Critical factors in product launching : understanding the failure of Windows Vista
Huttunen, Aleksi (2018-10-29)
Critical factors in product launching : understanding the failure of Windows Vista
(29.10.2018)
Turun yliopisto. Turun kauppakorkeakoulu
avoin
Julkaisun pysyvä osoite on:
https://urn.fi/URN:NBN:fi-fe2018102939013
https://urn.fi/URN:NBN:fi-fe2018102939013
Tiivistelmä
This thesis examines the product launch of Windows Vista, which occurred in 2007. The aim of this study is to understand the failure of Windows Vista and why it did not meet the high expectations that Microsoft, public and media had towards the operating system. The research question is: “How Windows Vista product launch can be explained with help of critical factors in product launching?”
This study provides academic insight what can happen when critical factors are not paid enough attention to in product development phase and in launch planning. Carefully executed new product development is important for companies that look forward to launch competitive products that will have success on global markets. After a product has been developed, the launch needs to be planned and executed well with a proper product launch strategy.
Having invested approximately USD 500 Million in the marketing of the new operating system alone, Microsoft predicted that 50% of their users would switch to this version within two years from the launch. However, 18 months after the launch, only 8.8% of corporate users worldwide were running Vista. The research of Windows Vista launch has been done with a qualitative content analysis by analyzing secondary data from online documents about Windows Vista product launch and product development. Thus the research is by nature also a case study.
According to the main findings of this study the operating system was not tested carefully enough and the final edition had many performance and compatibility issues. It also turned out that the timing of the launch was far from optimal. Development speed turned out to be a problem for Vista, since the launch date was postponed few times and the product needed to be developed much longer than was planned. Vista’s development units had communication problems and development of Vista was divided globally to too many locations. Microsoft also encountered trust issues among their customers due to continuous delays and poor results from product testing. Customers were not engaged to the product and product features did not please the public. Vista’s aggressive marketing and lack of innovativeness also caused more problems for Microsoft.
This study provides academic insight what can happen when critical factors are not paid enough attention to in product development phase and in launch planning. Carefully executed new product development is important for companies that look forward to launch competitive products that will have success on global markets. After a product has been developed, the launch needs to be planned and executed well with a proper product launch strategy.
Having invested approximately USD 500 Million in the marketing of the new operating system alone, Microsoft predicted that 50% of their users would switch to this version within two years from the launch. However, 18 months after the launch, only 8.8% of corporate users worldwide were running Vista. The research of Windows Vista launch has been done with a qualitative content analysis by analyzing secondary data from online documents about Windows Vista product launch and product development. Thus the research is by nature also a case study.
According to the main findings of this study the operating system was not tested carefully enough and the final edition had many performance and compatibility issues. It also turned out that the timing of the launch was far from optimal. Development speed turned out to be a problem for Vista, since the launch date was postponed few times and the product needed to be developed much longer than was planned. Vista’s development units had communication problems and development of Vista was divided globally to too many locations. Microsoft also encountered trust issues among their customers due to continuous delays and poor results from product testing. Customers were not engaged to the product and product features did not please the public. Vista’s aggressive marketing and lack of innovativeness also caused more problems for Microsoft.