8 Ways New Products Die｜New Distribution

New products are of such great significance to a company, and once launched, if they fail, they consume a lot of resources. Therefore, if you're going to launch, you must ensure the success of the new product promotion. But in reality, most new products end in failure, even becoming the main reason for a company's decline. So why do new products die prematurely? Only by finding the root cause can we prescribe the right remedy. Happy families are all alike; every unhappy family is unhappy in its own way. There are too many factors that lead to the premature death of new products, from concept to method, from strategy to execution, every link can have problems. Here, we analyze the eight common ways new products die, especially for small and medium-sized enterprises, as a warning. The First Death: Imitation and Following Trends, Deluding Oneself with "Quality Wins" Perhaps because many of China's first-generation entrepreneurs came from production backgrounds (including some who switched from foreign trade to domestic sales), when I communicate with them about how to promote new products, "good product quality" is the selling point they feel most worth mentioning. The new products they launch are all imitations of mature products, with no individuality or advantage in packaging, price, or appeal. They always think wishfully: "If he (the competitor) can sell well, it means consumers accept this product. My product design is almost the same as his, and the quality is even better, so why wouldn't it sell?" Expecting product quality as the core competitive advantage is a major misconception. Think about it: if marketing were that simple, success would be too easy, right? Ultimately, this is still typical product-oriented marketing thinking. In fact, besides product quality, brand, sales network, personnel, market management capabilities, etc., all contribute to the successful operation of new products; none can be missing! Imitating mature products is not wrong. These products' success shows there is market demand, and these products have also done some consumer education, establishing a market foundation. But now we are "fighting a big battle with small forces"; others already have a first-mover advantage. To win, we need to have "outstanding" qualities. From a product perspective, our product must highlight differences from mature products. For example, new product packaging should be more novel, which can grab consumers' attention on the shelf, like the antique paper bag packaging of Chacha Peanuts; or new packaging should be more convenient for consumers, like PET bottled canned food replacing glass bottles. Companies must dispel the illusion of entering the market solely with "my product quality is better" (e.g., "tastier, more nutritious"). In fact, the best-selling products on the market (especially food) are often not the best quality; consumers generally lack professional tasting ability. Good product quality can only be one advantage that promotes sales, but it can never be the sole support for your successful launch. Under the premise of similar product performance and packaging, the channel profit for latecomer products must be much higher than competitors. Regardless of your advantages, higher channel profit is a necessary condition for domestic SMEs to enter unfamiliar markets. When your own sales capabilities are inferior to competitors, you must fully leverage the channel's power. On one hand, someone must buy (product selling point); on the other hand, someone must be willing to help you sell (guaranteed by channel profit). Only then will your chances of winning increase. The Second Death: New Product Concepts Challenging New Ideas Some companies, when setting new product concepts, one-sidedly understand the meaning of differentiation, seeking novelty and strangeness, launching product concepts never tried before. Unless you have full confidence that your "new appeal" hits a widespread urgent need among consumers (e.g., thermal underwear's thin and warm appeal hits consumers' pursuit of fashion; cup-brewed milk tea hits leisure and fashion needs), they can form a "trend." Otherwise, it's best to build product differentiation on the basis of mature market demand. That is, new products should imitate mature consumption concepts and then innovate at a certain point. "Leading competitors by half a step" is enough. New product operation capability is one of Wahaha's core competitiveness. But if you analyze carefully, Wahaha's products are never first-movers. Calcium milk was learned from Robust, eight-treasure porridge from Yinlu, tea drinks from Master Kong, purified water from Danone, Future Cola from "Two Colas." This imitation saved Wahaha a lot of "market education costs": through massive advertising, trials, and promotional investments to make consumers familiar with the product concept, from unfamiliar to aware, to interest, to purchase, forming a stable consumer base, requires significant costs and carries great risk. You must believe that guiding consumers to change their purchasing psychology and behavior even slightly is extremely difficult for a company. It took Nestlé over a decade to get Chinese people used to drinking coffee, and P&G spent a lot to make Chinese consumers think having dandruff is embarrassing. Following the trend and innovating on the basis of predecessors may be the most "economical," but you must innovate. Take Wahaha again: although it imitates predecessors, its new product positioning is a step ahead. Wahaha's first product was children's nutritional liquid. At that time, there were over 30 companies making nutritional liquids, but none targeted children. Wahaha seized this market segment and developed the selling point "eating fragrantly," using the emotional appeal "Drink Wahaha, eat fragrantly," which also triggered interaction between adults and children. AD calcium milk was first launched by Robust, but when Wahaha followed, it added the concept of "easy absorption." Wahaha's tea drinks followed Master Kong and Uni-President, but the pioneers only promoted common features; Wahaha omitted common features and emphasized its individuality: "Heavenly water, Longjing tea." In the Future series, Future Cola followed Coca-Cola and Pepsi, targeting the male market; Future Lemon imitated Sprite, targeting the female market; Future Orange Juice imitated Fanta, targeting children. Moreover, in the early stages of market promotion, the Future series avoided Coca-Cola's core market—urban areas—and took a rural route, a judo strategy. In business, you can have foresight, but your steps cannot be too far ahead, otherwise you may turn from pioneer to martyr. Tea was first by Xurisheng, and the pioneer became a martyr; ham sausage was first by "Chundu," and the pioneer again became a martyr. The Third Death: "Slapped-Together" New Products Many new products in domestic SMEs are "slapped together": slapping the head for ideas, slapping the chest for resources, slapping the thigh in complaint, and finally slapping the butt to leave. Because the entire process, norms, standards, and methods for new product launches are still in the "experience" stage, unlike finance or production functions, which are quite "scientific," experience is like "crossing the river by feeling the stones," with many unreliable elements. If the new product is "slapped together" by someone with experience and insight, the chance of success is much greater. For example, many of Wahaha's products were "slapped" by Zong Qinghou (Wahaha's boss), and many of Yake's products were "slapped" by President Chen. Although Shuanghui's products are less personally involved by President Wan, if a senior regional manager slaps them together, the chance of success is also high. For instance, the "garlic-flavored ham sausage" and "cauliflower ham sausage" slapped by a regional manager in Northeast China were well received in the Northeast market. The problem is when "there are no generals in the court," lacking experienced and insightful people in the marketing team, or the marketing management mechanism has issues, not providing "soil" for talented people to create new product ideas. Let me share a case of "new product pricing" for beer: "Sell at 12 or 15? — Answering Beer Retail Pricing Issues." In fact, every step of launching a new product can have "experts" arbitrarily slapping together plans. When I met with a beer company's marketing director in Shanghai, he asked me to "appreciate" one of their new products, saying they planned to use it to expand their high-end wine market in Shanghai in 2008. The product's differentiation appeal was mainly "high-quality brewing water and green ecology," 570ml/bottle, 8° wort concentration, mainly going through large catering channels in Shanghai. He asked me: from a consumer's perspective, what price would I accept for this product in Shanghai's mid-to-high-end hotels? I was "forced" to "arbitrarily" set a price of 8-12 yuan/bottle, depending on the hotel's grade. It turned out that his business team (including the division director) suggested pricing at 10-12 yuan/bottle, but a consulting company boss invited by the owner said it could be set at 15 yuan/bottle, and it was still undecided. The price was not set, customers were hard to determine, and distribution couldn't start, so they were anxious and wanted my opinion. Selling at a good price is naturally our common wish. From the company's perspective, it can enhance brand image and improve profits. For the sales team, if they can really sell at a high price, they will have more operational space due to higher gross margins, and establishing a high-end image will facilitate product line extension. Moreover, if the brand truly builds "pull," the market will be easier to manage. But what do we have to justify setting it at 15 yuan/bottle?

Brand: We are a new entrant with low awareness. Beer brands are still very regional; even Snow, Tsingtao, and Yanjing can only be strong in certain regions, and locally they may not beat "feudal" brands. When I did beer market consulting in Changshu, Jiangsu, each town had a different strong beer brand: one town had "Suntory" strong, another "Taihu Lake Water," and another "Da Fu Hao." A Shanghai distributor once told me that Hongshiliang might be strong in Jiaxing, but when it came to Shanghai (only 80 km away), it was worthless. So as a new entrant without a strong brand promotion budget, you have to consider the difficulty of starting.
Channel: Our product has no distributor in Shanghai urban area yet; entering the Shanghai market starts with finding customers. So what can we use to impress customers and promote cooperation? Weak brand, high price, low market investment budget, little sales team support—can we convince them with only some differences in product concept (absolutely essential differences)?
Product: The differentiation appeal of "high-quality brewing water and green ecology" is indeed visible and specific for this brand, and it aligns well with high-end beer consumers' needs, so it can be affirmed. But can a good product idea alone suffice? Not to mention whether this valuable difference is effective in "communication," even if the brand is built, its premium realization ability is limited. Coca-Cola with the same packaging can be 2 mao more expensive than Pepsi and roughly break even, but if it's 5 mao more, it's hard to sell. Why should your brand be higher than Budweiser? Besides the current state of this product and the company, from the perspective of competition and market operation rules, setting 15 yuan/bottle is also unreasonable.
Market Structure Hard to Break Currently, the main brands and sales prices in the Shanghai market can be listed as follows: Main high-end beer products sold in Shanghai Distributor purchase price Terminal purchase price Retail price Budweiser 580ML 44.5 yuan/case 68.5 yuan/case 10 yuan Suntory Premium 580ML 42 yuan/case 66 yuan/case 10 yuan Tsingtao Pure Draft 600ML 43 yuan/case 66 yuan/case 10 yuan Heineken 500ML 45 yuan/case 68 yuan/case 15 yuan Note: Terminal retail price refers to the price set by mainstream restaurants; restaurants can set different prices for the same product based on their grade. Currently, the beers sold in Shanghai's mid-to-high-end restaurants mainly include Budweiser, Tsingtao Pure Draft, Tiger, Heineken, and (Suntory) Premium. Among these, except Heineken selling at 15 yuan/bottle, the rest are mostly 10 yuan/bottle, and Heineken's sales volume is not large, so the mainstream price in the market is 10 yuan/bottle. This structure has existed for a while, and once formed, it's really hard to change. A new small brand can hardly shake it. If you insist on a retail price of 15 yuan/bottle, you'll find that your salespeople will have a very difficult time persuading distributors, terminals, and consumers at any stage! And if the retail price is set at 15 yuan/bottle, how do we operate? Because we mostly operate large restaurants through distributors, if we give distributors a price within this "structure," i.e., 42-45 yuan/case, then whether the terminal can sell at 15 yuan/bottle is definitely not guaranteed. In reality, distributors will either lower the price to move volume or hold it high to make profit, which will lead the market into an unhealthy state. If the company makes great efforts to directly operate terminal stores to support the retail price of 15 yuan/bottle, then we must ask: Can the company's market management level surpass that of local distributors? What execution capability does your business team have when actually implementing market operations? How do we divide work with distributors (we certainly can't completely bypass them)? Facing "cash-absorbing" high-end restaurants, to what extent can the company achieve? And is it worth it for the company? These are all major issues that are not easy to handle. 2. Market Operation Needs Rhythm; Market Share is the Priority for New Product Launch Market expansion has a certain rhythm; new entrants must act quickly. The primary goal of a new product launch is market share, not profit or brand building. If the price is still undecided at this time (say, January), it will delay the entire year's sales work. Without a price, customers are hard to determine, and distribution cannot start. You'll also miss the Spring Festival high-end liquor consumption, and Shanghai restaurants' New Year's Eve dinner business is very hot. By the time you deliberate, the opportunity is gone. If the price is set so high, finding customers is difficult, whether you can distribute to terminals is a problem, and whether consumers will buy is even less guaranteed. Low sales volume will demoralize channel members and the company's business team, and the market will only be "half-cooked," which is fatal. Therefore, it is recommended that this product be priced at a maximum of 12 yuan/bottle, conforming to the current Shanghai mid-to-high-end beer market structure, giving the sales team some confidence to start sales work quickly. Once there is a certain sales volume as a foundation, you can follow up with an image product for branding, which may be more practical. This also serves as some justification for my initial "arbitrary" pricing. The Fourth Death: Poor Coordination in R&D, Production, and Sales The success of a new product promotion is not the responsibility of any single department; its failure may be due to a mistake in one link, but its success is definitely the success of the entire enterprise operation. I once trained a company that switched from foreign trade to domestic sales. Their foreign trade was very successful, with annual revenue of nearly 3 billion, but domestic sales failed, with little improvement in a year or two. In 2011, the leadership's expectation was: can the domestic sales loss be controlled within 2 million?! What a primary goal. The domestic sales director complained to me after class: "It's not that our domestic sales team isn't strong; domestic sales is not valued in the company. Our orders are always out of stock. How can we do the market?" This director came from Master Kong and was used to doing supermarket channels. An unknown brand doing supermarkets, with frequent stockouts, the result can be imagined. Logically, a company doing foreign trade has strong production capacity; the advantage of foreign trade is low product cost, full variety, and good quality. So why do domestic sales often run out of stock? It turns out the production system looked down on the small domestic orders, with many varieties but small quantities, so they would delay scheduling as much as possible. A mindset issue doomed domestic sales! Converting foreign trade products to domestic sales is also a topic of new product promotion, and failure is inevitable due to production-sales coordination issues. That's the first problem. The second problem: When launching a new product, especially when it's an upgrade of an old product, the old products in the market should be digested in advance; otherwise, the new product promotion will have problems. In this unfavorable situation, old products sell even slower due to quality and shelf life differences, while new products face distribution difficulties due to large old product inventories in the channel, because merchants always want to sell old stock before taking new stock to reduce their losses. How to deal with this?
If old product inventory is in the hands of distributors, wholesalers, etc., and the quantity is large, then decisively exchange all goods (exchange new products for old ones with a certain price difference) and concentrate sales in areas where the new product is not yet launched.
If old products mainly appear in retail stores, and the distribution rate and inventory are not large, just do price promotions for these few terminals; but if the distribution rate or inventory of old products in retail stores is still considerable, resolutely exchange goods and concentrate on "sewer" channels for digestion.
No matter how you "handle" old products, it will be a market loss. Therefore, before launching the new product, production-sales coordination should be done well, giving old products appropriate promotional strength to sell quickly. If old products are recalled and expire or cannot be sold for other reasons, be sure to destroy them all to avoid future problems.
Never adopt the method of recalling old products: First, there is no consensus on what price to recall, which will cause customer complaints and obstacles to financial control, giving salespeople and distributors opportunities to embezzle public funds; second, if the manufacturer's recall action is rumored as "a certain factory's products have serious quality problems and are being recalled," the consequences would be disastrous. The third problem: If there is continuous out-of-stock during the distribution period, it will be fatal. A new product just entering the market, with massive advertising, distribution, and promotions, will attract consumers' attention to try the new product. Once there is a stockout in the early stage of launch, consumers will inevitably turn to competitors, and competitors will also take the opportunity to counterattack. When you return after a period of stockout, you can no longer arouse consumers' "desire to try something new"; consumers have become accustomed to buying competitors' products; the stockout during the launch stage has severely dampened channel enthusiasm, and they are unwilling to actively stock and distribute. New products, due to small quantities, may also face capacity and raw material issues, even technical issues, logistics issues, sales forecast issues, etc. This situation is common but "fatal." To avoid this, note:
Before launch, the marketing department, sales department, and production department should communicate with each other, based on the company's production capacity for the product, sales forecast, and set the initial launch area. If the company's raw material reserves are limited or production capacity is insufficient, the first wave of launch can lock in some markets, and gradually expand the launch area based on subsequent sales and capacity replenishment. Resolutely avoid blind full-market distribution, leading to stockouts in some areas and expiration in others.
Strive to ensure supply; if necessary, sacrifice some profit, transfer goods from areas with sufficient supply or less competition, to protect the hard-won market share.
If the supply problem cannot be solved, strive to maintain basic distribution rate to minimize adverse effects. For example, increase POP promotion and special product displays, using limited supply for supermarkets, retail stores, etc.; at the same time, stop all channel and consumer promotions in a timely manner. The Fifth Death: "Marketing" and "Sales" Two Legs, Always Missing One Marketing includes "marketing" and "sales." The marketing functions, such as consumer research, new product planning, packaging, advertising, media, graphic design, material design and procurement, are mostly undertaken by the marketing department; the sales functions, such as attracting distributors, orders, payment collection, market management, terminal maintenance, are mostly undertaken by the sales department. New product development is mostly led by the marketing department, but after launch, the sales department takes the lead. Because domestic enterprises' marketing mostly started with sales, the marketing department's functions developed later, so their capabilities differ. Thus, during new product launch, the sales "push" ability is strong, but the marketing department's "pull" is weak. I have seen companies with annual sales of over 10 billion, where after products are distributed to terminals, there isn't even a POP (point-of-purchase advertisement), which is really worrying. This operation method easily causes channel inventory buildup, and the "slow sales" situation immediately after launch further discourages distributors from reordering, creating greater obstacles for future product promotion. Another common situation: The marketing department spends great effort on high-density advertising and promotional activities, and through sampling, tasting, roadshows, and other consumer pull activities, effectively increases product awareness and trial. However, due to extremely low distribution rate, consumers cannot buy. This situation is sometimes called "advertising first," and with careful operation, it can even produce a special effect like "waiting to buy." However, in most cases, this is very risky; especially for FMCG, with high homogeneity and low purchase involvement, expecting consumers to "wait to buy" is almost impossible. Thus, the huge advertising expenditure goes down the drain. Here, a key coordinator is needed: the product manager. During the new product launch stage, the product manager should supervise and coordinate the production and distribution of advertising materials and promotional items, procurement and batch production of product and packaging materials, and airing of advertisements, ensuring supply and providing logistical support for the sales department's launch execution. This requires mobilizing resources from production, marketing, sales, storage, and procurement departments. During the launch plan formulation, distribution progress requirements should be communicated with the sales department in a timely manner to ensure feasibility. After launch, through field surveys, monitor whether distribution progress meets standards; once discovering the sales department's distribution is inadequate, the planning department should first directly inform the sales department leadership and communicate to explore obstacles and seek solutions. The Sixth Death: Thinking That Pleasing Consumers Is Enough When launching a new product, companies know they should cater to consumers, and research on consumer psychology and behavior is certainly important for new product success. But this is not the only thing. The success of a new product is closely related to three stakeholders: competitors, internal teams, and channel members. First, pay attention to your competitors. Influenced by domestic marketing education, meeting consumer needs is the first priority of marketing, but in actual operation, many aspects of marketing seem to target competitors, such as brand communication strategies, sales policy formulation, price adjustments, etc., including the "terminal interception" deep distribution marketing model, and Wahaha's "second-level joint sales system" for stronger channel control, etc., all target competitors. In fact, this competition-oriented operation method is increasingly showing its strength and sales power. Whether the first priority of marketing is to "meet consumer needs" or "surpass competitors" is actually a debatable proposition.
Consumers don't know their needs; needs are created by marketing masters. Modern consumption has shifted from physiological needs to psychological needs. When consumer needs reach the level of desire, the needs themselves become uncertain; consumers themselves don't know what they need. They only know their purchasing power, hence the "impulse buying" of consumer goods. Since P&G entered China, who thought having dandruff was embarrassing? Before Sony introduced the Walkman, who had the experience of listening to music while walking? There are too many such cases in marketing. The microelectronics industry's competition doesn't care about consumer needs; otherwise, Microsoft or Intel's introduction of a new product every 18 months according to Moore's Law would be unnecessary.
It's hard to figure out what consumers need, but it's easy to know what competitors are doing. We should learn to find marketing ideas from competitors. Even as a follower, if competitors are right, we won't fall behind; but if we don't follow and competitors are right, we may fall behind!
Meeting consumer needs is not absolute and unconditional; it is relative to competitors. Only with competition will consumers be truly respected, and their needs possibly met. In the planned economy era, when supply fell short of demand and everything required "coupons," who cared about the service level of salespeople? "The customer is God" only exists in the context of market economy competition. Consumer satisfaction is also a relative concept. When we are stronger than competitors, consumers are not satisfied but have no better choice. Consumers are always in this state. Remember: we "win the bid" always because customers have no better choice. Gandhi said: "The material resources of humanity are sufficient to meet human needs, but the only thing that cannot be satisfied is human desire." Consumer desires are endless; no matter what you give, they won't be satisfied. This also proves that consumer needs should not be the first element of marketing. In our marketing process, which behavior is not centered on competition? For example, when we say "differentiation," whether for products, regions, or sales policies, it's actually about avoiding competition and leveraging our strengths to surpass competitors. Modern marketing textbooks no longer just say "meet consumer needs" but "guide and create consumer needs," which is a great progress! This idea is important; throughout the new product promotion process, competitors must be considered. Second, pay attention to the company's own business team. If your new product promotion harms the interests of some internal people, the promotion process will definitely encounter resistance. For example, if you ask the sales team to put in a lot of effort but the assessment indicators are unfavorable to them, there will be no good results. A parachuted marketing leader leading a new product promotion project often faces more challenges; without the trust and support of the internal team, it will definitely not succeed. Third, pay attention to channel partners. This issue has been emphasized many times; the market truly requires joint construction by manufacturers and distributors. Without channel support, it will definitely not work. When P&G launched the new product Runyan, the brand was too self-important, giving distributors the same profit as old products, which was an important reason for its failure. Small enterprises launching new products should especially pay attention to leaving sufficient profit space for channel partners. The Seventh Death: Greedy and Overambitious, Insufficient Resources Resources must be concentrated to achieve the best results; this concept applies throughout the new product promotion process. For example, some companies launch more than two new products simultaneously, which is worrying. When a company launches several new products at once, first, facing consumers, your promotional resources will be dispersed, even canceling each other out, with no prominent focus, leaving consumers confused; facing channel partners, asking them to invest in several new products at once will make them more hesitant and reduce willingness to stock; for salespeople executing distribution, display, promotion, and supermarket entry, the workload will multiply, attention will be divided, and ultimately, not a single product may succeed! So it's recommended to launch one new product at a time, or ensure differences in suitable channels and price points. If you must launch two similar new products together, pay attention to identifying the one with greater potential early to adjust strategy in time. Another example: target market greed. After forming a product concept that seems unique and meets market requirements, companies become ecstatic and set the target area directly to the whole country, intending to "win with one strike," without considering the company's financial, sales, storage, and production status. Eventually, because the launch area is too wide, the battle line too long, resources insufficient, and follow-up support lacking, the new product fails. The target market planning for a new product should not only consider suitable sales areas and consumer groups but also consider how much market the company's human resources, financial status, production and distribution capabilities can support. Generally, the failure rate of new products in new markets is much higher than new products in old markets. Contracting the battle line, doing deep and thorough work in local markets, and then seeking development after gaining a foothold is the core idea of ARS (Area Roll-out Strategy) deep distribution. The Eighth Death: Price Chaos, "Red" and Die Channel stuffing (cross-region selling) is the main cause of price disruption. Channel stuffing can be benign or malignant. The distinction depends on whether it is under your control. Snow Beer even used channel stuffing to help new products achieve distribution rate and distributor selection. For example, when Snow Beer entered the Hangzhou market, it first lowered the threshold to attract distributors. With high-altitude advertising and consumer pull, attracting distributors was easy, so many customers gathered at once. But Snow Beer did not guarantee distributor territory, so everyone crossed regions, quickly forming a wide distribution rate. Channels complained a lot, but fortunately, it was all under Snow's control, and the chaos was limited to Hangzhou. After a year, through a beer peak season, the waves washed away the weak, leaving some willing and strong customers. When the off-season came, Snow helped these customers define territories, and the next year, they fought in an orderly manner. This is an example of making the market "red" through chaos. But most domestic enterprises don't have the strength to control channels. Often, when the market hasn't taken off, no one crosses regions; once it takes off, chaos ensues. Poor channel management is like a crab: once it turns "red," it dies. In the new product promotion process, from the initial price system design, to promotional policy design, to channel design and control, to salesperson follow-up and supervision, every link must pay attention to this issue. Controllability is the minimum requirement of management.

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