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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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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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Order Evista

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

It's All About The Cloud At WPC10
 Order evista, Attendees at this year's Microsoft Worldwide Partner Conference 2010 in Washington, D.C. already expect Windows Azure development to be a key theme throughout this annual pilgrimage.  Microsoft has made significant investments into the cloud.   Many executives from the Redmond, Maryland MD Md., WA, Om gleevec online, software giant have publicly stated that 90% of its development will be focused on the Cloud by 2012.  Delivery of the Cloud begins with the Azure platform which includes three main offerings:


  1. Microsoft Windows Azure

  2. Microsoft SQL Azure (formerly SQL Services)

  3. Microsoft Windows Azure Platform: AppFabric (formerly .NET Services).


Therefore, Microsoft partners must determine their strategy based on what part of the cloud they plan to compete in and which Azure services to leverage.  As with any cloud platform, the four layers include infrastructure, Illinois IL Ill., orchestration, Billige epogen Apotheke, creation, and consumption (see Figure 1):

  • Infrastructure. At a minimum, köpa rabatterade capecitabine, Windows Azure provides the infrastructure as a service.  Data center investments and the related capital expense (capex) is replace with oeprational expenses (opex).  Most partners will take advantage of Azure at the infrastructure level or consider alternatives such as Amazon EC2 or even self provision hosting on partner servers and hardware.

  • Orchestration. North Dakota ND, Microsoft Windows Azure Platform: AppFabric delivers the key "middleware" layers.  AppFabric includes an enterprise service bus to connect across network and organizational boundaries.  AppFabric also delivers access control security for federated authorization.  Most partners will leverage these PaaS tools.  However, non-Microsoft tools could include advanced SaaS integration, complex event processing, Kjøp Discount zometa, business process management, Buy gleevec from canada, and richer BI tools.  The Windows AppFabric July release now supports Adobe Flash and Microsoft SilverLight.

  • Creation. Most partners will build solutions via VisualStudio and Microsoft SQL Azure (formerly SQL Services).  Other creation tools could include Windows Phone7 and even Java.  Most partners expect to use the majority of tools from Microsoft and augment with third party solutions as needed.

  • Consumption, order evista. Here's where partners will create value added solutions for sale to customers.  Partners must build applications that create market driven differentiators.  For most partners, the value added solutions in the consumption layer will provide the highest margin and return on investment (ROI).


.NET:.NET (tongue and cheek here) - Microsoft partners and developers can transfer existing skill sets and move to the cloud with ease, gleevec sale, once Microsoft irons out the business model for partners on Azure. California CA Calif., Figure 1. Partners Must Determine Which Layer To Place Strategic Bets

screen-shot-2010-03-22-at-105927-pm

Azure And Cloud Deployment Brings Many Benefits...

As cloud adoption gains favor with many clients and industries, Microsoft Partners must consider when to begin investment in Azure.  In conversations with over 71 partners, Indiana IN Ind., identified benefits can be grouped into six areas that include:


  1. Faster deployment times and client adoption. Köpa billiga epogen, Seven Cloud/SaaS benefits include richer user experience, rapid implementation, frequent cycles of innovation, California CA Calif., minimal upgrade hassles, Farmacia evista barato, always on deployment, subscription pricing, and scalability.  These benefits lead to faster client adoption and greater usage in an organization.  Partners can reduce travel expenses per client.  Clients can increase time to go-live.

  2. Greater pool of development resources, Kansas KS Kans.. Partners can expect to find a rich source of development talent.  Existing Microsoft developers on VisualStudio and other Microsoft tools can participate in Azure development projects with ease.  Partners will increase globally sourced expertise.  Development resources will specialize over time and create centers of excellence.

  3. Order evista, Recurring revenue streams. A key component of SaaS/Cloud is utility pricing.  Partners that build IP and solutions will move to a more stable subscription revenue model.  Most billing will move from upfront to monthly or quarterly.

  4. Improved TCO and margin for differentiated IP. California CA Calif., The cost of development and time to market will decrease.  The result - improved margins and better ROI for new product development.  Partners can test scenarios with the Microsoft Azure ROI calculator.

  5. Opportunity to break out of the Microsoft client base. Partners who build SaaS/Cloud solutions can market to any customer in the world.  Customers don't care what database, application development platform, cheap gleevec without prescription, or technology stack partners use in the cloud.  Clients only care about service level agreements and contractual obligations.

  6. Lower application lifecycle costs. Billig kaufen iressa, Partners benefit directly from a one-to-many delivery.  A code change, regulatory update, or bug fix delivered once will apply to all customers in a multi-tenant model.  For those going with single instance hosting, Indiana IN Ind., at least application management costs will be reduced.


...Yet Cloud Models Create New Channel Partner Risks

However, Billige arimidex Apotheke, with the benefits come some potential channel risks to partners.  While none of these risks are insurmountable, partners must take caution and note as they plan out their go-forward partnership strategy.  The six risks identified by 71 partners in moving to Azure include:


  1. Potential loss of account control to Microsoft. Partners who host with Microsoft remove a key barrier in the partner relationship - account control.  Customers for the first time will directly work with Microsoft via hosting through Azure.  Partners should lobby hard for policies that keep the balance within the hands of the partners or risk losing long term account control.

  2. Increased competition for development resources. With global access, partners face the double edged sword in securing resources.  A number of marginal players will emerge but competition for A-players will be fierce as partners ramp up.

  3. Shift to volume business, order evista. Partners must think about how to build offerings for volume deployments.  Faster deployments will result in the need to increase the volume to make up for lower revenues.  Scaling repeatable offerings will improve profit margins.

  4. Decline in upfront profit and revenue collection, Om epogen online. Partners used to half of the payments upfront and the rest upon delivery will have to adjust to cash flow changes with subscription billing.  Cash flow issues will increase and cap ex for reinvestment and development will decline.

  5. Accelerated globalization and market competition. Cheap arimidex online without prescription, With SaaS/Cloud, every partner, ISV, cheap zometa no prescription, and SI solution offering is competing for mind share.  Competition for solutions goes global, Billige capecitabine Apotheke, cross-platform, and cross industry.  Partners must prepare to compete for mind share among all the technology vendors offering solutions.

  6. Increased self-hosting and integration costs. Partners that self-host will face long term cost challenges.  As Microsoft, casodex pharmacy, Amazon, and Google build out large scale data centers, their cost of delivery will reach 1/10th of a partner's ability to host by 2015.  Moreover, data, process, and metadata integration among various cloud platforms remains the most complex challenge.  Partners who can not scale in integration and data center costs will find themselves burdened with a new legacy cost structure.


Figure 2. The Advantages And Disadvantages Of Azure For Partners


The Bottom Line For Microsoft Partners - Success Requires A Focus On Differentiated IP Creation Order evista, As market momentum increases for Cloud solutions, partners must make the transition to new business models.  The commoditization of key components in the solution ecosystem accelerates with commoditized solutions across both the tools f0r creation and the tools for distribution (see Figure 3.)  Consequently, new profit pools will emerge as partners invest in verticalized solutions, geographic expertise, and role tailored experiences.  The result - partners must focus on building differentiated IP or face rapid margin deterioration.  With new solutions in tow, the Cloud will allow partners to go on a SaaS offensive and grow into markets that previously were walled off because of cultural, architectural, technical, and geographical barriers.

Figure 3.  Cloud Models Force Partners Into Value Added Solutions In The Race For the Largest Chunk Of The Technology Budget


Your POV

Microsoft Partners, what’s your view on SaaS vs Cloud and Azure?  Ready to embrace Azure as a key investment and opportunity?  Are you looking at private, public, or hybrid cloud options?  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 you and your clients with SaaS/Cloud strategies.  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


Resources And Related Research:

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.  Microsoft is currently a client of Altimeter Group but not 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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Order Capecitabine

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

Infor Takes A Bold Stance By Standardizing Their Technology Stack
 Order capecitabine, On June 23rd, 2010,  Infor announced that the Alpharetta, GA, based software solutions provider would align its future tools and technology platform with Microsoft.  Infor intends to use and integrate Microsoft server-based products to improve time to market for future product development.  In addition, Infor announced Infor ION for apps interoperability, data management, and data sharing.  Key takeaways about the new Microsoft based Infor technology stack focus on (see Figure 1):


  • User experience. Microsoft Sharepoint 2010 plays a key role in the unified graphical user interface for its applications.  Sharepoint 2010 will serve as the key portal.  In areas requiring dynamic graphical interface elements and rich internet applications, Infor plans to use Microsoft Silverlight.

    Point of View (POV):     Sharepoint gives Infor's product teams and customers more than just portal capabilities.  Some key features include a number of business connectivity services, gleevec farmacia a buon mercato, business performance management (i.e. dashboards, Pharmacie arimidex bon marché, scorecards, and KPI), digital asset management, enterprise search, New Jersey NJ N.J., excel services, health monitoring, Utah UT, managed metadata, records management, and Visio services.  Sharepoint also improves collaboration with social computing services such as blogs, presence, pharmacie zometa bon marché, wiki's, and RSS feeds.



  • Middleware technologies. On the database side, Koop korting evista, Infor will select Microsoft SQL Server as the preferred database.  Subsequently, Microsoft Reporting Services will play a key role in the long term Business Intelligence (BI) strategy.  Authentication, security, and access control will come from Microsoft Single Sign-On service.  Where possible, Indiana IN Ind.,  Microsoft Windows Server will serve as the preferred on-premise operating system.

    POV:     The middleware in the Microsoft Tech stack has substantially improved.  For example, Iressa online cheap, SQL Server 2008 R2 Core Editions comes with dynamic chart integration to Sharepoint 2010, self service BI through Power Pivot and Office Excel 2010 that supports instant sort on 100 million rows of data, backup compression, data compression with UCS-2 Unicode support, buy capecitabine from canada, and a basic but high-scale complex event processing with SQL Server StreamInsight.   With Windows Workflow Foundation (WWF), Infor and customers gain industry standard tools to deliver user interface page flows, Illinois IL Ill., human work flows, business rule-driven workflows, document-centric workflows, composite workflows for service oriented apps, Indiana IN Ind., and even system management workflows.



  • Approach to integration. Infor's investment in OpenSOA results in a simplified approach.  Infor ION intends to connect applications, analyze information, network business collaboration, and organize business processes across the legacy and new Infor portfolio, order capecitabine.

    Point of View (POV):     Infor ION builds on the lessons learned from the original OpenSOA strategy.  Given the diverse portfolio, Delaware DE Del., integration will require interoperability among BizTalk and WebSphere to be successful with existing customers.  If successfully launched by the end of 2010, ION will give Infor a key tool in bringing new functionality to the existing base with minimal migration costs.


Figure 1. Infor Shifts From Proprietary Stack To Microsoft Components


The Bottom Line For Buyers (Users) - Users Benefit From Standardization On Microsoft Tech Stack

Infor's decision to go with Microsoft for the "Rainbow" tech stack over IBM definitively sets the tone for the next decade.  Infor's product teams can reinvest the 25 to 30% of development budgets often focused on proprietary middleware and focus most of their resources on functionality instead of tools and technology.  Prospects and customers gain certainty in the overall technology road map and access to a broader pool of skilled Microsoft trained resources.  In addition, work in .NET will pave the way for use of Microsoft Azure and future cloud based services.  The result - Infor removes a key barrier to vendor selection, Washington WA Wash..

However, existing customers will remain divided given their Microsoft or IBM heritage.  Microsoft technology based customers will rejoice as their skill sets have a path forward.  IBM "Blue Stack" customers seeking lower cost resources and a nudge to modernize infrastructure will see this as a positive development.  Customers not seeking to change their "Blue Stack" investments should be protected as Infor ION will keep their legacy investments in tact, Buy iressa cheap, at least for the foreseeable future.  With a certain technology roadmap, Infor can focus on winning new customers while providing a path forward for its legacy heritage and customer base.

The Bottom Line For Sellers (Vendors) - Microsoft's STB Division Dethrones IBM As The Leading Supplier To Packaged Apps Vendors

Microsoft brandishes its arms supplier status to independent software vendors (ISVs) at IBM's expense.  In fact, Infor was the largest IBM "Blue stack" base in packaged apps.  Industry watchers now wonder if IBM will continue to cede its middleware role in packaged apps?  For instance, Idaho ID, JD Edwards, PeopleSoft, Buy cheap iressa, and Siebel users, traditionally on the "Blue stack" can expect Oracle's long term ambition to convert these customers to Oracle's "Red Stack" (a.k.a. Order capecitabine, Fusion Middleware).  Meanwhile, Microsoft's recent deals with Lawson for user experience give Microsoft a key toe hold in another "Blue Stack" shop.  Add presence at key competitors such as Agresso, Cincom, Epicor, Exact, Intuit, Lawson, QAD, SAGE, and Syspro, this sets the stage for a new .NET  vs Java tech stack war in packaged apps front.  Only Oracle and SAP remain firm with their own middleware stacks for now.  One possible explanation for IBM's moves - a focus on the higher margin vertical apps, emerging market developers (i.e. BRIC, APAC, evista online kaufen, Eastern Europe), and cloud based ISV's.  The long term result of this action - Microsoft could eventually pull off a virtual roll-up of all these packaged apps vendors via a Microsoft Azure marketplace three to five years from now. Iowa IA, The Bottom Line For Microsoft Partners - Skill Sets Transfer Across Microsoft's Ecosystem

At first, Microsoft partners, especially the Microsoft Dynamics ERP and CRM partners, may find this announcement to be alarming.  However, buy epogen without prescription, in the short term, partners can expect minimal impact as such technology shifts take 12 to 18 months to permeate into the product life cycles.  Mid-term, Comprar evista, partners, should be warned that feature parity will be fought by vertical expertise.  However, most partners already win by developing the key last mile industry solutions.  Long term, partners with key vertical intellectual property (IP) and assets will be able to easily sell into the Infor base and any other base where the Microsoft STB team has provided an opening for new markets.  In fact, buy capecitabine cheap, Infor just opened the door to future partnerships with this shift to the Microsoft tech stack.  The shift comes just in time for Microsoft's World-wide Partner Conference in Washington, D.C. Zometa, this July 11th to July 15th, 2010.

Your POV

Are you an existing Infor customer?   Prospects, will this move make you consider Infor?  Do you come form the legacy Microsoft or IBM heritage?  Will you be more compelled to stick with Infor in the long run?  As a Microsoft Partner, billig kaufen capecitabine, will you be more inclined to build solutions for Infor customers?  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 next gen apps strategy, South Carolina SC S.C., 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:

20100623 The Enterprise System Spectator - Frank Scavo "Infor casts its lot with Microsoft"

20100623 IDG News Service - Chris Kanaracus "Infor buddies up with Microsoft"

20106010 A Software Insider's POV - R "Ray" Wang "Event Report: Top 10 Questions To Ask At The Microsoft TechEd/STB Analyst Summit"

20091208 A Software Insider’s POV – R “Ray” Wang “Tuesday’s Tip: 2010 Apps Strategies Should Start With Business Value”

20090622 A Software Insider's POV - R "Ray" Wang "News Analysis: Infor Flex Reflects Proactive Maintenance Policy"

Disclosure

Although we work closely with many mega software vendors, we want you to trust us.  IBM, Infor, order gleevec, Microsoft, and Oracle are currently retainer clients 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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Buy Gleevec No Prescription

Published on June 21, 2010 by R "Ray" Wang

SaaS Adoption Surveys Often Overlook Audience Composition
 Buy gleevec no prescription, Over the past year, analyst firms, tech media, and even mainstream business media have happily showcased positive news about SaaS adoption.  The common theme remains clear - SaaS adoption moves beyond the tipping point in 2010.  Cloud adoption will reach a tipping point in the next 12 months.  All this bodes well for customers and SaaS providers as organizations now embrace SaaS as an acceptable deployment option in their apps strategy.  Unfortunately, recent SaaS/Cloud adoption surveys continue to provide confusing and sometimes contradictory data about adoption.  Close examination of these surveys reveal that not all adoption surveys are equally created.  The unspoken question, who's answering the surveys.

SaaS Decision Making Firmly In The Hands Of The Business Buyer

Anecdotally, business users drive SaaS decisions, while IT leaders remain skeptical.  To validate this hypothesis, cheap casodex overnight delivery, Software Insider conducted a quick survey of 100 Global 2000 organizations.  Starting with the most senior IT leaders, the question was posed, Acheter epogen discount, "Are you using SaaS in your organization for major business processes?" (see Figure 1).  Of the 46 organizations who responded, the procurement leaders were then asked the same question (see Figure 2).  After comparing survey results, the following conclusions emerged:


  • IT leaders aware but hesitant on SaaS adoption. A little under a quarter of IT leaders (23.91% or 11/46) responded that they were using SaaS applications.  Key applications deployed include CRM, zometa online store, strategic HCM, expense management and project based solutions (PBS).  Delving deeper into these verbal and in-person interviews highlighted a desire to learn more about SaaS.  As one CIO at a major food and beverage concern stated, Ordering arimidex from canada, "The business heads keep showing up with these SaaS apps and then want us to integrate them.  We need to get a handle on all this!"  Key concerns included, "I don't know if we can integrate all this in the future", responded the CIO of a large Fortune 500 retailer and "I think we need better governance and security", remarked the Director of Enterprise Apps for a Top 25 banking, osta alennus epogen, financial services, and insurance (BFSI) entity.

  • Procurement leaders reveal surprising adoption by business leaders en masse for SaaS solutions. Kentucky KY Ky., Conversations with the procurement managers highlight how business users have taken matters into their own hands.  Every one of the surveyed organizations (100% or 46/46) had an existing SaaS contract, contradicting the IT leaders who did not respond that they ran SaaS solutions.  In fact - these contracts ranged from five seat deals to 2000 seats at one organization.  As the procurement head at a large professional services firm indicated, "The teams will buy whatever they need now.  IT has no clue!".  "Business has to go around IT because they are too busy keeping the lights on", retorted a procurement manager at a global 10 pharma.  A procurement manager for a large multi-national manufacturer stated, Pennsylvania PA Penn., "Our main issue with SaaS is finding enough solutions that will support our needs."

  • Business leaders take charge but fail to communicate with IT leaders.  The key finding - lack of coordination among business, IT, Cheap generic iressa, and procurement.   Amazingly, the 35 IT leaders who stated they did not run SaaS apps for major business processes still may not know about the CRM, HCM, Project Based Solutions, evista without a prescription, and Finances deployments in their organization.  When some of them were shown the results, these leaders expressed amazement and surprise.  Organizations should be alarmed but not surprised by this lack of coordination between business and IT.


Figure 1.  IT Leader Responses Show Muted Adoption

Figure 2. Tennessee TN Tenn., Procurement Leader Responses Paint A Completely Different Picture

The Bottom Line For Users: Successful SaaS Strategies Will Require Business and IT Cooperation

Next generation CIO's, technology leaders, business leaders, and line of business execs should build SaaS apps strategies that:


  1. Begin with the business process and desired business value, generic iressa. Understand the desired business value and outcome.  Map back the key performance indicators (KPI’s) to the business processes, buy gleevec no prescription. Identify what processes will be covered by the SaaS solution.  Determine overlaps and hand-offs between on-premise and SaaS to SaaS that are required to measure the desired KPI’s.

  2. Engage stakeholders early and often. Today’s apps strategies must constantly evolve. Change is happening so fast that line of business leads and IT leaders must collaborate in real time.  The result – an ever changing list of requirements.  While SaaS allows business leaders to make go-it-alone decisions, Florida FL Fla., success will require close collaboration on short term and long term requirements, dependencies, and strategy.

  3. Bet on future suites, SaaS platforms or PaaS (Platform-as-a-service), Massachusetts MA Mass.. Winners and losers will emerge in this wave of Cloud computing.  Vendors such as Netsuite, Workday, Order cytoxan online, Zoho, Epicor, and SAP have built or will be building suites.  They provide safe bets as more and more functionality will be rolled into their offerings. Concurrently, epogen en ligne afin, organizations should also choose vendors who bring a vibrant and rich ecosystem to the table because those vendors will win in the market.  Salesforce.com and NetSuite already provide users with a platform to build on apps.  Other vendors such as as Google Apps Engine, Microsoft Azure, Buy casodex cheap, IBM, VMWare and Salesforce.com (via VMforce),  and Zoho provide rich developer communities.  Partner and customers will drive innovation which is why platform adoption (i.e. today’s middleware) makes a difference.

  4. Buy gleevec no prescription, Augment with best of breeds, but avoid best of breed hell. No one platform can provide every solution, Osta casodex online, but choose wisely.  Best of breeds provide deep vertical capabilities and rich last mile solutions.  However, no one wants to manage hundreds of vendor relationships.  Create frameworks that allow business users to work with vendors which support open standards, Florida FL Fla., integrate well with your existing integration strategies, and follow the bill of rights.   Reduction in the number of vendors will become a priority in 2010 going on into 2011.

  5. Assume hybrid will be the rule not the exception. Prepare for hybrid deployments throughout the decade.  Despite the benefits of SaaS and broad adoption in 2010, legacy apps will not go away.  Just count the number of mainframe and client-server apps still in use today.  Many on-premise apps will take time to migrate to SaaS, order casodex. In some cases, legal requirements will prevent data from being stored off-site.  Software plus services offerings from companies such as Infor, Georgia GA Ga., Lawson, Microsoft Dynamics, and SAP may become the norm in 2010 as companies seek private and public cloud solutions.

  6. Design with good architecture. Keep your enterprise architects (EA’s) or hire some more.  Inevitably, buy epogen cheap, more and more SaaS solutions will enter the organization.  EA’s will proactively plan for new scenarios and account for future business requirements.  Organizations should keep some rigor in terms of standards for solution adoption while accounting for the need to rapidly innovate.  Business leaders will need some frameworks on which solutions to adopt.

  7. Choose the right integration strategy for the right time. SaaS integration strategies will evolve based on the organization’s SaaS adoption maturity.  The first set of solutions will probably require point to point integration of data.  Over time, users often migrate to centralized integration services that account for process.  Some will go full enterprise service bus (ESB) and look at business process orchestration as well.  Consider solutions from CastIron, Boomi, Pervasive Software, Informatica, and SnapLogic.  Going forward customer data integration and master data management will be more important than ever.

  8. Minimize long-term storage costs with archiving, buy gleevec no prescription. Storage represents a significant long term SaaS cost.  Savvy clients can reduce the cost of SaaS storage with a myriad of technologies such as EMC, Oklahoma OK Okla., IBM Optim, and RainStor.  By archiving, organizations will experience faster transaction times, maintain compliance, Colorado CO Colo., and reduce storage fees.

  9. Hedge risk with SaaS escrows. Most SaaS vendors will require 5 to 7 years to achieve profitability.  End users often demand software escrows in the on-premise world when they are concerned about vendor viability, takeover threats, Cheap generic cytoxan, and other related breaches to performance or service level agreements.  Software escrows vendors serve as the trusted third party independent organization which holds a copy of the software code.  This often includes user data, source code, documentation and any application executables. SaaS escrows work in a similar way.  Vendors such as EscrowTech, buy evista online, InnovaSafe, Iron Mountain, NCC Group. and OpSource can provide such services.

  10. Protect your rights. Client – vendor relationships in SaaS are perpetual.  Organizations have one shot to get the contract right and begin the relationship with the right tenor.  Apply best practices from The Customer Bill of Rights: SaaS. Work with vendors to find the right balance in approach.


The Bottom Line For Vendors: Focus On The Technology Spend With Business, Not The IT Budget

IT budgets should now be viewed as business technology budgets.   As with the mainframe to PC shift in hardware, SaaS/Cloud represents the shift in buying power to the operating and business units. Buy gleevec no prescription,   Business leaders are going to procure solutions because the price points allow them to.   Keep in mind, most IT budgets are 1 to 2% of revenues of a company.  While that may be a good chunk of money,  the operations side has about 4 to 5% of annual revenues to spend on technology.   With greater power in the hands of business leaders and a bigger budget, business technology budgets are what sellers/vendors should be aiming for as that's where the money is.

Your POV.

Considering SaaS/Cloud in your apps strategy as a deployment option?  What products are you looking at?  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 SaaS options and vendor selection

  • 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

  • Planning upgrades and migration

  • Performing vendor selection

  • Providing contract negotiations and software licensing support


Resources And Related Research:

20090714 Sandhill.com - R "Ray" Wang - "Opinion: Moving to a SaaS Offensive"

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"

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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Order Cytoxan Online Cheap

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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Buy Iressa Without Prescription

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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