The value of transparency for SAAS

April 10th, 2008

Prove to me that you deserve to run my application!

The basic assumption behind Software as a Service is that I, the vendor, am more proficient at running the system than you, the customer.

So you give up control in exchange for a number of benefits.

But giving up control, in life, takes trust.

So a central question we seek to answer in maturing as a SAAS business is: how is trust in us increasing?

I earn trust by:

  • Keeping the commitments I make
  • Recognizing my mistakes, and fixing them
  • Caring about the things you care about
  • Being accountable for the outcomes of my actions

This brings me to the central question of this blog post: opacity breeds distrust and transparency enables trust.

Transparency is:

  • Recognizing the limitations of my software when I sell it to you
  • Proactively communicating about delays and complications in project work
  • Providing a window into the health of the system, even when it is unhealthy
  • Openly sharing the root cause of an outage
  • Working with you on a shared disaster recovery procedure
  • Telling you ‘no’ when I don’t want to put something on the product roadmap

Recently, I was struck by how quickly (within hours) a customer of ours had gotten in touch with another customer to share the details of the impact of an outage. Then, I remembered the Cluetrain Manifesto. This, in a nutshell, is why opacity no longer works.

Information about you wants to be free. You can’t fake it. You will get caught. You will get shamed. You will be mistrusted. And churned.

It’s best to be the first to come out with the information. You proactively share the bad news. And in the process, the trust that you generate more than makes up for the bad news you delivered.

So the value of transparency in SAAS is that it generates trust. And trust leads to good things.

Have you tried LinkedIn Answers?

April 7th, 2008

A common complaint among the collaboration digerati is how useless social networking sites are. But LinkedIn Answers was useful for me in a very practical way.

I’m trying to figure out what SAN is best for us at work and in less than 24 hours I was able to confirm:

  • That EMC is probably the best out there but it costs more
  • That NetApp has a very competitive product that differentiates itself on ease of management
  • That players like Pillar Data and Compellent are the challengers, so they can innovate more

10 answers in one business day… that’s real value for me.

It was interesting to see that a couple of the answers were a bit too slanted towards a vendor with whom the answerer has some kind of relationship, but again, the network allowed me to see these relationships easily.

Thanks LinkedIn!

The data center when you’re 20, 30 and 40

April 3rd, 2008

I find it fascinating to contrast the attitudes of engineers and software execs when it comes to building data centers to run critical software. My non-scientific classification:

When you’re in your twenties your mindset is: I’ll build some cool software, compile it and then deploy it. Where? Free hosting, or just slap on a machine for each kind of server that I need (hmmm… what if I just put every one of them in ONE machine…)

When you’re in your thirties you’ve seen your share of fires and had to deal with long outages, and your mindset is: two of each. I’ll have no single point of failure. I’ll build in redundancy. But you’re still running a ‘Mickey Mouse’ operation (Ahmed’s term).

When you’re in your forties you’ve got battle scars and you’ve been burnt before, and your mindset is: EMC, RAC, Clusterware, active active replication… you have overprovisioned both your hardware and your team and practiced, practiced, practiced.

I’m 34 and I’m trying to act like I’m 44 without waiting ten years. But oh the scars…how much they hurt.

The Soggy principle (for software releases)

April 1st, 2008

Seth Godin offers a great explanation of why things get harder as time goes by in an organization with the Soggy principle.

  • Each project you start has unaccounted for activity that goes beyond the “we’re done” moment
  • As your projects gather more success, there’s more scrutiny, so things slow down
  • You have to deal with undoing prior mistakes, which takes time
  • Your past projects have set a standard that now you fear not surpassing.

As it relates to software releases, this couldn’t be truer. We’re just in the first few days after a major release and we find that:

  • It took as long to go from paper to software as it took to go from software to shippable software
  • It took twice as long to design the software as it took previously, as we became more sophisticated in our requirements gathering and design
  • It took a third of the software engineering time to refactor the previous version and clean up.
  • With v.1 we had no customers at the time of the upgrade, with v.1.5 we had several hundred with very clear expectations from us.

Some investors are way cool

March 28th, 2008

Wow, I just came out of a long meeting with a prospective group of investors and I have to say I am thoroughly impressed. Not by their financial savvy, or their sleekness. It is way cool when you meet an investor who has such a deep understanding of your business. Suddenly, as an exec, you feel liberated that you don’t have to have all the answers, and that if you face a tough decision you’re not alone.

They become a strategic asset that goes well beyond the money.

I guess any experienced entrepreneur knows this, it’s just that I had never been exposed directly to it myself.

The #1 job of a CIO is employee productivity

March 26th, 2008

If you are a CIO and you want to stay relevant 5 years from now, your #1 job is to make every employee at your company more productive.

Yes, you have to deal with compliance, and security, and IT projects and budgets and infrastructure maintenance and cost control. But in comparison, none of those tasks can have the strategic impact and scale of achieving small incremental gains in empowering your company’s employees with technology.

By choosing to ignore (or in some cases directly hurt) this responsibility CIOs relinquish their seat at the table with the top executives at a company. Of equal value to sales, finance and operations is a function that maximizes the return on human capital, and these days it’s not really HR’s job to accomplish this. (On a personal note, I feel HR, as traditionally conceived in most organizations, is a bankrupt paradigm). It’s the CIO’s.

Some things you want to stop doing:

  • Preventing employees from installing software on their computers
  • Preventing employees from bringing their own laptops to work
  • Blocking access to sites such as Facebook, Twitter, meebo.
  • Saving money on monitors

Some things you want to start doing:

  • Find the line managers trying to innovate within your organization (maybe they have Macs on their desks or are running wikis under them)
  • Implement grassroots systems: IRC, Forums, wikis, IM
  • Implement personal productivity tools: GTD software, email search, mindmapping software
  • Help teams get organized: Basecamp
  • Provide the means for semi-structured information to flourish: wikis.

The days of the centralized large IT organization delivering centralized large IT projects are counted. As viable SAAS alternatives emerge and a younger, tech-savvy, self-sufficient employees make it through the ranks, they will demand the freedom to innovate their own way, they will provide their own tech support, and will want to run their own systems.

Like Ross mentions in a recent CIO magazine article on the role of wikis

Most employees don’t spend their time executing business process. That’s a myth. They spend most of their time handling exceptions to business process.

The logical conclusion to that is that most business value is derived from empowering those employees to handle those exceptions and capturing and disseminating the knowledge generated by solving them.
And it’s real hard to do that without the right technical tools.

Contrarian view on 10 Saas-y rules

March 25th, 2008

Cheezhead blogger Martin Snyder wants to disagree with Byron Deeter’s Top 10 Laws for SaaS.

I think he misses the main point: these rules are given from the perspective of an investor wanting to see a SAAS business succeed and not get bogged down with things that would encumber their growth and valuation, and from that perspective, to me, they all make perfect sense.

Deeter’s decalogue is a recipe for staying focused.

Snyder:

If firms already possess quality Internet application infrastructure, database licensing and admin, and advanced BI capabilities, why would they pay margin to SaaS firms ? Why accept integration and extensibility compromises to boot ?

Maybe some prospects won’t accept the SAAS compromises. So, what should a SAAS company do? Walk away! Or get bogged down.

Snyder:

if you don’t want to lop off a third of your market, you better believe that hybrid vendors may have an advantage over time as the reality of fixed and marginal cost infrastructure cases is realized

What is the cost to address this third of the market? Can a SAAS company be successful without it? My answers are: the cost is high and absolutely yes. Again, matter of focus.

Snyder:

If the application/ solution architecture is not easily amendable to multiple data centers, just how good is it?

It simply needs to be good enough to deliver on the value of the application to the users and the buyers, who don’t have professional deformations from being IT professionals, since they’re mostly business management.

Snyder:

highly robust web services, highly scalable infrastructure, and complex integration tools will become requirements to sell into larger and even medium businesses in a few years. Likewise salesforces, consulting, and technical service people will need to be trained to higher levels and that will cost more

This is one dimension of competition that the challenger SAAS player will always have as a disadvantage against its incumbent established player. And that is why in pure Innovator’s Solution style, the SAAS player has to use another dimension to compete and disrupt, such as using their momentum and ability to innovate faster to redefine the requirements for the market in which they’re playing.

10 Saas-y rules

March 24th, 2008

Byron Deeter (venture dude), a Partner at Bessemer Ventures gives exceedingly good advice about focusing the strategy of a SAAS business in a recent artice at Sandhill.com

  1. Key business metrics are CMRR (Contracted Monthly Recurring Revenue) and Cash
  2. It takes $300k of CMRR to climb the Sales Learning Curve , stop at 3 sales reps until at least 2 are making $100k MRR quotas
  3. Separate your hunters and farmers, as soon as you climb the Sales Learning Curve, ramp-up using account managers
  4. Channels don’t work for SAAS
  5. North America only until $1M CMRR
  6. One data center only (I love this one!!)
  7. Single instance, multi-tenant
  8. Savvy online marketing is a core competence of every successful SAAS business
  9. Constantly trade off cash vs growth, maximize your recurring revenue run rate
  10. Be prepared to cross the desert, R&D and Sales expense upfront, so fund 4+ years of runway.


It took us 4 years to learn these lessons experientially!

Plan B for telecom

March 22nd, 2008

Telecom companies are desperate to find a next-generation service offering that replaces their dwindling fixed line revenue.

As new challengers enter a market traditionally conceived as a monopoly, telcos are struggling to discover sources of innovation within their organizations to help them fend off potentially lethal threats from the competition.

While some postulate that a telco’s central asset is their backbone, a more savvy observer would find hidden gems waiting to be exploited in less conspicuous places, such as:

* Long-established reputations for reliability
* Well developed billing relationships
* Reams of data about their customers usage
* Tremendous expertise around running complex infrastructure
* Widespread retail presence
* Directories of digital identities
* Marketing muscle

How could all these be better leveraged to generate new revenue?

Jeff Pulver talks about Purple Minutes. As opposed to black and white minutes, purple minutes are those that deliver something more than just connectivity.

That ’something more’ carries a premium that can be priced according to value delivered. It’s an easy way to escape discount pressures such as those experienced in long distance.

But, how to offer purple functionality –with all its inherent complexity– in a way that scales to hundreds of thousands or millions of business customers?

Surely, there must be a better way than to hire large consulting workforces.

Enter Plan B.

The big idea? A set of killer voice automation applications and corresponding tools that empower end users to self-manage their solutions.

Not just customer self-service, but provisioning, configuration, and reporting self-service.

Community-based issue resolution.

In a nutshell, The Long Tail of voice applications, hosted by telecom.

A high-margin business in a box.

Plan B enables telecom to offer highly targetted vertical voice automation applications to narrowly defined market segments without having to re-create complex infrastructure to deliver each application.

It’s all about repeatability.

Shorten the cycle between voice application creation and monetization. Remove all human chokepoints by building a platform that automates provisioning, instantiation, upgrades, and provides all common services, such as as account management, reporting, monitoring, and data management.

Put application configuration in a domain-specific context that a business user can understand. Make customization possible in way that enables them to deploy their expertise without requiring them to learn about voice automation.

What’s a voice automation application? It’s a solution that uses IVR, ACD, PBX, Call Recording and Reporting technology to solve a particular problem for a particular company that either saves the company money, enables them to make money, or provides an increased level of customer service all through the phone.

It’s not just about talking computers. It’s more about Voice CRM, or how to use a computer’s amazing memory to make sure that each customer gets the most relevant, most personalized and most efficient treatment every time they call.

Voice automation can empower marketing, customer service and sales managers at small and medium size companies to get a handle on that old-time medium: the phone. In the age of the Internet, when web analytics provides unprecedented insights into what visitors are doing on your website every minute, those pesky customers insist on calling over the phone.

And most busineses are stuck with no phone feedback mechanism. At best, a business will know how many people called. Interesting, but of little use if it cannot be correlated to anything else.

Instead, Plan B shines a light into phone traffic. It puts reporting in terms that make sense for business.

For a telco company, Plan B becomes a voice application marketplace management tool. A way to offer hundreds of distinct voice applications in an economic, highly scalable way.

How can one entice an unsophisticated business customer to try voice automation?

It’s all about meeting the customer where they’re at.

What are small businesses used to when buying telecom? Land-lines, hunt groups, NetCentrex.

Give them that, but better. What’s better? More to come…