Success factors for the launch of a digital brand

Anyone planning the launch of a new product or a new brand these days should place the digital presence at the center of their considerations. This applies to established brand manufacturers as well as start-ups. Emotional imagery or pragmatic functions determine the first impression just as much as the choice of channels. Whether it's an app, (mobile-optimized) website, chatbot or service hotline - the options are diverse and must be tailored to potential customers.

Once these decisions have been made, the next step is to choose the technical basis. Networked platforms offer the aforementioned services from a single source and open up new opportunities for Swiss companies to market their products digitally. However, success depends on a number of factors.

First of all, a few requirements must be met or KO criteria must be observed.

1. the target group must be digital

It always starts with the target group: if the target group is not online-savvy, an online marketing strategy will of course not work. Of course, a product can only be marketed digitally if there are sufficient digital touchpoints with the target group along the entire customer journey. The target group determines not only the "whether" but also the "how" of a digital strategy. The needs and user behavior of the target group are translated into digital touchpoints.

2. the product must not be too expensive or require too much explanation

Products that are to be marketed digitally must be readily available and have reasonable delivery times. On the other hand, the product must not require too much explanation or be too expensive. This is because customers generally have to make their purchase decision without personal advice.

3. the manufacturer needs sufficient digital expertise

The product provider itself must also fulfill certain requirements: Digital skills and infrastructures must be available in their company and team, for example to be able to (automatically) map processes or set them up in compliance with data protection regulations.

Once the decision to launch a new product has been made, the potential of the market has usually already been evaluated. The next step is therefore the simple but essential question "Who will buy this product and at what price?"

Target group analysis

In this step, internal and external data, such as socio-demographic and psychographic information, is collected and then analyzed. Even soft data such as 'user DNA' or the needs of (potential) customers can be made measurable using sophisticated questionnaires.
The outcome: Operationalizable target group segments, on the basis of which the specific expectations and potential of the segment are taken into account in the form of personalized content in advertising materials or on the website, product recommendations or even entire user flows. Another result can also be the derivation of personae that the company can use across all departments and channels in order to give the most accurate possible representation of the customer a voice when making daily decisions.

With a defined target group, it is particularly important to ensure that the need exists and that a USP (Unique Selling Proposition) of the product solves the core problem of the target group or differentiates it from the competition. Equally important: the intended pricing for the product - the positioning and the final purchase decision depend on this in many respects.

Strategic time planning

The next step is scheduling: the go-live date must be chosen strategically:

• When are the target group's needs and attention at their greatest?
• Is the product the first on the market?
• Is the competition planning a similar move?

A trade fair in the relevant sector can also be chosen for a new product launch or pre-announcement. This question should be answered within the company by now at the latest: Where do our internal competencies lie and where do we need external support for this project?

Finding implementation partners

Once the schedule has been planned, the sub-areas/requestors can define the desired scope up to the launch date. These requirements can be used to brief IT, for example. If there are neither systems nor an IT implementation service provider or corresponding in-house areas, a tendering process is necessary. This should include the following steps:

1. Write to longlist agencies/implementation service providers and send them a technical concept and a list of questions to be answered within a set deadline (including questions about the size of the company, focus of the services, initial approaches to implementing the planned scope).
2. Evaluation, weighting and comparison of the responses based on predefined criteria. Invitation of the top 3-5 service providers to pitch workshops.
3. Conducting pitch meetings with in-depth proposals for implementation, data exchange, interaction of systems, project team, duration, etc. of the desired scope.
4. Selection of the right service provider based on predefined criteria, for example cultural fit and regional proximity as an important criterion.

Once service providers and the required tools and systems have been selected, sufficient time should be allowed for the conclusion of the contract, negotiations and, if necessary, comparisons between tools. In some cases, this can take up to several months.

Detailed implementation

Once all partners are on board, the next step is to implement and refine the requirements. Good overall project management is essential for this. An agile approach is best practice for software development. The advantage of a new product is that new findings on timing, priority and target group expectations can be iteratively incorporated without delaying the project.

Last step: Preparing the go-to-market

In order to achieve a successful launch, close synchronization of all parties involved across all areas is necessary. It is important that the potential customer receives all information about the product in a simple and understandable way. Employees and colleagues also need to be convinced in order to generate recommendations. As the business magazine Forbes found, "92% of all consumers across all industries trust recommendations from friends, colleagues or family rather than brand promises".

Press work, test reports and reviews also need to be managed. Influencers must also be brought on board in good time.

What if it doesn't get off to a good start?

Then a concept for shitstorms, monitoring and responding to (negative) feedback in forums and social media helps. Service staff on the hotline should have a goodwill gesture ready for dissatisfied customers and troubleshooting for product defects should be clearly agreed. Last but not least, communication within the company and towards the customer is relevant.

What if things go better than expected?

Too much success can also lead to problems and disappointed customers. For example, if production, purchasing or logistics cannot keep up. There must also be a rough concept for this so that you can fall back on it in an emergency.

The Swiss e-commerce sector is successful. However, it is also a very dynamic and highly competitive business, forcing retailers and manufacturers alike to constantly expand their services and make processes even more efficient. Digital presences promise growth if they are implemented correctly.