will help in a faster and impactful course correction.

O lançamento de um novo produto tem muitas etapas e detalhes, sem um planejamento minucioso, com certeza haverá falhas. Os times deve estar alinhados, bem informados e capacitados de cada etapa do processo. Um grande empenho no pré-lançamento é a comunicação interna, ela vai garantir que todos os envolvidos saibam o que irá acontecer e o que devem fazer. Conforme o tamanho do lançamento e dos times, devem ser feitos dois planejamentos e duas ações, uma interna, para preparar os times, e só depois disso, fazer o lançamento ao mercado.

The issue that I always observed, at least in new-age companies, is the lack of clarity amongst the leadership of the respective sales and marketing teams when it comes to working together. Marketing thinks their only end job is to generate leads and expect sales to close them. Sales mostly expect the marketing team to pass on cooked leads; This gap tends to create more misaligned coordination as both teams fail to identify a common goal and end up chasing unrealistic results. I strongly believe that sales and marketing should be looked at from one lens. The marketing team needs to learn and implement a bit of sales, and the sales team needs to actually understand a bit of how marketing works.

I agree with many of the points shared in this article. Having a clear primary SMART goal for the organization is essential. From there, both sales and marketing teams can pull the right levers to ensure the goal is met. However, regular communication and collaboration are key. Marketing creates demand, and its impact is amplified when the sales team is sharing the same message and story, both inbound and outbound, aligning with that primary goal. For physical product launches, from market research to setting the price, sales channels, forecasts, and post-launch promotions, tight coordination is required. Marketing needs sales, and sales needs marketing—they work best together.

The proper coordination of activities between marketing and sales is a fundamental element for success in terms of brand reputation as well as awareness and hesitation to our products. As long as the sales pitch is more adherent to the marketing inputs, the better is the chance to have a successfull launch and healthy sales process.

Guess #can is not the question here ,well it has to be aligned as for a product launch various aspects including the sales & marketing goes hand in hand & proper delegation across various stages & phases is must .Well have always believed in a #reverse #engeneering approach to go about any GTM of the product with creating an #equilibrium & balance so that the various stakeholders involved chip in with apt value & proper utilisation of #time .Also for a product creating a connect with the consumers is a prerequisite before any funnel leading to sales &finallytransactions which is the gist but creating that value proposition & marketing music before pushing the sales paddle is basic .Ending up by just penning down #youcantsell if youcanttell.

It's unlikely that your first integrated collaboration between your marketing and sales team will be wholly successful - there will still be issues to work out. However, after each collaboration, it's crucial to evaluate what went wrong and what went right so you can avoid the former and continue implementing the latter. Both teams should gather quantitative data that demonstrates the extent of their effectiveness (i.e., sales conversion rates, customer feedback, lead generation numbers) so that they can build more effective timelines and strategies for future projects.

Post-launch analysis is where the real magic happens. It's not just about celebrating wins or dissecting failures—it's about evolving your entire go-to-market strategy. • Conduct a joint 'launch autopsy' session within a week of launch • Create a shared dashboard tracking key performance indicators from both teams • Implement a 'lessons learned' database accessible to all stakeholders Don't just focus on numbers. Gather qualitative feedback from customers, partners, and internal teams. These insights often reveal the 'why' behind the data. Use this analysis to refine your launch playbook.

Always evaluate. look at what is working, test theories. sometimes, getting sales to evaluate marketing and vice-versa would be beneficial to create a varied perspective.

The post launch activities are key elements for the mid and long term success of the product and service portfolios. Once real data is available after the launch, this can be compared to the pre launch assumptions to understand how effective and assertive the sales process is versus the project assumptions. Short term interventions during the first 6 months are essential to avoid over spendings on sales & marketing and/or to maximize the ROI of the commercial efforts. The ultimate target is to achieve the targets as much as possible with the lowest cost and efforts.

While quantitative data analytics around quotes, orders, and funnel data are essential for evaluating the success of a product launch, it is typically the qualitative feedback from sales and customers that provides the most insight. Using input from sales teams, customers, focus groups, and others, it is more possible to get nuanced information to help fine-tune the messaging and marketing strategy to optimize success.

Maintaining momentum post-launch is essential for long-term brand success. It’s crucial for sales and marketing teams to not only align their strategies but also to continuously innovate and adapt their approaches based on market feedback. By leveraging data analytics, both teams can identify trends and customer preferences, allowing them to refine their messaging and campaigns. This collaborative effort not only keeps the product relevant but also fosters a deeper connection with the audience, ultimately driving sustained growth and enhancing brand loyalty. In an ever-evolving market landscape, agility and responsiveness are key to transforming initial launch excitement into lasting brand engagement.

Most important to maintain momentum is to listen to each other (sales and marketing) and most of all to the customers. Did we provide the necessary information about the new product? Is it understood in the target market? Did we reach out to the correct channels? Getting use cases as soon as possible is essential and helps as well selling but also providing fresh content after the official launch.

Sustaining post-launch momentum is where true market leaders are born. It's not about maintaining a spark—it's about fanning it into a roaring flame. • Create a '90-day ignition plan' to keep the energy high after launch • Implement a 'content cascade' strategy, releasing new materials at strategic intervals • Establish a 'win wire' where sales and marketing celebrate and analyze success stories Don't let your launch narrative grow stale. Continuously evolve your messaging based on real-world usage and customer feedback. Empower your sales team with 'momentum marketing' tools—bite-sized content they can easily share to reignite interest in lukewarm leads.

Finally, keep the energy high and the momentum going even after the product hits the market. Think of it as the encore—don’t let the show end just because the curtain’s down. Keep both teams engaged with ongoing goals and incentives. Just because the product is launched doesn’t mean the work is done. Sustained effort is key to turning a launch into long-term success. Plan follow-up campaigns and sales pushes to keep the product in the spotlight. Maintaining momentum ensures that the launch isn’t a one-hit wonder but a lasting success. By maintaining momentum, you ensure that both sales and marketing continue to work in harmony, driving sustained results long after the initial launch.

Hay que mantener la motivación a través de la innovación y creatividad junto a las opiniones expresadas por nuestro equipo y así poder tomar una mejor decisión