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Service · sales material
A datasheet and an internal email is not a launch
Six months after most product launches, the sales team is still selling the old range. Not resistance. Nobody told them who needed the new product, what problem it solved, or how to open the conversation.
See what a launch kit contains Look at the contents
- Typical duration
- 4 to 7 weeks
- Per launch
- One kit, issued before announcement
- Also covers
- The core sales presentation and application library
- Test
- Is it used in month three?
Equipment manufacturer · launch
The new product sales quietly avoided
An important product had launched with a technical datasheet and an internal announcement. Six months later, sales remained concentrated on the older products.
The problem was not resistance and it was not the product. Salespeople did not know who needed it, what problem it solved, or how to begin the conversation. In the absence of that, they sold what they already knew how to sell.
A launch kit: target applications, buyer profiles, comparison charts against what it replaced, objection responses, sample emails and a short sales presentation.
The product entered live conversations rather than sitting in the catalogue. When sales understands the story, a product launch has a chance of becoming a market launch.
Every launch budget has a line for the announcement and none for the six documents that decide whether anyone sells it.
What is in the kit
Six components, issued to the sales team before the product is announced externally rather than after.
None of it is expensive to produce. The reason it usually does not exist is that launches are run by product or engineering, and the question of what a salesperson says on a Tuesday afternoon is nobody's job.
The comparison against what it replaces is the piece most often missing and most often decisive. A salesperson who cannot explain why a customer should move from the old part will not raise the new one at all.
Industrial manufacturer · sales presentation
The presentation that lost everyone by slide five
The standard sales presentation opened with company history, then organisational charts, then factory photographs, then forty-six product slides. Customers rarely reached the applications.
The deck was built in the order the company thinks about itself, which is the exact reverse of the order a customer cares about. It was also being used as a script rather than as support, so meetings became lectures.
We reversed the order. It now opens with the customer's operating problem, then the engineering choices available, then the relevant products, then proof of capability. Corporate information moved to the end.
The meeting became a discussion instead of a presentation. Sales reported customers interrupting with their own situation within the first few minutes, which is the whole objective.
Nobody has ever bought a machine because they were impressed by an organisational chart on slide four.
The full set
The core sales presentation
Customer problem, engineering choices, products, proof. Corporate history at the end or not at all. Built as support for a conversation rather than a script.
An application library
What you made, for which industry, solving what. Confidential detail removed. The most persuasive asset most manufacturers own and almost never publish.
A launch kit per new product
The six components above, issued before announcement.
Objection handling
The eight objections your team actually hears, with answers that engineering has approved. Written down, not folklore passed between salespeople.
Rebuilt quotation format
The document the buyer reads last. Covered in more detail on the positioning page, because the format only works if the argument underneath it is settled.
Email templates that sound human
First approach, post-exhibition follow up, sample dispatch, quotation cover, dormant account revival. Six templates removes most of the reason follow up does not happen.
Before you ask
Our sales team says they do not need material.
Some do not. Most say it because the material they have been given was unusable, so they built their own and stopped expecting help. Ask to see what your best salesperson actually sends customers. That is usually the honest brief for this project.
How do we know if they are using it?
Ask to see the last five emails and the last three decks that left the company. It takes ten minutes and it tells you more than any adoption survey. If they are sending something else, the material was wrong, not the team.
Can you train the sales team too?
Yes, and material without a session rarely lands. A half day walking through the argument, the objections and the sequence, with the sales team arguing back, is where most of the correction to the material happens.
We launch four products a year. Is a kit each realistic?
Once the template exists, yes, and it becomes a two-week exercise per product rather than a project. The first one takes the time. That is the argument for building the template properly.
What did your last launch actually ship with?
If the answer is a datasheet and an email, there is a straightforward piece of work here that pays for itself on the next launch. Send me the last one and I will tell you what was missing.
See what a launch kit contains See case studies
Kunal Waghmare · Padmavati Hills, Mokai Vasti, Bavdhan, Pune, Maharashtra 411021
office@quiamo.com · +91 90216 02686