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CompSupport.com was developed to provide the computer support services operating within the software industry. The focused was made on using innovative approaches and technologies. The target audience of the product was individual users of computers, and the success of the company depended on the expansion of the services provided which were available for the unlimited number of customers.
This industry is based on the effective communication with customers while responding to their needs. The problems began when CompSupport.com focused on the work with corporate clients and changed the approaches to communication and provision of services. It was rather difficult to find new customers and decrease costs along with increasing the company’s profits.
Nevertheless, operating within the highly competitive environment, the company could not follow the initial strategy because of changes in customers’ demands and the company’s approaches to providing the necessary services.
The “product and market” fit in relation to CompSupport.com can be discussed as appropriate only at the first stages of the company’s development when the proposed services met the customers’ needs completely. CompSupport.com expanded the range of services provided each year focusing on innovations and changes within the industry and market.
The effectiveness of this business also depended on the successes of communication between experts and customers, and main alternations and improvements were associated with this sphere. However, the company chose an ineffective strategy with focusing on the corporate clients and partners. The revenues increased, but the positive effect was temporary because of changes in the financial market.
Thus, the competitors increased when the positions of CompSupport.com became weaker because the necessary market search was not completed in time, and ineffective decisions were made. From this point, the “product and market” fit is inappropriate at the final stages of the company’s development.
The first years of the company’s development were successful and beneficial both for customers and partners. Thus, the provision of the computer support services was necessary for customers and many people needed the proposed assistance. Diagnostic services and live interactive chat were provided at the first stages of the company’s development, responding to the customers’ demands and expectations.
With acquiring MyHelpDesk Inc. the company developed its abilities and began to provide the services at the higher level. As a result, both the partners and customers were satisfied with outcomes of the realized strategy. The revenues increased and the range of the services provided extended.
The developed MyHelpDesk suite was necessary for customers who actively used the proposed options and guaranteed the stable profits for partners. However, the changes within the financial market influenced the company significantly. CompSupport.com emphasized the cooperation with large companies and limited the range of services provided for the other customers.
The initial strategy of the company was not followed fully. With each change, the company focused more on the benefits for shareholders and partners rather than for employees and customers.
From this point, CompSupport.com’s revenue model depended much on the changes within the market and successes of the partners. The decrease of costs with using phone calls rather than the Internet connection and online resources and messaging changed the financial scheme used by the company. Nevertheless, the main changes were caused by the development of the competitors within the industry.
It is possible to admit that this situation could make CompSupport.com find more innovative decisions, but instead, more limitations were worked out. That is why, CompSupport.com’s revenue model was based on the profits received from the corporate partners and clients during a long period of time.
It is important to note that the initial attempts realized by the company to develop the sphere of its influence were rather effective because they responded to the needs of customers and to the industry’s trends. The growth of competition within the industry and the problematic financial market can be discussed as influential factors to change the strategy and find the effective decisions to overcome the situation.
However, CompSupport.com chose an ineffective strategy, limiting the services provided and decreasing their quality to compensate high costs. CompSupport.com’s offering in relation to the period of developing and improving MyHelpDesk suite can be discussed as effective and rather innovative for the time period. Nevertheless, CompSupport.com’s changes in strategies caused the company’s decline.
The company’s leaders have to choose one of controversial alternatives which cannot satisfy the interests of both the shareholders and customers. It is possible to recommend focusing on merging with the other company because it is a real chance to develop the company as the part of the other company where the opinions of the shareholders are important and customers’ needs are satisfied.
The problem is in the potential decrease in the number of employees. If the company is sold, the role of shareholders decreases significantly, and there are less chances to develop the company according to its initial strategic goals and interests of the customers. That is why, the situation of merging with another company provides more opportunities for CompSupport.com’s further development.
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