Deliver, finally.
In context: Stage 10 · Deliver
Where the finished product leaves the factory and actually reaches the customers who will pay for it.
Deliver is go-to-market: getting a real product into real hands. Two sub-stages: sell it (forecast demand, set up a CRM, budget the launch) and distribute it (marketing plan, supply chain, standards, insurance, customs). This is the stage where the product finally earns its keep.
What the Deliver stage is
Deliver is the stage where the product stops being something you make and becomes something you sell. You forecast how many units will move, set up the systems to handle orders and customers, plan the launch, and build the chain that gets stock from the factory to the doorstep. Everything before this stage was preparation; this is where money actually comes in.
For the £149 proofing box, this is where Dan and Anna Hartley finally went to market. I helped them forecast a first run of 500 to 1,000 units against a Year-1 target near 3,000, set up a CRM for their DTC orders and their Sourdough School audience, and line up the distribution and UKCA paperwork so the box could legally ship and reach kitchens beyond Stockport.
What’s in this stage
Deliver runs in two sub-stages: sell it, then distribute it. Get the demand and the selling systems right first, then build the chain that fulfils the orders.
How it fits the bigger picture
Deliver builds on Stage 09 Manufacture, taking units that now exist at volume and putting them in front of paying customers. It is the final stage of the process: the design has been proven, the factory is running and the product is shipping. From here the work shifts from building the product to growing the business that sells it.
What it can do
It turns finished stock into sales, builds the systems that handle customers and fulfilment, and clears the legal hurdles that let a product trade across borders. Done well, it ends with orders flowing, stock moving and a launch that reaches the right buyers. The one decision to leave with: size the first run against the low case, not the target. For the proofing box that means committing to roughly 500 units, not the Year-1 hope of 3,000, so an unproven launch cannot saddle you with stock you have to discount to clear.
What it can’t do
It can’t rescue a product that nobody wants; good distribution only amplifies real demand. And it can’t repair design or quality faults baked in earlier; those have to be caught back in Develop and Manufacture.
See the full 10-stage process →
Try it yourself
Take your own product and write down a single honest number: how many units you genuinely expect to sell in the first three months, and why. Then list the three things that must be true for that number to happen. That is the spine of your launch.
Or run the guided version. The Free Sprint covers the early stages; the go-to-market tools sit in the paid ladder. Start the Free Sprint →
— Start here → Sales forecast