Quelles sont les compétences de lancement de produit les plus efficaces pour une carrière dans le développement de produits?

And defining you MLP - what is the minimum lovable (yes lovable not viable) product that you can get to the market early to validate the research you have done. This will help you get to the market fast, have ability to pivot or cut your losses if it didn’t work

When developing for B2B versus direct to consumer market, understand where your customers are in their own product development product process. Approach developing the product profile as a collaborative effort where both parties revisit the target profile with each phase of development, industrialization and launch until you reach a solid set of sales specifications AND performance criteria your solution must meet. Use your ears and mouth in the same ratio as you have them , 2:1.

It's not just if there is a market. It is also if your customers see value by the problems you solve. Are they willing to spend money on the problem? And have you priced it correctly?

You must be a competent chess player! Critical Strategy Thinking has to be considered before designing and developing a product: - Market Analysis (Competitors assessment) - Target market (where your product will be positioned in the market given its quality, pricing, packaging, etc.) - Market share (Whose market share or shares do you intend to take?) - How to promote the product (Marketing budget, addressing quality or premium design and packaging or both, ...).

Work with your sales team and write the ad for the product before you build it. Make sure that all teams are clear on the value proposition and agree that it makes sense to pursue.

Pilot your launch before actually defining the launch strategy. Meaning, allow a restricted/trusted set of your partners, customers and users to actually use the product/feature. This is what I call soft launch or a pilot launch. Learn from your pilot launch to be able to define your launch strategy. Bring insights from Product telemetry, market and competitive analysis, early feedback and even track behaviors/engagements during soft launch. The products I've launched have been successful due to the idea of soft/pilot launch and then defining the holistic launch strategy.

In my experience innovation or differentiation strategy is key. This strategy needs to be refined and tested repeatedly in a loop on the basis of use/consumer feedback till excellence is achieved.

Channels is perhaps the most important part of your launch strategy. It will make or break your adoption and growth acceleration. I’ve been on launches that are zero utilization/downloads the first day vs. thousands. It’s a critical piece of your strategy. Of course for startups there are considerations for getting the word out but overall understanding channel consumption for your ideal customer profiles is critical.

As an example of a successful launch practice, I would add that user testing, followed by piloting ahead of industrialization are very important as it allows closing the gap between specs and needs that can be monetized. Be clear if which are the foundational functions, and ensure adoption by allowing users early access and testing.

In addition, keep an eye on your biggest challenges in getting customers to purchase the product and incorporate steps accordingly to overcome those challenges. Define a smaller target group/area to test your product and to create a baseline for reference before scaling the launch.

For an innovative product or for startups, a soft launch over a grand launch plan will enable working kinks better. It allows teams to focus on real problems and solve them quickly.

Lean thinking uses a 3P event - (Production Preparation Process) to launch a product successfully. 3P’s concurrent development process allows the product design to dictate the processes that will be used to produce it, which provides an opportunity to start gathering insights for improving products/processes from the get-go. Those insights can be implemented as they emerge, allowing organizations to cut costs, save time, and deliver better solutions to consumers.

Launch plan should integrate both product development and launch preparedness activity. The Product manager should closely engage with product development process to help influence decisions related to any change/modification in product from a customer centric view and should effectively be the Voice of customer internally. As development flow enters production trials, the Product Manager should closely interfacing with Production planning for product availability, Finance for Price Strategy, Marketing for Communication Strategy, Training to communicate product USP, CRM & Aftersales to address post sales concerns if any. Lastly, Channel and network partners who should be fully aligned to the strategy and buy in the Overall Launch plan.

Extreme integration and communication are key for success. A mindset shift is needed going into the launch phase. Everyone must agree that everyone who needs to know, should know, as quickly as possible, as strategy turns to action. New (or enhanced) working norms should be established to make the launch phase successful. In addition, new launch terminology needs to be clarified across teams to enhance communications. Finally, dry runs and pilots are always a plus, to build change muscle. If this luxury does not exist, an agile and iterative approach is the way to go. Chunk the change. Plan to execute, succeed or fail fast, learn fast, recover, and then roll your learnings into the next iteration or phase.

While no one likes to struggle with unexpected challenges, the soft launch approach allows you to “fail” quickly and make rapid adjustments before the stakes get overwhelming. Rapid learning cycles keep you between the rails. Be ready to adjust. No plan is ever perfect, but a solid plan, executed well, will give you the greatest opportunity for success.

Biggest challenge while launching a new product is marketing it in a right way. Most of the start-ups fail here. The challenge is that if you don't market your product as a super high-quality product, many customers don't take it interest and it will affect the business revenue and its sustainability. On the other hand, if you market as high-quality product, and if it doesn't perform as per the "marketed value", the customer will not turn back again and eventually business sustainability becomes concern. So, while launching the new product, one should strike the fine balance and tread carefully. Identify few customers who can use with bare minimum features and simultaneously increase business and features may be a good option to start with.

Over 3/4 of NPD fails in its first year. A big reason for this is because few marketers nurture theirs during the make-or-break infancy stage. Not only do you need to ignite disproportionate demand from the start, but you also need healthy repeats if you’re to meet retailer hurdle rates. Make sure you’re closing the loop across all touchpoints to drive advocacy & repeat from your early triallists - MONP coupons, recommend a friend, incentivised ratings & reviews syndicated back to your retailers.

In addition to social media, posts, podcasts and press releases, consider reaching out to community groups like user groups or even meetups. In my past, I've also run contests on social platforms to get the word out and to get early feedback. Finally, if you did any co-design sessions with potential customers, you can always go back to them and ask them to write a review of the final product.

Depending your industry, marketing the functional benefits of your product may not be the "best" way to advertise and garner interest. Instead, you might consider taking the opposite approach - advertise the way a product will make you feel. Counter to saying your product will minimize visible wrinkles by 50%, you might say that using the product will make people notice you and, better yet, desire you. Think about this the next time you're involved with putting together an advertising campaign for a new product.

100% - Ensure you put the Horse before the Cart in every case. It’s amazing how many strong retail SKUs with perfectly executed Critical Path and PM processes then go onto get ‘lost’ and perform poorly due to weak consumer and primary customer marketing / category communication issues. It’s usually the product that gets held responsible in most of these cases…

Measuring your adoption pipeline should result in adjustments of your commercialization strategy. Always consider the measures to be put in place to increase adoption - take rate is the difference between making or losing money!

It actually starts in the planning phase itself. When you plan a product or a feature, you should also start thinking about the potential, relevant metrics and KPIs that you can use later to measure the the performance of your product. Especially for the digital products. You should think of key product specific metrics, and also use general, user engagement metrics. During the development phase, you can add more or revise the existing ones. Once the product is launched, you continue to monitor these metrics, and asses the product performance. Incorporate the insights you gain in your development cycle.

The most common measurement of launch performance for digital products are A/B Testing & Website Analytics. Other ways of measurement are:- Maintain open lines of communication & Schedule periodic reviews with your distribution channel partners or resellers. Track sales, inventory levels, and customer feedback from channel partners and work with partners to analyze the data. Establish key performance metrics specific to your distribution channels. Encourage partners to share customer feedback, market trends, and competitive intelligence with you. Channel Partners often have unique insights into their local markets and customer preferences.

In my experience success is very dependent on climbing down the ladder. Designers and PHD's make great plans and theories for a product launch, but theory and analysis are only as good as the assumptions we make. Capturing the intuitive resources of down stream associates will put you in a good position to challenge the product launch. To succeed we need to reach back down to the customer, manufacturing engineers, production engineers, field engineers, development technicians, and production associates. Success for me has come from harvesting ideas from the hands that actually build and manufacture our dreams. Reaching down harvests the intuition we need to challenge our assumptions.

Measure the launch performance of a cyber product through key performance indicators (KPIs) such as website traffic, lead generation, and conversion rates. Track social media engagement and sentiment analysis. Monitor customer feedback and reviews. Evaluate the effectiveness of marketing campaigns and assess if the product meets sales targets. Analyze these metrics for actionable insights to refine future strategies.

I know that a lot of us get busy after launch and focus on hitting the metrics we declared. However, an important task is to take a step back and conduct "debrief" sessions on what you and the team learned across people, tech and process. I tend to make the process super light - if online, create a mural board or Google doc and at the top, add 3 columns for people, process and tech...and a fourth column called parking lot. Ask folks to add their items across the columns for 2-5 min quietly, without discussion. Then, ask folks to read through the items and address questions. This is followed by "affinitizing" which is putting like items together. You and the team will start seeing patterns which will help you make recommendations for future.

Summing it up all those points...knowledge and experience as given catalyst, a passionate leader and committed team members on board with common goal will make the project launch an easy success. Right people are the key.

The launch of a new product is always an exciting and stressful time. There are often unforeseen challenges that come up or aspects of the launch that don't go as planned. It's important to take the time after a launch to critically evaluate what worked well and what could be improved for next time. Gather feedback from your team members, customers, and partners on their experience with the launch. Look at both quantitative metrics like sales or downloads, and qualitative feedback on messaging, positioning, etc. Identify the key takeaways both positive and negative, and put together a plan to implement the lessons learned. Taking the time to learn from each launch will help continuously refine and improve future launches

Starting as a Windchill PLM consultant for a Tier 1 Automotive steering manufacturer, I gained valuable experience by learning from the failure of the steering column for Mahindra Renault Logan due to road conditions in Coimbatore for a particular customer. My role as a PLM consultant involved automating service lifecycle management. This journey taught me that post-launch analysis and continuous feedback are invaluable. It's essential for NPD teams to embrace these insights, ensuring product and process improvement, enhancing their skills and elevating their product launches.

Several valuable lessons can be learned from the product launch experience, but the most important one, in my opinion, is to pay attention to customer feedback and satisfaction. Ultimately, it is the customers who determine the success or failure of a product in the market. It is essential to analyze the data and feedback received from customers to identify any issues or areas that need improvement, and to iterate and make necessary changes to the product to better cater to customer needs and preferences. Additionally, it is crucial to evaluate the internal processes and strategies employed during the product launch. It should include assessing the effectiveness of marketing strategies, supply chain management, and project management.

Throughout my tenure as a product specialist, one mantra has been my cornerstone: User Feedback Loop. Early on, I was part of a launch where post-deployment, unanticipated user pain points emerged. The product was functional but missed capturing some subtle user preferences. This realisation led me to always incorporate continuous feedback mechanisms even before official product launches. Be it through beta testers, user surveys, or focus groups, capturing real-time feedback ensures that the product is aligned with user expectations. As you hone your product launch skills, always remember: your users are your best critics. Engaging them early can elevate product success and your career trajectory.

Don't underestimate the absolute importance of channel and business model when building your GtM plan. You can have the best product in the world, solving real functional and emotional pain points for your customers, but if you can't get it in front of them, or don't have a great way for them to buy it from you, it's as if it never existed. A great idea, married with great execution, is real strategy. You need both.

Have a longer-term strategy. It requires not only technical exuberance but also a good handle on the customer needs and competitive landscape.

Manufacturability - if you are making a physical product. Is it designed to be manufacturable. Pretty simple idea. But in reality, materials have different characteristics which impact how it is able to be made. These processes can impact costs or quality. Losing track of either can ruin a launch, or worse. The poor quality could damage reputation of the rest of your products.

One of the most critical factors of a successful product launch is hitting the right launch window. This can only be done if the requirements are crystal clear before committing to the development phase. this means achieving 3 things before turning the design team loose: 1. Ensure internal stakeholders share a common vision for the high-level product requirements (early on they think they do, but fail to validate this at your peril). 2. Take the time to work through a true User-Centered Design process and allow yourself to be convinced to let go of some of your beliefs. 3. Work closely with the design team to create a mutual understanding of the requirements, risks and mitigation. Do not ignore the risks. Manage the mitigations.