Chapter 15: To Market, to Market: Launching and Releasing Products Access Chapter 15 templates and tools from The Product Manager’s Desk Reference (3rd Edition). Learn how to plan, coordinate, and execute product launches and releases that accelerate revenue and market adoption. Download the chapter abstract and illustration insights. Core Concepts Launch benchmarking and planning Internal and external readiness Launch sequencing and execution Market window evaluation Beta testing and early reviews Preparing sales and channels Executive Summary Whether you’re launching a new product or releasing a minor update, going to market is one of the most visible and most important activities associated with the product’s business. For a new product, the launch is not a one-time event. It is a series of activities carried out over a period of time, culminating in a final announcement to the market. For ongoing releases, it’s imperative to provide value-added capabilities to improve the user experience or deliver competitive advantage for a customer. Chapter Abstract Launching or releasing a product or an enhancement has one objective: to successfully get the product into the market so that revenue will begin flowing into the company as quickly as possible. The product manager (in larger companies, a launch project leader or launch manager) and cross-functional team are responsible for developing a launch plan, which identifies outcomes, responsibilities, interdependencies, timing, and budgets. A helpful method for tracking the final steps leading to the launch in order to deliver it on time is counting backward. This involves looking at work activity planning for specific launch goals from the perspective of the end point, or proposed product release date, and moving back in time, setting up a schedule from finish to start. Launch execution can be divided into three phases: arrange, activate, and announce. All arrangements are made in the arrange, or early, phase. The activate, or middle, phase initiates the tangible work required to integrate and operationalize the product in the business. The announce, or later, phase involves the culmination of all work activities such that the product can be announced to the market. Important launch activities include confirming the market window (the best time to launch a product); reviewing market and beta tests—or conducting them if necessary; conducting pre-release or early adopter reviews; establishing product availability ratings (the speed at which a complex product moves to the market); providing adequate sales training; negotiating sales goals and compensation; ensuring readiness of marketing collateral, website, and promotional programs; leveraging digital marketing; arranging coverage by industry or market analysts; making sure distribution channels are able to sell and deliver the product; ensuring readiness of operational systems; and preparing for the internal launch. Download the Chapter Abstract > Templates and Diagrams for Chapter 15 Figure 15.1 – Product Launch Planning Framework Figure 15.2 – Countdown Launch Schedule (Working Backward) Figure 15.3 – Launch Phases: Arrange, Activate, Announce Figure 15.4 – Cross-Functional Launch Readiness Checklist Figure 15.5 – Product Availability Rating Model How These Templates Help Product Managers The templates in Chapter 15 help product managers orchestrate complex launches with clarity and discipline. They provide structure for planning backward from release dates, coordinating cross-functional dependencies, ensuring operational readiness, and sequencing activities across launch phases. Used together, these tools reduce execution risk, improve time-to-market, and increase the likelihood of successful revenue and adoption outcomes. Download Illustration Insights > What is the primary goal of a product launch? To successfully introduce the product to the market so that revenue begins flowing as quickly and predictably as possible. Why is launch planning a cross-functional effort? Because sales, marketing, operations, support, and other functions must be synchronized to deliver a successful market introduction. What does “working backward” mean in launch planning? It means starting from the target release date and planning activities in reverse order to ensure all dependencies are met on time. Why is a product launch not a one-time event? Because launches involve multiple phases and activities over time, especially for new products and ongoing releases. The Product Manager’s Desk Reference, 3e The Product Manager’s Desk Reference, Third Edition is the definitive guide to product management for today’s fast-moving, digital-first business environment. Steven Haines presents a complete, practical body of knowledge covering strategy, execution, cross-functional leadership, and product portfolio management. Updated with modern tools, analytics, and development approaches, it equips product managers and product teams with a repeatable framework to run products as businesses and deliver measurable results. Buy the Book Explore Product Management Training Get In Touch First Name(Required)Last Name(Required)Email(Required)Phone NumberCompany NameMessage(Required) Training a Team? Customized Corporate Training Supercharge Your Team (6+): We tailor proven product management training content to your specific goals, offering a customized program delivered online or in-person to ignite your team’s potential and drive results.
