Launch plans need to be comprehensive, representative of customer and competitive behavior, and include contingencies scenarios. Developing an effective launch plan takes time!
Time (or lack there of) is one of the most valuable resources in preparing to launch a new medical device. While I strongly advocate for having a plan, it should not be at the expense of spending too much time planning and not enough time executing the necessary work.
To build a comprehensive launch plan and effectively manage time consider the following:
Start/Continue these activities
- Planning for how customers will behave, not how the launch team wants them to behave.
- Assessing plan robustness from the standpoint of competitive response preparedness.
Stop these activities
- Spending too much time discussing and iterating instead of doing the work.
- Ignoring the launch plan after the launch starts.
See Additional Details below for challenges and potential solutions.
“Avoid knee-jerk reactions…”
One of the most important contingencies to consider is: What if utilization doesn’t happen as planned? This is where knee-jerk reactions to abandon the plan can occur. The best approach is to develop a comprehensive plan with contingency actions and pressure-test it for these scenarios before launch. This ensures alignment and allows for adjustments to the planned contingencies, saving time and keeping scarce resources focused on execution rather than unplanned mid-launch changes.
Launchers: Use this guide to set yourselves up for success in building AND executing the plan. Take the time to align the entire team to avoid planning paralysis or abandoning all the hard work at the first speedbump.
Leaders and Launchers: Start pressure testing and accounting for contingencies in the plan early on to build confidence in the comprehensiveness of the plan.
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#CompetitiveSimulation
Additional Details
Click the + on the right to expand each of the sections
Activities to Start or Continue
Planning for how customers will behave, not how the launch team wants them to behave.
Challenge: Don’t underestimate the effort required for a customer (including all purchase stakeholders) to switch and start using your product, considering all the other commitments and activities they and their purchasing partners are managing.
Potential Solutions:
- Collaborate with the sales team to understand the purchasing process and environment
- Consult with key stakeholders at target accounts to get their insights
- Develop and justify the plan to be as realistic as possible based on stakeholder feedback
Assessing plan robustness from the standpoint of competitive response preparedness.
Challenge: It is easier to focus on controllable activities (i.e. segmentation, pricing, campaigns, etc.) rather than less controllable factors (i.e. how the competition is going to respond).
Potential Solutions:
- Conduct a Competitive Simulation (aka wargame) to anticipate potential competitive actions and develop proactive plans to counter
- Incorporate course correction tactics for prioritized “what if” scenarios into the plan
- Involve others to help pressure test the plan
Activities to Stop
Spending too much time discussing/iterating and not enough time doing the work.
Challenge: The involvement and input of multiple stakeholders in launch planning is valuable, but it can also hinder progress and delay the necessary work.
Potential Solutions:
- Prioritize action over discussion and iteration by allocating specific time for planning and execution
- Establish an efficient decision-making process, document decisions and actions, and hold everyone accountable after the launch has begun
Ignoring the launch plan after the launch starts.
Challenge: Abandoning the plan when things don’t go well often results from insufficient planning for contingencies. A comprehensive plan must contain adjustments for “what if” scenarios, enabling you to stick to the plan.
Potential Solutions:
- Thoroughly communicate the plan and highlight its contingency measures before launch
- Avoid making impulsive changes; adhere to the plan
- Present launch updates and anticipated plan adjustments to foster confidence in continuing with the execution according to the plan