Most reliable predictors of
success for new introductions relate to product, strategy, process and
marketplace characteristics  (Wilson et al., 2016). Product launch process, also known as
commercialization process, sits within process characteristics and begins when
a business identifies a way to use engineering advancement to meet a market
need and is a the last stage of the new product development. The process
continues through design, development, and marketing, includes efforts to
improve the product, and can be separated into three main parts the product,
the consumer and the organisation developing the new product. All the various
steps owned by different functions with simultaneously overlapping phases (Nevens, Summe and Uttal, 1990;
Gourville, 2005; Bhuiyan, 2011). The growing number of new product launches has
triggered challenges and inefficiencies on organisational and process levels
across the global technology industry. With new products constantly emerging,
companies have become more agile to keep up with rapidly changing market
conditions and with all their efforts to get all product components right, yet
most product launches still fail. The same can be said for change management (Schneider and Hall, 2011). One of the main problems is that organisations
like a routine and it still has to be learned. It takes time and money to try
new things; it disrupts and distracts the day-to-day working of the
organisation and can upset current processes and arrangements and require
efforts in acquiring and using new skills. Not surprising that the strategy
they adapt is to try and short-cut the processes by borrowing ideas from other
organisation (Tidd and Bessant, 2013). Another reason depends on how products are
differentiated and how the consumer perceives it. In addition, most consumers
are unwilling to change from one product to another which detects conflict and also
means that the organisation has overestimated the market size, demand, have not
positioned correctly (Gourville, 2005).