Increasing division of labour often starts in the sales department. Making sure that the quality of customer conversations don't suffer in the process is key here.
This aspect of advancing sales in a software company is critical as it happens under the sight of its (potential) customers. Hence, it is key to get the messaging right and to make sure that more experienced people are involved when they are needed. When we support in this area, we start from a strategic view on the market and go down to hands-on implementing a CRM.
Growing also means distributing tasks amongst more people - something that requires organisations to step up
We observe that growing becomes painful for a company when a handful of key people start hitting their capacity threshold. Increasing the division of labour for key tasks further eats from that capacity at first.
We both have the capacity and the experience to help the management of companies in such situations to improve the organisational structure and processes.
Today, software companies are born in the cloud. But previous vintages have to move. Often a challenge that requires to think in new ways.
Moving to the cloud is a technical, commercial and organisational challenge. BID Equity has extensive experience in all these aspects and the capabilities to help with the execution.
The help we provide depends on where the management think the cloud journey should lead them. From technical advise to people doing the work we can push the technical part forward efficiently. Commercially and organisationally we consider the necessary changes when planning broader improvements.
Pricing is obviously an important thing to get right when running a software company. But when confused with increasing prices it has the big potential to backfire.
One could argue that not the code itself but the license that describes how it can be used makes up the actual software product. Hence, this is where a discussion about pricing has to start - but should not stop. Because list prices are one thing. But for example discounting policies are also key - especially when the sales team is growing.
Being a core aspect for software companies, pricing has become also one of BID Equity's core capabilities.
Scalable technology is key both when talking about computation volume as well as new features to be added
A scalable tech stack has hence intersections with the technical architecture usually discussed during a cloud transition and the organisational structure and processes and structures when professionalizing a software firm's organisation. But the code and its surroundings merit attention stand-alone. This is something we look at when the growth is coming in and needs to be served.
It usually all starts with a customer project evolving into a product. But what happens to the services that don't become a product?
Professional services are key for customers if they want to get value out of their software investments. But running a professional services organisation is different from developing a product. As software firms start to gain traction with larger clients, the professional services colleagues are usually the first to be challenged. Also, shifting projects to standard products is not only a technical challenge. We anticipate these challenges and lay the foundations early on when we invest into a software firm.
Software firms are scalable. But if they do everything themselves they can get caught-up in complexity. Relying on partners often helps to address this challenge.
A partnership is not the automatic consequence when companies collaborate on one project. It needs more: Commitment, education and mutual benefits. Also, partners need to have institutionalised counterparts in a software firm. And these colleagues need to develop these partnerships further. Actually this is not an easy task, but we can help as working partnerships are a key marker that a software firm is growing up.