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Monday’s Musings: Why Next Gen Apps Must Improve Existing Activity Streams

Published on August 30, 2010 by R "Ray" Wang
Upcoming Data Deluge Threatens The Effectiveness Of Activity Streams Activity streams, best popularized by consumer apps such as Facebook and Twitter, have emerged as the Web 2.0 visualization paradigm that addresses the massive flows of information users face (see Figure 1).  As a key element of the dynamic user experiences discussed in the 10 elements of social enterprise apps, activity streams epitomize how apps can deliver contextual and relevant information.  Unfortunately, what was seen as an elegant solution that brought people, data, applications, and information flow into a centralized real-time interface, now faces assault from the exponential growth in data and information sources.  In fact, most people can barely keep up with the information overload, let alone face the four forces of data deluge that will likely paralyze both collaboration and decision making (see Figure 2):
  1. Massive activity stream aggregation by enterprise apps. Every enterprise app seeking sexy social-ness plans one or more social networking feeds into their next release.  The mixing and mashing of personal and work related feeds will leave users confused about context and lower existing signal to noise ratios.  Yet, proliferation will continue as users seek to bring aggregated sources of information into one centralized feed.
  2. Explosive growth in the Internet of Things (IOT). Beyond just device to device communications, the web of objects, appliances, and living creatures through wired and wireless sensors, chips, and tags will drive most of the growth in the internet in the next 5 to 10 years.  With an estimated 100 billion net-enabled devices by 2020, these networks seek to discover activity patterns, predict outcomes, and monitor operational health.  The massive amounts of sensing data driven into systems will not only overwhelm users, but also handicap the performance of today's data warehouses, analytics platforms, and applications.
  3. Flood of user generated content (UGC). User generated content continues to grow.  Facebook has over 500 million users populating pages with rich social meta data.  There are over 300 million blogs.  Wikipedia has more than 15 million articles.  Content sources will propagate at geometric rates, especially as BRIC (Brazil, Russia, India, and China) countries up their adoption.
  4. Proliferation of social meta data. Organizations seeking a marketing edge must digest, interpret, and asses large volumes of meta data from sources such as Facebook Open Graph.  Successful identification of social graphs require matching gargantuan volumes of meta data (e.g. likes, check-ins, groups, etc) through introspection across a vast array of objects.  Human centric and object centric events will inevitably coexist and engulf unified activity streams.
Figure 1.  Activity Streams Improve Collaboration And Deliver Dynamic User Experiences Figure 2. The Four Forces Of Data Deluge Filters Reduce The Signal To Noise Ratios And Drive Relevance Given the tall task of repairing the relevance of activity streams under the four forces of data deluge, users need better filtering tools from their existing solutions.  Today's rudimentary filters remind users of the simple search engines from the early 1990's.  Users must have filters with the sophistication to cut across the big data challenges.  Filters must span across mediums such as pages, books, notes, photos, videos, voice, and others.  Based on 23 user scenarios, the 5 major categories of filters should include:
  • People. Requests focus around people, their relationships, and formal and informal groupings.
  • Location. Physical location attributes include spatial coordinates, topology, environmental conditions, vertical position, and others.
  • Time and date. Time and date plays a key role in parsing out historical data, multiple chronological perspectives, and forecasting and simulation.
  • Events. Events serve as a mega filter by relating people, location, time and date, and purpose.
  • Topics. Topics represent a broader filter that represents a generic "other" category in filtering.
The Bottom Line: Users Need Greater Control Over Their Point Of View And Next Gen Apps Must Deliver Filters alone will not provide enough firepower to put users back in control.  Users must easily self-manage filters.  Self-learning patterns should be identified by the system.  Text analytics, natural language processing, and complex sentiment algorithms will play a role.  User driven advanced filters should at a minimum include:
  • Saved filters. Users save and share with other users their library of filters.
  • Trending. Users apply layers of filters to correlate complex multi-dimensional patterns.
  • Simulations. Users proactively test out scenario plans with existing data.
  • Predictions. Users apply pattern recognition and trending to test hypotheses.
Your POV. Buyers, do you need help understanding how activity streams can improve adoption and ROI.  Are you suffering from data deluge?   Sellers and vendors, want to test out your next generation product ideas?  You can post or send on to rwang0 at gmail dot com or r at softwareinsider dot org and we’ll keep your anonymity. Please let us know if you need help with your next gen apps strategy efforts.  Here’s how we can help:
  • Providing contract negotiations and software licensing support
  • Evaluating SaaS/Cloud options
  • Assessing apps strategies (e.g. single instance, two-tier ERP, upgrade, custom dev, packaged deployments”
  • Designing end to end processes and systems
  • Comparing SaaS/Cloud integration strategies
  • Assisting with legacy ERP migration
  • Engaging in an SCRM strategy
  • Planning upgrades and migration
  • Performing vendor selection
Reprints Reprints can be purchased through the Software Insider brand.  To request official reprints in PDF format, please contact r@softwareinsider.org. Disclosure Although we work closely with many mega software vendors, we want you to trust us.  For the full disclosure policy please refer here. Copyright © 2010 R Wang and Insider Associates, LLC. All rights reserved.

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Quarterly Financial Tracker: Q2 CY 2010 – SaaS Vendors Still Show Massive YoY Growth

Published on August 20, 2010 by R "Ray" Wang
The majority of 22 publicly traded software vendors demonstrated solid year-over-year (YoY) quarterly growth from Q2 2009 (see Figure 1).   Every SaaS vendor in the Software Insider Index® drove 14% to 26% growth (see Figure 2) despite the pick up in on-premises license sales.  Highlights for the 2010 CY Q2 2010 results: On-Premises Trends
  • JDA Software (59.19%) and Manhattan Associates (32.93%) continue to ride the CPG, retail, and supply chain investment wave.  Manhattan solidified a significant turnaround in 2 quarters of growth.
  • Large mega vendor bellwethers Oracle (12.95%) and SAP (12.34%) showed significant double digit growth.  SAP's license gains of 17.31% demonstrate a turnaround in the sales team.  All indications point to BOBJ and the non-EMEA regions driving sales growth.
  • The SMB vendors shared mixed results with Epicor (8.68%), Lawson (5.81%), and CDC Software (3.92%) continuing to grow key license revenues.  While IFS total revenue gains were low in the 1.40%, IFS grew license revenue by a whopping 19.77%.
  • Unfortunately, other SMB vendors Exact (-4.99%) and Deltek (-7.07%) showed negative revenue momentum.  These vendors not only lost ground in license revenue but also saw declines in traditionally stable maintenance revenue.
  • Maintenance fee growth remains healthy for most vendors as new programs to show value to customers gain traction.
SaaS Trends
  • SaaS vendors continue to grow in mid to high double digit growth rates for subscription revenue. SuccessFactors (26.81%), Salesforce.com (24.78%), and Concur (20.49%) moved past 20% year over year quarterly growth.
  • Ariba ($93.2M) nears the $100M per quarter revenue benchmark as Blackboard ($101.5M) continues to grow from this achievement in Q1 2010.
  • RightNow (19.58%), NetSuite (16.83%), Ultimate Software (15.67%), and Taleo (14.63%) all showed solid quarters of growth, though these growth percentages show slight declines.
Figure 1.  Software Insider Index® On Premise Vendors: Q2 CY 2010
(Right click to view full image)
Copyright © 2010 R Wang and Insider Associates, LLC. All rights reserved.
Figure 2. Software Insider Index® SaaS Vendors: Q2 CY 2010
(Right click to view full image)
Copyright © 2010 R Wang and Insider Associates, LLC. All rights reserved.
The Bottom Line - IT Budgets Have Opened Up For Software Purchases, Hybrid SaaS Models The Norm
Despite the rocky recovery and potential for double digit recession, pent up demand drives the current on-premises vendor revenue growth.  Organizations continue to invest in technology despite the lack of job creation.  However, on-premises vendor gains have not impacted SaaS vendor growth.  In fact, most organizations continue to adopt Scenarios 1 to 3 in their Cloud/SaaS strategies. As hybrid models reach tipping points, successful apps strategies must focus on SaaS integration, SOA adoption, and information governance.
Your POV. Can we help you work with a specific vendor?  Please post or send on to rwang0 at gmail dot com or r at softwareinsider dot org and we’ll keep your anonymity.  Further, let us know if you need help with your next gen apps strategy, overall apps strategy, and contract negotiations projects.  Here’s how we can help:
  • Designing a next gen apps strategy
  • Providing contract negotiations and software licensing support
  • Demystifying software licensing
  • Assessing SaaS and cloud
  • Evaluating Cloud integration strategies
  • Assisting with legacy ERP migration
  • Planning upgrades and migration
  • Performing vendor selection
  • Renegotiating maintenance
Disclaimers* Not responsible for any math errors or erroneous revenue information. 1. Calendar year estimates based on the quarter nearest the calendar year. 2. Why these vendors than others?  Easy – because I cover them. 3. Exchange rates as of February 25th, 2010 for vendors who have not published quarterly conversions.  Not responsible for currency flux. 4. Estimates created for privately held vendors, when listed. Not sure? Please read the quarterly filings yourself =) Related resources and links
2010 Calendar Year Q1 Software Insider Index™ (SII): 2009 SII Top 35 Enterprise Business Apps Vendors™ 2009 Calendar Year Q4 2009 Calendar Year Q3 2009 Calendar Year Q2 2009 Calendar Year Q1 Software Insider Index™ (SII): 2008Software Insider IndexTM (SII): SII Top 30 Enterprise Business Apps VendorsTM & SII Top SaaS Business Apps VendorsTM SII Top 30 Enterprise Business Apps Vendors™ 2008 Calendar Year Q4 2008 Calendar Year Q3 2008 Calendar Year Q2 2008 Calendar Year Q1
Reprints Reprints can be purchased through the Software Insider brand or Altimeter Group.  To request official reprints in PDF format, please contact r@softwareinsider.org. Disclosure Although we work closely with many mega software vendors, we want you to trust us.  For the full disclosure policy please refer here. Copyright © 2010 R Wang and Insider Associates, LLC. All rights reserved.

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Tuesday’s Tip: 10 SaaS/Cloud Strategies For Legacy Apps Environments

Published on August 10, 2010 by R "Ray" Wang
Legacy Apps Customers Seek Practical Advice Organizations determining when and how to make the move to SaaS and Cloud face realistic challenges in gaining buy-in and realizing the apparent and hidden benefits of SaaS/Cloud.  In a recent survey of over 300 companies, 73 respondents who were wary of SaaS/Cloud were asked to list the top 3 reasons they did not plan to deploy a SaaS/Cloud solution in the next 12 months (see Figure 1).  The top 3 reasons related to legacy environments, org structure, and governance include:
  • Legacy apps CIO's. CIO's vested in protecting the existing investments may often proceed with caution for SaaS and Cloud solutions.  In some cases, sunk cost mentality takes hold and the goal of being 100% pure with a single vendor clouds the vision to meet needed business requirements.
  • Burden of legacy apps. Legacy apps maintenance and upkeep represents a key barrier to SaaS and Cloud adoption.  Organizations often remain complacent about maintenance and upgrades, preferring to avoid substantial changes and risk.   Becuase the money and resources to support legacy apps consume most of the budget, organizations have little funds for innovation and experimentation.  Eventually, business decision makers procure SaaS/Cloud solutions to by-pass IT.
  • No IT team buy in.  Many constrained IT teams have not taken the time to understand the requirements to support SaaS and Cloud apps in a hybrid mode.  SaaS requires organizations to revisit SOA strategies, integration requirements, and master data management.  Business leaders and decision makers often overlook these dependencies at the organization's long term expense.
Figure 1.  Legacy Issues Hamper SaaS/Cloud Adoption SaaS/Cloud Strategies Must Transcend The Burden Of Legacy Apps Over Time Next generation apps strategies must account for both a future of hybrid deployments and growing independence of legacy apps.  Ten of the most common go forward strategies include:
  1. Point solutions. Organizations often start by augmenting gaps in existing legacy apps functionality.  Common areas include expense management, strategic human capital management (HCM), sales force automation, project based solutions, collaboration, and email.
  2. SaaS best of breed suites. As organizations gain comfort with the ease of use of SaaS, expect organizations to increase their preference for suites.  Over time expect the best of breed "hell" scenarios to subside as SaaS vendors and integration providers rush to provide more end to end functionality or better SaaS to SaaS integration tools.
  3. Two-tier hub and spoke. Once organizations make the plunge to SaaS, the business will seek opportunities to bypass legacy apps in new environments.   Two-tier deployments will emerge as organizations rush to replace legacy apps for modernization efforts, geographic considerations, and organizations with different sets of business models.
  4. Legacy containment and surround. As with legacy apps over time, organizations will seek to contain investment and surround existing apps with new capabilities.   Expect core ERP apps in finance and HCM to be contained but not quickly replaced.  However, failed CRM, project based solutions, and other "extended ERP" systems in vendor suites will be replaced because many vendors have not innovated quickly enough.
  5. Hosted legacy and surround. Hosted legacy and surround will emerge as a critical trend that will cut infrastructure costs for data centers and hardware.  Virtualization will play a key role in reducing application management costs.  Once again, the surround strategy will take hold because business can not wait for innovation from many of the legacy apps vendors.
  6. Legacy mid-term replacement and third-party maintenance. Organizations can fund innovation with maintenance fee reductions by considering third party maintenance (3PM).  Typical deals halve the cost of maintenance while providing regulatory and tax updates.  Upgrades will not be provided but for organization's who plan to replace apps in the next 5 years, this option should be considered in all apps strategies.
  7. Legacy long term replacement. After usage of 10 to 15 years, most organizations begin their retirement and replacement strategies.  Given the increasing choices in SaaS and Cloud, expect organizations to make the move to migrate to a more flexible solution.
  8. PaaS extensions. As packaged apps move to the Cloud, custom development will also make the same transition.  PaaS will prove to be a key component in the Cloud strategy and major SaaS vendors will make the move to open up the tool kits to allow customers and partners to extend their solutions.
  9. Long term BPO. Expect commoditized business processes to shift to the BPO model. BPO - SaaS will become the norm as organizations shed lower level processes and focus on custom dev in PaaS and extending SaaS and Cloud suites.
  10. Private clouds.  Many organizations will move to private clouds for security reasons.  Private clouds will serve as both a development environment and the "back-up" generator for large commercial and public entities.
Figure 2.  Ten SaaS/Cloud Adoption Strategies Span Business Requirements And Legacy Adoption The Bottom Line For Buyers (Users) - Proceed With Cloud/SaaS Strategies Based On Business Requirements Not Hype While Cloud/SaaS adoption has moved beyond the tipping point, organizations should not rush in without an adequate apps strategy.  Start by taking into consideration the following criteria in planning an overall apps strategy:
  • Expected business value and outcomes for a project
  • Business processes required to support business value and outcomes
  • Organizational design required to sustain change
  • Technology and solutions to support efforts
  • Deployment options such as on-premises, SaaS, BPO, and other services
Your POV. Have you already made the transition? Ready to share your best practices?  Buyers, do you need help with your Cloud and SaaS strategy?  Looking to make the transition to Cloud and SaaS?  Let us put the expertise of over 1000 software contract negotiations to work for you.  Please post or send on to rwang0 at gmail dot com or r at softwaresinsider dot org and we’ll keep your anonymity. Please let us know if you need help with your next gen apps strategy, overall apps strategy, and contract negotiations projects.  Here’s how we can help:
  • Designing a next gen apps strategy
  • Providing contract negotiations and software licensing support
  • Demystifying software licensing
  • Assessing SaaS and cloud
  • Evaluating Cloud integration strategies
  • Assisting with legacy ERP migration
  • Planning upgrades and migration
  • Performing vendor selection
  • Renegotiating maintenance
Resources And Related Research: 20100621 A Software Insider's POV - R "Ray" Wang - "Research Report: How SaaS Adoption Trends Show New Shifts In Technology Purchasing Power" 20100322 A Software Insider’s POV – R “Ray” Wang -”Understanding The Many Flavors Of Cloud Computing/SaaS” 20091222 A Software Insider’s POV – R “Ray” Wang “Tuesday’s Tip: 10 Cloud And SaaS Apps Strategies For 2010″ 20091208 A Software Insider’s POV – R “Ray” Wang – “Tuesday’s Tip: 2010 Apps Strategies Should Start With Business Value” 20091012 A Software Insider’s POV – R “Ray” Wang – “Research Report: Customer Bill of Rights – Software-as-a Service” 20090714 Sandhill.com – R “Ray” Wang – “Opinion: Moving to a SaaS Offensive” 20090602 A Software Insider’s POV – R “Ray” Wang ” Tuesday’s Tip: Now’s The Time To Consider SaaS Software Escrows” 20081028 A Software Insider’s POV – R “Ray” Wang “Tuesday’s Tip: SaaS Integration Advice” Reprints Reprints can be purchased through the Software Insider brand or Altimeter Group.  To request official reprints in PDF format, please contact r@softwareinsider.org. Disclosure Although we work closely with many mega software vendors, we want you to trust us.  For the full disclosure policy please refer here. Copyright © 2010 R Wang and Insider Associates, LLC. All rights reserved.

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Research Report: The Upcoming Battle For The Largest Share Of The Tech Budget (Part 2) – Cloud Computing

Published on August 9, 2010 by R "Ray" Wang
Welcome to a part 2 of a multi-part series on The Software Insider Tech Ecosystem Model.  Part 2 describes how the cloud fits into the model.  Subsequent posts will apply the model to these leading vendors:
  • Overview
  • Cisco
  • Dell
  • HP
  • IBM
  • Microsoft
  • Oracle
  • Salesforce.com
  • SAP
The aggregation of these posts will result into a research report available for reprint rights.
Cloud Computing Represents The "New" Delivery Model For Internet Based IT Services Technology veterans often observe that new mega trends emerge every decade.  The market has evolved from mainframes (1970's); to mini computers (1980's); to client server (1990's); to internet based (2000's); and now to cloud computing (2010's).  Many of the cloud computing trends do take users back to the mainframe days of time sharing (i.e. multi-tenancy) and service bureaus (i.e cloud based BPO). What's changed since 1970?  Quite plenty -- users gain better usability, connectivity improves with the internet, storage continue to plummet, and performance increases in processing capability. Cloud delivery models share a stack approach similar to traditional delivery.  At the core, both deployment options share four types of properties (see Figure 1):
  1. Consumption – how users consume the apps and business processes
  2. Creation – what’s required to build apps and business processes
  3. Orchestration – how parts are integrated or pulled from an app server
  4. Infrastructure – where the core guts such as servers, storage, and networks reside
As the über category, Cloud Computing manifests in the four distinct layers of:
  • Business Services and Software-as-a-Service (SaaS) – The traditional apps layer in the cloud includes software as a service apps, business services, and business processes on the server side.
  • Development-as-a-Service (DaaS) – Development tools take shape in the cloud as shared community tools, web based dev tools, and mashup based services.
  • Platform-as-a-Service (PaaS) – Middleware manifests in the cloud with app platforms, database, integration, and process orchestration.
  • Infrastructure-as-a-Service (IaaS) – The physical world goes virtual with servers, networks, storage, and systems management in the cloud.
Figure 1. Traditional Delivery Compared To Cloud Delivery Cloud Computing Encourages Users And Vendors To Focus On Value Added Solutions Applying The Software Insider Tech Ecosystem Model to Cloud Computing highlights where buyers, sellers, and partners can deliver value (see Figure 2).  As cloud computing adoption increases, users can expect that:
  • Solution providers and partners will invest in value added solutions over commoditized infrastructure. The continued commoditization of technology results in richer and more relevant Cloud stacks.  As a result, a handful of larger players will emerge to drive down the costs of computing while encouraging ecosystems to deliver value added solutions.  Buyers can expect packaged apps, vertical apps, last mile solutions, and implementation partners, to invest in specialized and higher value intellectual property (IP).
  • Customers will care more about service level agreements than the brand name of technology components. The cloud commoditizes the infrastructure components for both tools for creation and tools for distribution.  Users shift their priority for brand components in favor of outcomes based delivery.  Consequently, users will not care about the brand name of hardware, database, middleware, and even business intelligence systems in use.  Client success shifts to the monitoring of pre-agreed upon service level agreements (SLA's)
  • Integration will emerge as the key enabler and choke point. End users need an enterprise apps strategy for cloud computing that addresses the “I” word – Integration.  SOA principles must be enforced including support for canonical data models and business process haromonization.  Integration must focus on data mapping, business process orchestration, quality of service, and master data management.
Figure 2.  The Software Insider Tech Ecosystem Model For The Cloud The Bottom Line For Buyers  - Use The Tech Ecosystem Model To Build Out Your Technology Roadmap And Procurement Strategy. The Software Insider Tech Ecosystem Model can provide a key tool in mapping out the long term apps strategy.  Use the suggested five step approach to determine how cloud computing can support existing and future business requirements:
  1. Start by listing the vendors in each category. Jot down the names of every vendor you own into each category (see Figure 3.)
  2. Identify the key business processes supported. Place business processes at the high level and line them back to the vendors.
  3. Evaluate the application portfolio.  As consolidations occur, business strategy should align with applications strategy.  Applications strategy will then align with procurement strategy to optimize the Business Technology Value equation.
  4. Build out your solution ecosystem plan. In some cases, you will consolidate vendors. In others, you will acquire new solutions.  Sometimes, the last-mile will require custom development.  Take a balanced approach to the portfolio.  Keep in mind how you sunset legacy applications and solutions.
  5. Apply model to the contract strategy. This model applied to Seven Simple Steps To Successfully Negotiate Software Contracts will drive business value in technology projects.
Figure 3.  Sample Solution Providers Across The Four Layers Of Cloud Computing The Bottom Line For Sellers (Vendors) - Use The Tech Ecosystem Model To Plan Partnerships and M&A Strategies Use the Software Insider Tech Ecosystem Model  to determine when to partner, build, or acquire a capability. Determine which category to invest in Cloud Computing based on R&D budget and organization's size.  Evaluate each category by:
  1. Examining the current footprint. Fill in the model to see what you own (see Figure 3).
  2. Identifying adjacent profit pools. Look at potential install base up-sell, cross-sell, and attach rate opportunities.
  3. Determining potential profit margins and ROI. Look at average profit margins.  Identify and rank the top categories.
  4. Ranking opportunities by competitive threat. Determine which piece to commoditize next in the value added solutions.  Figure out which areas are high growth value added solutions to invest.
  5. Put together 3 year strategy. Face it, 3 years is too long but you need a time frame.  Identify acquisition prices and partnership criteria.
Your POV. Buyers, do you need help with your Cloud and SaaS strategy?  Ready to put the expertise of over 1000 software contract negotiations to work?  Give us a call!  Sellers and vendors, want to expedite your ability to effectively partner or test your M&A idea?  You can post or send on to rwang0 at gmail dot com or r at softwaresinsider dot org and we’ll keep your anonymity. Please let us know if you need help with your next gen apps strategy, overall apps strategy, and contract negotiations projects.  Here’s how we can help:
  • Designing a next gen apps strategy
  • Providing contract negotiations and software licensing support
  • Demystifying software licensing
  • Assessing SaaS and cloud
  • Evaluating Cloud integration strategies
  • Assisting with legacy ERP migration
  • Planning upgrades and migration
  • Performing vendor selection
  • Renegotiating maintenance
Resources And Related Research: 20100621 A Software Insider's POV - R "Ray" Wang - "Research Report: How SaaS Adoption Trends Show New Shifts In Technology Purchasing Power" 20100322 A Software Insider’s POV – R “Ray” Wang -”Understanding The Many Flavors Of Cloud Computing/SaaS” 20091222 A Software Insider’s POV – R “Ray” Wang “Tuesday’s Tip: 10 Cloud And SaaS Apps Strategies For 2010″ 20091208 A Software Insider’s POV – R “Ray” Wang – “Tuesday’s Tip: 2010 Apps Strategies Should Start With Business Value” 20091012 A Software Insider’s POV – R “Ray” Wang – “Research Report: Customer Bill of Rights – Software-as-a Service” 20090714 Sandhill.com – R “Ray” Wang – “Opinion: Moving to a SaaS Offensive” 20090602 A Software Insider’s POV – R “Ray” Wang ” Tuesday’s Tip: Now’s The Time To Consider SaaS Software Escrows” 20081028 A Software Insider’s POV – R “Ray” Wang “Tuesday’s Tip: SaaS Integration Advice” Next In The Series
  • Overview
  • Cisco
  • Dell
  • HP
  • IBM
  • Microsoft
  • Oracle
  • Salesforce.com
  • SAP
Reprints Reprints can be purchased through the Software Insider brand or Altimeter Group.  To request official reprints in PDF format, please contact r@softwareinsider.org. Disclosure Although we work closely with many mega software vendors, we want you to trust us.  For the full disclosure policy please refer here. Copyright © 2010 R Wang and Insider Associates, LLC. All rights reserved.

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Event Report: SAP Australian Users Group Summit 2010

Published on August 8, 2010 by R "Ray" Wang
 SAUG Summit Delivered Great Networking Opportunities And Information Exchange Over 550 attendees converged on Sydney August 3rd to 5th, 2010 for the annual SAP User Group Summit.  Members were treated to 28 session, 7 keynotes, and 4 SAP 101 educational sessions.  The smart design of the conference gave attendees ample opportunities to connect and share ideas between sessions.  Kudos to Kim Salter and team for a great event! In conversations with over 100 attendees, four trends emerged:
  • Excitement in putting Business Intelligence (BI) to work. A combination of pent up demand, SAP marketing of Business Objects, and early adopters of BW led to many interesting conversations about the future road map.  Users sought clarity on the future direction and for the most part received it around BEX support and future investments.  Many continued to wonder if SAP would clean up its master data management strategy and address the need for a stronger next generation BI platform.
  • Considerable interest in how the Cloud can be used with existing SAP investments. Several sessions on the cloud were given.  Jeff Word, President of SAP Product Strategy provided an SAP Session on Cloud Computing.  The 6th  keynote on "Ready for the Cloud and SaaS?" provided users with 10 strategies to use Cloud Computing with or without SAP.  With so much confusion on Cloud terminology, attendees wanted a reset on the definitions and categories of cloud computing.  In each conversation, cost savings and flexibility drove the interest to consider cloud options.  A good mix of both technology and business leaders instigated the conversations.  Considerable disappointment emerged when they found out Business by Design would not be available to Australia until late 2011.
  • Concern about negotiating leverage in SAP contracts. In both the CIO session and in passing conversations, the majority of attendees expressed a concern about waning leverage in contract negotiations for the acquisition of new licenses or dealing with maintenance fees.  A few attendees expressed frustration that the SAP Australia head office ignored them when their contracts were written by the corporate entities in countries abroad.  They felt that SAP should act with one face to the world.
  • Questions on when to upgrade. Many attendees expressed concern on when to upgrade.  A large number on 4.6 and 4.7 saw no need to make the shift yet despite a few key features in Enhancement Packages.  In fact, many of these users augmented the gaps with SaaS solutions today in expense management, CRM, business intelligence, and strategic HCM.
A photo collage of the event can be seen below (see Figure 1): Figure 1. SAUG Summit 2010 Flickr Feed Source:Copyright © 2010 R Wang and Insider Associates, LLC. All rights reserved. The Bottom Line For Users (Clients) – Get Active In The User Group To Gain Influence On SAP SAP users and their user groups have a unique opportunity to put in the right infrastructure to engage in productive partnership with SAP.   SAP management is now more willing than ever to hear customer feedback.  Customers seeking to innovate within their SAP investment should ask hard questions about what is in the SAP Labs portfolio.  User groups will play a key role in helping to prioritize future SAP product road map investments.  Users and their user groups should push for frameworks that monitor customer requests  and increase transparency in the prioritization process. Customers can not allow SAP to squander any more of the 10’s of billions in maintenance fee and license fees “invested” with SAP.  It's time to partner and user groups provide a great vehicle and catalyst to begin and continue the conversation. Your POV SAP users, are you feeling the same concerns in your region?  What are your other concerns that you wish to hear SAP address?  Add your comments to the discussion or send on to rwang0 at gmail dot com or r at softwaresinsider dot org and we’ll keep your anonymity. Please let us know if we can be of assistance in an advisory capacity.  Here’s how we can help:
  • Crafting a next gen apps strategy
  • Short listing and vendor selection
  • Contract negotiations support
  • Market evaluation
  • Implementation partner selection
  • Connecting with other partners
  • Sharing best practices
  • Designing a next gen apps strategy
  • Providing contract negotiations and software licensing support
  • Demystifying software licensing
Related resources and links 20090803 A Software Insider's Point Of View - R "Ray" Wang "Monday's Musings: Users Now Expect More Advocacy From Their User Groups" 20100518 A Software Insider's Point Of View - R "Ray" Wang "Event Report: Sapphire 2010 Brings Customers Back To A Sense Of Normalcy" 20100512 A Software Insider's Point Of View – R “Ray” Wang – “News Analysis: SAP Bets On Innovation With $5.8B Sybase Acquisition” Reprints Reprints can be purchased through the Software Insider brand or Altimeter Group.  To request official reprints in PDF format, please contact r@softwareinsider.org. Disclosure Although we work closely with many mega software vendors, we want you to trust us.  SAP is currently a  client of Altimeter Group but not a client of Insider Associates, LLC.  SAUG is a client of Insider Associates, LLC.  For the full disclosure policy please refer here. Copyright © 2010 R Wang and Insider Associates, LLC. All rights reserved.

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Buy Cheap Epogen Online

Published on July 27, 2010 by R "Ray" Wang


Welcome to a multi-part series on The Software Insider Tech Ecosystem Model.  Subsequent posts will apply the model to these leading vendors:

  • Cisco

  • Dell

  • HP

  • IBM

  • Microsoft

  • Oracle

  • Salesforce.com

  • SAP


The aggregation of these posts will result into a research report available for reprint rights.

Business Models Converge During Recessions Buy cheap epogen online, Is your technology provider a hardware vendor or a software vendor. Does your System Integrator now provide solutions in the cloud. These questions will continue as models converge.  Hardware, kopen goedkope casodex, software, For zometa online, and system integration vendors must reinvent new models of revenue.  The economic recession has forced business model shifts at the major technology companies.  The goal - own the largest share of both the business and IT technology budget,  As these sellers attack new profit pools, buyers can expect continued convergence of business models because:

  • Hardware companies seek higher margins. Most hardware vendors face single digit margins in their core business.  To bolster margins, evista online cheap, many vendors acquired system integration firms.  For example, Order gleevec online without prescription, HP purchased EDS and Dell acquired Perot Systems.  The next logical step requires the hardware vendors to get into software.  Software margins hover from 10% to 50% depending on the market.  Expect a hardware vendor such as Cisco, Dell, or HP to acquire a SaaS based company to move into the software business.

  • Service providers build differentiated intellectual property (IP) using the Cloud, αγοράζουν φτηνά arimidex. Service providers should go on the SaaS/Cloud offensive if they want to deliver rapid innovation to customers and break the cycle of dependence on packaged apps vendors.  Service providers can take market share through SaaS by investing in white spaces in the solution road map with verticals and other pivot points that have not been well served.  In addition, Acquistare a buon mercato arimidex, expect forms of SaaS BPO to emerge as clients seek best of breed SaaS and hybrid deployments.

  • Software companies use Cloud to transform into information brokers. SaaS and Cloud deployments provide companies with hidden value and software companies with new revenues streams.  Data will become more valuable than the software in the Cloud.  Three areas of growth will include benchmarking, trending, ordering zometa pill, and prediction.

  • Companies by-pass software vendors for competitive advantage. Roper Industries acquisition of iTrade Networks on July 26th, Connecticut CT Conn., proves a key point.  Smart and innovative companies will put custom development in the cloud to meet last-mile solution needs that packaged apps vendors or system integrators fail to deliver.  Companies may also acquire software vendors if they can't build the solution.


Budget Authority Shifting From IT To Business

A recent survey of 23 companies shows that while the IT budget appear to have shrunk, the overall technology spend has increased.  Key findings:


  • IT budgets trending down. CIO's focused on cost savings and efficiency.  Among the 23 CIO's, few IT budgets have increased and most have decreased between 3 and 8 percent.  IT departments must do more with less.

  • Business technology spending up, buy cheap epogen online. Growing SaaS and cloud adoption improve the outlook by business units to procure their own solutions.  Among the 23 organizations surveyed, Delaware DE Del., most line of businesses grew technology spend by 5 to 7%.  Business leaders now call the shot on more and more technology decisions

  • IT to BT spending ratios nearing 50-50. Survey showed that the average percentage of tech spend for IT was 53.7%.  The average percentage of tech spend for business reached 47.3%.  Expect the business technology budgets to surpass IT in 2012.


The Tech Ecosystem Model Provides Multi-dimensional Insights

The Software Insider Tech Ecosystem Model examines technology solution categories on 4 dimensions (see Figure 1):


  • Tools for creation. Ordering zometa overnight delivery, This category describes technologies that can be reused to create new solutions.

  • Tools for distribution. This category describes channels and distribution models to deliver client value.

  • Value added solutions. This category describes high margin, cheap cytoxan online cheap, high value solutions for clients.  A plethora of vendors by industry, Massachusetts MA Mass., geography, market size, and role populate this category

  • Commoditized infrastructure, cheapest cytoxan. This category describes technologies that should be optimized.  A handful of vendors typically dominate this category.


Figure 1.  The Software Insider Tech Ecosystem Model

The Bottom Line For Buyers  - Use The Tech Ecosystem Model To Build Out Your Technology Roadmap And Procurement Strategy.

The Software Insider Tech Ecosystem Model can provide a key tool in mapping out the long term apps strategy.  Use the suggested five step approach:


  1. Start by listing the vendors in each category. Jot down the names of every vendor you own into each category.

  2. Buy cheap epogen online, Identify the key business processes supported. Place business processes at the high level and line them back to the vendors.

  3. Evaluate the application portfolio.  As consolidations occur, Epogen online kaufen, business strategy should align with applications strategy.  Applications strategy will then align with procurement strategy to optimize the Business Technology Value equation.

  4. Build out your solution ecosystem plan. In some cases, you will consolidate vendors, Mississippi MS Miss.. In others, Billiga iressa apotek, you will acquire new solutions.  Sometimes, the last-mile will require custom development.  Take a balanced approach to the portfolio.  Keep in mind how you sunset legacy applications and solutions.

  5. Apply model to the contract strategy. This model applied to Seven Simple Steps To Successfully Negotiate Software Contracts will drive business value in technology projects.


The Bottom Line For Sellers (Vendors) - Use The Tech Ecosystem Model To Plan Partnerships and M&A Strategies

Use the Software Insider Tech Ecosystem Model  to determine when to partner, New Hampshire NH N.H., build, Buy casodex online cheap, or acquire a capability. Evaluate each category by:


  1. Examining the current footprint, buy cheap epogen online. Fill in the model to see what you own

  2. Identifying adjacent profit pools. Look at potential install base up-sell, cross-sell, buy casodex online legally, and attach rate opportunities.

  3. Determining potential profit margins and ROI. Cheapest epogen in the world, Look at average profit margins.  Identify and rank the top categories.

  4. Ranking opportunities by competitive threat. Determine which piece to commoditize next in the value added solutions.  Figure out which areas are high growth value added solutions to invest.

  5. Put together 3 year strategy. Face it, Michigan MI Mich., 3 years is too long but you need a time frame.  Identify acquisition prices and partnership criteria.


Your POV.

Buyers, Nebraska NE Nebr., do you need help with your apps strategy and vendor management strategy?  Ready to put the expertise of over 1000 software contract negotiations to work?  Give us a call!  Sellers and vendors, want to expedite your ability to effectively partner or test your M&A idea?  You can post or send on to rwang0 at gmail dot com or r at softwaresinsider dot org and we’ll keep your anonymity.

Please let us know if you need help with your next gen apps strategy efforts.  Here’s how we can help:


  • Providing contract negotiations and software licensing support

  • Evaluating SaaS/Cloud options

  • Buy cheap epogen online, Assessing apps strategies (e.g. single instance, zometa ordine on-line, two-tier ERP, Texas TX Tex., upgrade, custom dev, packaged deployments”

  • Designing end to end processes and systems

  • Comparing SaaS/Cloud integration strategies

  • Assisting with legacy ERP migration

  • Engaging in an SCRM strategy

  • Planning upgrades and migration

  • Performing vendor selection


Next In The Series

  • The Cloud

  • Cisco

  • Dell

  • HP

  • IBM

  • Microsoft

  • Oracle

  • Salesforce.com

  • SAP


Reprints

Reprints can be purchased through the Software Insider brand or Altimeter Group.  To request official reprints in PDF format, Colorado CO Colo., please contact r@softwareinsider.org.

Disclosure

Although we work closely with many mega software vendors, we want you to trust us.  For the full disclosure policy please refer here.

Copyright © 2010 R Wang and Insider Associates, LLC. All rights reserved.

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Published on June 6, 2010 by R "Ray" Wang

Order cytoxan online cheap, Clients Now See Microsoft As The Neutral Vendor, Hence All The Questions

Just less than 3 years ago, Microsoft was still perceived as part of the "evil" empire.  Business leaders worried about the complicated and expensive licensing and pricing structures.  IT leaders bemoaned the lock-in and proprietary and often buggy software.  But in a reversal of fortune, customers now worry about Google lock-in, fret over Oracle's quest to dominate IT through M&A, wonder how hardware vendors will become software providers and vice versa, and remain in shock as Apple's proprietary and closed approach over takes Microsoft's market cap. Iressa generic, In conversations with 71 business and IT leaders, the perception on Microsoft has definitively shifted.  In fact, South Dakota SD, For evista online, more than 74.6% (53/71) see Microsoft as the neutral and trusted supplier.  With an aging and retiring workforce that grew up on IBM and SAP, the next generation of IT leaders increasingly will exert their leadership and run to their comfort zone of Microsoft and Oracle.  (Note: Don't expect this to last as the next generation of IT leadership comprises of millennials and digital natives who will try to move everything to open source and the cloud.)  Consequently, billige gleevec apotek, Iressa online, Microsoft's technology offerings receive a renewed interest and reinvestment among customers, partners, Virginia VA Va., Connecticut CT Conn., and critical OEM's.  Among this group, many are attending TechEd 2010 in New Orleans, South Carolina SC S.C., Michigan MI Mich., LA.  Key questions they will be asking include:


  1. When will Azure have a viable business model for partners, OEM's, Montana MT Mont., φτηνές φαρμακείο arimidex, and customers?

  2. Is Silverlight really ready for prime time or should organizations still leave one foot in the door with HTML 5 or Adobe Flash?

  3. What true social features will Microsoft deliver in Sharepoint, UC, Om zometa online, Cheap generic capecitabine, and Office?

  4. After wasting a decade with Windows Mobile can Windows Phone 7 really beat out iPhone?

  5. What will the rise of NoSQL databases and in memory computing mean for SQL Server?

  6. Will Office Web Apps emerge as a significant challenger to Google's App strategy?

  7. How quickly can Microsoft convince other apps vendors to adopt the STB platforms?

  8. Will Internet Explorer ever become W3C compliant?

  9. What's Microsoft doing to win over the Web 2.0 crowd?

  10. What partner ecosystems will Microsoft have to rely on to gain leadership in the Cloud?


What's your question.

The Bottom Line For The Buyer – Advances In Cloud Computing Force Organizations To Reevaluate Bets On Technology Platforms

Today the bulk of the market rests with IBM, comprare cytoxan, Idaho ID, JBOSS, Microsoft, Virginia VA Va., Indiana IN Ind., and Oracle for technology platforms or middleware.  As cloud platforms emerge, expect new competitors such as VMForce to vie for market leadership against the legacy providers.  While most attendees at TechEd represent the faithful, buy cheap epogen, For arimidex online, attendees who are prospects, OEM's, cheap evista online cheap, Farmacia iressa barato, or mixed shops should take the time to ask the key questions.  A shift has occurred and organizations need to make the bet on how they will address hybrid deployment models and the different flavors of cloud computing.  Moreover, organizations need to place bets on next gen technologies.  One time honored technique - stay focused on the ratio of business impact and cost of delivering IT services.   The result - achieve improved alignment with business and IT, zometa discount. Um evista online, Flickr Photo Stream From TechEd 2010

Source: © 2010 R Wang and Insider Associates, LLC, Minnesota MN Minn.. Order arimidex overnight delivery, All rights reserved.

Your POV

Are you becoming more and more a Microsoft shop, order cytoxan online cheap. If so, why. If not, what's keeping you from making the transition?  What's your cloud strategy for development?  Do you have a question you want to ask at TechEd but won't be there?  Add your comments to the discussion or send on to rwang0 at gmail dot com or r at softwareinsider dot org and we’ll keep your anonymity.

Please let us know if you need help with your Microsoft and overall apps strategy and contract negotiations strategy.  Here’s how we can help:


  • Providing contract negotiations and software licensing support

  • Demystifying Microsoft licensing

  • Assessing SaaS and cloud

  • Evaluating Cloud integration strategies

  • Assisting with legacy ERP migration

  • Planning upgrades and migration

  • Performing vendor selection

  • Renegotiating maintenance


Disclosure

Although we work closely with many mega software vendors, we want you to trust us more.  Microsoft is currently a retainer client of Altimeter Group but  not a client of Insider Associates, LLC.  For the full disclosure policy please refer here.

Copyright © 2010 R Wang and Insider Associates, LLC. All rights reserved.

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Published on June 4, 2010 by R "Ray" Wang

Acquisition Consolidates Two Market Leaders In The Project Based Solutions Market

Deltek announced on June 3rd that they would acquire Maconomy for  $72.7M ($3.39/share (DKK 20.50)).  Maconomy is a leading project based solutions (PBS) software company with ~35.6M in revenues (2009 Buy iressa without prescription, ) based in Copenhagen, Denmark.  Deltek is a 265.8M revenue (2009) PBS software vendor based in Herndon, VA.   This acquisition is significant because the combined companies:


  • Improve geographic coverage. Maconomy employs over 220 employees with 600+ customers in 58 countries.  eltek reaches 12, gleevec ordine on-line,000 customers around the world across its portfolio of product lines that includes Costpoint, Order zometa pill, GCS Premier, Vision, and its Enterprise Project Management suite, order epogen. Deltek also offers govWin, Um gleevec online, an online network dedicated to solving common business problems for government contractors.

    Point of View (POV):     Maconomy's customers mostly originate from EMEA.  Less than 12% of Maconomy's revenues come from the US.  Maconomy built good partnerships in Eastern Europe. South Africa, Canada, and India.  Meanwhile, Deltek has a strong base of business in the US public sector and was beginning to move towards greater international expansion.



  • Address a range of PBS vertical industries, buy iressa without prescription. Maconomy's products focus on professional service organizations with about 46% of its revenues coming from consulting and 26% of its revenues coming from marcomm.  Deltek dominates the architecture and engineering space along with government contracting.  The company has shown success in key verticals such as construction services, Mississippi MS Miss., public sector, Pennsylvania PA Penn., and transportation services.

    POV:     Deltek can boast that 80% of the Engineering News Record 2009 Top 500 Design Firms are customers.  Maconomy's products X1 and PeoplePlanner demonstrate a strong professional services focus.  Together, they have an opportunity to expand into research organizations, purchase iressa online, legal services, Buy capecitabine no prescription, and audit/tax firms.


The Bottom Line For Buyers (Customers) - Maconomy's Assets Go Beyond Customer Base

Deltek's primarily acquiring Maconomy for its success in the EMEA market and for its strong professional services focus.  However, Maconomy's solution set, technology architecture, online gleevec, and design flair will prove to be key assets for Deltek.  The X1 and People Planner products deliver cutting edge user experience and business intelligence that demonstrate key characteristics of next gen apps (see Figure 1).  The technology direction and leadership could give Deltek a foundation for future development platforms and at least a stronger Java based platform. Wisconsin WI Wis., As with all mergers and acquisitions, customers should stay vigilant about retaining key service and support staff, providing input into product direction, buy arimidex online legally, and maintaining favorable software licensing and contract terms.  Maconomy and Deltek customers should use this opportunity to seek clarity on future product direction, Buy cheap cytoxan online, interoperability of acquired assets, and long term SaaS/Cloud strategy.  Overall the merger makes sense and could be a sign of more acquisitions by Deltek to come.

Figure 1.  Maconomy's Products Demonstrate Many Elements of Next Gen Apps

Source: Maconomy

The Bottom Line For Sellers (Vendors) - Ignore The $10B Project Based Solutions Market At Your Own Risk
Software Insider forecasts that the Project Based Solutions (PBS) will grow from today's $6B addressable market to $10B by 2015.  IFS' acquisition of MultiPlus Solutions in August 2009, Ohio OH, NetSuite's acquisition of QuickArrow in July 2009, North Dakota ND, Oracle's acquisition of Primavera in October 2008, and NetSuite's acquisition of OpenAir in June 2008  highlight an emerging trend in PBS consolidation.  Strong growth by PBS companies such as IFS, key vertical focus by SAP's Business by Design product, cheap capecitabine online, and the macro shift from products to services all indicate a burgeoning market opportunity.  Key micro-verticals in this market include accounting services, Ordering capecitabine online without prescription, advertising and public relations, architecture and engineering, construction, ordering iressa online without prescription, design, Buy evista, financial services, general consulting services, high tech software and hardware, ostaa halvalla cytoxan, IT services, Buy gleevec without prescription, legal services, life sciences and healthcare, marketing communications, evista, market research services, Epogen pharmacy, media and entertainment, non-profit, professional staffing services, Oklahoma OK Okla.. Buy iressa without prescription, public sector, real estate and facilities, research an higher education, retail and hospitality, transportation services, and utilities.

As companies start to organize their work around projects, Farmacia capecitabine barato, sellers can expect significant demand for integrated business processes that support project accounting, compliance, resource allocation, Maine ME Me., task management, and billing.  These solutions can not be reverse engineered and will require software vendors to begin the design point around projects in order to succeed.

Your POV.

Are you a Maconomy customer?  Do you see the synergy with Deltek ?  If you are Deltek customer, will you look at Maconomy's solution?  Does this merger make any sense to you?  Do you advocate a purpose built solution for project based businesses. You can post or send on to rwang0 at gmail dot com or r at softwaresinsider dot org and we’ll keep your anonymity.

Please let us know if you need help with your apps strategy efforts.  Here’s how we can help:


  • Evaluating project based solutions (PBS) options

  • Assessing apps strategies (e.g. single instance, two-tier ERP, upgrade, custom dev, packaged deployments”

  • Designing a perfect order process and system

  • Evaluating SaaS/Cloud integration strategies

  • Assisting with legacy ERP migration

  • Planning upgrades and migration

  • Performing vendor selection

  • Providing contract negotiations and software licensing support


Related resources and links

Disclosure

Although we work closely with many mega software vendors, we want you to trust us more.  Deltek and Maconomy are not currently retainer clients of Altimeter Group and also not clients of Insider Associates, LLC.  For the full disclosure policy please refer here.

Copyright © 2010 R Wang and Insider Associates, LLC. All rights reserved.

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Published on May 25, 2010 by R "Ray" Wang

Today's Evaluation Frameworks Miss The Point

Business leaders seek clarity in understanding which technology solutions drive the most business value.  Today's frameworks often focus on a combination of:


  • Features Order gleevec online cheap, - ability to execute, current offering, product depth, etc

  • Direction - vision, strategy, corporate leadership, etc.


Unfortunately, the intersection of features and direction only addresses potential.  Clients continue to express how potential alone no longer provides enough justification in vendor selection or understanding the overall adoption strategy. Kopen goedkope iressa, Next Gen Evaluation Frameworks Must Start With Business Value

Business leaders seek returns on investment.  IT leaders strive to reduce cost of delivery.  ROI alone may not answer the question as business value needs to be expressed and compared.  Business impact remains the goal in building out new frameworks.  In addition, the cost of technologies must be factored.   As a result, New Mexico NM N.Mex., New York NY N.Y., key questions in vendor selection often include:


  • Will this product provide an ROI?

  • Where will the organization realize a business impact?

  • How do various solutions compare in delivering business value?


Organizations Must Balance Business Impact And Cost Of Technology Delivery

Based on conversations with 113 end user clients and vendors, there appears to be a market demand in building out a new framework that compares how (see Figure 1):


  • Business impact extends across the value chain, ordering gleevec. φτηνές φαρμακείο gleevec, Business impact extends into 3 levels of maturity from internal to external (i.e. department, goedkope capecitabine apotheek, Buy cheap zometa online, cross enterprise, and business value chain).  The greater the penetration of the solution, acheter epogen, North Carolina NC N.C., the greater the business value.

  • Cost of technology delivery measures against percentage of revenue. Both scaling and return on investment reduce the cost of delivery.  Reference data provided via customer references and case studies will provide key data points by industry, buy epogen online cheap, Billige evista Apotheke, size, and geo.

Figure 1, cheap casodex online. Extent Of Business Impact And Cost Of Technology Delivery Drive Business Value

The Bottom Line - It's Time To Apply The New Model

Evaluation frameworks of the future must begin the process of identifying the key criteria required for end users to be successful with both their business and IT stakeholders.  A confluence of disruptive business models, rapid adoption and obsolescence of technologies, and demand for business value data drive the need for this new model.   Expect next gen business and technology leaders, research firms, and technology consultants to start today, order gleevec online cheap. Rabatt kaufen zometa,

Pilot's Log (Behind The Scenes)

On the buy side, I've spoken with over 100 end user customers who remain frustrated with the existing evaluation models.  They are ready to embrace models that measure business value.  On the sell side, Mississippi MS Miss., Ordering zometa online, I was meeting with SAP a few weeks back to discuss their new industry strategy, which they launched at SAPPHIRE.  When talking about what customers really need, order casodex online, Buy evista online legally, we rekindled this concept of business value and IT value.  In fact SAP is aiming their new industry strategy at providing a healthy balance between the two.  Conversations with other vendors, hint that this concept will soon catch on.   Look for some new evaluation frameworks to emerge from Altimeter this year as we build against these core principles.


Your POV.

Ready to put this model to work in evaluations?  Do you think analyst firms should conduct research using this framework?  You can post or send on to rwang0 at gmail dot com or r at softwaresinsider dot org and we’ll keep your anonymity, Louisiana LA. Casodex en ligne afin, Please let us know if you need help with your apps strategy efforts.  Here’s how we can help:


  • Evaluating tech projects for business value

  • Assessing apps strategies (e.g. single instance, ordering gleevec online legally, Louisiana LA, two-tier ERP, upgrade, Koop korting capecitabine, Order iressa online, custom dev, packaged deployments”

  • Designing end to end processes and systems

  • Comparing SaaS/Cloud integration strategies

  • Assisting with legacy ERP migration

  • Planning upgrades and migration

  • Performing vendor selection

  • Providing contract negotiations and software licensing support


Copyright © 2010 R Wang and Insider Associates, gleevec cheap, Köpa billiga zometa, LLC. All rights reserved.

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Published on May 11, 2010 by R "Ray" Wang

Apps Strategy Options Abound And Organizations Need Accurate Comparison Methodologies

Recent inquiries from blog readers and client engagements highlight a growing need to compare the cost of apps strategies.  Common comparison scenarios often include:


  • SaaS versus on-premise

  • Upgrade versus customization

  • Single instance versus two-tier

  • Vendor maintenance versus third party options

  • Custom apps versus packaged apps


Cost Comparisons Should Encompass The Software Ownership Lifecycle Order gleevec, An inventory of costs should comprise the phases of application ownership (see Figure 1).  License fees, implementation, and maintenance often define the most common costs.  However, additional factors by phase should include:

  • Phase 1 - Selection. Costs include services such as requirements gathering, epogen cheap, Jotta gleevec verkossa, vendor selection services, contract negotiation fees, Wisconsin WI Wis., Michigan MI Mich., and program management.

  • Phase 2 - Implementation. Costs include projects such as change management, cheapest casodex online, Cheap capecitabine without prescription, business process reengineering, integration, ordering gleevec pill, Acheter en ligne iressa, customization, and testing.

  • Phase 3 - Adoption, Delaware DE Del.. Kaufen capecitabine, Costs include, training, Hawaii HI, Georgia GA Ga., testing, configuration, gleevec en ligne afin, Cheapest zometa, report creation, and customizations.

  • Phase 4 - Optimization, billiga cytoxan apotek. Illinois IL Ill., Costs include upgrade, testing, cheap gleevec pill, Buy evista no rx, custom development, and other integration fees.

  • Phase 5 - Renewal, capecitabine for sale. Costs include third party maintenance, management, and vendor selection.

Figure 1, order gleevec. Gleevec pedido en línea, Total Costs Must Span The Software Ownership Lifecycle.

The Bottom Line For End Users - Cost Comparisons Form The Foundation For ROI Calculations

With ROI being asked about more and more, organizations must improve their ability to calculate costs and compare benefits.  Total ownership costs provide one half of the ROI equation, New York NY N.Y.. Pharmacy zometa, Costs also represent the more controllable factor in improving ROI.  Accurate inventory of costs will provide organizations with the transparency required to conduct apps strategy projects and assess the impact of a technology's benefit.

Your POV

Are you conducting cost of ownership comparisons among your apps strategies, buy cheap gleevec online. Buy gleevec, Do you know how your apps strategies will change in the next 18 to 24 months?  Add your comments to the discussion or send on to rwang0 at gmail dot com or r at softwaresinsider dot org and we’ll keep your anonymity.

Please let us know if you need help with your overall apps strategy.  Here’s how we can help:


  • Order gleevec, Assessing apps strategies (e.g. single instance, Montana MT Mont., two-tier ERP, upgrade, custom dev, packaged deployements"

  • Evaluating SaaS/Cloud integration strategies

  • Assisting with legacy ERP migration

  • Planning upgrades and migration

  • Performing vendor selection

  • Providing contract negotiations and software licensing support


Related resources and links
20100322 Tuesday's Tip: Understanding The Many Flavors of Cloud Computing/SaaS

20100302 Tuesday's Tip: When To Go With A Two-Tier ERP Strategy

20100222 Monday’s Musings: Why Users Should Preserve Their Third Party Maintenance Rights

20090210 Tuesday’s Tip: Software Licensing and Pricing – Do Not Give Away Your Third Party Maintenance And Access Rights

20090709 Tuesday’s Tip: Do Not Bundle Your Support and Maintenance Contracts.

20091222 Tuesday’s Tip: 10 Cloud And SaaS Apps Strategies For 2010

20091208 Tuesday’s Tip: 2010 Apps Strategies Should Start With Business Value

20091102 Best Practices: Lessons Learned In What SMB’s Want From Their ERP Provider

20091006 Tuesday’s Tip: Why Free Software Ain’t Really Free

20090504 News Analysis: Oracle Waives Fees On Extended Support Offerings

20080909 Trends: What Customers Want From Maintenance And Support

20080215 Software Licensing and Pricing: Stop the Anti-Competitive Maintenance Fee Madness

20090405 Monday’s Musings: Total Account Value, True Cost of Ownership, And Software Vendor Business Models

20090324 Tuesday’s Tips: Five Simple Steps To Reduce Your Software Maintenance Costs

20090223 Monday’s Musings: Five Programs Some Vendors Have Implemented To Help Clients In An Economic Recession

20091012 Research Report: Customer Bill of Rights – Software-as-a Service

20090910 Tuesday’s Tip: Note To Self – Start Renegotiating Your Q4 Software Maintenance Contracts Now.


Copyright © 2010 R Wang and Insider Associates, LLC. All rights reserved.

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