The research literature
identifies several launch challenges, for example, timing, decisions, demand, cross-functional
silos and sales management. In case of innovative technology applications that
are developed and launched is the process of introducing a new product into the
market for initial sale (Cooper, 2014). And its main purpose is to maximise companies
profitability by introducing their product into the target market and depend on
the specific buying behaviour to be influenced (Guiltinan, 1999).
Accordingly, a great deal
of launch literature examines the elements of launch that contribute to new
product success(Bruce, Daly and Kahn, 2007; Johnson and Sohi,
2017). However, launch process calls for the other side of
the coin, as it’s been largely ignored. In addition, launch is said to be often
poorly managed (Schoenherr and Swink, 2015), and the launch process to be unstructured (Roger J. Calantone and C. Anthony Di Benedetto, 2007; Wilson et al.,
2016). Therefore suggested here, that in order to develop a
more organized approach on launch it would be important to grasp the challenges
of it. Because the marketing function is a focal function during launch (Schneider and Hall, 2011; Tidd
and Bessant, 2013), and it is considered suitable for examining
these challenges. That means that for example production ramp-up issues are not
of interest here as such, but perhaps their effects on the timing of the new
product launch process.
New product launch
activities formulated on the bases of the organisations strategy, considering
existing product iteration or extensions, and introduced to seek growth, to
meet market demand and to take advantages of consumer desires. In addition, it
reduces marketing efforts, reduces risk and enhances the parent brand. However,
if the product loses its purpose, or released to soon or causes confusion
amongst customers and requires recognising the issues, stepping in and
correcting any inaccuracy, which often can be very costly and purely managed.
New product launch particularly is already very costly process and the
organisation need to provide for not only marketing activities, but also invest
in internal and external training, gear up productions and align all operations
(Kotler et al., 2008).
The main goal of this
research is to combine the product launch, change management elements, and
provide a product launch framework for a common use in different product
launches inside the case company.
Identify the most critical
product launch stages from change management perspective.