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Picture the scenario

A significant new product is about to be introduced. It’s technologically innovative, it meets a clear market need and, it leapfrogs the competition.

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The whole company is geared for the launch. Feedback from beta test sites is phenomenal and the product is introduced to the salesforce. During the next few weeks, everyone holds their breath waiting for reaction from customers. Salespeople report great initial enthusiasm from the marketplace but then a curious thing happens. Customer enthusiasm evaporates. The expected sales don’t materialise.

Nobody has a clue why a product with such great promise seems to be struggling for its life.

This is a phenomenon common across all sectors, but there’s something about the telecoms sector in recent years that has thrown the whole picture into sharp relief.

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Key extracts

In a typical financial year, a staggering 88% of telecoms companies experience the failure of a highly anticipated new product..

During the final development stages, top management becomes increasingly convinced that this could be the make-or-break product that comes along once in a generation. The whole company is geared for the launch. Feedback from beta test sites is phenomenal; the buzz on social media and initial reviews on the specialist websites are little short of ecstatic. The product is introduced to the salesforce. There’s a highly motivational product boot camp. During the next few weeks, everyone holds their breath waiting for reaction from customers. Salespeople report great initial enthusiasm from the marketplace and, with a sigh of relief, management begins to wonder whether the early sales projections that seemed so ambitious before the launch should now be revised upwards.

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The average telecoms company sees 5.58 products on average failing each year and not selling as well as hoped. This results in a vast waste of resource, not to mention money, that in some cases can prove fatal for the company.

When asked why telecoms sales professionals struggle with introducing new products to market, the most common response (42%) was around ‘customers being resistant to change.’

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