With an integrated suite of service offerings, Mindtree partners with enterprises and drives growth for them. These offerings help the enterprises focus on their core products while we focus on the non-core or EOL (end-of-life) ones. This approach reduces cost of ownership and management bandwidth. It also helps them maintain stability and growth with the non-core products while the bulk of the R&D investment is spent on the core and strategic products.
An enterprise’s non-core products can be broadly classiﬁed into three types:
The third type generates lesser revenues than the core product and has a completely independent release cycle. For example, while there is a core backup product, add-ons are specialized on backup of database, exchange server and more.
As illustrated by Fig 01 below, intervention is required to with the core product maintain non-core products.
To manage the engineering and management challenges that segregate non-core products from core products, enterprises need to address the following:
We partner with enterprises that need to maintain non-core products, adding value with our expertise. Our experience and ﬂexibility allows enterprises to focus on their core products while we manage the non-core products’ life cycles. Combining people, process and technology enables us to do so.
Mindtree’s end-to-end product management expertise contributes a lot towards cost savings.
Mindtree’s integrated suite of service offerings enabled a Fortune 500 enterprise in the computer security and data protection domain to increase three folds the revenue of a non-core product. This was made possible within a span of two years, at zero engineering cost.
The customer was a leading provider of computer security and data protection software with a large consumer base. Faced with a situation where a non-core product had to be managed and grown, an end-to-end solution offering was required. The revenue contribution was not signiﬁcant compared to the suite solution required
Mindtree proposed a product ownership model to handle the product and work with the customer to create the roadmaps and future releases. The highlight of this model was that Mindtree would invest the engineering costs on the product. The revenue that the product would generate would be shared between the customer and Mindtree. The responsibilities were planned as shown in the table below: