Cloud Computing: Disrupting Business Models Since Geoffrey Mattei Center for Digital Strategies
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1 Cloud Computing: Disrupting Business Models Since 1999 Geoffrey Mattei Center for Digital Strategies
2 Agenda What is the cloud? On-premises software sales Cloud services sales Economics of on-premises and cloud Selling the cloud: challenges & suggestions Conclusion
3 What is the cloud? IaaS Provides data center, infrastructure hardware and software resources over the Internet.
4 What is the cloud? PaaS Provides infrastructure where developers can build applications or extend existing applications purchasing development, QA, or production server hardware.
5 What is the cloud? SaaS Software distribution model where applications are hosted by a vendor or service provider and made available to customers over a network.
6 What is the cloud?
7 Traditional on-premises software sales model Pay upfront and receive a perpetual license to use the software (depending on product). Licenses based on: Per user: User is granted a license to use an application or connect to an OS. Per device: An application or OS is granted a license on a perdevice or per-processor model. Enterprise: This licensing model covers all users and devices. Upfront cash flow is supplemented by servicing and maintenance subscriptions (such as Microsoft s software assurance program). These programs can add as much as 20% annually on top of purchase price of software.
8 But is it that simple? Software licensing is designed to convert onetime purchases into annuity revenue streams. 60 percent of respondents at firms with 500 to 1000 employees said they hardly had any control over license management, or no control at all. Experton Group survey 2011
9 Selling the cloud A major selling point of the cloud is usage-based pricing Cloud enables: Theoretically infinite computing resources on demand An elimination of upfront commitment freeing up cash flow The ability to use resources on a short term basis, scaling up and down quickly and paying only for what you use Capital expenditure is shifted from the enterprise to the provider
10 Economics of an on-premises software sale Development costs are recouped early on Revenue front-end loaded as companies purchase and pay upfront Companies try to use maintenance and support packages to create a longer tail
11 And now cloud Provider makes infrastructure investments upfront but has little revenue available Revenue ramps up according to adoption
12 Selling the cloud: challenges Building a Sales Force Driving Adoption Investment Return Pricing Commoditization
13 Building a cloud sales force Challenge With traditional onpremises software, a customer pays a lump sum upfront and the salesperson receives a commission shortly after This lump sum does not exist with cloud products How should a sales force be compensated? Suggested Course of Action Compensate the sales force based on Monthly Recurring Revenue (MRR) quotas Doing such drives the much needed adoption to build scale Recurring revenue is paramount to support infrastructure investment and focusing on MRR ensures this is a priority
14 Driving adoption CIO Magazine 2009: But this cant be Cloud is the next big thing! CIO Magazine 2011: The initial adoption of cloud computing in our organization was done by: 14% 15% 7% 47% Developer/Bus. Dept IT Operations CIO/Senior IT Exec CEO InfoQ % Unknown What is going on?
15 Driving adoption Challenge How do we increase adoption of our cloud offerings at a faster rate? Suggested Course of Action Focus from the bottom-up: the consumerization of IT gives frontline employees democratic power Remove as many barriers to entry as possible: Free trials Self service sales/billing Encourage virality Suggestions assume product is secure, competitive etc
16 Investment return Challenge Cloud computing has shifted the risk of capital expense to providers Electricity and cooling costs over three years for a server are higher than the hardware cost How can companies manage this risk? Suggested Course of Action Encourage users to make monetary commitments for reserved resources Consider price discrimination based upon user needs (revenue management) Oversubscribe your servers (similar to overbooking a flight)
17 Pricing Commoditization Challenge Cloud services, IAAS in particular have the danger of becoming a commodity and being priced as such Amazon has cut prices 19 times since launch six years ago Brokers are now forming who will go out and find companies unused capacity at the cheapest prices Suggested Course of Action Move up higher on the service stack and provide differentiated services Focus on auto-renewal of commitment contracts (value of continuity) Bundle to obfuscate prices Collude (just kidding)
18 Conclusion The traditional software vendor model has been disrupted There are ways to be profitable in the new paradigm but the methods of business must shift Continued commoditization will most likely continue to move up the value chain and companies must plan accordingly
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