From Kitchen to Market: Applying Change Management to Product Launch
From Kitchen to Market: Applying Change Management to Product Launch"> # From Kitchen to Market: Applying Change Management to Product Launch
By Sabrina Gallimore, PMP, LSSBB, ACC
Director, Operational Process Transformation | ICF-Certified Executive Coach
Product launches fail at roughly the same rate as organizational change initiatives—around 70%.
That's not a coincidence.
Whether you're implementing new enterprise software or introducing natural skincare products to skeptical consumers, you're asking people to change. Change their behaviors. Change their beliefs. Change their purchasing habits. And as any change management professional knows, people don't resist change—they resist being changed.
When I started developing natural products for my daughter's rare medical condition, I initially focused on what every entrepreneur focuses on: making a great product. Perfect formulation. Quality ingredients. Rigorous testing. I thought if I built something excellent, customers would naturally flock to it.
I was wrong.
A great product sitting on a shelf (or in my kitchen) helps no one. The real challenge wasn't creating effective products—it was leading people through the change required to adopt them. This is the story of how I applied organizational change management frameworks to product launch, treating market entry not as a sales challenge but as a change adoption challenge.
Why Product Launch Is a Change Initiative
In corporate change management, we recognize that transformation requires people to move from Current State (how things work today) to Future State (how we want things to work). The gap between those states is filled with uncertainty, resistance, learning curves, and the messy human work of behavior change.
Product launches operate on the same principle.
The Change I Was Asking Customers to Make:
From (Current State):
Buying mass-produced products from trusted big-box brands
Relying on brand recognition as proxy for safety
Convenience of Amazon/drugstore availability
Familiar ingredients (even if they caused reactions)
Low cognitive load (don't have to research ingredients)
To (Future State):
Buying small-batch products from unknown maker
Trusting artisan quality over corporate marketing budgets
Planning purchases around vendor markets (less convenient)
Unfamiliar ingredient lists (learning required)
High cognitive engagement (reading labels, understanding formulations)
The Barriers to Change:
Trust gap: No brand reputation, no third-party validation
Knowledge gap: Don't understand why natural ingredients matter
Convenience gap: Harder to access than Amazon Prime
Cost perception: Premium pricing requires value justification
Risk aversion: "What if this doesn't work and I've wasted money?"
Status quo bias: "I've used [commercial brand] for years—why switch?"
The Insight:
I wasn't just competing on product quality. I was competing against inertia, habit, familiarity, and the psychological comfort of the status quo. If I wanted customers to choose my products, I needed to lead them through change—and that required change management strategy, not just marketing tactics.
The Three-State Model: Assessing Where People Are
In organizational change management, we use the three-state model to map the change journey:
Current State: Where stakeholders are today
Transition State: The messy middle where change happens
Future State: Where we want stakeholders to be
I applied this model to understand my customer's change journey.
Current State Assessment: Understanding the Starting Point
Before I could ask people to change, I needed to understand their current reality deeply.
Voice of Customer (VOC) Research Methods:
Method #1: Informal Conversations at First Markets
Questions I Asked:
"What products do you currently use for [skin concern]?"
"What do you like about them? What frustrates you?"
"Have you ever tried natural/handmade products before?"
"What would make you willing to switch from your current brand?"
Method #2: Competitive Analysis
Visited drugstores, observed what people bought
Analyzed ingredient lists of popular brands (what's normalized?)
Reviewed online reviews (what complaints appear repeatedly?)
Identified price points customers were accustomed to
Method #3: Pain Point Mapping
Listened for unmet needs in parent groups, online forums
Documented common frustrations ("trial-and-error is exhausting," "I can't pronounce half these ingredients," "my child reacts to everything")
Identified gaps commercial products weren't addressing
What i have learned about current state:
Current State Summary:
Customers were stuck in a cycle of trial-and-error with commercial products, experiencing reactions but lacking better alternatives. They didn't know natural, transparent options existed—and if they did, they were skeptical that small-batch makers could deliver quality.
Change Management Insight:
Awareness of the problem existed (sensitive skin issues), but awareness of the solution (natural, transparent products) did not. My first change task: Create solution awareness.
Transition State: Designing the Change Journey
The transition state is where change actually happens—and where most initiatives fail. It's messy, uncertain, and uncomfortable. People need support, guidance, and reinforcement to persevere.
My Transition Strategy:
Phase 1: Create Awareness (Months 1-3)
Goal: Help people recognize that better solutions exist
Tactics:
Instagram content educating on ingredient concerns ("What's Actually in Your Body Wash")
Personal story posts (why I started this, what commercial products did to my daughter)
Vendor market presence (visibility in community spaces)
Success Metric: 500 Instagram followers, 100 email subscribers
Phase 2: Build Desire (Months 4-6)
Goal: Create emotional connection to solution, not just intellectual understanding
Tactics:
Behind-the-scenes content (testing on my own family first—transparency builds trust)
Customer testimonials (early adopters sharing results)
"You deserve to know what's touching your child's skin" messaging (permission to care)
Success Metric: 25%+ market conversion rate, repeat customer inquiries
Phase 3: Provide Knowledge (Months 7-9)
Goal: Teach how to use products, set realistic expectations
Tactics:
Usage tutorials on Instagram (how to use bath soak, how much is enough)
FAQ content (addressing common questions before they become objections)
Comparison charts (natural vs. commercial ingredients, side-by-side)
Success Metric: Reduced "how do I use this?" questions, increased confidence in purchase decisions
Phase 4: Enable Ability (Months 10-12)
Goal: Remove barriers to adoption
Tactics:
Sampling strategy (try before you buy—$5 sample jars)
Consistent market presence (predictability reduces access friction)
Email list with reorder reminders (make repurchasing easy)
Success Metric: 30%+ conversion on samples, 20%+ repeat purchase rate
Phase 5: Reinforce Adoption (Ongoing)
Goal: Turn customers into advocates, prevent regression to old behaviors
Tactics:
Thank-you notes with every purchase (personalized appreciation)
Loyalty rewards (repeat customer discounts, VIP early access)
Community building (alumni group, referral incentives)
Quality consistency (every batch meets standards—trust maintained)
Success Metric: 30%+ referral rate, testimonials, word-of-mouth growth
PM Tool Highlight: Transition Roadmap, Phased Adoption Plan
Future State: Defining Success
What does "successful change adoption" look like?
Customer Behavior (Future State):
Customers proactively choose natural, transparent products by default
They understand ingredient labels and make informed decisions
They trust small-batch makers who test on their own families
They see premium pricing as investment in family wellness, not expense
They evangelize to friends ("You have to try these products!")
My Business (Future State):
Sustainable revenue from repeat customers (not just one-time buyers)
Referral-driven growth (customers become my sales force)
Community of advocates who align with values (not just transactional relationships)
Brand reputation built on trust, transparency, and results
How I Measure Success:
Adoption Rate: % of market attendees who purchase
Retention Rate: % of customers who repurchase within 3 months
Referral Rate: % of customers who bring friends/family
Advocacy Rate: % of customers willing to provide testimonials
Lifetime Value: Average revenue per customer over 12 months
Success isn't just sales—it's behavior change adoption sustained over time.
The ADKAR Model: A Framework for Individual Change
The ADKAR model (developed by Prosci) breaks individual change into five sequential building blocks. I applied it to understand what each customer needed to successfully adopt my products.
A - Awareness of the Need for Change
The Question: Do customers know the problem exists?
What I Learned:
Most parents knew their child had sensitive skin. But they didn't know:
Many commercial products contain unnecessary irritants (synthetic fragrances, sulfates, parabens)
"Natural" and "hypoallergenic" labels aren't regulated (marketing terms, not guarantees)
Alternatives existed (small-batch, transparent ingredient products)
My Strategy:
Instagram education series: "Ingredient Deep Dives" explaining what to avoid and why
Comparison posts: Side-by-side ingredient lists (commercial vs. mine)
Personal narrative: "What I wish I'd known when my daughter was diagnosed"
Content Examples:
"Did you know 'fragrance' can contain 3,000+ undisclosed chemicals? Here's why that matters for sensitive skin."
"When the dermatologist said 'try gentler products,' I thought I was using gentle products. Then I learned what 'gentle' actually means."
Success Metric: Engagement rate on educational content (saves, shares, DMs asking questions)
D - Desire to Support and Participate in the Change
The Question: Do customers want to solve the problem?
What I Learned:
Awareness wasn't enough. People knew commercial products weren't ideal, but inertia kept them buying familiar brands. I needed to create emotional pull toward change.
My Strategy:
Storytelling: Shared my journey navigating my daughter's condition (vulnerability builds connection)
Values alignment: "You deserve transparency. Your child deserves safety. You shouldn't have to choose."
Permission giving: "It's okay to care about ingredients. It's okay to demand better."
Social proof: Early adopter testimonials ("I finally found something that works!")
Content Examples:
"For months, I felt like I was failing my daughter—every product caused reactions. I became obsessed with understanding why. Here's what I learned."
"You're not being 'difficult' when you read ingredient labels. You're being a responsible parent."
Success Metric: DMs from parents sharing their own stories, emotional engagement (comments saying "this is me")
K - Knowledge of How to Change
The Question: Do customers know how to adopt the solution?
What I Learned:
Even when people wanted to try natural products, they didn't know:
How to use them (how much bath soak per bath? how often?)
What results to expect (instant relief vs. gradual improvement)
How to evaluate quality (what makes one natural product better than another?)
My Strategy:
Usage tutorials: Instagram reels showing how to use each product
Expectation setting: "Results vary—some see improvement after one use, most within 2-3 uses"
Ingredient education: Why I chose each ingredient, what it does
FAQ content: Addressing questions before they become objections
Content Examples:
"How to use bath soak: Add 1/4 cup to warm bath, soak 15-20 minutes. Safe for daily use."
"What to expect: Most families notice reduced irritation within 3 uses. If no improvement after 1 week, reach out—we'll troubleshoot together."
Success Metric: Reduced "how do I use this?" questions, confident purchase decisions, fewer returns
A - Ability to Implement the Change
The Question: Can customers actually adopt the solution?
What I Learned:
Even when people knew how to use products and wanted to try them, barriers remained:
Price barrier: $24 for bath soak felt expensive compared to $8 drugstore version
Access barrier: Vendor markets less convenient than Amazon Prime
Risk barrier: "What if I spend $50 and my child still reacts?"
My Strategy:
Sampling: $5-$8 sample sizes (try before committing to full size)
Money-back guarantee: "If it doesn't work, I'll refund you—no questions asked"
Payment flexibility: Cash, card, e-transfer accepted (reduce friction)
Consistent market presence: Every 2 weeks at same location (predictability = accessibility)
Eventually, e-commerce: Website for reorders (convenience for existing customers)
Content Examples:
"Not sure if this is right for your family? Try our sample sizes first—no commitment."
"We test every batch on our own family. If it's not safe enough for my daughter, it doesn't go to market."
Success Metric: 40%+ conversion rate on samples (people who try samples become buyers), low return rate
R - Reinforcement to Sustain the Change
The Question: Will customers stick with the new behavior?
What I Learned:
Initial adoption is easier than sustained adoption. After the first purchase, would customers:
Reorder when they ran out (vs. reverting to drugstore brands)?
Remain engaged with the brand?
Become advocates who refer others?
My Strategy:
Quality consistency: Every batch meets the same standards (trust maintained)
Personalized appreciation: Thank-you notes with every purchase
Loyalty rewards: Repeat customer discounts (10% off second purchase, 15% off third)
Community building: Email list with wellness tips, not just sales pitches
Referral incentives: $10 credit for customer + $10 off for friend
Exclusive access: Early access to new products for existing customers
Content Examples:
"Thank you for trusting us with your family's wellness. Your support means everything."
"Loyal customers get first access to our new body butter (launching next month)."
"Refer a friend: You both get $10 off. Because the best marketing is happy customers."
Success Metric: 30%+ repeat purchase rate, 25%+ referral rate, testimonials voluntarily shared
Communication & Awareness Campaign Strategy
Change doesn't happen without communication. In corporate change management, we develop detailed communication plans identifying audience segments, key messages, channels, and frequency. I applied the same rigor to my product launch.
Audience Segmentation & Messaging
Leading vs. Lagging Indicators
Leading Indicators (Early Signals of Adoption):
Email list growth (people want to stay connected)
Engagement rate on educational content (people care about the problem)
DM inquiries (people considering purchase, asking questions)
Instagram saves (content resonates, people bookmark for later)
Word-of-mouth mentions at markets ("My friend told me about you")
Lagging Indicators (Outcome Measures):
Revenue growth (people purchasing)
Customer lifetime value (repeat purchasing behavior)
Net Promoter Score ("Would you recommend?" survey)
Referral rate (customers bringing friends/family)
Testimonials (customers advocating publicly)
What Success Looked Like Over Time:
Month 1:
18 units sold, mostly first-time customers
3 repeat customers
0 referrals
Insight: Awareness and initial desire established, but reinforcement not yet in place
Month 3:
47 units sold
8 repeat customers (28% of unique buyers returned)
2 referrals
Insight: Knowledge and ability phases working, early reinforcement showing results
Month 6:
120 units sold
35% repeat customer rate
12 referrals (22% of customers brought someone)
11 testimonials collected
Insight: Full ADKAR cycle functioning, sustainable adoption achieved
Lessons Learned: Change Management Edition
1. Change Is Emotional, Not Just Rational
What I Thought:
Ingredient education would be enough. If I explained why natural was better, people would switch.
What Actually Worked:
Personal story. Vulnerability. Authenticity. Emotional connection.
The Realization:
People don't change because of logic—they change because of feeling. Data informs, but emotion motivates. My daughter's story mattered more than any ingredient list.
Application:
Lead with emotion, support with data. Not the reverse.
2. Resistance Is Feedback, Not Rejection
What I Thought:
Price objections meant my products were too expensive.
What It Actually Meant:
I hadn't communicated value effectively. They didn't understand why premium mattered.
The Realization:
Every objection is a communication gap. Resistance points to where I need to educate, reassure, or remove barriers.
Application:
Treat resistance as data. Ask: "What does this objection reveal about their concerns or my messaging?"
3. Communication Must Be Consistent and Multi-Channel
What I Thought:
A few Instagram posts and a market booth would be enough.
What Actually Worked:
Weekly content + in-person conversations + email nurture + community building. Repetition across channels.
The Realization:
People need to hear messages 7-10 times before they register. One touchpoint doesn't create behavior change—consistency does.
Application:
Repetition isn't annoying—it's required. Plan for sustained communication, not one-off campaigns.
4. Early Adopters Are Your Change Agents
What I Thought:
Every customer is equally valuable.
What Actually Worked:
The first 10 customers who became advocates were worth 100 one-time buyers.
The Realization:
Early adopters amplify your message, provide social proof, and reduce friction for later adopters. Invest disproportionately in them.
Application:
Identify early adopters. Treat them like VIPs. Turn them into your referral engine and testimonial source.
5. Adoption Takes Longer Than You Think
What I Thought:
People would try products at first market exposure.
What Actually Happened:
Many people visited 2-3 times before buying. Building trust took time.
The Realization:
Behavior change isn't instant. The customer journey is longer than your product development timeline.
Application:
Patience and consistency matter more than aggressive tactics. Show up repeatedly. Trust builds over time.
Reflection Questions for Project Managers
As you think about change management in your projects—whether product launches, organizational transformations, or process improvements—consider:
What behavior change are you asking of your stakeholders? (Be specific—not just "adopt the new system" but what they must stop doing, start doing, and believe differently.)
Have you assessed current state thoroughly? (Do you understand why people do what they currently do, and what would make them willing to change?)
What's your communication strategy for each stage of ADKAR? (Awareness → Desire → Knowledge → Ability → Reinforcement—do you have tactics for each?)
How are you measuring change adoption, not just project delivery? (Are you tracking behavior change metrics, or only implementation milestones?)
What resistance have you encountered, and how have you addressed it? (Resistance is feedback—what is it telling you about stakeholder concerns or your approach?)
Are you treating adoption as a journey, not an event? (Change takes time. Are you building in reinforcement, not just launch?)
Conclusion: Leading Change, One Customer at a Time
Product launches aren't just project management challenges—they're change management challenges. Whether you're asking enterprise employees to adopt new software or asking parents to switch skincare brands, the human dynamics are the same: people resist change, trust takes time to build, and adoption is a journey, not a transaction.
The change management frameworks I used in corporate transformation—ADKAR, three-state models, communication planning, resistance management—proved just as valuable in entrepreneurship. In fact, they were more valuable, because I couldn't rely on organizational mandates or executive sponsorship to enforce adoption. I had to earn change through trust, education, and relationship building.
For PMPs navigating product launches, market entry, or any initiative requiring stakeholder behavior change, here's my encouragement: Treat it like an organizational change initiative. Because that's exactly what it is.
Map your stakeholders' current state. Design the transition journey. Communicate relentlessly. Address resistance with empathy. Measure adoption, not just delivery. Reinforce new behaviors until they become habits.
And remember: the best product in the world helps no one if people don't adopt it. Change management isn't a "nice to have" for product launches—it's the core work.
About the Author:
Sabrina Gallimore, PMP, LSSBB, ACC, is a Director of Operational Process Transformation with 15+ years leading enterprise change initiatives across transportation, logistics, and real estate sectors. She holds Project Management Professional (PMP), Lean Six Sigma Black Belt, and ICF Associate Certified Coach (ACC) credentials. When she's not managing corporate transformations, she applies the same rigor to entrepreneurial ventures and family wellness projects. This blog reflects her journey bridging corporate change management expertise with market adoption challenges.
