We've Moved...

Thanks for your interest in my blog regarding the business implications of Software-as-a-Service (SaaS), managed services, cloud computing and other on-demand services.

I've moved my blog to a new WordPress platform which is more tightly integrated to THINKstrategies' website.

You can now find the blog at www.thinkstrategies.com/blog/.

I hope you like the new blog platform and 'look and feel'.

Will the Rising Cost of Sales Cost SaaS Companies VC Funding?

My friend Phil Wainwright's latest blog post re: LucidEra's new pre-sales program, Pipeline Healthcheck, confirms many of my initial observations when the company first introduced the program in October. Phil's post includes a number of interesting stats which LucidEra's founder, Ken Rudin, also shared with me at Salesforce.com's Dreamforce event.

LucidEra's decision to move away from the typical free-trial approach to selling SaaS is significant because it exemplifies a subtle trend which is brewing in the on-demand services market.

Although many SaaS solutions can be sold using a 'try and buy' technique, a growing number of SaaS vendors are discovering that they must employ other sales tactics to sell their solutions. In some cases, like the LucidEra example, it is because they are trying to demonstrate the power of their functionality to a target buyer who is unfamilar with the basic idea. In other cases, the SaaS vendor is offering a more complex solution which is going to have a significant impact on the customer's operations and requires greater sales skills and resources.

An example of this second scenario is Salesforce.com's growing focus on large-scale enterprise sales. Selling its customer relationship management (CRM) solution to Global 2000 companies requires more than a 30-day trial to be successful. That is why the company has been aggressively recruiting traditional software salespeople from companies like Oracle and SAP to attack major accounts. I had an opportunity to speak to over 700 of these 'big-game hunters' at Salesforce.com's North America sales kickoff meeting last February.

This shift in sales strategies and tactics has raised concerns among the VC and broader investment community about the long-term viability of the SaaS industry. These investors are worried that adding more high-powered salespeople and creating more complicated sales processes will increase the cost of sales and reduce the operating margins of SaaS companies. They are concerned that this will undercut the price advantage of SaaS over traditional, on-premise software vendors.

An example of this thinking is a recent post by Evangelos Simoudis of Trident Capital. While there is a legitimate concern that many SaaS vendors, like companies in general, have a tendency to be inefficient in the way they allocate their sales and marketing budgets, I believe some of the investment community's angst is based on an industry benchmark which is no longer relevant.

That benchmark is the exorbinant operating margins which incumbent software vendors (iSVs) have enjoyed over the years. Investors are concerned because they haven't seen profit margins of over 60% from SaaS companies like those they've been accustomed to seeing in the packaged software industry.

However, if you look closely iSVs are finding it equally difficult to sustain their profit margins as customers become disenchanted with high upfront perpetual license fees and escalating maintenance costs. So, comparing emerging SaaS vendor profitability with historic iSV profitability is no longer valid.

I debated Bruce Richardson of AMR Research on this point earlier this year. Bruce was questioning whether the SaaS industry could sustain itself given the high cost of sales and marketing reported by the publicly traded SaaS vendors. My view then and now is that the long-term profitability of SaaS is not reflected in today's financial reports for two reasons,

1. The SaaS industry is still in its infancy and SaaS vendors must spend a disproportionate amount of their revenues, and/or VC funds, on sales and marketing to educate customers about the intrinsic value of their on-demand solutions. This includes the 'try and buy' and other sales and marketing techniques aimed at encouraging rapid adoption.
2. Companies like Omniture, Salesforce.com and SuccessFactors are intentionally overspending on sales and marketing to aggressively win market share. As Josh James of Omniture has stated in his blog and at industry conferences, SaaS companies which know their 'magic number'--the incremental revenues generated by every additional sales and marketing dollar spent--are obliged to put the 'foot to the metal' now so they can win as much market share as possible before the industry consolidates.

So, my concern isn't whether SaaS is a profitable business model. Instead, my concern is whether the VCs, private equity firms and other traditional funding sources are going to retreat from the SaaS market because they have unrealistic expectations for this sector.

While it is reasonable for them to be more conservative in their funding strategies and investments given today's economic crisis, it would be disappointing to see them abandon the SaaS market because they've lost faith in the business model.

On-Demand Service Providers Becoming Best Practices Model for Enterprise IT Organizations

I've just returned from my last business trip of the year. This time I was in Washington, DC, hosting the Software-as-a-Service (SaaS), cloud computing and managed services track of NetworkWorld's IT Roadmap event.

The keynote speaker at the event was Bechtel Corporation's CIO, Geir Ramleth, who gave a fascinating talk about how his IT team is transforming the way Bechtel leverages technology and business applications by modeling their operations on YouTube, Google, Amazon.com and Salesforce.com, rather than traditional enterprise organizations.

Ramleth has recognized that these on-demand service providers are delivering high-value solutions in an amazingly low cost fashion, making them the envy of CIOs at many of the greatest companies in the world.

Although Ramleth's team has decided that today's commercially available SaaS and cloud computing solutions don't meet their corporate requirements, they still felt the operating model of today's on-demand service providers is worth imitating.

Ramleth's presentation echoed many of the ideas which THINKstrategies has been advocating for the past seven years. His team recognized the ease of use and operating efficiencies of consumer-oriented web-services and SaaS vendors, and decided to benchmark their internal operations based on these successful models. As a result, they have not only increased end-user productivity, but dramatically reduced their operating costs.

Click here to read more about Bechtel's transformation process.

Will Acquisitions Accelerate in the SaaS and Cloud Computing Industry?

Given the proliferation of Software-as-a-Service (SaaS) and cloud computing players over the past year in response to the rapid rise of customer interest and demand, it was easy to predict that a shake out in the on-demand services market was inevitable. The question is whether today's turbulent economic environment will accelerate this shake out process and kickstart a series of mergers and acquisitions heading into 2009.

One school of thought is that many of the weaker players in the on-demand services market are not mature enough to attract buyers and, therefore, the volume of acquisitions will not be any greater than normal.

Compounding this situation is the fact that many potential acquirers are facing their own financial challenges and lack the currency to take advantage of a "buyer's market" and make acquisitions.

I'm not an expert in the art and science of M&As, that's why I've established alliances with key players in this business. But, I am intimately involved with many on-demand service providers who recognize that they must strengthen their competitive positions in order to survive and succeed in an increasingly challenging economic climate and competitive landscape.

Therefore, a number of companies are looking at ways they can expand their market penetration via acquisition. For instance, I've have the privilege of serving as a senior advisor to Triple-Tree, LLC, which has seen a significant uptick in its pipeline of deals over the past few months. Triple-Tree has announced two deals in the past week alone,

• Paisley--a governance, risk and compliance SaaS vendor--has signed a definitive agreement with Thomson Reuters, a provider of intelligent information for businesses and professionals. Thomson Reuters is acquiring Paisley to provide customers a 'one-stop' compliance management and internal financial control solution.
• SearchAmerica--a provider of payment prediction data and analytics to the U.S. healthcare industry--has been acquired by Experian, a global provider of information, analytical, and marketing services to organizations and consumers to help manage the risk and reward of commercial and financial decisions. The acquisition will permit Experian to extend its Credit Services and Decision Analytics activities in North America to help healthcare providers manage their billings and cash flows.

These were not 'asset' sales. Instead, they are deals which enable the respective acquirers to expand their portfolios and market reach, and permit the acquired companies to achieve a solid exit. These transactions also typify the blurring of the lines between software, business and information services sectors.

You can expect to see a steady stream of these deals through 2009 as the on-demand services industry evolves and is reshaped by broader macro-market trends.

'Cloud-Rush' Attracts Shady Characters

I've been suggesting for a few months that the Software-as-a-Service (SaaS) and 'cloud computing' market has been experiencing a 'gold-rush' era of accelerated growth. The rapid adoption of SaaS solutions was confirmed by THINKstrategies' latest survey in conjunction with Cutter Consortium.

Just like in the original gold-rush of the 1800s, today's 'cloud-rush' is not only attracting a proliferation of players, but also an assortment of unsavory characters.

The scandal surrounding IT Factory of Denmark is the most recent example. If you haven't been keeping track of this one, it is worth reading about. The company's CEO, Stein Bagger, disappeared before Thanksgiving after financial 'irregularities' were discovered at his company and a half billion kroner were found to be missing from the company's bank accounts. Bagger is presumed to be hiding out in Dubai, and his company has fallen into bankruptcy.

The scandal doesn't only affect the company's employees, customers, partners and creditors. It also is a black-eye for the tech industry. As TechCrunch reports, just this September the Danish version of Computerworld named IT Factory “Denmark’s Best IT Company 2008″.

Another scandal involving a SaaS company unfolded in October. In this case, Entellium's CEO and CFO were arrested for keeping two sets of books to disceive the company's board of directors and investors. The company is facing bankruptcy and its assets are likely to be sold to another vendor.

Once again, the impact of this scandal extends beyond the company's employees, customers, partners and investors. Entellium won numerous industry awards for the quality and innovative nature of its SaaS solutions from a variety of industry associations and publications before the company's executives were discovered to be cooking the books.

While these might be isolated cases, they are a clear indication that the SaaS/cloud computing market has grown to the stage in which it is likely to be a target for more of this type of deceitful behavior.

For instance, I've even discovered a new online directory which is structured curiously like my SaaS Showplace and includes almost an identical list of companies which is attempting to exploit the SaaS/cloud computing market.

These ethical threats to the SaaS and cloud computing movements could undercut the success which the on-demand services marketplace experienced over the past year, and could combine with the uncertain economy to derail the momentum many SaaS/cloud computing companies were anticipating in 2009.

All of us who have worked hard for years building the SaaS/cloud computing market will have to work even harder now to combat these threats and safeguard the integrity of the on-demand services industry from these opportunistic, scurrilous characters.

On-Demand Services Face Escalating Challenges In Today's Economic Crisis

Today's deepening economic crisis is testing the mettle of IT/business decision-makers, IT solution providers and technology investors alike.

IT and business decision-makers in nearly every industry must make cuts to their capital and operating budgets in order to offset rapid declines in business and tightening credit markets. In many cases, this is forcing them to fundamentally reevaluate the way that they acquire and utilize technology and business applications, and leading them to seriously consider various on-demand service alternatives such as Software-as-a-Service (SaaS), cloud computing, and managed services.

I have recently suggested in commentaries in Datamation and the Business Technology Roundtable that any IT/business decision-maker who isn't seriously considering these on-demand alternatives is doing their organization a disservice and could be jeopardizing their jobs.

THINKstrategies' latest customer survey in conjunction with Cutter Consortium clearly shows that organizations of all sizes are adopting SaaS solutions to reap the economic and functional benefits of these on-demand services.

However, many of my clients are also reporting that they are putting a hold on all spending until they get a clearer picture of the state of the economy in 2009. In addition, many are also issuing requests for information (RFIs) to their current suppliers, including SaaS companies they are already using, to obtain additional financial data that can help them determine which vendors are most likely to survive a worsening economy. This is the first step of a broader initiative being undertaken by many of these companies to weed out those suppliers who may fail in the coming months.

Proving their long-term financial viability will become a key challenge for many SaaS, cloud computing and managed service providers (MSPs). Compounding this problem is the growing anxieties within the venture capital (VC) community which is facing severe pressures from their limited partners (LPs)--financial institutions, universities and others--who have been seriously impacted by the economic meltdown. With many of these LPs threatening to renege on their original commitments, the VCs are carefully scrutinizing and setting higher standards for their current and prospective portfolio companies alike.

As a consequence, many of the SaaS, cloud computing and managed service companies who were hoping to capitalize on the current crisis by increasing their sales and marketing efforts to promote their business benefits in a down economy are being forced to go slow or even cut back their spending instead. Many of these on-demand service companies are also facing longer sales cycles as customers delay their purchase decisions and demand more information about the providers' operations and financial status as a part of their due diligence process.

Given that THINKstrategies' SaaS Showplace already has over 900 companies from around the world offering over 4500 SaaS solutions organized into 80 Application, Industry and Enabling Technology categories and there may be twice that many companies actually offering on-demand services, an industry shakeout is inevitable and likely to happen sooner than expected.

These trends were the focal point of the recent Software Business and SIIA On-Demand conferences I participated in over the past few weeks. While Salesforce.com's Dreamforce user conference was a celebration of the accelerating capabilities of cloud computing and SaaS, the Software Business and SIIA On-Demand conferences where more somber industry events were concerns about today's economic environment were the center of attention.

I think the reality is somewhere between the euphoria and despair these two events. The measurable benefits and growing number of customer success stories that on-demand service providers can boast give them a clear long-term advantage over traditional, on-premise software and systems. However, these companies will face stiffer challenges from incumbent players and conservative decision-makers.

An indication of the competitive challenges facing SaaS and cloud computing vendors was provided by Anthony Lye, the Senior Vice President of Oracle's customer relationship management (CRM) division, at the SIIA On-Demand conference. Lye spent about 30 minutes of what was supposed to be a "Point/Counter-Point" keynote session challenging the fundamental benefits of on-demand solutions and questioning the long-term viability of the on-demand services model, despite the fact that he is responsible for running Oracle's on-demand CRM solution which has experienced significant growth over the past year.

Lye's tough-minded presentation was an example of the same kind of subtefuge which his boss, Larry Ellison, the Chairman/CEO of Oracle, has been conducting for the past year with his own statements aimed at discrediting the on-demand services market despite the fact that Oracle is one of the largest suppliers of databases and middleware for SaaS and cloud computing vendors. (Click here to read THINKstrategies' profile of Oracle's SaaS enablement platform strategies and solutions.)

On-demand service providers will have to do a better job than Zach Nelson, the CEO of NetSuite, did at the SIIA conference. Nelson was supposed to offer a SaaS industry response to Lye's incumbent software vendor (iSV) arguments, but he chose to side with Lye instead and distance NetSuite from the rest of the SaaS community. Rather than dispute any of Lye's contentions and misrepresentations of the SaaS model, Nelson decided to take only 15 minutes of his portion of the keynote session "debate" to promote NetSuite's integrated software and new focus on the service industry based on its acquisition of OpenAir.

Anyone who wasn't aware that NetSuite offers SaaS solutions would have thought it was a traditional software vendor based on Nelson's presentation. It was a disappointing performance which will do little to endear NetSuite to the rest of the SaaS industry. Instead, it only reinforced the impression that NetSuite and Oracle have a mutual understanding about how they will complement rather than compete with one another.

So, the on-demand services movement will continue to be led by Salesforce.com, Google, Amazon, Facebook and other innovators. It will also be led by bold, new leaders. Although Marc Benioff of Salesforce.com is the figurehead of the movement and Treb Ryan of OpSource is another important evangelist. Josh James of Omniture has emerged as an important spokesperson as well. James delivered a captivating presentation at the SIIA On-Demand conference which elaborated on a similar talk which gave at OpSource's SaaS Summit last February regarding the key management metric for measuring SaaS sales effectiveness--the 'magic number'.

It will take bold ideas and actions to succeed in the on-demand services market going forward. The winning on-demand service companies will be those who can convey a compelling message regarding the fundamental business benefits of their SaaS, cloud computing and managed service solutions, and deliver these tangible results in a cost-effective manner.

Like the well known line from Charles Dickens' book "Tale of Two Cities" goes, these will be the best of times and the worst of times for the on-demand services movement.

THINKstrategies/Cutter Consortium Survey Finds SaaS Market Surging, Customer Satisfaction Rising

THINKstrategies' fourth annual Software-as-a-Service (SaaS) customer survey, in conjunction with Cutter Consortium, revealed that 63% of the responding organizations are using a SaaS solution, almost double the 32% who were using SaaS solutions in 2007!

Over the past four years, THINKstrategies and Cutter have been charting the growth of the SaaS market with a series of yearly customer surveys. Our surveys were the first to find widespread interest and substantial adoption of SaaS in 2005.

In 2006, we began to see businesses of all sizes adopting SaaS solutions specifically designed to meet their vertical market needs, as well as their horizontal application requirements.

In 2007, we found customers were beginning to examine the platform capabilities of SaaS vendors as they sought to identify those vendors that could serve as strategic sources for their SaaS requirements. We also found growing acceptance of SaaS solutions by IT professionals who were beginning to adopt SaaS solutions to help them better manage their IT operations.

This year, our vanguard research has uncovered a new round of important market trends that have implications for IT and business decision makers, SaaS providers and independent software vendors (ISVs), channel companies, integrators, and investors. In addition, our survey found customer satisfaction has risen to a whopping 97% of responders!

Click here to obtain the first of a series of three Executive Update reports based on our latest SaaS survey results. Contact me if you'd like to discuss the implications of our findings on your company, or to learn more about our services aimed at helping companies capitalize on SaaS to achieve their business objectives.