The product pricing and packaging construct included many changes that were being implemented in a single bundled change, which caused concern for the product leader. In addition, the company faced several challenges with limited resources:
Competing Organizational Priorities – Other product lines were also making updates that would impact agents and customers.
Compressed Readiness Timeline – Planning, tactic development, communications, training, and technical implementation faced a small window for success.
Distributed Decision Making – Any changes to product economics required multi-layer sign-offs to align to local policies and priorities of regional P&Ls.
RevGen established and executed a program leadership structure that aligned roles and project plans, developed a go-to-market playbook, and established a communications framework to manage the deployment.
RevGen leveraged relationships and experience from prior product launches to be laser-focused on critical activities with minimal ramp-up time. RevGen built and maintained a strong partnership with stakeholder project teams which led to developing a training strategy that was “right sized” for the capacity within each geography.
RevGen’s program leadership combined with home security product experience led to successful deployment execution, launch-day command center, and post-launch metrics.
Having all issues resolved within the first 72 hours of the launch is truly a great feat - really amazing job by the team!
The client implemented the new pricing and packaging construct on time and achieved profitability within two months.
Due to team consolidation in anticipation of a new technology launch, our client’s Agile backlog was a mix of competing priorities from several departments that often had conflicting goals.
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RevGen helped our client design, develop, and deploy a customized performance management platform with the goal of improving overall customer experience through better feedback.
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