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Getting the marketing right at an event product launch

This is the seventh article in a continuing monthly series chronicling the growth path of Screenreach Interactive, a startup based in Newcastle upon Tyne in England’s North East. Screenreach’s flagship product, Screach, is an interactive digital media platform that allows users to create real-time, two-way interactive experiences between a smart device (through the Screach app) and any content, on any screen or just within the mobile device itself. We invite your feedback.

By Francis Moran and Alexandra Reid

Last time we checked in with Screenreach, the company was dealing with issues at the Apple application store to launch the new version of its Screach application. After coordinating efforts with external organizations and working through the problems at hand, the team managed to push through to launch. Following in the wake of this recent achievement, the team launched Screach’s sister product, Screach TV, at TechCrunch Disrupt NY in May. CEO Paul Rawlings explains what he and Chief Strategy Officer David Weinfeld did at the event to gain favour with investors and media.

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Learning how to deal with the unexpected

This is the sixth article in a continuing monthly series chronicling the growth path of Screenreach Interactive, a startup based in Newcastle upon Tyne in England’s North East. Screenreach’s flagship product, Screach, is an interactive digital media platform that allows users to create real-time, two-way interactive experiences between a smart device (through the Screach app) and any content, on any screen or just within the mobile device itself. We invite your feedback.

By Francis Moran and Alexandra Reid

When we last checked in with Screenreach, the company was in the midst of tweaking the new version of its Screach application for a March 7 launch. The team was well on track and seemed to have all of its ducks in a row. They had found out what their market needed, solicited feedback from beta testers, sharpened their story, identified qualified customers, worked collaboratively, promoted their product and garnered media attention.

But as can be expected at a startup company, things didn’t go completely as planned. On launch day, the Apple application store informed the team that there was a problem.

In this post, Screenreach CEO Paul Rawlings explains what the team did to push through to launch.

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Giving your team ownership

This is the fifth article in a continuing monthly series chronicling the growth path of Screenreach Interactive, a startup based in Newcastle upon Tyne in England’s North East. Screenreach’s flagship product, Screach, is an interactive digital media platform that allows users to create real-time, two-way interactive experiences between a smart device (through the Screach app) and any content, on any screen or just within the mobile device itself. We invite your feedback.

By Francis Moran and Leo Valiquette

In our last post, we looked at how Screenreach Interactive is managing its beta testing process to prepare for the launch of a new version of Screach in the near future. We focused on the logistics of soliciting, encouraging, filtering and interpreting user feedback to fine tune and debug the new app.

But working toward a deadline and ensuring that all of the pieces fall into place is about much more than technical and logistical details. Perhaps the most important variable to manage is the human factor. Individuals from different parts of the organization, each with their own role and responsibilities, must work together collaboratively and appreciate the needs and priorities of their peers.

“We are fortunate to have a team that is more interested in achieving an ultimate common goal than focusing on their own interests,” said Screenreach CEO Paul Rawlings. “Decisions must be made based on what’s best for the product and the collective.”

In this post, we’ll look at how the beta testing process is coming along and how the Screenreach team has learned to keep everyone rowing in the same direction.

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Putting your assumptions to the test

This is the fourth article in a continuing monthly series chronicling the growth path of Screenreach Interactive, a startup based in Newcastle upon Tyne in England’s North East. Screenreach’s flagship product, Screach, is an interactive digital media platform that allows users to create real-time, two-way interactive experiences between a smart device (through the Screach app) and any content, on any screen or just within the mobile device itself. We invite your feedback.

By Francis Moran and Leo Valiquette

In our last post, we looked at Screenreach Interactive’s recent inroads in the radio and television industries, including its appearance on Popular U.K. television program The Gadget Show at Radio Festival, Europe’s top radio industry event, and its new “experience” for long-running U.K. current affairs program Dispatches.

But making a splash at major industry events and with high profile clients demands one thing – a compelling product. But a compelling product can’t be developed in a vacuum; it must address a clear market demand. As we have emphasized time and again on this blog, marketing and product development must work together from the get go. To quote guest commentator Ronald Weissman, “Great companies constantly test the market, for validation and feedback.”

The team at Screenreach has taken this to heart. With a new version of the Screach app expected to launch in February, every effort is being made to solicit input from beta testers and prospective users. In this post, we’ll look at how Screenreach approaches the beta testing process, what third-party tools it has found to make life easier and the lessons it continues to learn along the way.

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November roundup: What does it take to get technology to market?

Thank you for being with us for the 10th month of our blog. In case you missed them, here is a recap of our posts from November.

Moving forward with our two new series, Technology Marketing 101, and A Startup’s Story, we introduced a new startup, Teamly, and explored how it is managing to drive steady organic growth on a shoestring, and shared Screenreach’s recent adventures in radio and television.

Beyond our series, we offered best practices on how small business can work with government and universities to bring technology to market, explained what makes a good PR person and also what makes a great entrepreneur. We discussed the prior art wall and its impact on patent coverage, the importance of creating a well-researched, well-funded and coherent marketing strategy and sticking to it, as well as the benefits and determents of Google Plus brand pages. Of course, this list of posts merely scratches the surface of all that was covered over the course of the month. You’ll have to read them for yourselves by clicking the links below. And, as always, we welcome your feedback.

November 7: Breaching academia’s ivory towers by Jason Flick

November 10: Driving steady organic growth on a shoestring by Francis Moran & Leo Valiquette

November 14: What an IP coordinator should know: The prior art wall by David French

November 18: Making waves in radio and television by Francis Moran & Leo Valiquette

November 21: Taking the higher ground: from product to leadership positioning by Ronald Weissman

November 23: The layman’s guide for bringing technology to market by Francis Moran & Leo Valiquette

November 28: Beware the million-dollar cheque! by Peter Hanschke

And on a related note…

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Recent Comments

  • James LaPalme : Francis Would not say thrived - but close - in spite of geography. 15ish years ago - a group of similar skilled and experience and capable business folks (sales, channel, alliance, business development) all lived in Canada (Ottawa-Toronto-Waterloo). All except for one stayed - that would be me. Well the guys that went to Silicon Valley have thrived well beyond expectations. The others - Boston, Dallas and EU have done very well - thrived. My survival has been predominately based on CEO's from outside Ontario seeing my value. Best to move on to more receptive fertile ground if ambitious. A successful strategy is to move south do a few years and remove the pure northern business experience then come back - which my experience is very few will.

  • Francis Moran : I'm so glad to see you warming to this idea, Luc. Not that you were ever one of those mindless critics who automatically opposed the proposal; you were properly skeptical and demanding that it contain more of what folks like you and I believed was necessary for success. Looks like the city is listening.

  • Luc Lalande : Hi Francis, thank you for the steady and keen eye on the development of this important project for the City. I share your view that open spaces in the building’s design will be critical components for encouraging spontaneous interactions between people. Integrating such spaces in the Innovation Complex sends the right signals to the community-at-large and not just the local startup ecosystem: everyone is welcomed! With respect to Patti’s comments about the arts sector, it would be worth bringing back to light that the Hintonburg-Mechanicsville area has emerged as the first Arts District in the City of Ottawa, housing many artist studios, performing arts studios, and media groups. While the 7 Bayview located Innovation Complex may cater to the entrepreneurial set, there is still considerable property on these lands that could, one day, be developed and capitalize on the area’s sizable artistic community. But perhaps the open spaces at the Innovation Complex can be equally accommodating for anyone who embraces creativity and entrepreneurship: artists and innovators alike.

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