"this coming 'services wave' will be very disruptive… services designed to scale to...
TRANSCRIPT
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"This coming 'services wave' will be very disruptive… Services designed to scale to
tens or hundreds of millions will dramatically change the nature and cost of solutions
deliverable to enterprises or small businesses.” Bill Gates
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Software as a Service (SaaS)
Um modelo de negócio emergente
Cassio Melo, Daniel Arcoverde, Efrem Moraes, João Henrique, Rodrigo Freitas
{cam2,dfa,eram,jhcp,rqf}@cin.ufpe.br
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AbordagemPor que os compradores estão optando pelas alternativas de
SaaS? Quais são os benefícios e os Riscos?O que grandes empresas de TI então fazendo para
transformar seu modelo de negócio para incorporar Software as a Service (SaaS)? Quais são os benefícios, riscos e oportunidades?
Como startups lidam com esse fenômeno?Quais as perspectivas que analistas industriais estão tendo?Quais são os desafios principais que essas empresas irão
enfrentar para implementar efetivamente um modelo de negócio SaaS? Modelagem Financeira Vendas, distribuição, e estratégias de licenças
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Software as a Service (SaaS)
Company name
Traditional Software On-Demand Utility
Build Your Own Plug In, Subscribe
Pay-per-Use
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Software as a serviceNovo modelo de entrega de software
(software delivery)Paga-se pelo uso (pay-per-use), não pela
propriedade
“Software implementado como um serviço hospedado e acessado pela Internet” Microsoft
“...disponibilizadas a clientes por uma rede, tipicamente a Internet” IBM
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Características chavesSegundo o IDC, incluem:
Rede de acesso e gerenciamento de softwareGerenciamento é melhor a partir de
localizações centraisAs aplicações são mais próximas de um modelo
um-para-muitos
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Categorias de ServiçoServiço de linha de negócios
Soluções personalizáveis para facilitar processos de negócios
Vendidos como assinatura
Serviço orientados a cliente (público em geral)Fornecidos sem custo/financiados por anúncios
Às vezes vendidos como assinatura
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Software as Bits vs. SaaS
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Evitar custos escondidos em softwares tradicionais
© 2006 Salesforce.com.
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The Long Tail
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The Long Tail
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The Long Tail
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Quem busca valor?
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Comparação de modelos de negóciosTraditional packaged software Software as a service
A solução é arquitetada para ser executada por uma companhia individual em uma infra-estrutura dedicada
Projetado para executar em milhares de clientes diferentes em um único código
Projetado para os clientes instalarem, gerenciarem e manterem
Projetado para ser distribuído como serviço pela Internet
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Traditional packaged Software Software as a Service
Controle de Versão Taxa de Upgrade
Ao corrigir um problema para um cliente, é corrigido para todos
Funcionalidade repetível via Web services, APIs abertas e conectores padrões
Pouco freqüente, atualizações principais a cada 18-24 meses, vendido individualmente para cada base de cliente instalada
Freqüente, atualizações "digeríveis" a cada 3-6 meses para minimizar o impacto no cliente e melhorar a satisfação
Pode usar APIs abertas e Web services para facilitar a integração, mas cada cliente tipicamente tem que pagar pelo trabalho de integração
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SaaS tem natureza contínua
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Quais as perspectivas da indústria?
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Demanda de licenças pelo cliente
18
Other, 6% Other, 7%
Per user, 35%
Other vble, 5%
Per site, 26%
Per site, 26%
Other vble, 9%
Per user, 20%
Annual, 18%
On demand, 9%
Annual, 15%
On demand, 23%
Use Now Plan to UseSource: AMR Research survey of 242 IT executives, January 2005
66%55%
27%38%
LimitedTerm
UnlimitedTerm
© 2006 MarketShare, Inc.
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Source: AMR Research survey of 242 IT executives, January 2005
© 2006 MarketShare, Inc.
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“ The estimates are that about 10% of software is sold as SaaS now and that over the next 5 to 10 years it will grow to 25% ” Don Dodge
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Começando um negócioe vendendo SaaS
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datadatadependência
confiança?
comodismo
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Características
escalabilidade
commodity?
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"If you went to buy a fully loaded BMW listed for $10,000, you'd expect it to be low-end,"
Rob Reid, Oracle
Baixo preço unitário
escalabilidade
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OrganizaçãoSaaS companies move faster than big
companies. They can introduce new features instantly versus waiting for the next major release. Think years.
Industry standards are critical for interoperability
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GastosEngineers must design in user customization
and remote development capabilities.
Steady state business models require 15-18% for engineering and 30-35% for Sales and Marketing.
24x7x365
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Fluxo de caixa
Licença tradicional
SaaS
It takes 70% to 100% more capital to fund a SaaS company to a liquidity event than a traditional perpetual license company. It also takes 2 to 3 times longer
- North Bridge Venture Partners
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Saúde financeiraSaaS companies need an average of $35M in
VC capital, versus $20M for a similar perpetual license company.
It takes 6 to 7 years to get to a liquidity event (IPO or acquisition)
Public equity markets pay a 10% to 20% premium for predictable revenue streams
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ContratosRenovações automáticasCláusulas de rompimentoSLA (Service Level Agreements)PrivacidadePerda de dadosExportação de dados
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Casos de Negócio
IBM Applications on Demand ™
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Softwares CorporativosEstudo do Butler Group
Em março de 2006 com 60 EmpresasNenhuma utilizava mais de 50% das
funcionalidades de seus aplicativos corporativos
Aumento da complexidade das aplicaçõesAlto investimento inicialNecessidade de pessoal de TI muito
especializadoMaior custo de manutenção
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IBM Applications on Demand™Hospedagem e manutenção de aplicações dos
clientesAplicações de terceiros ou próprias:
SAPSiebelLotus NotesOracle
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IBM Applications on Demand™Pessoal técnico altamente especializadoProver alto nível de:
PerformanceSegurançaDisponibilidade
Pay-as-you-go basis
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IBM Applications on Demand™Vantagens
Diminuir custo total de propriedadeFoco no negócio da empresaRedução de investimento inicialPerformance e escalabilidade
DesvantagensDependência numa área sensívelIntegração com sistemas desenvolvidos
internamente
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IBM Applications on Demand™Modelo de negócio
Centros de controleContrato de vários anosDesafios
Escalabilidade do serviço
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Casos de Negócio
Salesforce.com
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A força do CRM em SaaS27.100 clientes e 556.000 assinantesFaturamento US$ 300 mi anuaisCresceu 1.000% nos últimos 4 anos
Fonte: BusinessWeek
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AppExchangePlataforma de troca de aplicaçõesDesenvolvedores podem vender/distribuir as
aplicações atravésMais de 500 aplicações disponíveis
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É necessário capital para construir uma base
Salesforce.com Subscriber Base and Revenue Build
$-
$10
$20
$30
$40
$50
$60
$70
$80
$90
1 2 3 4 5 6 7 8 9 10 11 12 13
Number of Quarters (Since Q1 FY 2004)
Reve
nue
($ M
)
0
50
100
150
200
250
300
350
400
450
Subs
crib
ers
(000
s)
© 2006 MarketShare, Inc.
Capital levantado: $175 M
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Estimativa relativa de custos
40Is a $25K SaaS fee equivalent to a $17.5 K perpetual license?
Perpetual Equivalent of SaaS Fee
$-
$5.0
$10.0
$15.0
$20.0
$25.0
$30.0
$35.0
$40.0
$45.0
0 4 8 12 16 20
# Quarters
Cum
e Pa
ymen
ts ($
K)
Perpetual Equivalent(no hosting)
M&S Fee(@ 15% Perpetual)
SaaS Fee(10 Users @ $65/mo.
inc. hosting)
Breakeven(3 years)
© 2006 MarketShare, Inc.
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ConclusõesEssa apresentação que SaaS irá crescer como
percentagem do total de contratos de software, mas ambos modelos irão persistir por um longo tempo
Feito corretamente, o SaaS é um modelo de negócio recompensador. Salesforce.com ainda é uma “criança” para o sucesso do SaaS
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Lista de links de artigos usados como referênciahttp://www.salesforce.com/appexchange/publishing.jsphttp://www.businessweek.com/technology/content
/feb2005/tc20050285744_tc203.htmhttp://dondodge.typepad.com/the_next_big_thing/2006/04/
saas_software_s.htmlhttp://www.cbronline.com/article_news.asp?guid
=7471DB0B-00A3-40D2-86EF-7FD88F9FC15Ehttp://blogs.zdnet.com/SAAS/?cat=31http://www.gcn.com/print/25_30/42219-1.htmlhttp://www.awprofessional.com/articles/article.asp
?p=99979&seqNum=7&rl=1http://blogs.msdn.com/fred_chong/archive
/2006/09/27/774408.aspxhttp://www.businessweek.com/technology/content
/apr2006/tc20060417996365.htm?campaign_id=topStories_ssi_5
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Software as a Service (SaaS)
Um modelo de negócio emergente
Cassio Melo, Daniel Arcoverde, Efrem Moraes, João Henrique, Rodrigo Freitas
{cam2,dfa,eram,jhcp,rqf}@cin.ufpe.br