Recent Experience in Product Launch and Re-launch

Evaluation of the market opportunity for a new interactive service offered by a major retail banking design firm: Hamilton first identified new interactive technologies that were currently being used both inside and outside the financial services industry. The team then determined which elements of these systems were most successful, and how they could be incorporated into our client's service. The likelihood of financial institutions investing in such a service was evaluated. The team also analyzed the competitive climate to determine which pricing, distribution, sales and marketing approaches would be most effective. The company reordered its industry attack plan based on project results.

Development of CLASS CPE distribution strategy for a telecom equipment provider: For a manufacturer of network switches, Hamilton identified the optimal retail channels and marketing strategies for Caller ID phones. The team interviewed retailers, designed and analyzed consumer research, and examined Caller ID's track record in other geographic markets. Hamilton evaluated ten retail channels for their appropriateness, and identified retailers' requirements for channel support. The team also provided a business model with a profitability analysis of the recommended distribution plan and marketing strategies.

Product launch for a new on-line service offered by a Regional Bell Operating Company (RBOC): In a crash 6-week effort, Hamilton performed a competitive analysis of existing Internet Service Providers and On-line services. The team then ssessed the market potential for bundling local content with Internet access. Based on detailed financial analysis, including revenue and capital expenditure projections, the company created the new service.

New product development for a major mutual fund provider: A Hamilton team performed a business development opportunity scan to leverage the fund provider's reputation, expertise, and customer base for entry into the personal financial information industry. Product directions included newsletters, magazines, packaged software, on-line services, and others that were to be sold via direct marketing. A database marketing approach, using an extensive database of customer information, played a key role in developing competitive advantage.

Product and pricing strategy for two-way paging launch: Hamilton developed a product and pricing strategy for the nationwide launch of a new and unique two-way paging technology. The team identified unique market segments, and developed unique and distinctive service offerings and pricing structures, in order to clearly differentiate the service from a range of competitive offerings with overlapping functionality.

New product entry for a door manufacturer: For a manufacturer of exterior doors, Hamilton investigated the potential market for a new fiberglass door. Interviews with door distributors revealed that a competitor was already enjoying high sales of fiberglass doors. A year and a half later, after the client had launched its own fiberglass door, another Hamilton team performed field work to help determine the causes of good and disappointing sales in different markets. Training and Point-of-Sale recommendations were provided as a result of this investigation.

Identification of new product opportunities and development of a marketing strategy for a technical PC-based software publisher: Hamilton Consultants researched customer needs and worked with the client's chief scientist to redesign product offerings and develop new products. The team recommended the best new product offerings from a set of choices jointly developed by Hamilton and the client's R&D department. The team then reorganized the marketing effort by developing an account segmentation approach to clearly define and optimize the roles played by direct marketing, telephone sales, and field sales. Hamilton identified and helped implement changes in marketing and sales processes that were necessary to effectively sell the new products. In addition, we advised senior management on the redefinition of sales territories and reorganization of the sales force.

Development of an integrated direct marketing/telesales approach for a DEC-based systems-utility-software developer: Hamilton developed a multi-step marketing and sales process for an innovative product which required technical, consultative selling despite a moderate sales price. Innovative sales tools were developed and implemented to empower telephone sales reps in consultative selling. The Hamilton team created a unique, integrated marketing and sales tracking system which allowed sales management to optimize profitability by balancing the quantity and quality of prospects across a lengthy sales cycle.

Development and implementation of market launch campaign for a new high-end software development tool: After evaluating the needs and priorities of current customers and prospects, Hamilton developed and implemented a market launch campaign for a major revision of a six-figure-priced software tool. Deliverables included promotional strategy, trade show announcements, brochure copy and design, and highly-targeted promotions to key decision-makers.