We all know of companies that put products out in the marketplace like the proverbial spaghetti tossed against the wall just to see if “it sticks”. Spotty planning and tentative execution usually lead to mixed results and perplexity as to what to do next.
But are there circumstances when a solid case can be made for the “let’s see if it sticks” approach? What if throwing spaghetti had real value?
The traditional market research that is seen as a prerequisite to a classic product launch is always somewhat artificial: potential customers are placed in hypothetical situations, asked survey questions in a setting that is quite different from the environment they make a purchasing decision in, and are expected to provide reliable, actionable information. If this conventional methodology is so reliable, why do so many product launches fail, even when conducted by seasoned managers at top-flight companies? There must be another way.
The advantage of performing market research by product launch is that it constitutes real, “live fire” probing of the market for the company and for the customer. Responses are more genuine and the feedback taken more seriously.
So what are the considerations to see if the “spaghetti” method can work for you?
- Assess if the trial balloon can be launched without damaging any crucial component of the business model: customer relationships, channel arrangements, suppliers/partners, brand.
- In certain markets, trial balloons may be too costly to be practical. The cost of design, production and distribution of product variations has to be relatively low.
- In relatively new markets, where there are no established data sources nor experience with the product, the trial balloon may be the most effective way to configure a successful offering.
- Assessment of the trial with rapid adjustment followed by new introductions needs to be managed as a repeatable process.
- A streamlined launch process does not mean shooting from the hip. There needs to be clear objectives for what the trial balloon is trying to achieve and a formal debrief of the entire exercise.
- What’s important is to build good antennae to capture as much useful information as possible.
In technology markets, the fact is that many products are re-launched after an initial introduction because of “issues”. This has some of the trappings of a “trial balloon” except that it is not really planned as such. It generates much internal thrash and most likely misses important aspects of the feedback because of the need to scramble and fix issues raised by the main customers.
A New Path for Product Innovation?
Today’s flexibility in many product architectures opens the door to a related and powerful way of testing the marketplace to get to the best products. The idea is to design the product so as to give the customer the ability to configure it as s/he pleases. Digital products designed with a modular, object-oriented approach are prime examples: they can offer a core technology wrapped in a “packaging” that can be substantially modified by the customer either in terms of interface or in terms of deployment of functionality. The dominant configurations can then be captured and promoted as “products”.
In the end, it’s all about implementing a more effective product innovation process that sticks closer to the market and leverages the desire of customers to find solutions to their problems. If properly implemented, the “spaghetti” method can lead to faster product introductions and ultimately, to more successful products. It may be a bit unconventional, but may be more in line with today’s environment.
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Tags: Add new tag, high-tech marketing, market research, product innovation, Product Management