The Great Shift to SaaS, for Consumer and Enterprise Alike

By | Business, For Developers, IT and Engineering, Microsoft, The Cloud

The Shift to SaaS

Maybe you’ve noticed the shift. If you haven’t yet, give it a year or so and you’ll definitely be seeing it (and probably experiencing it firsthand).

SaaS which stand for Software as a ServiceWe’re entering the SaaS era. Software as a Service (SaaS) structure allows you access to software and its functionality remotely, which you pay for with a monthly subscription fee and access via the web. You pay less overall for full use of the software, saving on licensing fees, while the company over time gets a sustainable revenue stream, rather than one-time payments every few years. This is how it is supposed to work, in theory.

SaaS has been an ideal model for the enterprise software industry for awhile already. We offer it for our partners and customers, as do many others. But it’s been making a big splash in the world of home consumer electronics and home and professional software recently, with the conversion of two giants: Adobe and Microsoft.

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Small Business, Big Data

By | Business, Customer Success, IT and Engineering

I run a small software business, what do I do with Big Data?

Large volume of data streaming 0's and 1'sIt’s a buzz word that has spread across seemingly every industry, from healthcare to media analytics to education. Not only are leaders across industries still trying to wrap their heads around this concept, it seems like everyone is tripping over their competition to have “the most” — and the most advanced — big data first.

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Your Strong Software Company: 10 Reasons Salespeople Lose Deals

By | Customer Success, Tips

As a software company supplying and serving fellow software companies, Izenda is in a unique position. We are always striving to learn more, improve, grow our company, and we want our partners and clients to be expanding and growing as well. So we’re always looking for tips to pass along.

The Harvard Business Review recently featured Steve W. Martin’s research and conclusions, after he interviewed hundreds of business-to-business clients of his own, over the course of a year. He sought to discover what specific obstacles were preventing business deals to close, rather than a general list of the problems that made their jobs more difficult. His subjects are spread over a variety of sectors, from high-tech to finance to healthcare, but the basic sales issues make up a short, helpful list.

Internal Set-Backs

Some of the most basic reasons begin internally, before the process has even begun. That includes administrative duties that consume time, like reports and post-sales activities that eat up valuable sales time. Then there is the issue of making the internal sale: rallying internal support to pursue and account, working with the team, and dealing with the internal processes to generate leads, proposals, quotes, and contracts. Others cite their lack of pre-sales resources, like adequate staffing and availability of product specialists to fully support their efforts.

New Leads

There is also the continual battle for the elusive new account. The sales team needs more leads, Martin found over and over. The most difficult step is getting the initial interest of a potential customer, and setting up that first introductory meeting. Within this, there is a constant effort to differentiate your product in a market plagued by commoditization, where features, functions, and specifications of the products might not differ that much from the competition.

The Sales Cycle

The sales cycle can be interminably long, riddled with other distractions and emergencies on both ends of the deal. There are the unavoidable 800-pound gorillas, too, powerhouse companies like Microsoft and IBM that often get market share by default. If your product falls anywhere near the “Nice-to-Have” category, the kind of product that might be considered luxury or non-essential, you’re then plagued by dismissals with a simple “wish we could” response amidst cut-backs.

From the customer’s side, there is always the weighing of price versus value, and where your product winds up on that spectrum affects the end result crucially. This also stretches the sales cycle significantly, as decision-makers stall and deliberate. Customers will go to great lengths to ease their anxieties about a buying a product, including hiring consultants and doing a lot of involved research. And at the end, there still might not be a decision. Within this, part of the problem is often their own internal sales, and how well their representatives can sell the product within their own company. And again, managers and executives pulled in many directions slows down the sales cycle across industries.

Keeping aware of what your sales team sees as its biggest obstacles helps clarify areas for improvement. Every single employee should understand the process so that at every level of your company, whether large or small, the process is continuously amended and streamlined.

Your Technical Product is for Real Users, So Make it Personal

By | Customer Success, Izenda Reports, Tips

Those of us who develop and sell software are often tripped up by our own product: we live in a world of technical terms inexplicable to our end users. That’s where we lose them, sometimes from the very first interface we demonstrate. By finding a way to make a visceral connection to their needs, and by presenting them something that is simple and relevant, we can sidestep much of the communication failures in the process.

The initial impression is crucial. If a potential client sees a product that does not appear to match the skills and computing systems his end users are familiar with, you’ve lost from the first discussion. Engaging them from the start requires a few key adjustments to your approach.

Tell a Story

Give your product a personal side. This might sound silly, as you have a very technical piece of technology to provide. But that all the more reason for finding the emotional connection. What personal problem is this going to solve in the lives of end users? Evaluate what you currently lead with. Make the first piece of material they see a lot simpler.

Looking for examples of successful product stories? Check out our case studies of Izenda clients.

The client has real problems — compliance issues, fraud — that affect their professional and personal existence. Connecting to this feeling before you get too detailed, too technical, is often very effective. If the potential user can connect your product to the actual business problem they need solved, you’ve told a story that relates directly to them. Even with very technical, sophisticated buyers, having a simpler, emotional lead-in just always works better. Then you support it with data, and architectural diagrams, and all your powerhouse material.

Tell a story by:

  • Building nicer dashboards; make them clean and interactive
  • Having something a user can consume right away and play with. You want them thinking, “I just created this thing, that was simple and cool.”
  • Avoiding leading with features and functionality — it’s dated and increasingly less effective

Cloud Appeal: Have It

As computing evolves, so too is the way people interact with their devices. Touch devices and cloud services have changed what users want in their products. This has also affected what the modern enterprise audience wants to consume. In our own experience, we’ve gained valuable insight towards striking the right balance, through a thoughtful examination of the what has already worked best in the market. There are already search functions on smartphones that the average user is familiar with, so give them a similar option in your platform. At every level, think about the simplest way to operate, and how you can provide that to end users.

Provide Concrete Examples

You can talk about your product and its features all day, but it doesn’t hold a candle to a well-executed, concrete example of their data illustrated to them in new ways via your platform. Help the client to visualize what it will actually look like for them, and you’ve crossed the line from theoretical to actual benefit. Concrete examples are far more relevant to time-strapped buyers trying to improve their business decisions and operations than a list of hypothetical features. Find a way to sample some of their own material in a real environment. If no one else is doing this, it will prove a major advantage.

Start and Finish with Simplicity

Just because a potential client is a sophisticated institution, does not mean they don’t want simple, easy solutions. In fact, the more complex the organization, the more simplicity they are seeking. Doctors and scientists at the Centers for Disease Control in Atlanta, GA, are deeply involved in their industry, and don’t have the time or desire to learn an enormous, new product. The same goes for other advanced industries: they just want something simple that provides effective results. They want something users can understand without a technical background and without the need to time-consuming training.

Considering a cloud environment, illustrating your product with concrete examples in practice, and connecting to the human side of technology are essential steps towards reaching and pleasing the end user. The goal is never confusion, frustration, or bewilderment. At the heart of technology, we are responding to real human problems. And so in everything you create, show the world that power and simplicity can work together.

Say: “This is going to make your life easier.” Then make sure it really does.