A software company working on industrial production monitoring software requested support from SimpleX, especially on the subject of “Productization”…
After preliminary discussions, proposal and contract signing; first of all, a bilateral working group consisting of the relevant company and SimpleX employees was established, a project leader was selected, a code name was given to the project… A preliminary announcement was made within the company explaining the purpose-roadmap and expected results of this project, followed by a crowded pre-launch… Here SimpleX introduced the project and explained the process to be experienced in the coming period to the team.
First of all, the groups were met one by one… Detailed interviews were held and SSCC Analysis was applied to them… (A similar analysis was applied to their customers) Then, detailed presentations about the Products were received. The products were recognized, then the next phase of the project, 3BP Analysis, was started. Problems were identified, grouped, some of the problems were eliminated or combined with others and 3 BPs were created. “Root Cause Analyses” were conducted for these 3 BPs, solution proposals were developed and then a product-based UMP was prepared…
Five Alternative Product proposals were evaluated in parallel and the most suitable and profitable products were selected… During this study, the “Software Product Canvas” method was used… Among these five products, 2 differentiated products were selected to work on and by focusing on these two products; the product
- Target Audience
- Corresponding problem
- The core value proposition of the product
The product was evaluated according to more than 20 criteria, and a development plan was prepared accordingly. Support – Installation – Project – Sales structures were then set up and as a result
a “Go To Market” plan has been prepared…
(In the meantime, in parallel with all these studies, a SWOT study, a PESTEL analysis, Porter’s Five Forces Analyses, Ansoff Matrix and other classical methods were also conducted).
In parallel with these product development activities, certain restructuring was made in the internal organization of the company in line with the work carried out jointly with HR, and two new positions such as Product Manager and Product Owner were introduced to the company. These people were hired. In addition, the “Corporate Communication and Marketing Department”, which had not been established in the company until then, was established and the first specialist was hired, strengthening the product sales and promotion part of the project in terms of “Marketing” dynamics.
The sales team was also trained on the “Winning Complex Sales” methodology and methods.
As a result of the work, the project was delivered in 9 months… The project is currently being closely monitored and its progress is being guided with short quarterly ReViews. The products selected in the project were launched in the market after 6 months and have achieved a visible sales success with growing lead pools and increasing turnover every month.