{"id":565,"date":"2021-12-31T17:00:12","date_gmt":"2021-12-31T17:00:12","guid":{"rendered":"https:\/\/mattersgraph.com\/?post_type=insight&p=565"},"modified":"2026-04-09T01:40:14","modified_gmt":"2026-04-09T01:40:14","slug":"how-to-diligence-the-risks-of-saas-scope-creep","status":"publish","type":"insight","link":"https:\/\/mattersgraph.com\/es\/insights\/how-to-diligence-the-risks-of-saas-scope-creep\/","title":{"rendered":"031: C\u00f3mo evaluar los riesgos de la ampliaci\u00f3n del alcance del SaaS"},"content":{"rendered":"

GRAPH ha analizado exhaustivamente a muchas empresas de SaaS y, como todos podemos observar, existe una tendencia particular hacia las empresas de software que buscan construir una "plataforma completa" a partir de una soluci\u00f3n puntual original que sea la mejor en su clase. <\/p>\n\n

En su af\u00e1n por aumentar los ingresos, fidelizar a los clientes, generar valor y atraer inversiones, las empresas est\u00e1n ampliando sus funcionalidades. Esta expansi\u00f3n del alcance supone un riesgo real de diluir la propuesta de valor principal del producto y de incursionar en \u00e1mbitos que no compiten con las competencias clave de las empresas m\u00e1s grandes.<\/p>\n\n

Por ejemplo, recientemente analizamos una empresa SaaS que se hab\u00eda consolidado r\u00e1pidamente como l\u00edder del mercado en un nicho de mercado relativamente incipiente. A medida que crec\u00edan, a\u00f1ad\u00edan funcionalidades y caracter\u00edsticas adicionales, incursionando aparentemente sin querer en un mercado saturado y altamente competitivo donde ten\u00edan pocas posibilidades de \u00e9xito. En apariencia, su estrategia de a\u00f1adir funciones y m\u00f3dulos adicionales era sensata: te\u00f3ricamente, pod\u00eda aumentar la fidelizaci\u00f3n de los usuarios y el n\u00famero de licencias necesarias para una organizaci\u00f3n. Sin embargo, al hablar con los clientes, nos qued\u00f3 claro que la empresa hab\u00eda diluido una visi\u00f3n de producto previamente clara, demostrando una falta de comprensi\u00f3n del motivo por el que los clientes la eligieron en primer lugar (como la mejor soluci\u00f3n especializada del mercado). En cambio, la expansi\u00f3n estaba impulsada por la presi\u00f3n, ya que recib\u00edan cada vez m\u00e1s inversiones para desarrollar nuevas funciones, lo que coincid\u00eda con una excesiva capacidad de respuesta a todas y cada una de las solicitudes de los clientes. La triste iron\u00eda reside en que la empresa invirti\u00f3 considerables recursos en el desarrollo de este nuevo m\u00f3dulo, que posteriormente tuvo que ser objeto de un importante descuento por parte de la empresa adquirente, que no ten\u00eda ning\u00fan inter\u00e9s en intentar utilizar un sistema ligero, de reciente creaci\u00f3n y sin probar, para competir con las funcionalidades principales de los principales sistemas ERP.<\/p><\/div>\n\n

\n\n

Otro caso reciente involucr\u00f3 una variante de este tema, donde una empresa de software de mercado medio estaba implementando m\u00f3dulos adicionales alrededor de su plataforma principal en un esfuerzo por aumentar su oferta de servicios, es decir, como una "estrategia de expansi\u00f3n del mercado potencial total".\u201c<\/em> Sin embargo, la Voz del Cliente dej\u00f3 claro que ganar con estos nuevos m\u00f3dulos requerir\u00eda vender un nuevo producto a nuevos clientes (bien conocidos como Las apuestas m\u00e1s arriesgadas en materia de innovaci\u00f3n<\/a>) dentro de grandes empresas, prestando servicios a responsables de la toma de decisiones y procesos que pr\u00e1cticamente no tienen nada que ver entre s\u00ed, salvo compartir un tema com\u00fan. .<\/p>\n\n

Dicho esto, muchas empresas de software se expanden con \u00e9xito a ofertas adyacentes: el factor unificador para la mayor\u00eda de estas empresas es una visi\u00f3n de producto claramente articulada que es bien comprendida por empleados, clientes e inversores. En \u00faltima instancia, la mayor\u00eda de las expansiones deber\u00edan mejorar<\/em> el valor de la oferta original y fomentar la retenci\u00f3n; con demasiada frecuencia, las expansiones ofrecen caracter\u00edsticas adicionales simplemente por el hecho de ofrecer. m\u00e1s<\/em>, y no porque completen una visi\u00f3n de un problema que debe resolverse..<\/em><\/p>\n\n

Advertimos que algunas expresiones de SaaS sobre un nuevo alcance pueden ser una cortina de humo, en el caso de un equipo directivo que se da cuenta de que las perspectivas de crecimiento principal est\u00e1n disminuyendo y que busca distraer a los inversores con la nueva perspectiva que conlleva la promoci\u00f3n de una expansi\u00f3n del alcance.<\/p>\n\n

Al exigir que los nuevos m\u00f3dulos se articulen con una visi\u00f3n de producto clara y no se limiten a invocar el valor m\u00e1gico de las "relaciones", los equipos directivos (y sus inversores) pueden desarrollar sus ofertas estrat\u00e9gicamente. De este modo, mitigan los riesgos de que el alcance del producto se descontrole y de que la pr\u00f3xima auditor\u00eda comercial confirme la necesidad de descartar grandes inversiones en expansiones mal concebidas.<\/p>","protected":false},"excerpt":{"rendered":"

GRAPH ha analizado exhaustivamente a muchas empresas de SaaS, y como todos podemos observar, existe una tendencia particular hacia las empresas de software que buscan construir una "plataforma completa" derivada de una soluci\u00f3n original l\u00edder en su clase...<\/p>","protected":false},"author":[111,112],"featured_media":0,"template":"","meta":{"featured_image_background_position":"","promoted":false,"promoted-priority":0,"footnotes":""},"sector":[],"topic":[44,45,50,63,56,93],"audience":[],"insight-category":[138],"class_list":["post-565","insight","type-insight","status-publish","hentry","topic-addressable-market","topic-adoption","topic-growth-rates","topic-market-definition","topic-market-size","topic-raison-detre","insight-category-market-evaluation","author-hailey-messenger","author-kerri-evans"],"yoast_head":"\n031: How to Diligence the Risks of SaaS Scope Creep - Matters Graph<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/mattersgraph.com\/es\/insights\/how-to-diligence-the-risks-of-saas-scope-creep\/\" \/>\n<meta property=\"og:locale\" content=\"es_MX\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"031: How to Diligence the Risks of SaaS Scope Creep - 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