VSN: our value chain at a glance

From request to delivery, VSN relentlessly endeavors to cover the specific needs of its clients throughout all the stages of the value chain. Now, how do we do that?

VSN's Value Chain: oriented to the client

Our value chain starts as soon as one of our clients contacts the Sales Department to request a certain product, service, or upgrade. After some sort of agreement concerning the request has been reached between the sales representative and the client, the former sends the latter a two-document package with the billing information and a conceptual diagram showing the technical solution for review. From this moment, the sales opportunity is tracked via Salesforce by percentages measuring the level of client commitment in regard to the purchase. On this basis, whereas a merely preliminary contact with the client may be ranked at 1%, a verbal agreement may mean that the potential purchase has a 75% chance of materializing. It is when the opportunity is ranked at 100%, this is, when a written agreement has been reached, that it becomes a project.

Once the technical proposal is endorsed by our COO, Aar n L pez, the project development stage kicks off. First, after the necessary hardware devices are purchased, including but not limited to computers, network cards, and switches, the Production Department proceeds to the installation of the operating system in the computer(s). Then, the appropriate VSN software programs are installed and configured, and finally, the installation undergoes thorough testing for validation purposes. It is likely that software development is needed as part of the project life cycle, in which case the intervention of VSN's Research, Development, and Innovation (RDI) Department is required prior to the installation of VSN software in the client's computer.

The RDI Department in Alicante is informed that software development is solicited for a certain project by means of a project requirement ticket dispatched by the project lead to VersionOne. Our Development Director, Jorge Muria, assigns all the necessary development tasks that the department must take on to one particular sprint, this is, to one specific three-week timeframe. After the new technical functionalities are developed, automatic and manual operational testing is undergone for quality assurance. Then, on sprint closure day, the software developed is double tested and, if error-free, passed to the Operations Department.

In the final stage, the project lead sets out for the client's facility to finalize details, thus closing the value cycle. In this phase, minor final fixes are made, if necessary, and the client's employees receive instruction on how to use their newly acquired software product. Finally, the project lead also provides support to the client during the launching of the system.

David Branco Head of Technical Communications

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