Quality Release – An Integral Part in Your Product Success

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What’s the first thing that comes to your mind after seeing the above products?

Why do you think they failed miserably?

What impact did that failure create on its customers?

In today’s world, we all know how customer feedback and first impressions work and how quickly the tables turn when the quality of the product is not as expected. In spite of having certain cool features, several products which were launched by mega brands with much pomp and show have failed unexpectedly in the market. The above 2 products are classic examples.

Let us dive deeper into the reasons behind the failure of these products.

Windows Vista

Windows Vista was launched by Microsoft to match the expectations of its users. It was introduced in 2007 as a follow-up to Windows XP. But unfortunately, it didn’t match the customers’ expectations in terms of PC performance. The other problems that the customers encountered were compatibility issues and internet problems. As a result, OEM’s like Dell followed by other OEM brands went back to offering Windows XP as a default OS. As Windows was facing a lot of challenges with the maintenance/ support issues related to Windows Vista OS, Microsoft had to announce that it would no longer support Vista.

To Learn from its Failure:

? Consumers need a compelling reason to adopt an OS (or any product).

? The developer ecosystem (and all other partners) must be engaged and prepared

? The OS (or any product) must create a legitimately excellent user experience.

Samsung Galaxy Note 7

Samsung Galaxy Note 7 was one of the biggest flagship products launched by Samsung, which failed due to battery issues. There were several reports that the tablet caught fire and exploded. Following which the tablet was banned on flights. Samsung had to face several lawsuits from across the globe because of the fire/ explosion mishaps that took place. Ultimately Samsung had to stop the production of the Galaxy Note 7 and also recall the units that already went into the market.

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Just imagine the damage it caused in terms of brand value and also the cost incurred in terms of support or recalling its entire line.

To Learn from its Failure:

? Make sure that the product undergoes rigorous testing.

? Don’t let fancy features compromise basic design elements.

Nike + Fuel Band

Nike, a premium American MNC which manufactures footwear, apparel, equipment, and accessories entered into the wearables fitness tracker market. Nike + Fuel Band failed due to multiple reasons and several customers filed a lawsuit stating the device isn’t providing accurate reports. Also, the brand primarily concentrated on only iOS users and ignored all other smartphones, it was only after two and a half years that the brand launched the FuelBand app to its Android users, and by then it was too late.

 

To Learn from its Failure:

? By ignoring the needs of Android users, Nike failed to tap into a valuable potential market

? Do not make false or misleading claims about what your products can do.

? After your initial product launch, you should set a goal to further expand your reach.

How to ensure that the product being launched is of superior quality:

? Take time to perfect your product before going to market. Release MVP version and then start planning the next versions/releases.

? Put user needs at the forefront and respond to the changing user demands.

? If you make a mistake, own it up and make it right. This way, you’re not only gaining the customer’s loyalty, but you’re positioning yourself as an ethical innovator who takes the customer’s feedback to heart.

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? Think about the product with your head than your heart, be open for feedback, and try to accommodate the changes. Always have a plan B.

? Having cool features in your product without proper validation in terms of the target audience, performance, and compatibility check will fail miserably.

? Test it until it breaks and then test it some more by collecting feedback, these insights will help you get closer to delivering the experience you intended.

? Go agile, have multiple iterations, and potentially shippable components bi-weekly.

? Have a plan to ramp up quickly once the product takes off.

Balasubrahmanyam Vinjanampati’s (aka Balu’s) greatest ability lies in developing deep-rooted relationships with clients and ensuring that the teams go above and beyond to do right by them. He is the Chief Delivery Officer (CDO) at Adtech Corp. Balu has more than 15 years of experience under his belt in all aspects of technology services such as delivery, sales, and client engagement. Prior to working in Adtech, he has also successfully handled projects in various domains like Telecom, E-learning, & E-commerce in North America and Australia.

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