Flexing your PR & Marketing Muscles for a Successful Product Launch

Like the seasons, product announcements can move in like a lion or out like a lamb. Some bound out of thin air, leaving marketers and PR pros with little time to prepare; others trudge on and on, extending the deadline for weeks on end. How can you prevent a sneak attack and ensure that you are ready for the next major product announcement? Here are some tips to make sure your kickoff kicks butt.

Staying ahead of the Curve:
Timing is the hardest, yet most critical part. With long publication lead times, it is easy to underestimate the amount of time needed to make a splash. Executives in your organization may have no idea, and it’s your job to tell them, that some magazines require as much as six months advance notice. With three months for monthlies, two for bi-monthlies and one for weeklies plus the time it take to get information ready and build relationships with reporters, the more time, the better.

How do you get the info on emerging announcements to ensure you can get the longest lead time possible? All products start out as ideas. Even without extra sensory perception, you can tap into them (at least relatively-speaking) with tools like product road maps, development meetings and product requirement documents. Alliances with management, development and product marketing can lead to valuable nuggets you need. If you are working from an agency, become part of the greater company team; ask to be introduced to people throughout the organization that can help. Consider spending time on site to get to know employees and build up trust, so that they feel comfortable coming to you with information.

Communication is Key:
The sooner you start having a dialogue, the more frequent, the better. Make it a point to educate others in your company on what you do and how you can help make products successful. Let them know how they can help you. Educate them on the teamwork, processes, lead times and expectations that are required to generate interest about a new product. If you are working with an agency, alert your contacts to potential product launches as soon as possible so that your team can begin planning.

The Juicy Details:
Once you have established that a major announcement is coming up, sit down with product managers, marketing, PR and others that will be involved with the launch. As the PR manager, you should guide participants to arrive at how and when the announcement will be made.
First, what do you know about the product? Details will determine other factors about the announcement, such as the ever-important questions of how and where the product will be announced. Other information will be integral in helping to paint a picture that this is a “viable” product, worthy of the media’s coverage.
Even at this early stage, you can begin to develop product messaging and obtain buy-inon how your team will talk about the product to potential customers, partners and the media, paving the way to consistent messaging. Make sure that you hone in on what makes your product different from others in the market, the previous version that you released, etc. Identify the problems that the product will solve, as well as the benefits it will provide. Determine the level of education (about your product, the industry) that potential customers might need to make an informed decision. How can you help them to make that decision? Should you develop a special URL to direct visitors to so they can obtain info on the product? Or create other materials, such as white papers that will educate prospects? What will you do to make this announcement stand out, and who will you need to help you do it?

Announcement:
Will you unveil the Ultra Widget 3000 at a press conference, during a major trade show or other event? Or as soon as it is commercially available? Each method has itsadvantages. Shows can provide a large media audience ready to scoop up the latest info, but you will also likely have to share the limelight. Whatever your decision, weigh the factors, consider the holidays/company down times and begin to develop a target date.

Pricing:
How much will it cost? Is your Rapid Rocker even remotely affordable for the average customer or a big fat pipe dream? Is there a reason why it is more expensive? Howdoes your product compare with competitive solutions? Where/how can customers buy it? Now’s the time; start talking about the question everyone will want to know, “how much does it cost?” and, you hope, “Where can I get it?”

Spokespersons:
Who will make the announcement? Be quoted in the release? Who are the best people to talk about the products? Use this meeting as a starting point to establish the spokespersons. Now is the time to get commitment from the individuals you think would be best for the job. Can you count on executives to be available when Joe reporter is in a crunch to get the info he needs before the 2 p.m. deadline?

Customers:
Your customers can say it 100 percent better than you can. Customers affirm the importance of your product and solidify it as a viable solution. Communicate with and nurture your customers early in the process to help ensure a positive experience and gain buy-in to speak to the press before you make your announcement.

Ask yourself:
• What top-tier publications you mig ht want to pitch and offer the announcement to in advance?
• Are any relevant upcoming editorial opportunities, reviews that fit in nicely with the product?
• Which analysts might be interested in the product or might provide insight to the media on the industry?
• Can I point to any metrics that illustrate cost savings, speed, rapid turn around and other concrete benefits, as well as tie in to greater market trends?
• Am I ready with pricing information, photos, graphics?
• What other grassroots marketing techniques can we implement?
• Is my team ready? Do they understand the key points and messaging? Have I coordinated pitching tactics with agencies, partners and others on your team to ensure consistency and minimize duplication?
Even with the worst-case, shortest lead time scenario, consider what you can do as you are working backward to develop launch deadlines leading to the major event. Make the best of the situation by assessing shorter lead publications and portals that you can pursue to provide the biggest bang. And expect that some of your coverage may come out after the fact; still not a bad thing.

Communicate, communicate, communicate:
Share your plans, and relevant deadlines, especially those that will require buy-in, with others in the organization to gain consensus. Don’t forget to continually look beyond your own world to check back frequently with other departments. Be prepared for delays, changes in plan, and sometimes even, sooner than expected launches! Even with perfect planning, launches can creep up fast. Keep your eyes out and stayahead of the curve so that you are prepared for the big day when you actually get to pitch!