Assessing Product Pilot as a Strategy for New Product Commercialization: A Case Study of Engie Energy Access Zambia Solar Home System Products

Abstract

The purpose of this study was to assess the product pilot as a strategy for new product commercialization at ENGIE Energy Access Zambia. The study focused on three variables namely, (1) Proficiency of departments in utilizing product pilot (2) Communication among the key departments, and (3) Effectiveness of key components of pilot strategy (customer feedback, price, promotions and place). The study employed a mixed-methods approach, integrating quantitative survey responses with qualitative insights from structured interviews to provide a comprehensive analysis of organizational capabilities and constraints in pilot implementation. Quantitative data was collected from a stratified random sample of 110 employees of ENGIE Energy Access Zambia while qualitative data was collected from stratified purposive sample of 16 respondents. The quantitative data was analyzed using R software statistical tool version 4.2.2 while qualitative data was analyzed using thematic analysis, following Braun & Clarke's (2006) six-step framework using NVivo software (version 14) which facilitated the coding and theme development process.  Models such as multiple regression, One-way ANOVA, mediation analysis and relative importance analyses were used to conduct data interpretation. The study revealed substantial departmental differences in pilot strategy implementation (F (3, 75) = 4.86, p = .004, η² = .16), with Product & Operation demonstrating superior KPI proficiency (4.11), communication effectiveness (3.49), and strategy component implementation (4.02) compared to Customer Finance (3.42, 2.75, 3.33, respectively). Additionally, communication effectiveness emerged as a critical predictor of both KPI proficiency (p < .001, R² = .83) and strategy component implementation (p < .001, R² = .78). Further, the study revealed that departments within Engie Energy Access Zambia differed in how well they handled the product pilot process. For instance, some departments were more skilled in tracking performance, communicating clearly, and applying strategy elements effectively, while others were not. Communication was found to be a key factor in effective implementation of the pilot strategy. Some of the common communication problems revealed during the study were lack of information sharing, unclear messages, and weak feedback systems. These issues often caused delays or misunderstandings during pilot implementation. The study concludes that for product pilots to succeed, it is not enough to have technical skills or a good understanding of the market. Success of a product commercialization depends on how well departments share knowledge, communicate, and work together. The study therefore,  recommends four main actions for Engie Energy Access Zambia in its sale of solar home system products as: (1) departments should be more integrated during pilot planning, working together from the start; (2) In addition to generic communication protocols each department should have specific communication protocols that suit their needs; (3) a better system for collecting and acting on customer feedback should be introduced; and (4) the company should focus more on improving customer Satisfaction, rather than just lowering prices. These steps will help the company carry out more effective pilots and improve the success of new product.

Key words: Pilot, Commercialization, Product, strategy

DOI: 10.7176/EJBM/17-9-02

Publication date: October 30th 2025