I helped host an ITSMA round table this week and a near universal complaint from our B2B technology clients was how difficult it is to launch new services in a fast, efficient way. One client summed it up by saying that there are two points of resistance in the process of bringing new things to market. The first comes at the beginning of the process—the “why” battle—where everyone takes pot shots at the new idea. The second comes after everyone signs off on the new offering and they are suddenly confronted with all the things they need to do to make it happen—the “how” battle. The organization goes into a kind of collective amnesia as all the interested parties begin denying that they ever wanted to have anything to do with this misguided thingamajig—what’s it called again?—and complain about not having the resources or the time to make the proposed launch date.

Put more energy into the first battle
Our client said that in the past he has devoted most of his energies to the “how” battle because his company prides itself on seamless delivery. However, this week he said he was going to shift his strategy. “I’m convinced that we put so little into the first battle that we end up spending way more time and money on the second than we need to,” he said.

In other words, companies start trying to deliver new products and services before they’ve adequately answered all the questions about whether this new thing is something customers actually want, whether it’s something that salespeople can actually sell, and whether it is something that operations can actually deliver at a reasonable cost.

Stop relying on human nature
The biggest reason for this lack of investment at the front end is human nature. We’re optimists at heart, and we like to trust that past success will lead to future success. We also like to trust our own instincts and experiences as useful guides. And we don’t like to spend a lot of time weighing our decisions before taking action. Makes us feel weak.

But of course, all we can really ever trust is the data. Good data, that is.

Talk to the right people first
By good data I mean taking a comprehensive research approach during the “why” stage. When we’re thinking about new offerings, we need to consider all the pieces of the business that will be affected by the decision—from customers, to operations, to strategy, to profitability—and factor them into the research.

We need to make sure that we gather the opinions of all the different constituencies that will be affected by the decision. Important stakeholders need proof, through research, as to whether their own experiences, views, and hunches are borne out by the facts. Otherwise, they will fight tooth and nail during the “how” stage because they haven’t really bought into the idea that the new thing is necessary, nor do they want to change what they are doing to accommodate it.

This is why the second fight takes so much time. Those who resist keep going back to the “why” argument and point out that there was never convincing evidence that we needed this new thing in the first place. Meanwhile, the backers of the new thing are convinced that the organization has already invested too much time and money into getting this far and that it’s too late to turn back now. Resistance hardens and it takes much more time and resources to actually implement the new thing—meanwhile, no one’s really sure if it will succeed or not.

It’s tough to work your butt off on something that you’re not sure about. That’s the nut of the problem in delivering new services. Instead of focusing on design and delivery, we’re still wondering—and fighting about—whether what we’re doing is worthwhile.

Do research early and save money on the second battle
It seems like a waste of time to stop and ask everyone what they think before plunging ahead with new offerings, but it will save money in the end.

In working with our clients, we’ve found that it’s particularly important to survey both customers and employees when developing an important new service, because it allows you to put the “why” argument to rest using objective data. You can compare employee perceptions about customer needs and the potential new service with the perceptions and needs of the customers themselves. What a concept, huh?

Now getting customer input isn’t as simple as asking them what they want and then delivering it to them. You need to balance their wants with their willingness to pay for those wants and your ability to deliver on them for a reasonable cost. That’s why the research process needs to be iterative. Here’s a typical progression:

1. Competitive intelligence. It pays to know what’s available from competitors before you develop your own offering.
2. Influencer research (analysts, journalists, bloggers, academics, etc.). Get help in determining the need in the market and pla around with options before going ahead.
3. (Concurrent) Customer research and employee/partner research. Using the competitive and influencer research as a base, develop a survey that asks about the market need and a few different versions of the offering.

If our work with clients is any indication, you’ll be surprised at the gap in perception between customers and employees. For example, one company we worked with was considering offering 24×7 support as a new service, which would have meant a huge investment of resources and big changes in its organization.

On the survey, almost two-thirds of employees said that customers wanted 24×7 support, while just a handful of customers actually wanted and were willing to pay for 24×7 support. What they did want was 12×5 support in their local time zone with the option of 24×7 support for critical issues. The data was incontrovertible evidence that the service offering as originally envisioned was off base. Working with development and delivery people (who took the internal survey), the company worked to modify the offering to meet customer needs—while saving millions in the process.

For marketers, the research becomes great fodder for a marketing campaign that offers rich evidence of listening to customers and developing new services based on their actual needs. Makes our jobs that much easier.

What do you think? Will you share your war stories about new product or service launches?