Attribution in new product launch strategy is imperfect; that is not a reason to stop measuring it. A message about launch strategy that tries to reach everyone reaches nobody. Participants gain a clear basis for measuring what the wider marketing and commercial practice agenda has actually achieved. The difficulty is not agreeing that new product launch strategy matters — it is deciding what to stop doing to make room for it. The programme is built to be used, and every section of this aspect of marketing and commercial practice it covers ends in something applicable. Sessions alternate between guided analysis of launch strategy and supervised application. The programme works equally well for those formalising new product launch strategy for the first time and those improving an existing approach. Across sectors, teams that rehearse launch strategy outperform teams that only plan it. Participants finish with a short, specific brief on this part of marketing and commercial practice ready to put in front of a decision maker.
Expected Learning Outcomes
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Design the qualification criteria that stop effort being wasted in new product launch strategy.
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Estimate what launch strategy costs to run properly, and what is lost when it is not.
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Handle the trade-offs in new product launch strategy between speed, cost and assurance explicitly rather than implicitly.
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Assign clear ownership for each element of launch strategy across the functions involved.
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Build the content that moves a buyer through new product launch strategy rather than merely informing them.
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Design the retention and win-back approach for launch strategy.
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Align marketing and sales handover within new product launch strategy so leads are not lost.
Who Should Attend
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Founders and owner-managers running new product launch strategy personally.
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Brand and communications specialists shaping launch strategy.
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Project and programme managers whose delivery depends on new product launch strategy.
