While a Product Manager at _____, I began planning to launch a new hair-care product, which I forecast would become the biggest growth engine in the hair care category in my country.
After three months, we were ready, on time, to launch in May. This was crucial, as our major competitor was planning to launch a similar product in July. Then, mid-April, I learned that only half of the volume we had ordered would be ready in time. My manager suggested postponing, but with the competition breathing down our necks, I convinced him we must launch on schedule.
The product’s success was beyond our imaginations. After 20 days we ran out, with no new stock expected for an entire month. Our distributors and clients lost confidence; the end-consumers felt deceived to have been offered a product and then told it was unavailable. It was an enormous failure.
However, I learned the importance of listening carefully to warnings, and that however much I might want something, I must do thorough due diligence before acting, and know when to stop, re-evaluate and start again – lessons that have since helped me succeed in other projects.