How can you keep remote employees up-to-date on product launches?

Use digital communication tools such as video conferences, emails, and collaboration platforms. Establish a centralized hub for updates and host virtual launch events. Also, encourage open communication channels for questions and feedback.

Centralized Communication Platform: Use a centralized communication platform such as Slack, Microsoft Teams, or a dedicated intranet to share timely updates, announcements, and resources related to product launches. Regular Updates: Schedule regular virtual meetings, webinars, or town hall sessions to update remote employees on upcoming product launches, key features, benefits, and marketing strategies. Email Newsletters: Send out informative and engaging email newsletters with details about new products, launch timelines, customer benefits, and success stories to keep remote employees informed and excited. Training and Onboarding: Provide remote employees with comprehensive training and onboarding sessions on new products.

Keeping remote employees up-to-date on new product launches requires creativity. When I was a casino promotions manager, I struggled to educate our 3,500+ staff (multiple locations) on the complex details of each promotional launch. To solve this, I created internal "mini-promotions" - condensed, gamified versions of the public campaigns, with small prize incentives. By actively participating in this mini-promo our staff organically learned the knowledge needed to properly convey it to guests. You can adapt this tactically for remote product launches. The key is making the learning experience unexpectedly rewarding, not just routine and boring informational downloading. Craft a memorable internal experience!

Manter os colaboradores remotos é um desafio, até pra que já trabalha desta forma a muito tempo. Utilizar plataformas para videoconferências periódicas para atualiza??o e status, manter uma documenta??o acessível e em nuvem para que todos tenham acesso e sempre compartilhar cursos e workshops para constante treinamento, n?o só do gestor, mais tambem da equipe. Ferramentas de gest?o de projetos e reconhecimento e/ou recompensas ao colaborador sempre que cumpra os objetivos de cada projeto. Para novos colaboradores, separar um tempo maior para orientá-lo até o momento em que possa trabalhar sozinho, principalmente ensinando como otimizar seu tempo para cada tarefa.

La meilleure des fa?ons serait de les impliquer dans la création de produit : demander des contributions volontaires, poser des questions, les impliquer dans des ateliers de travail. Leur point de vue pourrait non seulement être précieux mais surtout cela aurait pour conséquence une mobilisation des troupes et des ambassadeurs tout trouvés.

I feel we need to have an On-The-Go Enterprise Model. AaaS Model - App as a service. Just create a community in an app-based IC model framework to push, interact, engage, and measure with diverse employees including remote employees. Today's generation/audience needs "The Less, The More" communications which are accessible anytime, every time, anywhere, and everywhere. Make it on the go and see the success.

When it comes to keeping remote employees in the loop about product launches, signaling immediacy alongside absorption is paramount. Utilizing various channels is not just about accommodating diverse work environments, including different time zones and workloads, but also addressing the absorption gap unique to remote settings. - Consider establishing a knowledge hub on your intranet, providing a centralized resource for in-depth information on your product. - Embed quick tips or key highlights in future email newsletters to reinforce key messages - Facilitate demos with live Q&A to create interactive opportunities to grow understanding and increase hype The strategic use of multiple channels fosters a connected and informed workforce.

Ao se sentirem notados e respeitados, pois suas ideias est?o sendo levadas em considera??o, os funcionários remotos se sentir?o realmente como parte totalmente integrante do processo. Outra estratégia interessante para lidar com esse pessoal é disponibilizar uma gama considerável de materiais por meio dos quais eles fiquem contextualizados por completo sobre todas as fases do produto. Exemplo: apresenta??es, PDFs, pesquisas, relatórios etc.

Faire tester les produits par les équipes internes serait une bonne fa?on de les garder dans la boucle. Il se sentiront faire partie du processus.

Any launch of product or service NEEDS to be communicated FIRST to your internal stakeholders. It’s simple! Always add this layer to your launch plan. Your employees are the best spokespeople for your brand. Always be caring and human will your people and they will enjoy being a part of the company plans.

Envolvê-los com a produ??o, cria??o, manuseio. Dá-lhes informa??es claras sobre pra quem é, como usar, o que fazer para que possam se sentir participantes e até mesmo consultores e validadores do produto.

Always give employees a "sneak peek" at new products that are in the pipeline - even if it's just information only. Employees need to feel they are in the "inner circle," especially if they are remote. Sending them product samples in advance of the launch, if possible, also helps to build excitement.

-Utilize digital communication channels such as email newsletters, instant messaging, or video conferences. -Provide access to centralized platforms or intranet portals where product information is readily available. -Virtual training sessions or webinars to educate remote employees about new products and features work well. -Encourage regular communication and feedback through remote-friendly tools like surveys or discussion forums. -Ensure documentation and resources are easily accessible and regularly updated for reference.

Esencial la retroalimentación, ya que en los Equipos de Trabajo de Alto Desempe?o no se refiere al rango sino a la generación de ideas, aportación de puntos vista que pueden mejorar y enriquecer lo hecho. Jamas frenar la creatividad y la inventiva del equipo, los jovenes son prácticos y dándoles apertura harán grandes aportes. Nada mas nocivo que temer a la competitividad.

Es frecuente que bajo la idea que hoy se volvió necedad de "... siempre se ha hecho así", "...nadie vendrá a decir cómo se hacen las cosas" Todo esto reviste un temor a la generacion de nuevas ideas, y con ello a quedar fuera de competencia si precisamente esta actitud de bloqueo, es la que deja a una persona paralizada y lo vuelve incompetente, el miedo al cambio y la falta de iniciativa para actualizarse en los nuevos procesos. Ego de que lo sabía todo y no sabe nada.

It is important to meet employees where they are, and the channels they prefer. Audit your channels and messages to see what drives the most engagement. Then employ team advocates, who can provide short visuals on the new product, whether video or infographic across the channels most used. This will humanize the product and help draw attention to the features and reason to believe, as well as create dialogue opportunities between team advocates and all employees.

Employees are your brand ambassadors. It doesn’t matter whether they function on site or remotely. You should inform them beforehand. Prior to launching your products to your customers. This will add credibility to your employees, and make your customers trust them.

- Utilize Video Conferencing: Video conferencing allows for real-time interaction, enabling remote employees to ask questions and engage with presenters. - Create Detailed Documentation: Develop comprehensive documentation outlining key information about the product launch, including features, benefits, target audience, and rollout plans. - Host Virtual Town Halls: Organize virtual town hall meetings where leadership or product teams can provide updates on product launches and address questions from remote employees. - Use Visual Aids and Multimedia: Create visually engaging materials such as infographics, videos, or interactive presentations to convey information about the product launch effectively.

Depending on the size of the company, it can be hard to reach all employees in a way that resonates with them on your own. That’s why it’s crucial to identify key company evangelists that can disseminate the information within their teams. These people need to be selected and briefed ahead of time, ensuring that they understand the launch, its importance and how it impacts their team.