Engineering of a product demands creativity, innovation and technology expertise. Organizations invest significantly on R&D and innovation. However, as a product matures and its time to reap the benefits, they need to ensure that they make wise decisions to maximize their return on investment while ensuring delightful customer service. Product sustenance is vital for an organization and hence cannot be off the radar for CIOs/CTOs. Following are a few considerations that ISVs have post the product launch.
As the healthcare systems become more sophisticated, the codebase becomes increasingly prone to changes while becoming more complex. Providers help ISVs uncover various shortcomings (or defects, as some would call them) as they subject their solutions to newer scenarios of usage. Therefore until a product becomes fully matured, there is a need to have a dedicated team to address the challenges that customers face w.r.t. the product. This support needs to be swift and precise without hurting the profitability.
Competitive forces in the market are forcing ISVs to be more innovative and offer newer capabilities at a rapid pace. Product managers find their roadmap constantly subjected to change to excite their customers.
While innovation is essential for growth and retention of current customers, it is equally important to keep the costs in check. Often organizations have a hard time balancing the two.
In an ideal world organizations would have products that have zero defects. However, reality isn’t all that kind. Product managers find themselves trying to strike a balance between maintenance of a product and innovating it. This results in dilution of the focus on innovation.
Scarcity of Skills
As newer technologies take the center stage, it becomes increasingly difficult to find skilled professions for dated technologies. Currently there exist many organizations that still have legacy technologies such as AS400, FoxPro etc. They find it difficult to find resources proficient in these technologies.
It is difficult to foretell the amount of organization resources that need to be allocated to maintenance while adhering to customer service benchmarks. So often organization find themselves on either side of the scale. Either their customer service suffers or they end up spending more than required.
Customer support forums of numerous healthcare solution providers are testimonial to the time it takes for ISVs to fulfill the customer requests. There is a staggering annual churn rate of over 10% among providers. The most often reason cited being lack of quality service or limitations of the solution.
How can we help?
We work in tandem with customer teams in a way that the core of the solution features reside with their own team. This insulates them from the risk of losing control over their product. However, engaging us allows the customers to vary the size of the team without having to worry about resourcing or ramp-down.
With more evolved delivery methodologies, processes and communication, co-location is hardly a limitation. In fact, having distributed teams renders a crucial advantage. You will have geo-dispersed teams that can address customer requests quickly without the overhead of the costs typical of a 24X7 support setup.
Having access to a bigger pool of resources allows us to find the right skills with significant ease. Of course should you choose to have teams located at offshore, the implicit advantage of cost competitiveness accompanies the rest of the benefits.
Still thinking??? Give us a call and let’s do away with the assumptions.
Its much better to have a live person listen to you and help you.