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Companies I Like

  • Centive
    Centive is in a dog fight with several other compensation management vendors such as Xactly and Callidus. What I like about Centive is that they are based on a solid architecture thatmakes them very scalable. More importantly though, Centive has a big picture idea of compensation as a strategic tool and their system aims at not just getting the sales representatives paid but also at helping managers develop plans and manage territories. Watch Centive develop into a company that does a lot more than ensure the accuracy of the commission check.
  • Communispace
    You know those little 100 calorie snacks that help dieters stick to their regimines? Ever wonder where they came from or who got the idea? They were the result of involving customers in the product development process through innovative on-line focus groups hosted by Communispace. This company has a knack for bringing customers and vendors together to share ideas and capture "The Voice of the Customer." Lots of major companies are flocking to Communispace because they're on to something.
  • Eloqua
    Eloqua is bringing a true methodology to marketing and customers are showing great results. Rather than blindly sending out email or generating tactical campaigns designed to find low hanging fruit, Eloqua's approach is to conduct marketing that establishes a dialog that naturally results in more leads and more efficient closes. This on demand tool is closely integrated with Salesforce.com and other implementations are coming soon.
  • Firepond
    This is cool. In an era when we spend more and more time and effort focused on governance and compliance issues too many companies rely on spreadsheets to configure and price complex solutions. The result? Orders with missing parts, too many parts, the wrong parts. Also, who is in charge of pricing and disscounts? All the time? What falls through the cracks? Do you know? Fixing the situation is often labor intensive and expensive. Better to avoid them in the first place. Firepond is a CPQ -- configuration, pricing and quotation tool that no sales organization should be without. It generates accurate quotes fast and everything that goes on in it is auditable. Gotta like that...
  • Kadient
    Kadient is another company in the mold of trying to improve how we sell. There is no doubt about the primacy of SFA but increasingly it is not enough. Sales people are continuously looking for resources and best practices and often sales departments are short on the systems and techniques of organizing such information. As a result, reps rely on email to each other and brute force effort to re-invent the wheel each time a presentation or proposal needs to be created. Kadient's solutions enable sales people to work smarter and therefore faster. The result is more and better shots on goal. Who wouldn't vote for that?
  • NetSuite
    I like what NetSuite does. One stop for accounting, e-commerce and CRM. For a small or emerging company, NetSuite can deliver all of the functionality it needs to inventory product, run all of the accounting functions and all the CRM as well as eCommerce. Pretty good. The company is doing well and is poised for an IPO. I look for them to make a lot of noise in the near future.
  • Sage Software
    Lots of us forget that the most used contact management software solutions is ACT! with more then 2.5 million users. Sage owns ACT! as well as SageCRM (formerly ACCPAC), and SalesLogix -- CRM for every budget. But they also own a lot of back office accounting software like the MAS series, Simply Accounting, and PeachTree accounting -- accounting for every budget. They have a powerful combination of solutions for SOHO, SMB and mid-size companies. Worth paying attention to.
  • Salesforce.com
    I've been covering these guys since the earth cooled and I have always believed the OnDemand model would be a major disruptive innovation. They have a few rough edges but if you want to start a successful software company you could do a lot worse.

PGreenblog

People to Read

  • Paul Greenberg
    Perhaps the dean of CRM writers, Paul wrote the book (literally) on CRM -- CRM at the Speed of Light. His insight and analysis are always interesting and frequently humorous. He is a witty and urbane observer of human nature.
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April 09, 2008

Multi-tenant matters

There is an interesting debate beginning to brew in the on-demand market.  Although most people are still clearing their throats, sides have been chosen and trial balloons have been floated.  It appears that a small group of big companies including Oracle, SAP and Microsoft are trying to slow Salesforce.com’s momentum by going after the crown jewel.  Another way to say it is that these companies are trying to hop on board a moving train.

In one corner is Salesforce.com, the incumbent and still champeen with its multi-tenant architecture. In the other corner are the challengers singing a siren song about freedom of choice offering various flavors of hosting ranging from multi-tenant to single-tenant with a lot of wiggle room in the middle and a Cheney-esque “So?”

Of course, all this tenancy refers to the way the software is put together and made to work.  Single tenant means one computer (usually) and one copy of the software and all of a company’s users.  In single tenant, or single instance, each additional company has to buy its own software and a system to run it. 

Multi-tenant is different; it means one or more computers, one copy of the software, and as many users as you want — it’s all you can eat and it doesn’t matter what company you’re from.  Behind the scenes in multi-tenant architectures there is a lot of sophisticated software that keeps things separate but it’s all invisible to the user.  The benefit to everyone is that one copy of the software means one copy to manage, maintain, improve, patch and generally take care of.

Not long ago, there wasn’t much choice, every application or package you could buy was single tenant.  It was client-server software and it was expensive to buy and implement but that’s the way it was.  Then Salesforce.com came along and made several changes almost over night.  In addition to leading the charge in on-demand and multi-tenant they achieved a new price point for business software that ran in a browser and just about killed the market for conventional business applications.  That’s not to say that enterprises all jumped on the bandwagon but there’s been a steady erosion in the on premise market ever since.  I can’t remember the last time a new software company raised its hand and said, we’re going to make ours using the old recipe.

That’s all ancient history.  Fast forward to today and you see the challenge I alluded to.  Companies are trying to sell single tenant on-demand and they are saying that the architectural underpinnings don’t matter.  To hear the other vendors tell the story multi-tenant is snake oil and everyone ought to have a choice to go in whatever direction they like.  That sounds pretty reasonable but is it a valid proposition or just convenient marketing of single tenant software?

For example, according to Anthony Lye, senior vice president of CRM at Oracle, “On demand is just that, a service, a subscription, a delivery option to an application that provides business value to its users, we do that and do that well. We have chosen to provide our customers with choice.”  By choice Lye means using single or multi-tenant as needed.

Lye makes a good point.  Some companies are not willing or able to go with a multi-tenant approach.  Some entities, like banks, have regulatory mandates to keep their data behind their firewalls and I hear the EU insists on keeping some types of data inside the EU.  Nevertheless, providing a choice of single or multi-tenant is not the same thing as saying that on-demand is just a delivery option. 

I like Anthony Lye and I think he’s one of the bright spots in the Oracle bureaucracy but I think Oracle and the others are trying to blur a distinction that really matters.  In the years since Salesforce.com came on the scene every software maker worth it compiler has been working hard to eliminate the biggest causes for customer angst.  They’ve replaced client-server software with browser based applications that put nothing on the client machine and they’ve worked on making their applications less expensive and easier to use — all good things.

However, now the message seems to be if it’s low cost and delivered in a browser across the Internet, it’s good enough.  I believe that single tenant or even an application that can be distributed as either single or multi-tenant poses hidden problems.  The biggest challenge I see is that single tenant delivered on-demand is not simply another delivery option, it is a neat way of perpetuating a vendor’s hold on the customer and it is facilities management by another name.

With single tenant all you’ve really done is to place a longer wire between the server and the client and it reminds me of a very old approach called facilities management (FM).  In FM a vendor hosts your data center at another location and takes care of all the management for you.  In this it sounds a lot like any other flavor of on demand but in the FM data center, rather than having a single copy of the software to manage, there are hundreds or even thousands of copies running on a similarly huge number of servers.  The vendor achieves economy of scale, takes a profit and passes some of it on to the customer so that the cost per user these days can approach that of multi-tenant.

But consider what that means.  By choosing the single tenant approach, you also choose a more limited number of applications that you can work with and often that means locking in to the vendor’s own portfolio.  In contrast the multi-tenant approach gives you no choice over which delivery mode you use but the number and kind of third party applications is greater.  In the Salesforce.com case, we all know that the AppExchange contains about 800 applications from third party developers and all of them are pre-integrated.

So, in my mind the debate really isn’t about giving customers a choice between single and multi-tenant — that’s a false choice, like saying my way or the highway.  The choice is really about giving customers a choice between vendor lock down and the freedom to choose whatever applications make sense for their businesses.  In my mind, single vs. multi-tenant and the idea of choice are a big side show designed to deflect attention from the success of multi-tenant and save an empire’s worth of old code.

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What I'm reading

  • Thomas H. Davenport: Competing on Analytics: The New Science of Winning

    Thomas H. Davenport: Competing on Analytics: The New Science of Winning
    Read this book. I offers lots of insights on how companies are using analytics technology today to manage and most importantly to see the future of their businesses. Recent acquisition of the remaining analytics companies by titans like Oracle, SAP and others shows how important they think analytics will be in the years ahead. Lots of application to CRM. See why. (****)

  • Jen O'connell: Cell Phone Decoder Ring

    Jen O'connell: Cell Phone Decoder Ring
    Full disclosure: I know this author. I like her too, she's smart and a rising media star. Jen O'Connell is going to do for cell phones and other communication technologies what Martha and Suze did for entertaining and finance. It's about time too. If you've ever felt stupid trying to figure out how to use your cell phone or just what the difference is between GSM and the Gross Domestic Product, this book is for you. Full of insights and advice about how your phone works and how to work with your phone. (*****)

  • Eric D. Beinhocker: Origin of Wealth: Evolution, Complexity, and the Radical Remaking of Economics

    Eric D. Beinhocker: Origin of Wealth: Evolution, Complexity, and the Radical Remaking of Economics
    Like Paul Ormerod, Eric Beinhocker is another economist exploring the relationship between evolution and the dismal science. Beinhocker is just as readable as Ormerod but offers more research in support of the evolutionary-economics thesis than any other economist that I have read. In dealing with evolution in economics Beinhocker ventures deeply into a new field called complexity economics that does for this field what General Relativity did for physics. I'd read it again. (*****)

  • Walter Isaacson: Einstein: His Life and Universe

    Walter Isaacson: Einstein: His Life and Universe
    Wow! I bought this book in San Francisco and read it all the way home. That's not to say that it's a potboiler, it's biography afterall, but Einstein was one of the great minds of the modern era and it is fun to retrace his life, to understand his genius as well as his all to human foibles. The author also does a credible job of making Special and General Relativity understandable to the average reader. Good stuff. (*****)

  • Al Gore: The Assault on Reason

    Al Gore: The Assault on Reason
    Ok, I try not to be political in anything i do in business but, hey, I consider myself a fairly logical guy and the political environment of the last few years has, shall we say, defied logic. Regardless of what you think of Gore, his arguements are pretty good. (*****)

  • Paul Ormerod: Butterfly Economics: A New General Theory of Social and Economic Behavior

    Paul Ormerod: Butterfly Economics: A New General Theory of Social and Economic Behavior
    Anything by this accomplished economics writer will be thought provoking and entertaining. He's done a lot of work explaining the intersection of economics and evolutionary thought. Economics is, like many social sciences a study in human behavior as much as anything else and this slim volume is a great way to get started updating your thinking about this science. Still think economics follows strict rules and formulae like Physics? Read this book. (****)

  • Geoffrey A. moore: Dealing with Darwin
    Geoffrey Moore has done it again. In this book he takes aim at the ways established companies can effectively compete on "main street". Like earlier books, "Inside the Tornado," and "Crossing the Chasm," which deal with how companies develop into market leaders, this book examines strategies for effectively dealing with the world we live in now, which is not about exponential growth but the indefinite equilibrium point of continuing to understand and meet customer needs. (*****)
  • Fred Reichheld: The Ultimate Question: Driving Good Profits and True Growth

    Fred Reichheld: The Ultimate Question: Driving Good Profits and True Growth
    Fred has been studying loyalty for a long time and he has championed ideas like the Net Promoter Score (NPS) which is a simple measure of whether your customers are happy and willing to tell others about you or not. Great companies have high positive scores, others don't. A simple idea that has a lot of traction. (****)

  • Lynne  Truss: Talk to the Hand: The Utter Bloody Rudeness of the World Today, or Six Good Reasons to Stay Home and Bolt the Door

    Lynne Truss: Talk to the Hand: The Utter Bloody Rudeness of the World Today, or Six Good Reasons to Stay Home and Bolt the Door
    Yes, it's a book about manners, though not the kind to give any guidance about your salad fork. This is about impersonalizing influences in our lives. At the top of the list is technology. Without talking about CRM directly, Truss makes more than a few valid points about how technology associated with CRM is driving us nuts. Automated phone systems come in for a hit but so do surly store clerks, and, sadly, our fellow citizens making use of the public commons. In its own humorous way, it gives a lot to think about. (****)

  • Eric von Hippel: Democratizing Innovation

    Eric von Hippel: Democratizing Innovation
    First, you can get this as a free download if you don't mind reading a book in PDF. It's worth reading too. Von Hippel looks at some of the things we don't do with customers right now that we might want to do. For example, "free sharing" might sound a bit dorky but only until you realize that he's really taking about co-innovation -- asking the customer about needs before building product. Given the fact that something like 80% of the 36,000+ new products that hit the shelves in 2005 were projected to fail, this guy might have a point. (****)