One of the biggest challenges for software vendors is to manage the transformation through their product lifecycle – from early stage to growth, mature and decline stages of the product. This transformation is like crossing the chasm, as it demands varying combinations of skills, processes and disciplines throughout a product's lifecycle. ISVs also encounter a continuously changing marketplace in terms of the number of competitors, their strategies, product lines, pricing and profitability. These changes in the competitive market structure vary at different stages of product evolution. |
 | |  | Begins with a robust new product idea
The market is small and growing
There are few or no competitors
Finally, there are few beta customers | | Starts from a couple or more proven customers to a rapidly growing customer base
Increasing competition in the market
Focus on building customer relationships and increasing the number of customers
Approach towards profitability | | more >> | | more >> |
 | |  | Tremendous increase in the volume of sales
The product is well established in the market
Focus is on increasing market share and exploring newer markets
Feature introductions to the product to differentiate from competing products | | The market is saturated with myriad products
Re-focus on service and maintenance revenues rather than new-license revenues for old product lines
The products become technologically obsolete
Need for ISVs to focus on product innovation /diversification of product lines/ finding new uses and markets for the product. | | more >> | | more >> |
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I would like to express my gratitude and appreciation to our development partner, Aspire Systems, who have shown outstanding commitment and dedication to our success!
