Plans · Marketing
Launch a new product
10 weeks · 5 phases · 26 tasks · 5 milestones · 5 risks
For a marketing lead or founder launching a product or major feature to existing and new customers. The message is settled in the first two weeks, content and training run through the middle, and launch is in week 9 with a review in week 10. If you need press coverage, start talking to journalists earlier than the plan shows.
Makes it a program in your harbor, dated from today.
Milestones
- Week 2Positioning agreed
- Week 5Product page ready
- Week 6Early access open
- Week 9Launch day
- Week 10Launch review
The plan, phase by phase
1. Positioning
Weeks 1 to 2. Agree who it's for and what you'll say about it.
- Week 1Write down who it's for and the problem it solves
- Week 1Interview five target customersListen for the words they use; put those in the copy.
- Week 2Write the positioning statement
- Week 2Set launch goals you can measure
- Week 2Choose the launch dateCheck it against holidays and other company announcements.
2. Pricing and readiness
Weeks 3 to 5. Make sure people can buy it and the product is ready on the day.
- Week 3Set pricingLook at what customers pay for the alternatives today.
- Week 3Agree with the product team what must work at launchWrite down what's in and what can follow, so nobody is surprised.
- Week 4Set up how people buy: checkout, invoices or trials
- Week 5Write the FAQBase it on the questions from the customer interviews.
3. Content and assets
Weeks 4 to 6. Make everything you'll publish, ready before launch week.
- Week 4Write the launch announcement
- Week 5Build the product pageLead with the problem it solves, then show it working.
- Week 5Prepare a press and analyst list
- Week 6Make a demo video or screenshots
- Week 6Write the emails for existing customers
- Week 6Write the press release
4. Sales and support
Weeks 6 to 8. Get the people who talk to customers ready and collect early proof.
- Week 6Give early access to a few friendly customers
- Week 7Train sales on the pitch and common objectionsHave each person give the pitch back once before launch.
- Week 7Train support on likely questions
- Week 8Collect quotes from early usersAsk permission to use their name and company.
5. Launch
Weeks 8 to 10. Go live, answer people quickly, and learn from it.
- Week 8Brief press under embargo
- Week 9Walk through the launch-day checklistWho publishes what, at what time, and who checks it went out.
- Week 9Publish the announcement and send the emailsCheck every link in the live email before sending to the full list.
- Week 9Post on your social channels
- Week 9Answer questions and comments the same day
- Week 10Review results against the launch goals
- Week 10Write down what to change for the next launch
What usually goes wrong
The product slips past the launch date
Announcements, emails and press are all timed to a date that no longer holds.
What helps: Agree in week 3 what must work at launch and check it weekly. Decide by week 7 whether to move the date.
Likelihood 4 of 5 · impact 5 of 5
The message doesn't land
If people can't tell what it's for in a sentence, they move on.
What helps: Test the headline and first paragraph on target customers before the product page is built.
Likelihood 3 of 5 · impact 4 of 5
Sales and support aren't ready
The first questions go unanswered or get inconsistent answers.
What helps: Train both teams in week 7 with the FAQ and a short demo, and give them a place to ask questions on launch day.
Likelihood 3 of 5 · impact 3 of 5
Launch day clashes with bigger news
Your announcement gets buried and press attention goes elsewhere.
What helps: Check industry calendars when picking the date and keep a fallback date a week later.
Likelihood 2 of 5 · impact 3 of 5
Nothing happens after launch day
Most interest comes from follow-up, and the team moves on to the next thing.
What helps: Plan two to three weeks of follow-up content and emails before launch day.
Likelihood 4 of 5 · impact 3 of 5
Using it
Copy what fits and cut what doesn’t: no real project matches a template. In Harbor the plan becomes a program with these milestones, one project holding every task with its due date, and these risks in the register, all yours until you hand them out. The first phase starts in To do and the rest wait in the backlog.
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