How Does the Sales Process Impact a Product Launch?

When launching a new product, what determines whether it succeeds or fails? According to Professor Sandeep Puri of the Asian Institute of Management, co-author of this Ivey Business School case, success depends not only on having a compelling product, but also on executing a disciplined sales process. The following business scenario illustrates how each stage of the selling process can influence a product’s success.

In August 2025, ApexCare Consumer Products planned to enter the Philippine market with its lead product, SmoothEdge shaving cream.

ApexCare Consumer Products was founded by Daniel Reyes, who also served as the company president. Reyes had a decade of experience as a sales and marketing director at a leading fast-moving consumer goods company in the personal care sector.

The company was built on two principles that Reyes had learned over the years: categories move when a challenger brand reframes value around a specific consumer need, and a disciplined sales process is often more important than a large marketing budget.

In starting the company, Reyes focused on the men’s grooming segment, where category growth was steady but uneven across price tiers.

Reyes hired Elena Cruz as head of marketing and sales, relying on her field discipline and her passion for coaching young sales representatives with clarity and empathy.

SmoothEdge shaving cream was conceptualized as a functional, good-value alternative for men with sensitive skin. Its value proposition was simple: a close, comfortable shave with less irritation, at a price that did not require shoppers to increase their budget.

The product was an extra-foaming cream with antiseptic protection and cocoa butter for skin-hydrating benefits. It was made from responsibly sourced ingredients and packaged in recyclable materials. The formula was pH-balanced and dermatologically tested for sensitive skin. The packaging included clear usage instructions and a QR code that linked to a one-minute tutorial and an ingredient glossary.

SmoothEdge was available in a 125 mL pack and priced at P149, at least 30% lower than equivalent products from major players such as Gillette, Nivea, Gatsby, and Old Spice. Its production cost was around P43, and the company outsourced manufacturing to a third-party firm with strict quality-control standards.

The market for men’s grooming products in the Philippines was about $355 million in 2025 and was projected to increase by $157.1 million from 2025 to 2030, reflecting a compound annual growth rate of 7.6%.

Growth was driven by:

• rising disposable incomes,
• greater awareness among men of personal wellness and appearance,
• wider product availability,
• increased recognition of body grooming, and
• social influence around looking well-groomed.

The market was segmented by product type, price tier, and distribution channel. Price tiers were divided into premium and mass segments, while distribution channels included beauty and personal care stores, convenience stores, department stores, direct selling, e-commerce, grocery stores, hair salons, pharmacies, supermarkets and hypermarkets, warehouse clubs, and other outlets.

The shaving cream category was crowded, with major local and international brands offering a wide range of options. The category was also shifting toward natural and organic formulations and eco-friendly packaging. Consumers were beginning to consider ingredients and packaging more carefully in their purchase decisions.

Constrained by a tight budget and a sales team of only six representatives, Reyes and Cruz needed to align the team around a clear sales strategy. Their initial focus was on identifying and targeting key customer demographics, highlighting the product’s skin-friendly formula and price advantage. They planned a training workshop to build deep product knowledge and equip representatives with concise scripts focused on ingredients, benefits, and customer pain points.

The team had to decide where to prospect and how to qualify leads despite having a small sales force. They also had to determine which buyer persona best captured the sweet spot between users with sensitive skin and shoppers seeking value.

Cruz asked the team to conduct quick interviews near commuter hubs and neighborhood grocery stores to understand how men bought shaving products and what frustrated them. Many respondents mentioned irritation around the neck area, a desire for thicker foam that spread easily, and a tendency to buy whatever was on sale or easiest to reach on the shelf.