1) The first component of Consona's strategy is customer intimacy, or deeply knowing customers and their industries. The company strives to use this intimate understanding of its customers' businesses to then ensure that its software, services and support (an overall solution) meet specific, tailored needs. All that should ultimately provide far better outcomes and continuous business process improvement for the customer.
Along these lines, Consona is focused much more on serving existing customers than on attracting new ones. Conversely, so many enterprise resource planning (ERP) vendors put their existing customers second to winning new business. Also, by deeply understanding the businesses of its customers, Consona uses that knowledge to provide ever-better ongoing service and value. From ensuring that 70 percent of its staff are in customer-facing roles to supporting a sophisticated helpdesk system, Consona continuously invests in the people and tools required to deliver superior customer care.
Another related tenet here is the "product quality over the next new thing" attitude. Namely, while technology is important, it long ago became clear to Consona that building trendy new features in the latest & greatest technology is not necessarily the way to add value to customers' business. It costs everyone a lot of money, while product quality and functional fit are often sacrificed. Consona's priority, first and foremost, is building a product that users both recommend and help design, and that, in turn, should drive quality, fit and value.
2) The second aspect of the vendor's strategy is providing a high degree of each solution's functional fit to its customer's business. This is accomplished via a target market vs. solution match of over 80 percent functional fits to be available "out-of-the-box". That fit, in turn, happens via Consona building and/or buying industry-focused solutions that are extensible for a further, even tighter fit.
Conversely again, many enterprise solution providers have attempted to create a single software product to address all the possible needs of all types of businesses and organizations. They try to be everything to everyone, but these "one-size-fits-all" solutions become costly, overly complex ("bloated"), and difficult to maintain for not only the customer, but also the software vendor. Thus, for each industry segment/niche Consona has chosen to serve, it has either built or acquired core solutions that are designed from the ground up to closely fit the special needs of companies in closely-related environments.
3) The final aspect of Consona's strategy is what the company likes to refer to as execution, and it comes from the vendor's focus on running its efficient global operations. Now that virtually everyone is operating in a maturing, consolidating industry, everyone is also required to do the hard work that every other industry has (or has had) to do -- that is to grow profitably (as opposed to just grow at all costs). In other words, Consona sticks to the "manage for profit, not market share" motto.
It is particularly important to existing customers, and for the future of their information technology (IT) investments, that Consona remains a stable, financially strong vendor. To that end, the company is one the fastest growing, most profitable companies in the enterprise applications industry, and is fairly open about its financials (with estimated 2007 revenues of about $120 million).