Achieving successful new launches: twelve steps to a go-to-market that arrives.

Most new products are funded to be built and only loosely funded to be sold. The business case covers development, the go-to-market phase gets trimmed to make the numbers approve, and the foot comes off the accelerator at the exact point momentum matters. That is the pattern this guide is written against.

It works through twelve steps. Fund the end-to-end launch, not just the build. Sort launches into categories — strategic, major, moderate, minor — and give each one a checklist and a realistic cost, so the effort is proportional to the bet. Own the business-case numbers, and restate them openly if time or money has moved rather than pushing on with targets nobody believes. Pilot the go-to-market approach the way you would field-trial the product itself.

The second half is about after launch, which is where attention usually disappears towards the next new thing. It covers Geoffrey Moore's chasm between early adopters and the mainstream, why focusing on one segment beats launching everywhere at once, running the launch as a business-wide project with named owners, setting early milestones so stakeholders can see progress before the revenue shows, and marking the milestones when they land.