Insights on How to Productize Services and Solution Offerings

There’s a writer's term-of-art (the origins of which are murky, with claims that it was coined by Earnest Hemmingway, Oscar Wilde, or William Faulker amongst others) that goes like this: to get to the best possible outcomes, you have to be willing to “kill your baby.” 

The Vecteris team is excited to announce the launch of the Productize Pathway® Solution, our new offering that is designed to power your success in productization transformation and growth.

Anyone who has been on a Zoom call with me could easily guess that I’m a big soccer fan by observing the dozens of soccer scarves from around the world that hang on my wall. As someone rooting for the success of US Soccer players, April and May can be very stressful times when the fate (both pride and financial fortunes) of clubs and players hangs in the balance based on the performance of the last few games of the European season (e.g. will Leeds United and their 3 American players avoid relegation?). If these final weeks of the season are stressful for fans, they are orders of magnitude more stressful for the players and coaches.

A few weeks ago I was speaking with a prospective client who had recently sold his consulting firm to a larger, global firm. He wanted help persuading the parent company to invest in growing a niche SaaS product that his team created. He was frustrated by the parent company’s inability to understand why it would be useful to supplement their consulting services with this SaaS product. At one point in the conversation, I asked him to drop a hyperlink into the chat. He said, “I don’t know how to do that.” 

We frequently like to profile Product Leaders we admire to help inspire you and your team. This month, we are excited to introduce you to Purbita Banerjee.

A company developed a successful AI product based on thorough customer research and launched it quickly, generating revenue. However, the cost of maintaining the necessary tool infrastructure for a growing customer base and promised price tiers made the product unprofitable. Despite doing almost everything correctly, the product team was directed to shut down the product because it was losing money for the company. The company needed to build a good pro forma for the product.

One CEO recently shared with me, “We need to restructure our incentive plan. Our consultants are all incented on short-term revenue, which is making it very hard to get traction with our new products that have lower price points but better margins and more revenue visibility.”