If you sell outsourcing hours to your customers, you are not selling a finished product.
The new economy has already changed the dynamics of starting and growing companies. It has changed the development of products and solutions to support people and businesses, but some old elements still hold important steps we need to take.
Historically, technology companies have become accustomed to working part of product development and operations through outsourcing because it’s more cost-effective, among other things.
The Outsourcing Cycle
This relationship creates a vicious cycle. On the one hand, the technology company has dedicated itself to solving a difficult problem. On the other hand, the outsourced consultancy, according to its own business model, is focused on selling as many hours as possible. Unfortunately, more hours of work does not necessarily mean that the problem will be solved. And it’s impossible to measure customer success.
The model also brings with it an outsourcing of knowledge. And I am not talking about any knowledge: many companies share all their knowledge of their systems and processes to third parties as well as all their data, which in the modern world is invaluable. When they do this, managers run the risk of not understanding the points where they need to improve. Additionally, they cut off access to their own data to leverage and drive innovation.
To break this vicious cycle, companies must prepare a plan and structure themselves to use, for example, automation tools that carry out manual work. They need to use modern technologies, such as the cloud, to unlock resources and internal professionals to work on what really matters, projects that generate revenue and spark innovation.
By focusing your team on your data management and on the services necessary for your company to continue functioning – its core – you in turn take control of your business and gain power to pioneer new ideas. This is fundamental.
This is the approach we took at Digibee. The development and operation of our platform is done internally. Outsourcing occurs only with elements that are not linked to our value differential.
From these elements, we started to build an agile process, a scalable model and a solid value proposition, which, in the end, is related to the customer’s success.
For me, the success criterion is one: solve the customer’s problem in a definitive way.
If you sell hours to the customer, you are not selling a finished product. You are marketing a product project, of undetermined value and time. But if you sell the result, then you are selling the success of the operation. The company’s value proposition needs to include this premise.
There is no point in having a great product if there is no method and process that directly involves the customer. It’s the customer that must be responsible for their own operation and to master their systems, while discovering what needs to be improved. After all, it is the customer that lives their business day-to-day and knows their true obstacles.
Therefore, contributing to the customer’s autonomy has more value than trying to make him dependent on his products or services. At Digibee, we are certain that this is the most sustainable and efficient way of working, as it gives the customer agility, performance and scalability. As partners, we embark together to solve business problems and are confident in the success of the journey, knowing that, when we row in the same direction, it becomes easier to reach the desired destination.