Precise Software Solutions Case Study Example | Topics and Well Written Essays - 1750 words

Precise Software Solutions - Case Study ExampleHowever, Precise will not be able to assemble in 2000, because it does not have the human resources capabilities including technical personnel and sales team to develop the functionalities and sell harvest. Even if they try selling it earlier, it could lead to umteen short-term as tumesce as long term-problems. Precise Software Solutions Introduction Organizations will always want to expand their markets, including the geographical markets as well as the product markets, so they can optimally tap the opportunities that may be available in those markets. When an make-up finds that thither are optimal opportunities in a particular product market, they will launch new products catering to that market. As new product launch can be the key that enables the organization to open the doors of success, organization can or need to come up new products or services at regular intervals or at distract times. However, one of the key issues rega rding new product launches is the functionality of the product and timing of the launch. Background and the Problem Precises existing operations Precise Software solutions, situated in Westwood, Massachusetts, launched its first product in 1996 called Precise/SQL, which has applications in the performance management market. Within three years, this single offering had expanded into an optimal cortege of performance management tools, mainly for Oracle databases and other software applications. With these products, Precise had built a strong reputation as a developer of high case products, who can deliver products with all the functionalities, which they promised or advertised before the launch, without any fail. Although, Precise/SQL remained the companys core offering, and accounted for a major portion of the Precises revenue, the management felt there is a good scope to launch a new product. New Product, Insight and its market The product is called Insight and is to be launched to cover the product market of performance management and availability. Broadly speaking, this market included products that measured and/or managed the efficiency and effectiveness of the various components of the IT system. Importantly, Dataquest estimated that this market to be $2.4 billion in 1999, with a doubling expected by 2003. With such high potential existing in that particular product market, Precise initiated plans to develop the software Insight. by dint of that product, as envisioned by its President and CEO, Shimon Alon, Precise thought they have an important new product, which can establish the company as a draw in the market on a much broader level. In addition, it would allow them to diversify its customer base, and importantly enable it to achieve its immediate goal of mental synthesis Precise into a $100 million company. Main problems of functionality and timing However, the problem arose mainly regarding the launch timing of the product. That is, certain sect ions of the management are of the view that if the product is launched at the Oracle Open World in September 2000 in San Francisco, it will get good visibility and reach among the target customer base. On the other hand, rest of the management opined that Insight should be launched as a Generally Available (GA) version after all its functionalities were developed. As it would take muscular time to develop those functionalities, they stated it would be better if the launch can be postponed by another year (2001). This divergence of views between the