{"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\/fr\/insights\/how-to-diligence-the-risks-of-saas-scope-creep\/","title":{"rendered":"031\u00a0: Comment \u00e9valuer les risques de d\u00e9rive du p\u00e9rim\u00e8tre SaaS"},"content":{"rendered":"

GRAPH a analys\u00e9 de nombreuses soci\u00e9t\u00e9s SaaS, et comme nous le constatons tous, il existe une tendance particuli\u00e8re des soci\u00e9t\u00e9s de logiciels \u00e0 chercher \u00e0 construire une \u201c plateforme compl\u00e8te \u201d \u00e0 partir d'une solution ponctuelle originale de pointe. <\/p>\n\n

Dans leur qu\u00eate de croissance des revenus, de fid\u00e9lisation accrue, de cr\u00e9ation de valeur et d'attraction d'investissements, les entreprises \u00e9tendent leur offre de fonctionnalit\u00e9s. Cette extension intempestive pr\u00e9sente un risque bien r\u00e9el de dilution de la proposition de valeur fondamentale du produit et d'empi\u00e9ter sur des domaines d'activit\u00e9 peu comp\u00e9titifs face aux comp\u00e9tences cl\u00e9s des acteurs majeurs.<\/p>\n\n

\u00c0 titre d'exemple, nous avons r\u00e9cemment analys\u00e9 une entreprise SaaS qui s'\u00e9tait rapidement impos\u00e9e comme leader sur un march\u00e9 de niche relativement \u00e9mergent. Au fil de sa croissance, elle a ajout\u00e9 des fonctionnalit\u00e9s, s'insinuant apparemment involontairement sur un march\u00e9 satur\u00e9 et tr\u00e8s concurrentiel o\u00f9 ses chances de succ\u00e8s \u00e9taient minimes. De prime abord, sa strat\u00e9gie d'ajout de fonctionnalit\u00e9s\/modules semblait judicieuse : elle pouvait th\u00e9oriquement fid\u00e9liser les utilisateurs et augmenter le nombre de licences n\u00e9cessaires par entreprise. Cependant, nos \u00e9changes avec les clients nous ont clairement montr\u00e9 que l'entreprise avait dilu\u00e9 sa vision produit initiale, t\u00e9moignant d'une m\u00e9connaissance de la raison m\u00eame pour laquelle les clients l'avaient choisie (une solution sp\u00e9cialis\u00e9e de pointe). En r\u00e9alit\u00e9, son expansion \u00e9tait dict\u00e9e par la pression exerc\u00e9e par des lev\u00e9es de fonds croissantes pour d\u00e9velopper de nouvelles fonctionnalit\u00e9s, ce qui co\u00efncidait avec une r\u00e9activit\u00e9 excessive \u00e0 toutes les demandes de fonctionnalit\u00e9s des clients. Le comble de l'ironie est que l'entreprise a investi des ressources consid\u00e9rables dans le d\u00e9veloppement de ce nouveau module, qui a ensuite d\u00fb \u00eatre fortement brad\u00e9 par l'entreprise acqu\u00e9reuse, laquelle n'avait aucun int\u00e9r\u00eat \u00e0 utiliser un syst\u00e8me l\u00e9ger, nouvellement construit et non test\u00e9 pour concurrencer les fonctionnalit\u00e9s essentielles des principaux syst\u00e8mes ERP.<\/p><\/div>\n\n

\n\n

Un autre cas r\u00e9cent concernait une variante de ce th\u00e8me, o\u00f9 une entreprise de logiciels de taille moyenne d\u00e9ployait des modules suppl\u00e9mentaires autour de sa plateforme principale afin de augmenter leur offre de services \u2013 c\u2019est-\u00e0-dire, dans le cadre d\u2019une \u201c strat\u00e9gie d\u2019expansion du march\u00e9 adressable total \u201d.\u201d<\/em> Cependant, l'\u00e9coute client a clairement indiqu\u00e9 que le succ\u00e8s de ces nouveaux modules n\u00e9cessiterait de vendre un nouveau produit \u00e0 de nouveaux clients (ce que l'on appelle commun\u00e9ment la vente de nouveaux produits \u00e0 de nouveaux clients). le pari le plus risqu\u00e9 en mati\u00e8re d'innovation<\/a>) au sein des grandes entreprises \u2013 au service des d\u00e9cideurs et des processus qui n\u2019ont pratiquement rien \u00e0 voir les uns avec les autres, si ce n\u2019est un th\u00e8me commun. .<\/p>\n\n

Cela dit, de nombreuses entreprises de logiciels r\u00e9ussissent \u00e0 diversifier leurs offres\u00a0: leur point commun est une vision produit clairement d\u00e9finie et bien comprise par les employ\u00e9s, les clients et les investisseurs. En d\u00e9finitive, la plupart des expansions devraient am\u00e9liorer<\/em> valoriser l'offre initiale et fid\u00e9liser la client\u00e8le\u00a0; trop souvent, les extensions proposent des fonctionnalit\u00e9s suppl\u00e9mentaires simplement pour le principe. plus<\/em>, et non pas parce qu'elles compl\u00e8tent une vision d'un probl\u00e8me \u00e0 r\u00e9soudre.<\/em><\/p>\n\n

Nous tenons \u00e0 pr\u00e9ciser que certaines d\u00e9clarations de nouveaux objectifs de SaaS peuvent \u00eatre un leurre, une tentative de la direction de d\u00e9tourner l'attention des investisseurs en mettant en avant de nouvelles perspectives d'expansion du p\u00e9rim\u00e8tre d'activit\u00e9, alors m\u00eame que les perspectives de croissance de base sont en baisse.<\/p>\n\n

En exigeant que les nouveaux modules soient con\u00e7us selon une vision produit claire et non en se contentant d'invoquer la valeur magique des \u201c\u00a0compl\u00e9ments\u00a0\u201d, les \u00e9quipes dirigeantes (et leurs investisseurs) peuvent d\u00e9velopper leurs offres de mani\u00e8re strat\u00e9gique. Ce faisant, elles att\u00e9nuent les risques de d\u00e9rive du p\u00e9rim\u00e8tre produit et ceux de voir la prochaine analyse commerciale confirmer la n\u00e9cessit\u00e9 de d\u00e9pr\u00e9cier les investissements importants dans des extensions mal pens\u00e9es.<\/p>","protected":false},"excerpt":{"rendered":"

GRAPH a analys\u00e9 de nombreuses entreprises SaaS, et comme nous le constatons tous, une tendance particuli\u00e8re se dessine chez les \u00e9diteurs de logiciels qui cherchent \u00e0 construire une \u201c plateforme compl\u00e8te \u201d issue d'une solution originale de r\u00e9f\u00e9rence\u2026<\/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\/fr\/insights\/how-to-diligence-the-risks-of-saas-scope-creep\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\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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