Posts Tagged ‘software selection’

Software Evaluation For SaaS or Cloud Computing

Thursday, April 15th, 2010

The article below looks at several aspects that should be considered when doing a cloud or SaaS software or services evaluation.   These principles are best practices and are part of the overall selection methodology.

Analyst Insight:

SaaS and new enterprise software offerings have created a new dynamic for enterprise software selection as opposed to traditional software selection.   The cloud evaluation process for software and services must consist of different and a more focused approach including such factors as; importance of methodology, model differentiation, industry specific expertise and total cost of ownership.

Importance of a methodology

A key technique to reduce risk, achieve roi, reduce risk of implementation failure and aligning business needs with organizational requirements is to have a software selection methodology in place.  All of these benefits can be realized by how effective your evaluation was, if not executed properly spells disaster.  A method that provides consistent results enables you to assess differentiation between vendors early in the evaluation process.

Model Differentiation

SaaS has spawned several new models of software billing.  It is imperative that organizations know the different types of models they are evaluating and the nuances they contain. Organizations must realize the difference between SaaS, hybrid, hosted and in-house and any combinations thereof.  The main differentiators are data, who owns it, how it is administered, stored and security of private, public, semi-private clouds and understanding the implementation implications that each factors will cause.

Industry Specific Expertise

Now more than ever this has become more important to organizations for cloud evaluation.  Strategic size, fit, vertical industry expertise and similarities to existing clients should become areas of focus within the selection.  Vendor specific infrastructure, architecture and support will help predict reliability if they will offer a good cloud product.  Look for software that can adapt to changing business models rapidly and the vendor’s past history in delivery of the solution.

Total Cost of Ownership

To compare an in-house application to a SaaS model requires measurable metrics that can be ascertained from the system.  Issues such as variables of time for the solution, current licenses, future licensing costs, data administration, storage costs, network management, integration costs to existing systems, support costs per year and consequent years and sometimes buyback should be heavily scrutinized.

The Outlook

These four areas have changed the way software is purchased and sold.  Once too costly applications were a barrier of entry for smaller companies to compete, now SaaS can assist in profitability and enable rapid growth.  The differences between an in-house and SaaS evaluations are subtle but yet enough to disrupt your business if the incorrect selection is made – so pay close attention.

Eval-Source has recently released a cloud evaluation and benchmarking processes using our Tru-Eval and Tru-Benchmark methods.   As experts in software evaluation we are truly geared to help your organization find the right fit for your organization.  Feel free to give us a call if you are doing any type of software evaluation or even to augment an on-premises system with cloud software or services.

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Software vendors beware – there are new kids on the block

Monday, March 8th, 2010

As software vendors try to capture new customers,  increase functionality and increase revenue a factor they may overlooked is not the competition from other vendors but a new type of industry push thats seems to have penetrating unsuspecting vendors.

While competition exists from competitors vendors may overlook a threat of diminishing market share from specialized industry companies starting to make a foray into the software enterprise market.   Companies that are well established and within their industry and are market leaders have now started to expand their business portfolio by adding enterprise software to their specialized services.

Examples of this are manufacturers or suppliers that have a proprietary process or processes that special software was developed to manage these new processes.  These companies have perfected the software to such a custom degree it essentially is the only software of the type or so specialized it serves a specific niche industry.  By creating this software these companies are now turning around  and selling their innovation as a software to competitors and the industry itself.

The major advantage that this brings for these companies is they have already built and proven industry expertise which brings instant credibility to their offering. These newly created divisions of traditional companies which now include software and services do not have to convince customers that they are vertical experts.

The threat is that traditional software vendors may underestimate the possible market erosion that this may pose to a finite market. Since more experienced players within the industry enters software traditional vendors may have a harder time to convince potential customers. This will lead to additional scrutiny within the purchasing process of software selection. This is a common play among manufacturing companies that divest to software. Companies within the aerospace and defense industries have more adopted this model and has stemmed very specialized software.

Other industries are following their lead in divestiture by doing the same thing. Logistics companies that move freight, handle 3PL services, transportation services, customs handling and regulation management, demand planning and warehouse operations has seen a move to this direction also. An example of this is UPS has already a supply chain practice consisting of software selection, integration and implementation. Following the trend is Menlo Logistics a worldwide logistics handler is now offering their own Warehouse Management System as software to be sold separately and assembly will be required. Meaning that the customizations, integration, installation and support will be available for post implementation. Incidentally companies such as Menlo will eventually offer support and maintenance for their system.

Vendors must arm themselves to counter this new threat of market erosion by innovation and winning customers with efficiency, value for the buck and offer superior customer service. In which they already have the edge with the experience of being a software vendor. Quick takeaway – not a threat to be taken lightly.

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