You spent a lot of time and effort to create a new whitepaper. Assuming the goal of a whitepaper is to build thought leadership and help drive sales velocity, would you put a big fence in front of it and force people to provide a bunch of information that isn’t needed at this stage? How many people would just skip it and move along?
If the goal of a whitepaper is to build thought leadership shouldn’t you make it easy for people to read it and share it?
Running the whitepaper gauntlet
I know why you put a registration form in front of your whitepaper. You think that visitors will place so much value on what you published they will gladly hand over their contact information. And you will assume those are leads.
Now that’s funny.
I also know what happens next. Those “leads” you hand over to your sales team are ripped to shreds as being worthless.
Ditch the registration form
Do yourself a favor and remove the registration form. Let as many people as possible download and read it. If it’s good they’ll pass it along to other people. Hopefully that will prompt some of them to contact your company to learn about how you can solve their problem. If you’re not giving away state secrets there’s little risk. And if you’re worried your competitors will get it, fear not. They’ll get it using the same means you would if you wanted a copy of a competitor’s whitepaper.
Learn from a bad example
I’m going to call out TradePub.com because they are doing exactly what you shouldn’t be doing. It’s obvious that this document is probably not a whitepaper. It’s marketing collateral printed on white paper. Enjoy…
Jon Miller posted on his blog about thought leadership over at Futurelab and he really nailed it. Many marketers focus so much on doing “stuff” (my technical description for deliverables) from a menu item of tactics when they should be focusing much, much more attention on (my term for this is “obsess over”) thought leadership. Why?
“In down economies, prospects conduct even more research leading up to the purchase. This means B2B marketing professionals must help educate prospects in the early stages of the buying cycle; doing this well can help frame their buying process and establish your brand as a trusted advisor that understands their problems and knows how to solve them.”
At Pragmatic Marketing we work very hard to maintain the thought leadership position we have earned from our customers.
What are you doing to build or fortify your thought leadership position?
One of the things we talk about in our Effective Product Marketing seminar is how to roll out a new message. We recommend starting out internally first before rolling it out to the market.
In your rush to get the product launched are you failing to roll it out internally first?
Internal communications programs that get employees on board when it comes to spotting new business opportunities can also result in bumps in top-line sales gains, too – although of all the employee-directed campaigns, this appears to be the most difficult to implement.
Are you frustrated to discover that people in your organization “don’t get it”?
I find it really annoying when companies put minimal content on their web sites but feel like they’re doing visitors a favor by providing links to PDF documents. This is lazy, pure and simple. Even worse is when they’re too lazy to optimize the PDF for online use and I have to endure downloading a 10MB 1-page brochure. Bad form. We’re in the 21st century now and this kind of stuff should be outlawed.
The real question I have is “Is all that wonderful content you have in those PDFs may getting indexed by the search engines?” After getting some conflicting answers to this question I went on my own search to find an answer. I see that some PDFs are clearly indexed. Use this Google search command on your web site to see which PDFs are indexed:
site:yourwebsite.com filetype:pdf
I stumbled on this great post about PDFs and SEO by Gary Pool (@garypool) over at the Search Engine Optimizician blog, titled SEO to the Max – Search Engine Optimization for a PDF. Read this post and end the arguments you're having about whether your PDFs are getting indexed or not. Normally we just rip a PDF from an existing document and link to it.
Did you know there are things you should be doing to make sure PDFs are properly indexed?
PDFs are great, as long as they are an option. Because, hey, some guy might need to print something out to take to a meeting. But for goodness sake, make sure the content is available in HTML too. And if you want to make sure that Google, Bing and Yahoo will actually index it, follow Gary Pool’s advice.
A topic covered in the Product Launch Essentials seminar is cross-functional launch teams. In particular we address how to organize the teams and how to drive results. Most of you know how big a problem it is to get launch team members to participate and to be accountable for their deliverables. We provide tools to help launch owners in this effort.
Is your PMO working for you or against you?
In the seminar we advocate the role of Launch Owner, the person tasked with the responsibility for achieving your product launch goals. Some organizations utilize a project management office (PMO) to facilitate product launch activities and I wanted to explore that with you in more detail. For some of you the PMO is working just fine, but for many of you it can be a frustrating process that doesn’t seem to be in sync with what you’re trying to accomplish with your product launch.
So why is there a PMO in the first place?
Before talking about the role of the PMO in product launch, let me ask a question. Why would you have a PMO to start with? What problem does the PMO solve?
The most likely reason your organization would consider introducing a PMO is because of a lack of launch readiness to market, sell and support your product, and this was occurring with a frequency at a level that management finds unacceptable.
The primary reason for poor launch readiness are many. Let me suggest two, just for discussion purposes. First, the person generally recognized as being responsible for launch lacks important project management skills. She may be stellar in other areas but not very good with coordinating schedules and getting things done. I know this is harsh but it can be true. Just because you’re good at identifying unsolved market problems or shepherding product design and development through engineering doesn’t automatically mean you’re good at driving the launch readiness of your organization across many functional boundaries.
Second, it’s because the person responsible for launch (perhaps you) doesn’t have enough time and needs the extra resource to get things done. They’re responsible for cross functional readiness but time demands in other areas prevent them for dedicating the time needed for a successful launch. Granted this reason is the most plausible.
What’s the role of the PMO in product launch?
The role of an effective PMO is to help us get stuff done. They herd cats and they identify bottlenecks. They are enormously valuable when functioning in this capacity. But, they shouldn’t be accountable for achieving launch goals. They’re responsible for getting things done and that’s the role we value.
They free up time for us to focus on more strategic issues and help us achieve the best possible product launch outcome.
Clarifying roles and responsibilities
In organizations where there a PMO exists it’s important to establish clear lines of authority and responsibility between the Launch Owner and the Project Manager. I advocate the Launch Owner as the individual accountable for achieving the launch goals. In this role he acts as the commander-in-chief of the launch. The Project Manager role acts as the chief-of-staff to the Launch Owner, driving completion of deliverables and activities, advising the Launch Owner of issues, proposing alternative actions and providing project status.
Where things go wrong
Problems arise when too much control is transferred from the Launch Owner to the Project Manager – or maybe there isn’t a Launch Owner at all. The Launch Owner must have a big picture view of the go-to-market strategy and often makes ad-hoc trade-offs to ensure the best possible launch outcome. The Project Manager on the other hand may not have a big picture perspective, focusing (rightly) on getting things done according to a schedule of deliverables (product launch checklist). As attendees of my Product Launch Essentials seminar learn, a completed checklist doesn’t guarantee launch success, especially if it’s not anchored in a launch strategy.
Are you expecting too much from your PMO?
Have you established clear lines of responsibility between the PMO and the Launch Owner?
Is the Project Manager becoming the de facto Launch Owner?
Have you noticed that your sales team isn’t very excited about your next product launch? You’re getting a “yeah, whatever” vibe from them and it’s driving you crazy. So crazy you’re at the point of believing the launch goals are in jeopardy, and you should.
How did the last launch go?
This problem started with a previous launch; probably the last one. You know, the one where you got the Sales team all hyped up and then failed to deliver. It’s another checklist product launch that crashed and burned.
They didn’t get hyped up because of the product. They got hyped up because they believed the product was going to be the fast path to reaching quota.
This idea was set in motion perhaps by you (or the CEO, or development, or…), and you were a hero until your sales guys realized that the product a) was much harder to sell, b) took much longer to sell, c) wasn’t as interesting to buyers as they were led to believe.
Now you have an uphill battle on your hands.
Hero to zero
Your salespeople stopped selling the old product and focused their energy on selling the products in the portfolio that would help them make quota. By this time they’re behind and they are pissed off (sorry, Mom) they were led down this garden path that wasted their time.
Their sales leadership didn’t really care that the new product wasn’t selling. They wanted answers to why quota wasn’t being hit. And when they found out it’s because the team was selling a product that buyers weren’t buying, they were told to stop selling it immediately.
And they won’t soon forget.
Brute force produces temporary results
You might be thinking that since everything is dialed in the next launch, you can get the CEO to force the sales team to sell the product. If they were required to sell X dollars of the product as part of their compensation they would see what a great product it is, and sell even more of it.
Don’t count on it. This is about compensation not about the product. The sales effort will be superficial just to make a point. The result will “prove” the product doesn’t sell and the CEO will drop the mandate.
And you’ve lost even more trust.
A stick doesn’t work so try a carrot
The pressure is on for you to deliver a successful product launch. You know your sales team will be skeptical and you have your work cut out for you. Don’t try to fix the trust problem all at once.
First, consider your audience. We hire sales guys to sell stuff, not to be product experts. Always keep that in mind and you will make good choices.
Next, focus on enabling your sales team to sell (notice I didn’t say “sales training”). I’ve covered this in previous posts:
By enabling your salespeople with the knowledge they need to move a buyer through the buying process, they’re more likely to listen and embrace what you’re sharing with them. Continue down this path and you’ll regain trust and be viewed as a partner in helping them achieve quota, not a supplier of stuff when they want it.
My new ebook - “Is your product launch Doomed? 10 ways to identify an impending product launch disaster” is now available for download. In typical Pragmatic Marketing fashion there is no registration, just click, read, enjoy and pass along to your friends (definitely not your foes).
All the cool kids are reading it.
Are registration forms getting between your ebooks, whitepapers, brochures, etc. and your potential buyers?
Here are ten easily identifiable signs to watch for that can help forecast if a product launch may be in trouble and suggested course corrections to make before it’s too late.
The process of introducing a product to market is a serious undertaking, but for many companies it’s an afterthought. The level of effort and resources applied to the creation of the product often dwarfs that of the product launch. It becomes a “throw-it-over-the-wall” process with dismal results, followed by blame storming.
Here are ten easily identifiable signs to watch for that can help predict if a launch may be in trouble.
#1 - There are no goals for the product launch
Launch goals are the cornerstone of a successful product launch, yet so many companies fail to establish them. All CEOs have an expectation of what success looks like, but often those expectations aren’t translated into goals understood by the people entrusted to plan and execute the launch.
Establish launch goals as early as possible with the management team and communicate them in meaningful ways throughout the organization.
#2 - The launch strategy is based on a set of deliverables from a launch "checklist"
A launch checklist is not a launch strategy. An effective product launch checklist is developed after establishing launch goals and then choosing the best strategy to support them. A launch checklist usually gets created after a botched launch. Someone goes around the organization asking each department what they need for a successful launch. The result is a bloated wish list of deliverables and activities with questionable value often growing with each successive launch.
Once launch goals are established, formulate the launch strategy and then define the deliverables needed.
#3 - The launch plan contains unrealistic timeframes and expectations
Optimism is wonderful but it can blind you to the realities of constraints and capabilities within an organization. It's wise to evaluate the organization within the context of the product being launched to identify readiness gaps. Once identified, allow enough time to address the gaps before they develop into problems that negatively impact the launch.
Acid test launch goals against the ability of the organization to execute. Then develop a plan of action to fill the readiness gaps.
#4 - Sales enablement training is based on product features
Sales enablement training is one of the most critical components of a successful launch. Unfortunately most training sessions are packed with information about the product with emphasis on the newest features. Successful salespeople solve problems for their buyers, they don’t sell features. Inevitably some of the product features your buyers find most valuable are not necessarily the newest ones.
Become experts on your buyers, why they buy and how they buy.
#5 - Significant effort is spent creating collateral for people who never read it
Ninety percent of sales tools are never used by salespeople, yet marketing teams keep producing them. They also include a staggering amount of gobbledygook. Does it really matter to your buyer that you’re “the leading provider” of anything or that your software is “robust”?
Break the cycle by focusing on a deep understanding of your buyers, then build sales tools to influence them through the buying process.
#6 - No single person is responsible for driving product launch results
Many organizations have just one window of opportunity to launch per year, yet don’t give it the high priority they should. Accountability for results is fundamental to the success of an organization and without it the organization loses focus. A launch owner provides a single point of accountability ensuring product launch planning and execution have the high priority they deserve.
Assign the responsibility of achieving the launch goals to a launch owner, and provide them with the flexibility and resources to make it happen.
#7 - The launch plan is based on hunches, not market evidence
Hunches may be great for the casino but not for successful product launches. Hunches are based on "gut feeling" not market evidence, and are guesses. With an initiative as important as a product launch there is no room for guessing. Watch out for “I think we should…”.
Make launch planning decisions based on market evidence not guesses.
#8 - The launch plan mimics your competitor
Just because one company chooses a particular launch tactic doesn’t mean it will work for another. The easy way to launch a product is to mimic competitors and expect good things to happen. However, there are too many factors at play to guarantee the same tactic will have equivalent outcomes. Mimicking a competitor assumes they are smarter than you.
An intimate knowledge of buyers and the buying process provides the best guidance for the most effective launch tactics.
#9 - Existing customers are not adequately considered in the launch plan
It’s staggering how many organizations fail to recognize the impact a new version of a product can have on existing customers. They get so focused on acquiring new customers they forget about existing customers who, if not properly nurtured through the migration, may feel compelled to evaluate competitive alternatives.
Existing customers need special consideration from buyers. Ignore them at your own peril.
#10 - The launch team isn't a team
It’s Susan and she’s overwhelmed. Product launch is a team sport involving a range of expertise. No single individual can possibly know all the details, especially in large organizations. This necessitates the creation of a cross-functional launch team, where individuals with unique perspectives and experience can contribute to a successful launch. The reality though is team members have full-time responsibilities outside of the launch team impacting their timely contribution.
Make participation in a cross-functional launch team a priority and reward their contribution.
Conclusion
Checking another completed deliverable off the launch checklist isn’t a product launch. A successful launch is about generating sales velocity. But it’s easy to slip into a routine of committing resources and budget to produce deliverables, without ever questioning their value. A successful product launch is anchored in goals clearly understood throughout the launch team, using a strategy that supports these goals with an understanding of the operational constraints of the organization.
Product Camps are an amazing phenomenon. There’s no fee to attend. The agenda isn’t known in advance. And the attendees get to choose the sessions. How cool is that?
I attended ProductCamp Austin last Saturday (August 15, 2009). It was my first and although I believe I understood the concept, in execution it was so much better.
For my session I proposed “10 Ways to Identify and Impending Product Launch Disaster”. Out of 50+ sessions proposed, my session was one of the 30 chosen. I had a great group of attendees with lots of questions and input for their peers.
The biggest surprise of all was that I, yours truly, was voted best presenter. It was a great honor and a humbling experience. I can’t wait to try my hand at another ProductCamp when the opportunity presents itself.
Thanks to Paul Young and everyone who dedicated their time to organize and pull off a great event! And a special thanks to the folks who thought my topic was interesting enough to be heard and good enough to deserve best presenter.
I am a raving fan of Sony Ericsson mobile phones. Recently I received an email from Sony Ericsson as part of what appears to be a customer retention program. The subject of the email is “More tips and tools for your W380a Phone”. The subject was interesting enough for me to open the email, as I’m always looking for ways to get more value out of the things I buy, especially my tech products. The subject got me in but I was disappointed after that.
Their offer, my expectation
OK, I didn’t expect that SE would provide me with tips and tools to turn my W380a into an iPhone, but I did have an expectation that I might find something useful that would validate my decision to buy a SE phone (and maybe another one in the future).
Sometimes there are hidden features in a technical product that are incredibly useful, but are hidden from plain sight (this is a completely different rant best handled by my colleague Steve Johnson). An email coming from the folks who designed and built the phone with an offer of “More tips and tools for your W380a Phone” got me excited that I would learn something new about my phone and hopefully solve a problem for me.
Another important point is I purchased an unlocked phone directly from SE. That places me in a special group of mobile phone owners in the USA. I can do things with my phone that my carrier might otherwise block. As a persona that puts me in a different buyer category than the person who gets a phone exclusively from his carrier, and SE knows this.
Here’s what I received…
The design is pleasant and the layout is easy to follow. I know that it’s definitely from Sony (good brand support, of course) and I know it’s about my phone (image/text).
But did you notice something? There’s a complete absence of tips or tools in the body of the email. I clicked on the link titled “Assistance and enhancers – go to the W380a Support zone” and this is where I landed…
It was the product support landing page for my phone. I would have had to go hunting for the tips and tools that were promised in the email subject line. You probably guessed I didn’t go any farther than this page. I expected tips and tools, but got hunt and peck.
I want to use this example as a learning tool. It’s not intended to slight SE in any way and I don’t know the context (and associated pressure) for why this communication was created.
This email and landing page is just one example of a pervasive problem. In our haste to do something we run the risk of damaging our brand or breaking the bond of trust we’ve worked so hard to earn with our customers.
What’s the point?
Most likely this email is part of a customer retention program. The Apple iPhone is selling at a blistering pace and it is wise for SE find ways to keep the customers they have. Unfortunately this approach isn’t it.
The landing page reminds me of the feature-speak approach so many technology companies use. The “spray and pray” method shows every possible feature with the belief that readers will find the answers to their problems their own. That just doesn’t happen.
What should Sony Ericsson have done differently?
A huge opportunity was lost. My guess is that a boilerplate email template was created where customer names and phone models were pulled from a marketing database. There was nothing tailored to me and my phone at all, just generic links that would work regardless of the phone model.
SE had an opportunity to validate my decision to buy an unlocked phone from them. They also had an opportunity to plant a seed about future products and services. Instead they annoyed me. Annoyed customers seek alternatives.
SE should have a better understanding of their user/buyer persona (me). An empathetic understanding of their personas would have provided clear guidance on what the persona would value.
My challenge to you
Sending email to your customers as part of a customer retention program is more than just a “touch” or an item to clear off your checklist. You have a responsibility to make every connection as valuable as possible. Knowing what would be valuable and what isn’t comes through a buyer persona profile – the ability to see through the eyes of the customer.
Are you using buyer persona profiles to get into the heads of your customers?
Did you fulfill the promise of your offer? How do you know?
Is every communication to existing customers based on a goal, an outcome?
Are you doing what Sony Ericsson did? Are you sure?
