Can you give an example of how to launch a new product?

Question

Anonymous · Accepted Answer

I am going to make an assumption that the MVP for this product has already been
defined, and that it supports our company's mission and strategy.

Before launching I would identify the key North Star metric that we can use to
measure success. I would also define 3-4 other supporting metrics that provide
additional data for evaluating performance. I would also define contra-metrics
which would indicate when we have a problem or adverse impacts in some other
area of our business.

I would also define our initial launch group. I would define a population in our
core market target so that we can quickly iterate toward product-market fit. I
would also include a small population that's adjacent to our target user so we
might discover unique insights from that group.

I would try to launch with a minumum set of features. This allows us to save
development costs until we have feedback from our metrics and can iterate. I
would be sure that the product was built with flexibility and the right
instrumentation to enable future iteration and learning.

I'd develop a rollout plan starting with a small number, and establish gates to
evaluate performance before we roll to a wider set of users. This helps contain
operational, execution and reputation risk in case of any unforseen mishaps.

Before making the new product live, I would ensure that we have mechanisms in
place to support customers and capture feedback. These processes can be
lightweight until we are sure we have achieved product-market fit before making
them more robust and scaling up our offering.

Finally, I'd be sure to socialize our product widely with our internal
stakeholders, and provide them regular updates on our successes and learnings.

Anonymous · Answer

You better to define how is the MVP will look like so that you can introduce it
as quick to users as possible, maybe a group of users or beta customers to get a
feedback then improve and iterate on it.

Anonymous · Answer

Our in-house legacy scheduling platform was outdated, unreliable, and costly to
maintain. It caused frequent inefficiencies for agents and created a fragmented,
frustrating experience for customers. Leadership tasked me with replacing it
with a scalable, modern scheduling solution that would integrate seamlessly with
our global support ecosystem.

* I evaluated third-party scheduling tools and ultimately integrated a solution
   within Salesforce for seamless case handling.

* Designed the rollout plan: piloted with a single support region, gathered
   feedback, and refined flows before scaling globally.

* Created training and enablement guides for agents, ensuring adoption and
   consistent usage.

* Set up reporting to measure utilization, booking success rates, and customer
   satisfaction.

It improved both customer satisfaction (faster access to experts) and
operational efficiency, and was eventually scaled across multiple support teams
globally.

Anonymous · Answer

Before launching a new product, we first need to decide what product to launch
and for whom. Only then can we decide how to launch.

Scene

* Understand what our company currently does through a SWOT analysis.

* Analyze competitors and their strategies.

Goal

Define whether the product launch is aimed at acquiring new users, improving
retention of existing ones, or both.

User Cohort

Identify target user cohorts by behavioral segments.

User Problems

Define the problems these cohorts are currently facing.

Prioritization

Decide which features are necessary for V1 launch and which can be added later
in the backlog.

Final Recommendation

GTM: Use the right channels depending on the product and target audience.

* In-app promotion.

* Social media (Instagram, LinkedIn, TikTok).

* For B2B/high-ticket items: use LinkedIn, email, and sales calls rather than
   TikTok.

Measure Success

Use the original goal (acquisition vs. retention) to measure how the product is
performing.

Now the above doesn't cover decisions like - Build, buy or partner which can
also arise depending upon the product - usual rule of thumb is -> If it's your
expertise - you build, If not -> you buy or partner depending upon situation.

Can you give an example of how to launch a new product?

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