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The "Hidden" Business Model in SaaS: Benchmarking

(Updated)

While we saw a lot of exciting products at the Office 2.0 Conference, the biggest “surprise” was not a product announcement, but FreshBooks CEO Mike McDerment letting the cat out of the bag:

“He basically announced the hidden value proposition enabled by SaaS: competitive benchmarking. All previous benchmarking efforts were hampered by the quality of source data, which, with all systems behind firewalls was at least questionable. SaaS providers will have access to the most authentic data ever, aggregation if which leads to the most reliable industry metrics and benchmarking.

Two months later FreshBooks published the first set of raw data. It includes stats on payment methods, invoicing by email vs. regular mail, browser an operating system usage. It’s a rather limited set, and only covers two months, but it’s a start, certainly to be followed with more business-critical data. CEO Mike McDerment also takes a first cut at analyzing the data, for example:

“Browser Usage

– Internet Explorer 7 – October 5.02%, November 9.68%

– IE 6 – October 37.64%, November 36.77%

– Firefox 2.0 – October 6.61%, November 24.51%

– Firefox 1.5 – October 44.26%, November 22.07%

Analysis

Both IE and Firefox have new versions out. Clearly the Firefox community is quicker to switch to new versions. Remarkably quick in fact.”

I’m not sure I’d agree with the analysis: certainly Mike is right, the Firefox community appears to be quicker in switching to new versions, but aren’t we missing a bigger picture? I’ve dropped the data into Zoho Sheet, the web-base spreadsheet app which generated this chart:

Browser Usage - http://sheet.zoho.com

The “bigger picture” is that IE gained market share vs. Firefox (something that as a FFox user I’m not happy with smile_omg). Clearly, the majority of new IE7 users are not IE6 upgraders, they came from the Firefox camp.

But I’m not here to discuss browser use, nor do I intend to ridicule Mike’s analysis. I picked this example to make a point: the same data set may carry different meaning to you and me. The art isn’t so much in the accumulation of data, but the proper aggregation and analysis allowing customers to benchmark themselves against industry peers – that’s where the real value is, not in raw data. So much so, that I probably wouldn’t entirely give it away; rather market it as a for-fee premium service.

SaaS providers may become the benchmark specialists themselves, but think about it: businesses will likely end up using a few systems from different providers, and if your purchasing, sales, invoicing, service ..etc data are all in different systems (and consequently aggregated by the different providers), wouldn’t you have a better competitive picture benchmarking yourself based on all those aspects? Does this mean we’ll have independent benchmarking consultants in the SaaS world? If so, will there be a secondary market for raw aggregate data?

But wait … whose data is it anyway? Trust in your data being secure, not lost, published, traded with is the cornerstone of the SaaS model’s viability. But we’re not talking about original customer data, rather its derivative – does that change the picture? There’s a potentially huge market opportunity here, yet SaaS veterans like Salesforce.com, NetSuite, RightNow …etc haven’t explored it yet. Why? I suspect for this very trust/ownership issue, which can be a potential mine-field. In the early days of SaaS it simply would not have been appropriate to address it, but now with mainstream SaaS acceptance (MicKinsey predicts 61% of $1B+ corporations will adopt one or more SaaS applications over the next year) it’s high time the industry starts addressing these issues.

Kudos to FreshBooks for being a pioneer in building the service as well as bringing a major industry dilemma to the forefront.

Update (01/04): Jeremiah is thinking along the same lines, discussing how storage companies will (?) eventually pay for your data. Yes, he talks about storage while I talk about applications, he talks about advertising while I talk about benchmarking, but in the end it’s the same: user data being processed to deliever business services.

Update (9/28/2008): Here’s another showcase of benchmarking turned into action messages on CloudAve.

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Google’s Unfair Advantage

(Updated)
Google’s Adwords is a fair system – with enough money you can outbid anyone and get top position … or .. can you?

Joe Kraus’s last blog post, It’s a great time to be an entrepreneur has become a much -quoted classic.  Part of his argument is how Search Engine Marketing changed everything, how one can now reach millions of small customers just buy buying the right keywords. Following this strategy a lot of startups spend most of their marketing budget to one company: Google.

Online collaboration company  Central Desktop followed the same path: frugal start and steady growth to profitability simply by having a solid good product and focused Adwords-based marketing. (They have  a really good integrated suite that I warmly recommend to small businesses as well as ad-hoc groups in need of  collaborative editing, groups, calendar, wiki, project management, tasks ..etc.)

It wasn’t until one of Central Desktop’s competitors, Joe Kraus’s very own JotSpot got acquired by Google that CEO Isaac Garcia started to investigate how Google plays its system against their own customers.

“You see, I’m not afraid of competing with Google – but I *AM* afraid of AdWords. Here is why……….
Google Cheats
Google holds the top advertisement (Adword) slot for the following key words:
intranet, spreadsheet, documents, calendar, word processor, email, video, instant messenger, blog, photo sharing, online groups, maps, start page, restaurants, dining, and books (somehow Amazon has managed to appear in the #1 ad slot for ‘books’).
For
spreadsheet, blog and video, in addition to squatting the premium ad position, Google Products also dominate three of the first four search results.
In such cases, Google Product Links and Ads can account for up to 25% of your viewable screen resolution – 30-40% for lower screen resolutions – almost guarantying that users will click on a Google Product over any other search results, sponsored links or text ads.
What this tells me is if you are trying to advertise a product that is competitive to Google, then you’ll never be able to receive the Top Ad Position, no matter how much money you bid and spend.

How successful do you think *your* ad buys would be if your competitor trumped your position no matter how high you bid your key words? “

His three questions to Google:

“1. How much does Google pay *itself* to claim the top ad position for searches relevant to its own products?
2. Does Google hold itself to the same minimum CTR thresholds for Ads placed?
(In case you aren’t aware – Google recently changed its Landing Page criteria; increasing keyword buys to $5.00, $10.00, $15.00+ for companies who’s Ads were not meeting a minimum (unknown) CTR.)
3. What alterations does Google make to its search algorithm to guarantee top rank for search results relevant to its own products?”

I think Isaac hit on something really big here:

“In the beginning, AdWords was hailed as the revolutionary platform that enabled small start-ups, mom and pop stores and businesses all around the world to ‘compete fairly in an open market bid system.’ It was written that “small businesses can now compete evenly with big business – it levels the playing field.””

Yes, it levels the playing field – as long as Google itself has no interest in your particular field.  So if you’re a small business owner, startup entrepreneur, how safe are you?  Today you don’t compete with Google, but considering Google’s appetite for acquisitions chances are tomorrow you will.  Is Google abusing its monopoly *against* you?

Update (11/8): The Inside Adwords blog responds:

“…our ads are created and managed under the exact same guidelines,principles, practices and algorithms as the ads of any other advertiser. Likewise, we use the very same tools and account interface. As does any advertiser, we aim to give our campaigns a budget which is in line with their value to us in terms of the increased traffic we might see. We actively monitor and manage the success of our ads by adjusting ad copy, keywords, bids, and so forth in the same way any advertiser who is concerned with their account performance would. That said, there are no special buttons to push or levers to pull that give our internal account managers special treatment or leverage.

Well, if I want to absolutely win a $10 item on eBay, I may auto-bid generously… $12, $15?   I certainly won’t bid $100.  Not that the price would reach $100, but eBay’s system will keep me in the winning position against all other bidders, who in a crazy bidding frenzy might drive my price up to .. $20? $30?  And, this being real money, I’d have to pay “too much”, above the value of the item.  Of course, if eBay as a company was bidding against me, they could afford that $100, or even $1000 bid – after all, it’s only “funny money”, just like Google bidding for Adwords.
Or, as ZDNet puts it:

“A Google AdWords self-promotion at Google.com, however, IS unique in a key way; The house is playing against the paying players.”

Update (11/8): Nick Carr’s When the auctioneer bids is a must-read.

Update (12/20): “Google recently emphasized they need to pay the same budgets as everyone else to advertise on Google using AdWords. What they might not have told us is that Google might simply not use AdWords in the first place… and instead, display a graphical “tip” Onebox on top of the organic results.”  Full story on Google Blogoscoped.

Update (7/7/2008)Ross Mayfield pondering on why he always gets outbid by Google.

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Betting on the NetSuite IPO

(Updated)

Phil Wainewright at ZDNet is running a poll on whether NetSuite will have a chance to go ahead with the long-awaited IPO or it will get folded back into the Empire.

I’m somewhat surprised by the above results, but since this is an early snapshot, please check the live poll for the current vote count.

Surprise or not, acquisition by Oracle is a realistic scenario, considering Larry Ellison’s close to 60% stake in NetSuite. This is certainly fellow Enterprise Irregular Jason Wood’s take.

I tend to believe that NetSuite is better off being an independent business; there are just too many differences for a merger to work well, and I don’t mean only technical, product-related differences. NetSuite is still largely a small business (SMB) player, and that’s a market that requires an entirely different Sales and Marketing approach, amongst others, and Oracle with it’s current “legacy” salesforce just can’t reach this market profitably. If your products are different, your target market is different, your organization, corporate culture are different, where’s the synergy? Big behemoth Oracle would kill NetSuite – Larry is better off with a portfolio approach, cashing in a 10-digit returnsmile_tongue

Talk about the SMB market – there really is no such thing. “SMB” was sufficient to describe the market to avoid, but now that the software industry is getting ready to actually address the needs of this segment, it’s too heterogeneous to be lumped together.A $100M business is just as different from a ten-person startup as it is from a Fortune 1000 company. When analysts talk about SMB, they really have the mid-market in mind; when SAP is announcing new SMB initiatives, it targets $100-$200M companies.

The forgotten “long tail” represents a huge untapped opportunity: millions of (very) small businesses that can now directly be reached, sold to, serviced inexpensively over the Net – classic SaaS style. Different markets require different organizations – NetSuite serves this segment much better than Oracle (or SAP, for that matter) ever could. In fact SAP would be wise to copy this chapter from Ellison’s book: it should get it’s own “NetSuite” by investing in (not acquiring) an up-and-coming small-business focused All-in-One SaaS provider, like European 24SevenOffice. The next NetSuite.

Update (12/11): NetSuite Gets Ready For Its Close-Up by BusinessWeek.
Update (12/19): TechCrunch is running a story titled NetSuite’s Going Public, Looking for $1 Billion Valuation. I don’t know if it’s based on new information or …. (?)


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Web Office Embracing MS Office While Microsoft Is NOT

Perfect timing: I’m reading Richard MacManus’s post on Web Office APIs – Embracing and Extending Microsoft Office on the very same day we find out Microsoft isn’t embracing it’s own products.  

I guess Derek is right asking: Time to drop Microsoft Office?.   Especially when you can work on Microsoft files without Microsoft products.

Update (12/6):  Fred Wilson’s New Year Resolution: I am going to remove Microsoft from my life in 2007.

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SupportMagic: Running Out of Support, Waiting for Magic

OK, I admit, that’s a tacky title…  I just couldn’t resist smile_embaressed

Seriously though, here’s a weird post on VentureBeat:

CRM company, Support Magic, for sale on VentureBoard

“Support Magic, out of Bangalore, is the latest company to put up a for-sale sign at VentureBoard.”

OK, let’s check out the VentureBoard listing:

Launched on 09-November-2006, SupportMagic (www.supportmagic.com) is an on-demand customer interaction management solution that enables companies to deliver an exceptional customer experience online.”

Launched 3 weeks ago and already for sale? Wow!   Let’s clarify it on the company’s site:

Public BETA launch on 09-November-2006.

Gotcha.  Let’s check out the blog:

“Some are asking “Where can I download SupportMagic?”
Well, you can’t.
SupportMagic is an on-demand (remotely hosted) solution that runs on our server. There is nothing to download OR install.
Register with us, follow the instructions we send you & simply map your “Support URL” to our application IP and you are ready”

Hm .. why would anyone want to sign up for a hosted application by a company already up for sale?  Oh, well, let’s now go back to the for sale ad:

Competitors: RightNow, LivePerson & Talisma.”

Wow…wow…wow… 3 weeks into beta and competing with RightNow, a $100M company? Give
me a break smile_angry

But hey, that’s the ad, put up by the company itself. They may be full of it, but probably learned from #1 that in the CRM space you need a big mouth.smile_tongue   However, VentureBeat repeats the same statement in the front page story:

“Support Magic, out of Bangalore, is the latest company to put up a for-sale sign at VentureBoard. It is an on-demand customer interaction management software company that competes against RightNow, LivePerson & Talisma…”

Matt, I really like VentureBeat – this kind of fluff does not belong there… it dilutes your brand. smile_sad

   

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Zoho Releases MS Office Plug-ins, API’s and Desktopized Web Apps

Zoho releases product updates more or less weekly, and I don’t normally write them – frankly, I can’t keep track. (I do know, however, that Zoho Sheet that was just a cute but limited editor when I first looked at it is by now way beyond my average spreadsheet needs.)

Today’s announcements, however, fit the theme I laid out  in the previous post about Microsoft Office, specifically about getting released from Microsoft-prison. They way to get there is to be able to easily work with Microsoft documents (spreadsheet, presentation) formats without the need for bloated and overpriced MS software.

Directly opening/writing to MS formats was the obvious starting point; in the previous post I mentioned Zoho Quickread, a plug-in that allows opening of any MS Office files directly from the browser (IE, FF) without first importing/converting them. 

Today Zoho adds plug-ins for MS Office, which allows users to save their work online to Zoho directly from within Microsoft Word and Excel:

By the same token Zoho documents and spreadsheets can be opened directly in MS Office:

 

The first version of Zoho’s open APIs are also released today. 3rd party applications can now easily be integrated with the Zoho Suite. A good example is when online storage  services (OmniDrive, Box.net …etc.) open the documents directly in Zoho and even save them back to their own storage system using the APIs. 

Desktopize ( I kind of liked the previous name, Bubbles, as long as it’ wasn’t referring to Bubble 2.0 smile_tongue) is a good example for productive partnerships.   When Desktopize is installed, it creates Zoho icons on the desktop, allows users to click on them and work in Zoho without the browser as if it was a desktop application, close the window and have it minimized to the systray:

The pic above shows me editing this very article in the desktopized version of Zoho Writer, the Zoho icons in the lower left corner, and the Zoho writer icon in the systray.  Desktopize also allows drag-and-drop uploading from your files directly to Zoho Apps.

These are just one day’s worth of Zoho updates; to keep abreast, check out the Zoho Blogs.

Related posts:

TechCrunch

VentureBeat,

CyberNet Technology News, Digital Inspiration, The CIO Weblog

(disclaimer: I’m an advisor to Zoho)

Tags: , , , , , , , , , , , , ,

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Microsoft is Freeing Users from Office-Prison

The likely reason news of Microsoft’s Office 2007 “Kill Switch” did not cause a lot more uproar is that it surfaced during Thanksgiving week:

“Buried in a Knowledge Base article that Microsoft published to the Web on November 14 are details of Microsoft’s plans to combat Office 2007 piracy via new Office Genuine Advantage lockdowns.

Office 2007 users who can’t or won’t pass activation muster within a set time period will be moved into “reduced-functionality mode.””

As unpopular as this move will be, it’s perfectly within Microsoft’s rights to dump users who don’t become customers. The question is, is it a smart move? ZDNet attempts to do the math in The economics of Microsoft’s kill switch:

“Would you sacrifice $10 million in sales to prevent $1 billion in software piracy? How about $100 million? How many customers would you annoy?”

I don’t think it’s simply a numbers game. Whatever Microsoft’s “loss” to piracy is, it’s not going to be converted to sales. First of all, the “kill switch” comes with the retail product, large corporate customers volume licence is not affected.  So we’re talking about smaller businesses and individuals (I am focusing on the US market). A fraction of these may be “forced”  to buy a licence, but the large majority won’t.   What we really need to look at is why these users run MS Office in the first place.

“The simple argument that ‘this is good enough for 90 percent of what we do’ has fallen on its face over and over and over again,”Microsoft would like us to think.

I don’t buy it.  I don’t use fancy features in Word, have repeatedly stated that my Excel skills are on the level I learned using Lotus 1-2-3 – yet I have Office on my computer.  So does virtually anyone who occasionally needs to receive/send files to Corporate America.  Not because they need all the features, but out of fear (losing compatibility) and laziness.   But believe me, these users will rather switch to another product than shell out hundreds of dollars for a MS licence.

They might actually find the experience quite rewarding.  OpenOffice is a free alternative, but it’s big, clumsy, needs installation and updates just like MS Office – web-based alternatives, “Office 2.0” products are increasingly powerful, fast, easy-to-use, and allow one to access files anywhere.  It’s safer in the cloud smile_wink.
Office 2.0 vendors bend over backwards to make it easier to work with Microsoft files.  Zoho ( a Client of mine) has a full online Office Suite that easily imports MS files, and of course saves your work in doc, xls and other MS formats, just as well as PDF and several others.  The Zoho Quickread plugin allows opening of any MS Office files directly from the browser (IE, FF) without first importing/converting them. Tomorrow Zoho will release plugins for the major MS Office products, making it easy to save files online directly from within the Office applications.

The danger for Microsoft is not the direct financial impact of these users turning away from their product, since the never paid in the first place. It’s losing their grip; the behavioral, cultural change, the very fact that millions of people – students, freelancers, moonlighters, small business workers,  unemployed – realize that they no longer need a Microsoft product to work with MS file formats.  Microsoft shows these non-customer users the door, and they won’t come back – not even tomorrow when they are IT consultants, corporate managers, executives.  That’s Microsoft’s real loss.

Update (11/30):  See TechCrunch and the Zoho blog on the new announcements.

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ProtectMyPhotos Protects More than Just Photos

Update: This service is no longer available.

I’ve been a happy user of ProtectMyPhotos for over a month now. The best thing about it is that I’m barely aware it’s working: after installing the client one can completely forget about it. Now, this is exactly what I said about Mozy a little while ago, so what is different here?

First of all, let’s define what ProtectMyPhotos is: an online photo data backup/restore service with quite a few bells and whistles added. As usual, TechCrunch has the detailed review, so I will focus on positioning and some comparative analysis here, which is not quite easy, for it resembles/competes with several other services, yet does not fully replace either.

When it comes to online photo storage, we tend to think of Flickr, Zooomr and the like – but those services are primarily focused on sharing, and you have to manually upload photos. This is the part that’s fully automated by ProtectMyPhotos: just like with Mozy, you download a client application, set your preferences on what you want to back up (let it find photos or manually select directories), then leave it alone. From now on all your photos are synchronized with the online version, non-intrusively, as the program runs in idle time and throttles back when you start using your computer. The system keeps multiple versions of your photos online, so you get to pick which version to restore from (“userproof system” in case you mess up your current versionsmile_tongue) .

Unlike Mozy and other backup/storage services, ProtectMyPhotos allows easy access to your online pictures: your original directory structure is preserved, you can browse and display, even do basic photo manipulation online that is synchronized back to your PC.

When I first looked at the pre-launch service, it clearly focused on photos only; since then they added support for several office document types (doc, xls, pdf …etc.), as well as financial documents like Quicken and MS Money files. This is of course great, but why the restriction? Without the file type limitation this would be a full-featured online backup / storage service. Of course then it should be called ProtectMyFiles, but that domain name is taken. smile_sad

A mobile edition, publishing to Flickr, opening files locally (not just photos, Word, Excel ..etc also) and automatic synchronization of multiple computers are amongst a host of new features recently announced.

The last one is a (potential) biggie for me: it could replace useful but unreliable FolderShare – if it wasn’t for the file type restriction.

In summary, I’m somewhat puzzled: ProtectMyPhotos definitely does more than just protect my photos, overlaps with several other services but the file-type limitation forces me to run redundant applications: Mozy, FolderShare and ProtectMyPhotos. I certainly wouldn’t mind reducing the clutter in my systray…

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24SevenOffice is More than Just Office – Watch Demo

24SevenOffice is an innovative software company offering SaaS for the SMB / SME market that should really be called 24SevenBusiness smile_wink

Their system is modular but integrated with a breath of functionality I simply haven’t seen elsewhere: Accounting, CRM (Contacts, Lead Mgt, SFA), ERP (Supply Chain, Orders, Products, Inventory), Communication, Group Scheduling, HR, Project Management, Publishing, Intranet. Essentially a NetSuite+Communication and Collaboration.

They are innovators in many ways … had an AJAX system long before it was called AJAX and recently they created a “World’s First” by teaming up with a bank that becomes the SaaS provider offering its customers single sign-on Web solutions for banking and all other business software needs.

The system is really comprehensive so it may not be that easy to figure out all features, therefore they released a cool flash demo that walks through the major business processes. (hat tip: Espen Antonsen)

What I really like about 24SevenOffice is that they are proof to my favorite theme, i.e. that small businesses can now have “enterprise” system functionality. My only complaint is that so far they onu cover several European countries; I wish they were faster entering the US market. smile_tongue But I’m hearing that may not be too far now …

Update (11/12): check out Dennis Howlett’s post on Interprise Suite, another integrated system for the SMB market.

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Losers of the Google / JotSpot Deal

(Updated)
In my longer analysis of the JotSpot sale to Google I listed a group of JotSpot customers who may feel disadvantaged by the deal: those who’d rather pay to have their data at a company whose pure business model is charging for services than enjoy free service by Google whose primary business model requires dissecting/analyzing their data left and right.

I also pointed out that several competitors are offering deals to migrate these customers to their platform free or at a discount. Socialtext and Atlassian were the first to come forward with their offers, but since the previous post I heard about Central Desktop, (update: see correction in this comment by Central Desktop’s CEO), ProjectForum and I’m sure there are others. (Clearly, the wiki market is growing and sadly, I don’t know all the players). Jerry Bowles and Tom Raftery wrote more on the subject.

We all seem to have missed a point here: there is a group of customers for whom migration is not optional but a necessity: participants in the JotSpot Wiki Server beta program. Like I’ve said before, as much as I am a SaaS believer, it is not a religion, apparently the feedback from most customers is that they want their wiki behind the firewall – JotSpot’s response was the Wiki Server edition. These customers now have a rude awakening: JotSpot notified them that they would discontinue the beta program. Current customers have the right to continue using the product for the remainder of the 90-day beta period (what’s the point? smile_omg) but there is no support, no migration plan – game over, bad luck. smile_angry Of course JotSpot had the right to do this, these were not paying customers (yet), and a beta is a beta, after all. But a beta program is a mutual effort, and especially early on requires a lot of time and effort from the customers, so it’s clear that these customers may feel let down. While most competitive migration offers are hosted solutions, it’s this specific “betrayed” group that Atlassian goes after: they offer migration help and discounted rates on Confluence, their behind-the-firewall enterprise wiki. So let down or not, these customers may eventually be better off on a more mature, robust enterprise platform.

As a sidenote, this is the second time that JotSpot drops a product benefiting a competitor: when they discontinued JotBox, Socialtext reaped the benefits by moving those customers to their Appliance. Update: Please read the comment exchange below for correction by JotSpot.

Update (11/29): two post on how the deal affected JotSpot partners and customers:
JotSpot Got the Goldmine. Its Partners and Customers Got the Shaft.
The JotSpot Google Merger

Update (11/30) the above post, The JotSpot Google Merger is now deleted, supposedly under pressure by … (?) Read the story on TechCrunch.