The first time I wrote about Zoho - the “Safer Office” they had less than 50 thousand users - not a lot for a web service. Today they announced having a million users - and that’s just direct Zoho users, not including those served by Baihui in China, or any other white label providers.  Back then they had 3 products: Writer, Sheet and CRM - today the list includes 17 Applications, 5 Add-ons and 4 Utilities.

The chart below shows steady growth in monthly new registrations - the sudden spike in May is the effect of opening Zoho Apps to users with Google and Yahoo accounts.

Now, you may ask, what are a million users worth in the world of freebies?   Web startups do go out of business not being able to monetize their popularity.  Zoho’s story has been that Adventnet, the parent company with “boring” but reliable, cash-cow network management products is financing the “Zoho experience”.  Well, here’s an update to that story: the Zoho brand itself has been self-sustaining for a while now.

While Zoho does not disclose numbers - it’s their prerogative, being a closely held private company - they apparently have paying users.  The number one revenue generator is Zoho CRM, that they were asked to abandon in order to be allowed to join Salesforce.com’s  Appexchange.  Apparently they made the right decision, and instead of being relegated to providing an Office Suite only, they keep on adding business applications like Projects, Invoice, People, Meeting..etc.  Incidentally, these apps are where Zoho makes their money.

The free Office and other apps with the million-or-so users are Zoho’s main marketing vehicle.  As we often discussed here, they don’t have a Sales force, in fact they don’t “sell” as such: the products sell themselves.  This trend will likely increase as Zoho now increasingly focuses on integrating existing services rather then just pumping out new ones.

That is not to say that the Office Suite can’t became a source of significant revenue, but perhaps from a less expected source: while Zoho strives to become the outsourced IT department for small businesses (SMB) they have seen a flurry of large enterprise inquiries recently.  I am aware of ongoing projects with customers that even enterprise software giants SAP or Oracle would consider strategic, key accounts - let alone Microsoft.

As for the one millionth user: Zoho CRM user Dean Detton of Prestige Automation Inc has been invited to celebrate at the Zoho Party during the Office 2.0 Conference on September 4th.

The address for the party is: 1 Cloud Avenue.  See you there!

(Disclaimer: I am an Advisor to Zoho)

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Tags: adventnet, cloud computing, cloudave, crm, office 2.0, SaaS, web office, zoho

Barely two years ago we debated whether little-known Zoho was worth paying attention to. The majority view was that their Office applications were weak contenders that would never challenge the Microsoft suite’s position. I think I was in the minority stating that I really did not need more than 10-20% of Word or Excel’s functionality, but online-anywhere access and collaboration made the switch worthwhile.

Today Robert Scoble reports he is seeing online applications wherever he turns:

Today I’d say the skill set is shifting once again. This time to something like Zoho Writer or Google’s Docs. Because if you visit Fast Company’s offices in New York, for instance, they want to work with you on your copy in live time. Fast Fast Fast is the word of the day. It’s in our title, after all. Now some people still use Word, but last time I was there one of the editors told me he was moving everything over to Google’s Docs because it let him work with his authors much more effectively.

These are no longer yesterday’s wannabe applications. Zoho Sheet recently added Macro and Pivot Table support , going way beyond the average user’s needs (and certainly exceeding my spreadsheet skills, which are stuck somewhere at the Lotus 1-2-3 level). Zoho Writer today added an equation editor and LaTex support. Heck, I don’t even know latex from silicone, what is it doing in my editor?
As I found out it’s important for Zoho’s academic and student users, once again, going way beyond an average user’s needs. (the other update today is mass import from Google Docs: nice, special delivery for Dennis, but I still would like to see a list of all my online docs, be it Zoho or Google, open them, edit them, and save to whichever format (and storage) I want to.)

Online applications have arrived, they’ve become feature-rich, powerful, and are the way software will be consumed in the future. They also change the business landscape.

Software margins choked by the cloud? - asks Matt Assay at CNet, pointing out a shift in Microsoft’s tone about cloud computing, recognizing that in the future they will host apps for a majority of their customers, and that their margins will seriously decline:

There’s not a chance in Hades that Microsoft will be able to charge more for its cloud-based offerings–not when its competitors are using the cloud to pummel its desktop and server-based offerings. This is something that Microsoft (and everyone else) is simply going to have to get used to. The go-go days of outrageous software margins are over. Done.

Matt cites Nick Carr who in turn recently discussed

…the different economics of providing software as a Web service and the aggressive pricing strategies of cloud pioneers like Google, Zoho, and Amazon.

This is fellow Enterprise Irregular Larry Dignan’s key take-away from the Bill & Steve show, too:

Microsoft CEO Steve Ballmer acknowledged the fact that a lot of computing is happening in the browser and not in applications. He also said that the future of software will have “a much more balanced computational model” and that Microsoft will have to compromise.

Of course it isn’t just Office. The obvious business application is CRM, where Salesforce.com pioneered the concept and delivered the first On-demand product. But now a funny thing is happening: the pioneer is increasingly being replaced by more inexpensive competitors, including my Client, Zoho. Yes, SaaS disrupts the traditional software market, but there’s another equally important trend happening: the commoditization of software.

Commoditization is beneficial to customers, but a death-spiral to (most) vendors. Except for the few that drive commoditization. Zoho makes no secret of doing exactly that.

Tags: business model, cloud computing, commoditization, crm, excel, microsoft, On-Demand, SaaS, salesforce.com, Software, Web Applications, word, zoho, zoho crm, zoho sheet, zoho writer

This morning Zoho announced the Enterprise Edition of their CRM product.  The key updates are:

Tags: crm, Enterprise Software, erp, On-Demand, SaaS, salesforce.com, small business software, smb, sme, zoho

Yes, the title isn’t a mistake: TechCrunch is no longer just powerful media, Mike now can single-handedly release new products..    Today I spent several hours testing a pre-release product, Zoho Invoice, which was a few weeks from it’s planned launch, when TechCrunch accidentally posted the news. The Zoho Team decided to play along, and instead of disappointing TC readers with a broken link, opted to release the product immediately.

Not exactly an orderly Launch, but not the end of the world either, especially not for Zoho, which has a reputation of updating their web-based products frequently. In my early testing today I found Invoice easy to use, with a soothing, pleasant UI where all the icons are in the right place and support the right information flow.   There are some features that were still under consideration as of this afternoon - so be it, this is a “forced” early release, updates and fixes will no doubt be coming soon (using the Feedback button at the top will help issues get fixed quickly).

So what do we have here? Essentially a billing application, that allows the user to create /import Clients, define items (product/service), generate estimates, convert them to invoice and accept payment against it. The Home screen is a Dashboard, providing a quick financial overview:

Information flows easily from one document to another, and there are a number of predefined (customizable) templates that can generate notification emails to the Customer at any stage. Notice the icons change on these two bars:

The Estimate (emailed or snail-mailed to the Customer) can be converted to an Invoice, but when displaying an Invoice, there’s a new icon there to enable entering a payment received. 

There are transactional detail, summary, aging ..etc reports to help keep tight control of your receivables.

Although Zoho is primarily known for being the best Web-based Office / Productivity Suite provider, they are not exactly new to transactional business systems: their longest standing product is Zoho CRM (which is an understated name for a mini-ERP), the recently announced Zoho People, and a more full-featured Accounting system is in the works, too.   Talk about CRM, it already has some Invoice functionality, which will later be replaced by the new module, to be integrated with CRM.   For now, Zoho Invoice is integrated with Projects.

The slideshow  below explains the setup, various functions and the workflow between them (click the lower right corner to switch to full-screen):

The new billing application is free up to 5  invoices a months, and there is a pricing scale depending on the number of invoices per month, from $5 incl. 25 invoices to $35 up to 1500 invoices.

The two notable competitors are BlinkSale and FreshBooks.  Zoho will no doubt build on the fact that Invoice is just one piece in the puzzle of 16 or so business applications it has to offer.

(Disclaimer: I am an Advisor to Zoho)

Related posts:  Webware.com, Enterprise Alley, Venture Beat,  Zoho Blogs,

Tags: billing, blinksale, business software, crm, freshbooks, SaaS, smb, Web Applications, zoho, zoho crm, zoho invoice

I had already spent half a decade implementing SAP solutions in the 90’s when I finally got enlightened, learning the “proper term” for what I was doing: ERP, as in Enterprise Resource Planning. The term was coined by then Gartner Analyst, now Enterprise Irregular Erik Keller. Now another fellow Enterprise Irregular, Sig Rinde introduces a new interpretation of ERP: Easily Repeatable Process. Of course he contrasts that with his new acronym, BRP (not to be confused with BPR, another 90’s favorite), which means Barely Repeatable Process. BRP is what Thingamy, Sig’s lightweight, extremely adoptable system attempts to address. But it’s a very-very tough sell…

ERP traditionally addresses the core, standard, and as such repeatable business processes. Whatever it can’t handle are the exceptions: processes to be handled by knowledge workers outside the realm of ERP, by traditional means: phone calls, spreadsheets, creative thinking and a lot of emailing back and forth. Exceptions may be a fraction of business volume, but they are what corporate employees spend most of their time resolving. If that’s the case, knowledge workers who come up with innovative solutions may consider it a good practice to document them just in case the “exception” ever occurs again… and if it does a few times, well then it’s no longer an exception, but a (Barely) Repeatable Process.

Wikis in the Enterprise are a simple yet effective solution to manage such BRPs: they facilitate collaboration of all knowledge workers involved, allow some structure (structure is helpful when not pre-imposed but flexibly created) to organize data and finally, as a by-product they serve as documentation of the solution for future re-use.

Neither process-driven heavyweight systems like ERP, nor innovative, lightweight collaboration tools like wikis are the one and only mantra for most businesses (see my previous rant on “you can’t run your supply chain on a wiki“), they have their own place and should complement each other. Standard business processes and exceptions are not black-and-white opposites either: it’s a continuum, and halfway is BRP. If ERP (in the traditional meaning) tries to address to many of theses BRPs, it gets overly complex (it already is!), hard to configure and use.

This is the dilemma Sig’s system, Thingamy addresses. It’s neither free-form collaboration, nor ERP: it’s a business system framework, that allows you to model and define business processes: a tool to create your own custom-made ERP, if you like.

And therein lies the rub. Most business users don’t want to create software. They want to use it. This was the problem that caused the demise of Teqlo: the unfunded, unproven belief, that users actually want to interactively create their tools. No, they want to deal with the urgent business problems (the BRP), using whatever tools are readily available.

Thingamy’s dilemma is finding the customer: it certainly won’t be the business user. A modeling tool, simple it may be has a learning curve, dealing with it is a distraction to say the least. Thingamy’s likely “owner” would be corporate IT which would have to create processes on demand. But we all know what happens if you need to call IT to create a “program” for you. Thingamy could possibly be a handy tool for consultants, system integrator firms - but they all have their own army of programmers, toolsets..etc, which makes it an awfully hard sell, IMHO.

Thingamy is no doubt an elegant solution, I just don’t see the mass market need for it, because it does not solve a mass market problem. Or I should say, it does, but there’s a mismatch between whose problems it solves and who can use it. Sig himself defines collaboration as a workaround for the Barely Repeatable Processes in the Enterprise: my bet is that this “workaround” is here to stay for a long time.

Update (3/18): CIO Magazine interviews Ross Mayfield, Founder and Chairman of Socialtext, an enterprise wiki company:

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 greatest source of sustainable innovation is how you’re handling these exceptions to business process.

… So I’ve always looked at it as we’re doing the other half of enterprise software: making this unstructured information transparent.

Tags: brp, business processes, Collaboration, crm, enterprise sofware, erp, exceptions, oracle, sap, socialtext, structure, thingamy, wiki

When I started this post 2 months ago, it had a more tongue-in-cheek working title: NetBooks - the Little Gem in Hiding - clearly a play on Dennis Howlett’s  post, NetBooks - a little gem.  That’s because despite Dennis’s positive review of this new SaaS solution for small businesses I found their website a major turn-off .   I did not find a feature-list, screen prints, demos: the closest they had was a contact form to request a scheduled demo.  Failure!  You can’t reach the “long tail” of the market via outbound sales; your site needs to be absolutely transparent, so potential customers can find all feature / price information at their fingertips, then just try-and-buy. 

But what a difference a few weeks make!  Having checked back, now NetBooks offers decent product information, online videos, in fact you can now set up a free trial account with sample data in minutes.  (While it looks like just another contact form, the process is automated, I received my email confirmation within a minute.) Self-navigation definitely beats just watching vid’s. Kudos to NetBooks for fixing a major shortcoming so fast!  (Note to self: don’t leave half-written posts, they may have a short shelf-life…)

Let’s look at the actual system now.  NetBooks aims to be an On-Demand integrated business management solution for small manufacturing businesses - in fact for other types of businesses, too, as long as they hold inventory and ship tangible products.  They cater for  what they call True Small Businesses (TSB), which I referred to as  VSB - very small businesses, the “S” in SMB / SME.  Typically companies with less then 25 employees, sometimes only 3-5, and, most importantly, without professional IT support, hence Software as a Service is a life-saver.

NetBooks tries to cover a complete business cycle, from opportunity through sales, manufacturing, inventory / warehouse management, shipping, billing, accounting - some with more success then others.  Manufacturing, Inventory, Shipping and their integration to Accounting appear to be a stronghold.  If you’re in sales, you’d like to see a Sales Catalog, if you’re in the warehouse, you want an Inventory List, and if you are in manufacturing, you need a Production Elements list: they are all one and the same, allowing you to define a product structure (Bill of Materials, BOM) with different physical characteristics, reorder points, pricing levels, warehousing requirements, marketing notes…etc.   In other words, different functions can update their own slice of the same information and it’s shared with others (of course in a small business several of these functions may very well be carried out by the same person.)

Not having any procurement / purchasing functions appears to be a glaring omission: after all, if you’re in manufacturing, you will likely need to buy some components / materials. 

Another function, nominally present, but rather weak is CRM.  I can set up a Revenue Opportunity list, track contacts, events, even financial terms per record, but what’s the point if I can’t turn these into a Quote, later a Sales Order?  In fact I have to start a sales order from scratch, and it does not update the opportunities: unless you close them out, they will show as prospects long after you shipped the order, invoiced the customer and received payment.

Sales Order creation appears to be  a watershed event in NetBooks: that’s when the system comes alive, integration gets better from here, with information flowing through nicely.  Completing the order creates a shipping document, confirmation of the shipment creates a a billing request, invoice.  Even external services are integrated well, like UPS for Online Shipping and PayCycle for payroll .  There’s a complete “document trail”, you can start from the accounting side, too: from Accounts Payable (invoice) you can trace all actions back to the shipping doc, sales order…etc.

I understand why Dennis with his accounting background considered this system a gem:

As an accountant by training I often make the mistake of taking the number cruncher’s view. On this occasion I don’t have to. The way NetBooks is organized, you enter it according to the role you fulfill. That means you only ever need use the screens that are pertinent to you.

Real-world people record their real-world transactions: manufacturing, physical movement of goods, and the system records the facts in Accounting.  NetBooks  is an accounting system at it’s heart, but one without the need to deal with accounting screens.  This should not come as a surprise, given Founder Ridgley Evers’s own background: he was co-founder at QuickBooks, the de facto standard for small businesses.

Most of the sample data in the NetBooks trial system appear to have come from Evers’s real-life business: Davero Ingredienti, a purveyor of olive oil products, and I think this very well represents the type of small business NetBooks may be ideal for: relatively stable, has a good repeat customer base, receives a  lot of inbound orders and needs to execute on manufacturing and shipping to these customers.  It badly lacks stronger Sales features, and a more flow-oriented thinking to support aggressively growing businesses.

The User Interface is nothing to call home about. You certainly won’t find the lively charts and dashboards seen at Salesforce.com, NetSuite, SugarCRM, Zoho CRM …etc.  But having a simplistic UI is one thing, making it outright boring is another, and hard to use is a capital crime.  In NetBooks you basically navigate through small text lists, then double -click on an item to drill down to more details, wait long (the system, at least the trial one feels very slow) for several overlapping screens to pop up. You have to close or move around some of these pop-ups to see what’s underneath.  And whoever came up with the idea of clicking on those tiny arrows should be banned from web design for life.  

Seriously, this isn’t just the lack of rounded-corners-gradient-colors web 2.0 goodness: the poor UI, the microscopic arrows to click on render NetBooks a pain to use. 

Although I’ve been quite critical in this review, I still like the NetBooks concept: give very small businesses an integrated system they previously could not afford. NetBooks starts at $200/month for 5 users, additional users seats are $20.  That’s a fraction of the current “gold standard” in the space, NetSuite - although the step up to NetSuite also brings a wealth of new functionality.  Finally, SAP’s Business ByDesign is worth mentioning: when it becomes widely available, it will be the most function-rich SMB SaaS solution - but their entry point is about where NetBooks’s upper limit is.

Tags: accounting, Accounting Software, business bydesign, crm, Enterprise Software, erp, inventory management, manufacturing software, netbooks, netsuite, On-Demand, order fulfillment, procurement, quickbooks, SaaS, salesforce.com, sap, sap bbd, small business software, smb, sme, SugarCRM, zoho crm

Google’s next killer app will be an accounting system, speculates Read/WriteWeb. While I am doubtful, I enthusiastically agree, it could be the next killer app; in fact don’t stop there, why not add CRM, Procurement, Inventory, HR?

The though of Google moving into business process / transactional system is not entirely new: early this year Nick Carr speculated that Google should buy Intuit, soon to be followed by Phil Wainewright and others: Perhaps Google will buy Salesforce.com after all. My take was that it made sense for Google to enter this space, but it did not need to buy an overpriced heavyweight, rather acquire a small company with a good all-in-one product:

Yet unlikely as it sounds the deal would make perfect sense. Google clearly aspires to be a significant player in the enterprise space, and the SMB market is a good stepping stone, in fact more than that, a lucrative market in itself. Bits and pieces in Google’s growing arsenal: Apps for Your Domain, JotSpot, Docs and Sheets …recently there was some speculation that Google might jump into another acquisition (ThinkFree? Zoho?) to be able to offer a more tightly integrated Office. Well, why stop at “Office”, why not go for a complete business solution, offering both the business/transactional system as well as an online office, complemented by a wiki? Such an offering combined with Google’s robust infrastructure could very well be the killer package for the SMB space catapulting Google to the position of dominant small business system provider.

This is probably a good time to disclose that I am an Advisor to a Google competitor, Zoho, yet I am cheering for Google to enter this market. More than a year ago I wrote a highly speculative piece: From Office Suite to Business Suite:

How about transactional business systems? Zoho has a CRM solution - big deal, one might say, the market is saturated with CRM solutions. However, what Zoho has here goes way beyond the scope of traditional CRM: they support Sales Order Management, Procurement, Inventory Management, Invoicing - to this ex-ERP guy it appears Zoho has the makings of a CRM+ERP solution, under the disguise of the CRM label.

Think about it. All they need is the addition Accounting, and Zoho can come up with an unparalleled Small Business Suite, which includes the productivity suite (what we now consider the Office Suite) and all process-driven, transactional systems: something like NetSuite + Microsoft, targeted at SMB’s.

The difficulty for Zoho and other smaller players will be on the Marketing / Sales side. Many of us, SaaS-pundits believe the major shift SaaS brings about isn’t just in delivery/support, but in the way we can reach the “long tail of the market” cost-efficiently, via the Internet. The web-customer is informed, comes to you site, tries the products then buys - or leaves. There’s no room (or budget) for extended sales cycle, site visits, customer lunches, the typical dog-and-pony show. This pull-model seems to be working for smaller services, like Charlie Wood’s Spanning Sync:

So far the model looks to be working. We have yet to spend our first advertising dollar and yet we’re on track to have 10,000 paying subscribers by Thanksgiving.

It may also work for lightweight Enterprise Software:

It’s about customers wanting easy to use, practical, easy to install (or hosted) software that is far less expensive and that does not entail an arduous, painful purchasing process. It’s should be simple, straightforward and easy to buy.

The company, whose President I’ve just quoted, Atlassian, is the market leader in their space, listing the top Fortune 500 as their customers, yet they still have no sales force whatsoever.

However, when it comes to business process software, we’re just too damn conditioned to expect cajoling, hand-holding… the pull-model does not quite seem to work. Salesforce.com, the “granddaddy” of SaaS has a very traditional enterprise sales army, and even NetSuite, targeting the SMB market came to similar conclusions. Says CEO Zach Nelson:

NetSuite, which also offers free trials, takes, on average, 60 days to close a deal and might run three to five demonstrations of the program before customers are convinced.

European All-in-One SaaS provider 24SevenOffice, which caters for the VSB (Very Small Business) market also sees a hybrid model: automated web-sales for 1-5 employee businesses, but above that they often get involved in some pre-sales consulting, hand-holding. Of course I can quote the opposite: WinWeb’s service is bought, not sold, and so is Zoho CRM. But this model is far from universal.

What happens if Google enters this market? If anyone, they have the clout to create/expand market, change customer behavior. Critics of Google’s Enterprise plans cite their poor support level, and call on them to essentially change their DNA, or fail in the Enterprise market. Well, I say, Google, don’t try to change, take advantage of who you are, and cater for the right market. As consumers we all (?) use Google services - they are great, when they work, **** when they don’t. Service is non-existent - but we’re used to it. Google is a faceless algorithm, not people, and we know that - adjusted our expectations.

Whether it’s Search, Gmail, Docs, Spreadsheets, Wiki, Accounting, CRM, when it comes from Google, we’re conditioned to try-and-buy, without any babysitting. Small businesses don’t subscribe to Gartner, don’t hire Accenture for a feasibility study: their buying decision is very much a consumer-style process. Read a few reviews (ZDNet, not Gartner), test, decide and buy.

The way we’ll all consume software as a service some day.

Update: As an aside, the Read/WriteWeb article that inspired this post demonstrates the “enterprise software sexiness” issue, which was started by Robert Scoble and became a Firestorm, per Nick Carr. I really think it’s a very thoughtful post, which, quite unusually for Read/WriteWeb sat alone at the bottom of TechMeme, then dropped off quickly. Now, has this not been about Accounting (yeah, I know, boring) software by Google, but, say adding colors to Gmail labels, in the next half an hour all the usual suspects would have piled on, and this would have taken up the top half of TechMeme.

Tags: 24sevenoffice, accounting, all-in-one, atlassian, bbd, business bydesign, business software, crm, Enterprise Software, Google, lightweight software, netsuite, On-Demand, SaaS, salesforce.com, sap, small business suite, smb, sme, software as a service, techmeme, zoho

The first time I said SaaS would never be the same was referring to Freshbook’s launch of their benchmarking service:

It’s *the* hidden business model enabled by SaaS. An opportunity not talked about, but so obvious it has to be on the back of all SaaS CEO’s mind. Benchmarking is a huge business, practiced by research firms like Forrester, Hoovers, Dunn and Bradstreet, as well as by specialized shops like the Hackett group - none of which are affordable to small businesses. More importantly, all previous benchmarking efforts were hampered by the quality of source data, which, with 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.

Hosting customer data offers a lot more opportunities, beyond benchmarking. Tomorrow CRM provider Salesforce.com will launch a new service called Salesforce to Salesforce (S2S) that facilitates the sharing of data between customers -reports TechCrunch. I believe, just like Freshbook’s move, the ramifications of this new Salesforce service will go way beyond the immediate opportunities it brings to customers ( not that those are negligible: see first reaction by Echosign CEO Jason Lemkin, another business innovator in my book.)

This is a first step in a paradigm-shift: while current concerns about SaaS mostly focus on the security, privacy, and consequently isolation of business data, eventually a culture of controlled sharing for business benefits will develop. Forget CRM; think of more complete business suites, like NetSuite, or when it really kicks in, SAP’s Business ByDesign, the most comprehensive SaaS business suite ever. Procurement, manufacturing, inventory, resources…etc data - can you envision the improvements in Supply Chain visibility? SaaS will never be the same - again.

Update (12/5): Larry Dignan at Between the Lines sees the same opportunity:

Today, the service is predictably focused on sharing sales lead and CRM-type information. But as Salesforce.com grabs more large customers its possible that the latest service could be used to exchange supply chain information and link other business processes.

Tags: A1S, benchmarking, business bydesign, crm, data security, data sharing, freshbooks, netsuite, On-Demand, privacy, SaaS, salesforce.com, sap, sap bbd

Yesterday I went out on a limb predicting that SAP’s new On-Demand mid-market offering, codenamed A1S will be a game-changer. ZDNet quoted my conclusion:

My bet is on SAP: they may stumble a number of times, which will effect their quarterly numbers - but in the end, I believe they will succeed. They will become the dominant SaaS player in the mid-market, forcing smaller players like NetSuite down-market. In the next 2-3 years while SAP flexes their On-demand muscles, we’ll see just how pervasive SaaS proves in the large corporate market, and that will determine whether A1S remains a midmarket solution or becomes the foundation of SAP’s forey into that market - their natural home base.

This was the day before the announcement. This morning my fellow Enterprise Irregulars jokingly asked: “Has the world of Enterprise Software really changed?’ We did not know the answer than, but now we do: Yes. SAP Business ByDesign is really a game changer. Key reasons:

• Breadth of functionality
• Fixed, Trasnparent pricing (which, I might add will put the squeeze on Salesforce.com ad NetSuite)
• All this coming from SAP, the recognized leaders in automating business processes.

I will soon have more details, but suffice to say the Enterprise Irregulars contingent here came to the same conclusions. Here are the initial reactions:

ZDnet/Software, Rough Type, Redmonk, Computerworld, WSJ.com, ZDNet/IT Project Failures, The Ponderings of Woodrow, ZDNet/Software as a Service, Between the Lines,

Photo: the Enterprise Irregulars with Henning Kagermann, SAP CEO. Credit: Prashanth Rai

Tags: A1S, bbd, business bydesign, byd, crm, Enterprise Software, erp, On-Demand, SaaS, sap, smb, sme, software as a service

I really would have liked to be at TechCrunch40, temporary HQ of all-things-Web. Instead, I’m in New York, where the world of Enterprise Software will change tomorrow. That’s when SAP will unveil A1S, the new generation SaaS solution for the SMB market. Incidentally, this may be the last time we hear A1S, as SAP is expected to reveal a new name.

I suspect after Wednesday there will be a lot of talk about the new system’s features, but for now, very few people have actually seen it, and they are all under rock-solid NDA. So for now, just a few preliminary thoughts.

SaaS and Enterprise Software

I am a big fan of Software as a Service, have repeatedly written about it, but mostly in the context of the small business or consumers space. My own passion comes from the time when I switched from “sell side” in the SAP business to actually being a customer in a small business (Sales VP, NOT IT type!) and was shocked at the sorry state of infrastructure and systems (more lack of) available to most SMB’s. I became convinced that for small businesses that don’t have IT staff at all, On-Demand solutions are the only way to go.

Does this mean SaaS is for small businesses only? Not at all. While it’s easy to declare that for small businesses without their own IT resources there is no better option than SaaS, there is no clear “winner” for large corporations. There shouldn’t be. SaaS is not a religion; adopting it should be a business decisions that these organizations have to make individually.

SAP and SaaS

On-demand “purists” (the religious types;)) have long criticized SAP for being laggards, taking a half-hearted hybrid approach to SaaS - but why would they do anything else? After all, SaaS is still only 10% of all enterprise software sold, although growing fast. Even if we believe “the future is SaaS” (which is of course unproven, but I happen to believe in it), there is a lot of mileage left in the “old” Enterprise model, and market leaders like SAP have certainly no reason to turn their backs to their huge and profitable customer base. Protection of the legacy market is largely the reason behind the segmentation, i.e. A1S being strictly a small- and midmarket solution - but I don’t believe this segmentation is cast in stone.

Anyone who saw one of Hasso Plattner’s numerous “new idea” presentations will have to realize he is talking about a lot more than just a new SMB product. Plattner “gets it” and if he does, so will SAP. Clearly, for now the product is slated for the SMB market - new product, new markets - but it also allows SAP to get their feet wet in SaaS, before fully plunging in.

This also explains what may appear as inconsistency at the low-end of the market (less than 50 employees) where SAP continues to offer Business One, their on-site solution. I fully agree with Dennis , for all the above reasons it’s exactly these businesses that would be better off with SaaS, so perhaps Busiess One should be replaced by A1S. But if SAP considers A1S as a test-bed, eyeing the Enterprise Market, they need a certain minimum organization size, and level of complexity. Complexity, after all, originates in the organization, not the software - but this brings us to the next point.

So why is it such a Big Deal?

Believers of the “SaaS Religion” should be happy when a behemoth like SAP throws in it’s weight - and the $400M it expects to spend on marketing A1S. But let’s dispel with a huge misunderstanding here. I literally go nuts when analists (even my fellow Enterprise Irregulars) mention SaaS players like Salesforce.com, Netsuite, Succesfactors, Constant Contact on the same page, as one category. For the purpose of a specific analysis, like Charles did, it makes sense, but please, please, let’s remember, the so-called SaaS market is an artificial aggregation that eventually will make very little sense.

Companies do not buy software just for the sake of having it: they buy it to solve problems. They need inventory management, order and billing systems.. etc - not simply SaaS, just like in the past they could not care less if their software was delivered on tape, CD or DVD. Yes, I know I am simplifying to a great degree, but remember, It’s all about the functionality, not the delivery method.

So labeling Salesforce.com the “market leader” is misleading - yes, they are the the largest pure-play SaaS player, but a relative point solution with a fraction of the functionality enterprises need - and the Appexcange / Force.com attempt to become a platform has not changed this picture.

There is no market leader in On-Demand, complete integrated solutions, because so far no company has offered anything comparable to SAP’s functionality. Granted, I have not seen the system yet, but when SAP puts three tousand developers to work for 3 years, you know you are getting something significant. (In comparison Salesforce.com has less than 200 engineers.)

It’s all about Execution

The SaaS model allows for largely simplified business execution: marketing, awareness, “pull model”: instead off direct sales, the customer comes to the vendor, buying solutions on the Net. Consulting, Support all happens online. The reality of this pull-model is still debated, but I think waht’s often forgotten in the debate is that the “pull-efect” really works is the “S” part of SMB, (in fact, VSB), which are typically green-field businesses, often first-timers to transactional business software, without their own processes carved in stone, so they can test, configure and use software “out-of-the-box”. As we discussed, with size comes complexity, and since SAP targets the high-end of SMB, they will face such complexity, and that requires a “hybrid” model.

So far their Go-to-market strategy appears to be largely based on telesales and leaving support to a network of partners. Where these partners come from: existing All-in-One or Business One partners, or new ones - and if the first, how they will not cannibalize their existing business is a huge question.

A1S is a big bet for SAP,” said Gartner analyst Dan Sholler. “This has to succeed or they will have a whole host of business challenges ahead of them. No one has ever proven they can sell this type of business technology this way. SAP is betting the profitability of the company that it will be able to do it.

My bet is on SAP: they may stumble a number of times, which will effect their quarterly numbers - but in the end, I believe they will succeed. They will become the dominant SaaS player in the mid-market, forcing smaller players like NetSuite down-market. In the next 2-3 years while SAP flexes their On-demand muscles, we’ll see just how pervasive SaaS proves in the large corporate market, and that will determine whether A1S remains a midmarket solution or becomes the foundation of SAP’s forey into that market - their natural home base.

SAP understands New Media

Last but not least, a word on how SAP “gets it”. Part of Hasso Plattner’s “new idea” sounds like a Web 2.0 pitch: he embraces social networking, wikis, videos. How much, if any of these have made it into the first incarnation of A1S remains to be seen.

But SAP as a company themselves actively embrace new media. They have the best bloggers’ program, originally started by Jeff Nolan and now enjoying continued support by Michael Prosceno. I’m heading to the Big Show on Wednesday, but first tonight I’ll be in a group of 8 bloggers to meet SAP CEO Henning Kagerman. Two weeks later I will attend SAP TechEd, which, for the first time includes a full Community Day - an event certainly to be popular by bloggers. Oh, and who is the first keynote speaker? Mr. Web 2.0 Tim O’Reilly himself.

Not exactly dinosaur-like behavor, if you ask me.;-)

Off now, time to play tourist in Manhattan. And, in the meantime, I’ll be kept more then up-to-date on TechCrunch40 thanks to fellow bloggers on the scene.:-)

Tags: A1S, crm, Enterprise Software, erp, On-Demand, SaaS, sap, smb, sme, software as a service