The ultimate guide to successful product launches: strategies, examples, and templates

Introduction

Launching a product successfully requires meticulous planning, cross-functional collaboration, and effective communication to keep adapting to changing circumstances. Drawing insights from product launch strategies at Apple, DoorDash, Amazon, Meta and Google, we present a comprehensive checklist, best practices, and examples to guide your team through the entire launch process.

Define: what is a product launch?

A product launch is an introduction of a new feature, product, or improvement in an app or technology that aims to positively impact users' lives. It is an initiative that Product Managers strive to provide visibility on to other stakeholders, such as leadership and cross-functional teams.

“At DoorDash, a launch is a change in our app or in our tech that will impact the users’ lives in a better way. What we always try to achieve is making life simpler for our users (..). Launches are identified by first listing and prioritizing the most pressing customer pain points.” - Thibault de Waziers, Product @ Doordash.

“In Hardware a launch can be any new hardware or product line and in Software any code that will ship to create a user impact.” - Hala Jalwan, Product @ Apple, Google, Meta.

“At Amazon, a launch isn't just about introducing a new feature; it's about meticulously crafting an experience that truly resonates with customers. Launches are tied to hierarchical goals reflecting their scale, impact and strategic importance, ensuring resources are allocated efficiently.” - Celine Chalhoub, Product @ Amazon.

Given that each launch type can have multiple stakeholders and presents varying risk profiles, it is good practice to segment them at a macro level. For instance, Hala shares how a product area at Google can categorize its launches into three segments, all aimed at achieving the same objective:

Checklist and tips to plan and execute a successful product launch

This checklist is a comprehensive combination of strategies from Amazon, Apple, Google, Meta, and DoorDash. While this process is designed for large companies, it can serve as a great source of inspiration and be adapted to your company's size and situation. 

Note that some steps can be performed in parallel (e.g., PRD and UX).  Even at large companies, processes differ depending on the launch size, potential impact, and number of users impacted.

Phase 1: Initiation and planning

1. Problem and solution identification:

• ‍‍Actively listen to users and collaborate with market-facing teams (e.g., Sales, Customer Support) to identify and prioritize the problem to solve.
• Based on the problem, identify and prioritize potential solutions.

2. Stakeholder identification and engagement:

The specific solution will determine the stakeholders to engage. For example, the design team will be very involved in a new feature launch, but not involved in a quality improvement launch.

• Form a core team usually consisting of Product, Design, Engineering, and Marketing to drive the launch.
• Determine additional stakeholders (e.g., Legal, Customer Support, Ops) and their level and timing of engagement. 

“The PM is not the one who has answers to all solutions, more a person able to synthesize and prioritize, but everyone has good ideas, if you think you’re the only one, you’re making a mistake.” - Hala Jalwan

3. Documentation and brief creation:‍

• Create a brief summarising the problem, proposed solutions, risks, and expected impact → Templates: DoorDash's brief template, PRFAQ at Amazon.

Zoom on Amazon specificity: the 'working backwards' method.

'We innovate by starting with the customer and working backwards. That becomes the touchstone for how we invent' – Jeff Bezos

The output of the planning phase is a PRFAQ document (Press Release and Frequently Asked Questions) which consists of: 

• Press Release: focuses on communicating launch day benefits from a customer perspective. It includes hypothetical or real quotes from target customers and internal leaders, emphasising the improvements.
• FAQs: addresses critical aspects like the nature of the problem, its significance, how the proposed solution addresses the problem, why it’s critical to launch now, phasing of the launch, the risks, and debated topics.
  

4. Kickoff meeting - go / no-go and resource allocation:

• ‍CHECKPOINT #1 - brief review: ensure all stakeholders agree on the scope and obtain sign-off from organizational leaders.
• Allocate resources based on the brief estimates.

Phase 2: Design and development

5. Product Requirements Document (PRD):

• Draft the PRD. Outline use cases, user stories, and technical requirements to guide engineers in their development efforts → Hala’s recommended template.
• Involve key stakeholders in reviewing and refining the PRD.
  

6. UX design and prototyping:

• Collaborate with Design and Engineering to create mockups.
• ‍Checkpoint #2 - Product and design review: obtain a go/no-go decision or iterate based on feedback.
  

7. Engineering handoff and development planning:‍

• Provide the engineering team with all necessary documents, including the brief, designs, and PRD.
• Align with the engineering team on the project scope and development timelines. The output should include a detailed technical design and planning.
  

8. Development - as a PM:

• Work closely with PgMs and TPMs, or take care of the project management aspect of the development, along with your engineering team.
• Stay close to your engineers to answer any questions they have, while also providing them with the necessary space to build.  
• Involve other teams within the company at the right time if dependencies exist.
• Start conversations with cross-functional teams (e.g., legal, privacy) early in the development process. This helps them anticipate timelines and workload once code is complete.
• Finalize GTM planning by the time development is done.
• Keep leadership and cross-functional stakeholders informed and engaged throughout the process about progress, blockers, and key changes.
• Keep the PRD updated with new decisions and trade-offs.

Phase 3: Testing and Quality Assurance

9. Internal testing and feedback:‍

• Conduct internal product demos with engineering and gather feedback.
• Test, identify and fix bugs with the help of your team.
• Roll out to employees to gather feedback and identify bugs.
  

10. Experimentation and pilot testing:‍

• If feasible, conduct rapid experiments with a small user group to validate the solution.
• Iterate based on experiment results and prepare for a wider rollout.

Phase 4: Launch preparation and execution

11. Launch readiness meeting:‍

• Brief all engineering teams and relevant stakeholders about the upcoming launch.
• Ensure everyone is prepared to handle potential issues and support the launch.
  

12. Final review and go/no-go decision:

• ‍CHECKPOINT #3 - ship review: demonstrate the product, discuss experiment results, and obtain the final go/no-go decision.
• Address any last-minute concerns and make necessary adjustments.
  

13. Gradual rollout:‍

• Roll out the product to a percentage of users and monitor performance.
• Evaluate feedback and make improvements before expanding to all users.
• Complete the rollout to all users.

Phase 5: Post-launch and iteration

14. Monitoring:‍

• Continuously monitor the product’s performance and user feedback.
  

15. Post-launch review and documentation:

• Reconvene with the core team to analyze the launch’s impact and document lessons learned.
• Plan and prioritize follow-ups and improvements.

“The launch process entails ongoing monitoring and iteration. Lessons learned and areas for improvement are documented and reintegrated into the backlog. Each opportunity is thoughtfully evaluated in comparison to other initiatives in the pipeline. This cyclical process underpins DoorDash's commitment to continuous improvement and innovation.” - Thibault de Waziers

Challenges in product launches

Unclear priorities and planning issues 

• Challenge: poor planning and prioritization from PMs.

• Unclear priorities make it difficult to assign resources appropriately, sequence engineering work effectively, and identify and manage dependencies between projects and teams. Cross-functional teams struggle to determine when they should become involved in the process, causing misalignment and missed opportunities for early input.

Late involvement of non-technical stakeholders 

• Challenge: Marketing teams and other non-technical stakeholders are frequently brought into the launch process too late. 

• This late involvement can result in poor marketing alignment and reduced customer engagement. Moreover, when business teams cannot plan and adjust their involvement in a timely manner, they may become bottlenecks, causing deadlines to slip.

Communication and alignment challenges

• Challenge: Ensuring everyone stays updated with progress, key changes and blockers.

• Fragmented communication through multiple platforms (e.g., emails, Slack, Jira) leads to information silos and excessive back-and-forth. Important discussions and decisions can get lost, hindering launch progress. Leadership struggles to support their teams mitigate risks. Cross-functional teams struggle to spot changes and adapt proactively.

“Not everyone can independently stay up to date: Establishing effective alignment and communication mechanisms is crucial to ensure everyone is included and coordinated.” - Hala Jalwan

“Merely sharing status updates may lead to varied interpretations or delayed awareness. Cross-functional teams, such as legal and marketing, may comprehend the significance of a status change too late.” - Thibault de Waziers

Best practices for successful launches

Align around a structured launch checklist

Having a structured launch checklist ensures that all necessary steps are clear and diligently executed throughout the launch process. This ensures that no steps are missed and that the launch process is consistent across all projects.

"When you have multiple projects and I currently have five or six in parallel right now, it's very easy to forget if you've done one step or the other. That's why I believe that maintaining a meticulously organized launch checklist and making it publicly accessible is paramount.”  - Thibault de Waziers

Maintain a centralized "Source of Truth"

Stakeholders like marketing and sales often struggle to locate launch data and stay updated on project progress. Centralizing all relevant information simplifies tracking and updates across multiple projects. By linking all documents and posting updates in one place, you ensure that information is easily accessible, reducing time spent searching for updates and keeping everyone informed with the latest details.

“Instead of digging through various tools like Slack to find links or information, use this central source of truth to quickly access project details and progress. Making the launch checklist public on this platform allows everyone involved in the project to see the current status, upcoming steps, and any issues that need to be addressed. This transparency helps keep the team aligned and informed.” - Thibault de Waziers

Documentation is crucial

Maintain your documents up to date as a single source of truth that you can point people to. This will eliminate the need to continuously inform everyone about changes. The PRD can be used as such, where all changes are highlighted there.

“Acknowledge that you will not launch exactly what you said you will be launching. Circumstances evolve a lot over time. Reduce information bottlenecks by ensuring the product manager or program manager is not the sole repository of knowledge. (...) A disciplined and high quality documentation will help you save a lot of time not having these alignment conversations." - Hala Jalwan

‍Engage cross functional stakeholders early on

Identify early on who you should involve and when. The launch checklist helps here again. Involve them early in the launch process so they can better plan. Align with them through review checkpoints.

"Imagine stakeholders' engagement as two funnels facing opposite directions. The funnel widens during the initial stages, narrows and focuses during implementation, and then broadens once again during the launch/GTM stages." - Hala Jalwan

Effective communication for timely course correction

Avoid waiting for the regular product update to inform stakeholders about risks and blockers that could delay timelines. Cross-functional stakeholders often access information when they need it, so it's crucial to personalize communications to the needs and expectations of different audiences, ensuring they are aware of any potential impact on their scope in real-time. 

“At the end, you need to make sure everyone knows what is happening, because everyone will have specific actions within their role to ensure the launch is successful." - Hala Jalwan

Tools for project management and tracking

A diverse array of tools is used today in the management and tracking of product launches:

• Workflow specific tools:
  • Sheets: built to manage and track custom activities such as go-to-market.
  • Specialized tools: for specific aspects of the process like backlog management, planning and roadmapping, feature prioritization, and go-to-market strategies (e.g., ProductBoard, ProductPlan, Aha!, ..).
• Task management tools through development and delivery:
  • Jira: commonly used by tech teams for tracking development tasks and managing sprints.
  • Asana, Monday.com, ClickUp: often used by non-tech teams.
• Project and OKRs tracking (Sheets)
• Documentation (Docs, Notion, Coda ..)
• Reviews and presentations (PPT/Slides)
• Communication tools (Emails, Slack ..)

With this fragmentation and the proliferation of sheets and documents, PMs often find themselves spending excessive time collecting, consolidating, and reporting information to ensure stakeholders and leadership have the necessary information to move milestones forward and mitigate risks. Additionally, the highly detailed nature of task-level information makes it challenging to have a comprehensive view and link execution with the strategic objectives of the company.

How Luna helps

Luna addresses these challenges by empowering PMs to deliver high-quality products on time without the coordination and reporting overhead:

• Proactive visibility to leadership and cross functional stakeholders: 
  • Luna allows to create different roadmaps for different audiences, in tables, timelines, and Kanban boards.
• Real-time risk and change identification:
  • Luna monitors and flags risks and changes in key data such as launch date and status to relevant stakeholders to adapt in a timely manner.
• Your cross-functional happy place: 
  • Luna centralizes cross team activities scattered across tools such as roadmapping and go to market activities.
  • Luna centers launch processes around milestones that are comprehensible and actionable for all stakeholders.
• Standardised and predictable launch processes: 
  • Teams can leverage Luna's public templates to adopt industry best practices or create custom templates to suit specific needs.
• Linking strategy to execution: 
  • Luna makes OKRs visible throughout the launch process, ensuring that teams work on the right initiatives that drive metrics and adjust planning and allocations accordingly.

Useful resources

• Brief docs:
  • ‍Amazon PRFAQ.‍
  • DoorDash's brief template.
• PRD
  • ‍Hala's template (inspired from her experiences at Apple, Google and Meta).‍
  • Lenny's PRD.
• Reforge product artifacts.

Conclusion

By adopting these strategies and practices, your team can increase the likelihood of a successful product launch, driving impactful user experiences and achieving business goals. Remember, the key to success lies in continuous learning and adaptation. Each launch provides valuable insights that can refine and enhance future initiatives.