As SaaS adoption speeds up, what can developers learn from a cloud trailblazer ? Back in 1999, ECM platform providers were at a crossroads. Denver-based Digitech Systems was among those providers, but the company wasn’t long for the fork in the road. It jumped into the cloud when cloud wasn’t cool.
Blissfully recently published a report about SaaS adoption among SMBs. Increased usage and spending means it’s a cutthroat world for new SaaS players who want a piece of the SMB pie, but all signs point to a continually growing opportunity in the SMB space.
Product innovation alone won’t fully engage and retain customers.
A digital first approach to partner management is the foundation of channel success.
Slimming down and specializing its team after shifting from direct sales to a reseller model has set this SaaS company up to double revenue every quarter.
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Like the seven deadly sins – those transgressions which are so grave they destroy the spirit and put individuals on the path to eternal damnation – the seven deadly sins of business process management (BPM) can wreak havoc on your company’s process improvement efforts and ultimately prove to be fatal to your organization’s growth.
Speaker and author Seth Godin is the author of 18 books, including Tribes, which was on the Amazon, New York Times, BusinessWeek and Wall Street Journal bestseller lists. To his raving fans, Godin needs no introduction. To the average software developer who doesn’t religiously read his blog, one of the most popular in the world, it’s important to understand the marketing guru knows the ins and outs of software businesses.
Forrester predicts the overall public cloud market will reach $236 billion by 2020. Amazon Web Services already owns about 30 percent of the market, and Microsoft Azure owns about 15 percent. Even though those are the two elephants in the room, that means there are still billions to be made around cloud infrastructure and services. And that’s why HyperGrid is excited about its on-premise cloud solution. This exclusive ISVinsights.com article exlains how this tech company is building a market while building cohesive engineering teams.
ISVs with indirect channels will face incredible challenges within the next few years. They will either thrive or, sadly, die a slow death. There will be no middle ground, and the choices will be clear for ISVs: accelerate or not. Fortunately, there are three very important gears ISVs can leverage to accelerate their channel. The gears are "pipeline," "people," and "perception."
In the last 50 years, software has transformed our society. And like with any innovation, companies have been zealous trying to protect their software by seeking patents. Since 2012, the United States Patent and Trademark Office (PTO) has averaged issuing about 300,000 patents a year, and a majority of the issued patents are software related. While companies like IBM, Google, Amazon, Microsoft, and Apple are among the companies with the most issued patents each year, many smaller software companies have also sought patent protection. The current U.S. patent laws, however, were passed in 1952, well before the onslaught of software into our daily lives and proliferation of software patents.
I attended a software startup demo day last week, and I wish every mature, established ISV could have been there to experience the infectious energy of young, aspiring, innovative entrepreneurs. The event was hosted by Pittsburgh-based AlphaLab, the software division of Innovation Works. AlphaLab was recently named one of the top 30 startup accelerators according to Forbes and the Seed Accelerator Rankings Project.
I recently talked to an iOS developer who works for $400 million software company with different development teams that weren’t always in sync. For example, the web developers will push out a product but the iOS team won’t know about it, so they aren’t able to support the new features until the next release. By that next release the iOS team is perpetually in catch up mode, and the vicious cycle continues.Sound familiar? Shipping code on time and on the same schedule isn’t as easy as it sounds. Here's an inside look at how a software company that scaled from 20 to 100 employees climbed a mountain of communication challenges.