New products are of such great significance to a company, and once launched, if they fail, they consume a lot of resources. So, 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 cause new products to die prematurely, from concepts to methods, from strategy to execution, every link can have problems. Here, we analyze the common eight ways new products die in domestic SMEs, as a warning.
The First Death: Imitation and Following Trends, Delusion of "Winning by Quality"
Perhaps because the first generation of Chinese business owners were mostly from production backgrounds (including some who switched from foreign trade to domestic sales), when I communicate with them about how to launch new products, "good product quality" is the selling point they feel most proud of. The new products they launch are all imitations of mature products, with no individuality or advantage in packaging, price, or appeal points. They always think one-sidedly: "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 big misconception. If marketing were that simple, success would be too easy. In the end, 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, and none can be missing!
Imitating mature products is not wrong. These products prove that there is market demand, and they have also done some consumer education, establishing a market foundation. But now we are "fighting a big with a small," others already have first-mover advantages. To win, we need to have "outstanding" features. From a product perspective, our products 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 melon seeds; or new packaging should be more convenient for consumers, like PET bottled canned food replacing glass bottled canned food. Companies must dispel the illusion of entering the market solely based on "my product quality is better" (e.g., "tastier, more nutritious"). In fact, the best-selling products in the market (especially food) are often not the best quality; consumers generally lack professional appreciation ability. Good product quality can only be one of the advantages, promoting 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 the company's own sales capability is inferior to competitors, it must fully leverage the channel's power. On one hand, someone must buy (product selling point), and on the other hand, someone must be willing to help you sell (guaranteed by channel profit), then the chance of winning will be greater.
The Second Death: New Product Concept Challenges New Concepts
Some companies, when setting new product concepts, one-sidedly understand the meaning of differentiation advantages, seeking novelty and strangeness, launching product concepts never tried before. Unless you have full confidence that your "new appeal" hits a common urgent need of consumers (e.g., thermal underwear's thin and warm features hit the fashion pursuit; cup-brewed milk tea hits leisure and fashion needs, etc., which can form a "trend"). Otherwise, the shaping of product differentiation advantages is best based on mature market demand. That is, new products should imitate mature consumption concepts and then innovate at a certain point. "Leading the opponent 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 a large amount of advertising, trials, and promotional investment, making consumers go from unfamiliar to aware, to interested, to purchasing, and forming a stable consumer group requires significant costs and carries great risks. You must believe that guiding consumers to change their purchasing psychology and behavior bit by bit is extremely difficult for a company. It took Nestle 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. Now JDB has been trying to make people realize "drink JDB to prevent getting angry" (instead of its previous Wanglaoji promotion) since 2012, constantly advertising in the air and on the ground.
Following the trend and innovating on the basis of predecessors may be the most "economical," but you must innovate. Still talking about Wahaha, although it imitates predecessors, its new products are positioned 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 dug out the selling point of "eating fragrantly," using the emotional appeal of "Drink Wahaha, eat fragrantly," triggering 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 followed Master Kong and Uni-President, but the pioneers only promoted the commonality of the product category; when Wahaha launched, it omitted commonality and emphasized its individuality: "Heavenly water, Longjing tea." In Wahaha's 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. And in the early stage of market promotion, the Future series avoided Coca-Cola's core market—urban markets—and took the rural route, a judo strategy.
In business, you can have foresight, but your steps cannot be too far ahead, otherwise you may go from pioneer to martyr. Tea was first Xuri Sheng, and the pioneer became a martyr; ham sausage was first "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 grievance, and finally slapping the butt to leave. Because the entire process, standards, and methods for new product launches are still in the "experience" stage, unlike finance or production functions, which are quite "scientific," and experience is "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 President Wan of Shuanghui rarely participates personally, if a senior regional manager slaps one together, the chance of success is also much greater. 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 great generals in the court," lacking experienced and insightful people in the marketing team, or the company's marketing management mechanism has issues, not providing the "soil" for talented people to create new product ideas.
Let me share a case about "new product pricing" for beer, "Sell at 12 or 15?—Answering Beer Retail Pricing Questions." In fact, every link in launching a new product has "experts" slapping their heads to come up with plans.
When I met with a marketing VP of a beer company in Shanghai, he asked me to "appreciate" one of their new products, saying they planned to use it to expand into Shanghai's high-end liquor market 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 restaurant channels in Shanghai. He asked me: From a consumer's perspective, what price would I be willing to accept for this product in mid-to-high-end hotels in Shanghai? I was "forced" to "guess" a price of 8-12 yuan per bottle, depending on the hotel's grade.
It turned out that his business team (including the division director) suggested pricing at 10-12 yuan per bottle, but a consulting company boss invited by the owner said it could be set at 15 yuan per bottle, and it was still undecided. The price wasn't set, customers weren't easy to determine, and there was no way to distribute to stores. 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 room to operate due to high gross margins, and once the high-end image is established, product line extensions become easier. Moreover, if the brand truly creates "pull," the market will be easier to manage.
But what do we have to justify setting it at 15 yuan per bottle?
Brand: We are a new entrant with low awareness. Beer brands are still quite regional; even Snow, Tsingtao, and Yanjing can only be strong in certain regions, and may not beat local "feudal" brands elsewhere. When I did consulting for the beer market in Changshu, Jiangsu, the strong beer brand varied by town: in one town, "Suntory" was strong, in another "Taihu Water," and in another "Da Fu Hao." A Shanghai distributor once told me that Hongshiliang might be strong in Jiaxing, but in 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 doesn't have a single distributor in Shanghai's urban area yet. We have to start by 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 just some product concept differences (absolutely essential differences)?
Product: It should be said that the differentiation appeal of high-quality brewing water and green ecology is visible and specific for this brand, and it aligns well with the needs of high-end beer consumers, so it can be affirmed. But is a good product idea alone enough? Not to mention whether such valuable differentiation is effective in "communication," even if the brand is built, its premium conversion ability is limited. Coca-Cola and Pepsi with the same packaging: if Coke is 2 mao more expensive, it's about even; if 5 mao more, it's hard to sell. Why should your brand be higher than Budweiser?
Besides the current situation of this product and the company itself, from the perspective of competition and market operation rules, setting it at 15 yuan per bottle is also unreasonable.
- Market structure is 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 mainly sold in mid-to-high-end restaurants in Shanghai include Budweiser, Tsingtao Pure Draft, Tiger, Heineken, and Suntory Premium. Except for Heineken at 15 yuan per bottle, most are at 10 yuan per bottle, and Heineken's sales volume is not large, so the mainstream price is 10 yuan per 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 per 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 per 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 per case, then whether the terminal can sell at 15 yuan per bottle is definitely not guaranteed. In reality, distributors will either lower the price to move volume or hang on to sell for profit, which will distort the market.
If our company makes great efforts to directly operate terminal stores to support the retail price of 15 yuan per bottle, then we must ask: Can the company's market management level surpass that of local distributors? What is the execution capability of your business team when actually implementing market operations? How do we divide work with distributors (we certainly can't completely bypass them)? Facing "money-sucking" high-end restaurants, what can the company achieve? And is it worth it for the company? These are big topics and not easy to handle.
- Market operation must have rhythm; the primary goal of a new product launch is market share
Market expansion has a certain rhythm, and new entrants must act quickly. The primary goal of a new product launch is market share, not profit or brand building. If the price hasn't been set at this time (say it's January), it will delay the entire year's sales work. Without a set price, customers are hard to determine, and there's no way to distribute to stores. 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 yellow flower dishes are cold.
If the price is set so high, finding customers is not easy, getting into terminals is a problem, and whether consumers will have good sell-through is even less guaranteed. Low sales volume will dampen the confidence of channel members and the 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 per bottle, conforming to the current mid-to-high-end beer market structure in Shanghai, giving the sales team some confidence, and enabling sales work to start quickly. Once there is a certain sales volume as a foundation, you can follow up with an image product to build the brand, which may be more practical. This also serves as some justification for my initial "guess" pricing.
The Fourth Death: Poor Coordination Between R&D, Production, and Sales
The success of a new product launch 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 company's 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 no improvement in a year or two. In 2011, the leadership's expectation was: can domestic sales losses be controlled within 2 million?! What a primary goal. The domestic sales director complained to me after class: "It's not that domestic sales aren't strong; domestic sales are not valued in the company. Our orders are always out of stock. How can we do the market?" And this director came from Master Kong, accustomed to doing supermarket channels. An unknown brand doing supermarkets, with frequent stockouts, the result can be imagined.
Logically, a company doing foreign trade should have strong production capacity; the advantage of foreign trade is low product cost, complete variety, and good quality. So why do domestic sales often run out of stock? It turns out the production system looks down on domestic sales orders, which are many in variety but small in quantity, so they don't schedule production if they can avoid it. A concept issue leads to poor domestic sales! Converting foreign trade products to domestic sales is also a topic of new product promotion, and failure is doomed due to production-sales connection 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 more slowly due to quality and shelf life differences, while new products face difficulty in distribution due to large old product inventory in the channel, because merchants always want to sell old stock before taking new stock to reduce their own losses. How to deal with this?
If old product inventory is in the channel (distributors, wholesalers) and the quantity is large, then decisively exchange all goods (exchange new for old 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 on old products for these few terminals; but if the distribution rate or inventory of old products in retail stores is still considerable, then 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 recovered and expire or cannot be sold for other reasons, they must be completely destroyed to avoid future problems.
Never use the method of recovering old products: First, it's hard to agree on the recovery price, causing customer complaints and obstacles to financial control, giving salespeople and distributors opportunities to embezzle public funds; second, if the factory's recovery 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. When a new product just enters the market, a lot of advertising, distribution, and promotions will attract consumers' attention to try the new product. Once out-of-stock occurs in the early stage of launch, consumers will inevitably turn to competitors, and competitors will take the opportunity to counterattack. When you come back after a period of stockout, you can no longer arouse consumers' "desire to try new things"; consumers have already gotten used to buying competitors; the stockout during the launch stage has severely dampened channel enthusiasm, and they are unwilling to actively restock and distribute. Because the new product has small volume, it may also be due to capacity and raw material issues, even technical issues, logistics issues, sales forecast issues, etc. This situation is common but "fatal." To avoid this, pay attention to:
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 first, 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, also strive to maintain basic distribution rate to minimize adverse effects. For example, increase POP promotion and special product displays, using limited supply for end-of-chain distribution like supermarkets and retail stores; 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 companies' marketing mostly started from sales, the marketing department's functions developed later, so the functions they can perform are different. Therefore, during new product launch, the sales "push" capability 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 dampens distributors' willingness to reorder, bringing greater obstacles to future product promotion.
Another situation is also quite common: the marketing department spends a lot of effort on high-density advertising and promotional activities, and through sampling, tasting, roadshows, and other consumer pull activities, effectively improves product awareness and trial. However, due to extremely low distribution rate, consumers cannot buy. This situation is sometimes called "advertising first," and even with careful operation, it can produce a special effect similar to "waiting to buy." However, in the vast majority of cases, this is very risky; especially for FMCG, with high homogeneity and low purchase involvement, it's almost impossible to make them "wait to buy." As a result, the huge advertising expenditure goes down the drain.
There must be a key coordinator here, the product manager. During the new product launch stage, the product manager should supervise and coordinate the production and distribution of promotional materials, product and packaging material procurement and batch production, advertising playback, etc., 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, the 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 it's found that the sales department is not distributing effectively, the planning department should first directly inform the sales department leadership and communicate to explore the 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, the internal team, 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 marketing activities seem to be aimed at competitors, such as brand communication strategies, sales policy formulation, price adjustments, etc., including the "terminal interception" deep distribution model, Wahaha's "second-level joint sales system" for stronger channel control, etc., all aimed at competitors. In fact, this competition-oriented operation method is increasingly showing strong voice 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 own needs; needs are created by marketing masters. Modern consumption is a shift from physiological needs to psychological needs. When consumer needs reach the level of desire, the needs themselves become uncertain, and consumers don't know what they need. They only know their ability to pay, hence the "impulse buying" of consumer goods. Since P&G entered China, who would have thought having dandruff is embarrassing? Before Sony introduced the Walkman, who had the experience of listening to music while walking? There are too many such cases in the marketing world. The competition in the microelectronics industry doesn't care about consumer needs; otherwise, Microsoft or Intel launching 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 when there is competition will consumers be truly respected, and their needs may be met. In the planned economy era, when supply was short 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 of humanity now is enough to meet human needs; the only thing that cannot be satisfied is human desires." 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 advocate "guide and create consumer needs," which is a big 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's definitely impossible.
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 won't work. P&G launched the new product Runyan, but the brand was too self-important, giving distributors the same profit as old products, which was an important reason for its failure. Small companies launching new products should especially pay attention to leaving enough profit space for channel partners.
The Seventh Death: Greedy and Aggressive, Insufficient Resources
Resources must be concentrated to achieve the best results, and this concept applies throughout the new product promotion process. For example, some companies launch more than two new products at the same time, which is worrying. When a company launches several new products simultaneously, first, facing consumers, your promotional resources will be dispersed, even canceling each other out, with no focus, and consumers will be at a loss; facing channel partners, asking them to invest in several new products at once will make them more hesitant and reduce willingness to order; for salespeople executing distribution, display, promotion, and supermarket entry, the workload will multiply, attention will be scattered, and ultimately, not a single product may be successful! So it's best 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, also pay attention to identifying the one with greater potential early to adjust strategy in time.
Another example is aiming for a target market that is too large and comprehensive. After forming a seemingly unique and market-compliant product concept, companies are ecstatic and directly set the target area to the whole country, intending to "win with one blow," without considering the company's own financial, sales, storage, and production status, ultimately because the new product launch area is too wide, the battle line is too long, company resources are insufficient, and the product lacks follow-up strength after launch. The target market planning for a new product is not just about locking the suitable sales area and consumer group; more importantly, it should 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 in old markets. Contracting the battle line, doing deep and thorough work in local markets, and then seeking development after gaining a foothold is also the core idea of ARS (Area Roll-out Strategy) in deep distribution.
The Eighth Death: Price Chaos, Die Once "Red"
Channel diversion (cross-region selling) is the main cause of price disruption. Diversion can be benign or malignant. The so-called benign and malignant depend on whether it is under your control.
Snow Beer can even use diversion to help new products achieve distribution rate and distributor selection. For example, when Snow did the Hangzhou market in 2007, it first attracted distributors by lowering the threshold. Under 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 diverted, 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 sand, leaving some willing and strong customers. When the off-season came, Snow helped these customers define territories, and the next year, it was orderly.
This is an example of using chaos to make the market "red." But most domestic companies don't have the strength to control channels. Many times, when the market hasn't taken off, no one diverts your products; once it takes off, chaos ensues, and with poor channel management, like crabs, once "red," they die.
In the new product promotion process, from the initial price system design, to promotional policy design, to channel design and control, to business personnel follow-up supervision, every link must pay attention to this issue. Controllability is the minimum requirement of management.
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