Last week, I began this series by examining the sobering reality that most new products do not survive despite the optimism, investment, and planning that accompany their launch. While conventional wisdom suggests that products fail primarily because of poor planning, I argued that planning, though essential, is never sufficient. Using the failure of New Coke as a corporate illustration, I highlighted how even the most rigorous research can overlook powerful emotional and environmental factors that shape consumer behaviour. In today’s volatile marketplace, competitive dynamics, policy shifts, and changing customer preferences mean that product success depends not only on sound planning but also on the ability to adapt continuously.
When Procter & Gamble launched its Agbara manufacturing plant for the expansion of its consumer goods into the Nigerian market in the early 2010s, the plans were built on economic assumptions that reflected the period’s relative stability and growth trajectory. Within a
This post was originally published on this site.
