What makes the most successful Internet companies so successful? They understand that the Internet is much more than a delivery channel – it is a customer feedback channel. So they get smarter every day, and improve constantly. Software companies have yet to capture this opportunity – today the Internet is reduced to the conduit for ESD (Electronic Software Distribution), or the live application (Cloud).
Over the last several weeks, I have been doing a fair bit of traveling. I found myself in the unfortunate situation of not having the use of my laptop for a few days while traveling internationally. Fortunately, I was traveling with a few key gadgets: my iPad, a cool iPad keyboard from Zagg, and my cell phone. I had almost everything I needed to get my job done and was able to get by well enough for the remainder of my trip. Although I am an avid iPad user both for business and personal use, this experience reaffirmed just how close we are in many ways to really being able to decouple ourselves from the traditional PC for many of the office- based work functions that most of us manage on a daily basis.
It’s easy to confuse authentication with authorization. The two are frequently used interchangably in conversation and are often tightly associated as key pieces of web service infrastructure. But the two are really two different concepts which often are completely divorced from each other. Authentication is the process where by an individual’s identity is confirmed. Whereas authorization is the association of that identity with rights and permissions.
LicensingLive, the software industry’s premier licensing and software monetization event, was held last week in Cupertino. Now in its 5th year, this two-day licensing event was bigger and better than ever before, featuring prominent speakers from various industries all coming together to share their experience and expertise about software monetization with LicensingLive’s nearly 100 attendees.
Here is a little secret – I love shopping. Yes, I admit it. I like shopping for clothes, shoes, wines – you name it. But I hate malls, stores, and I especially hate being followed around by a pushy sales rep!! When it comes to shopping, I have my own routine and associated expectations. I research my options, look at competitive alternatives (brands), seek a good deal without having to bargain, try to have it shipped to me (if possible), and should I need to return it, I want to be able to ship it back and get a replacement. My favorite online retailer meets all of my expectations, whether I am buying clothes or shoes for myself, and yes, jewelry for my lovely wife when I have messed up. This raises the question, why shouldn’t I enjoy the same experience when it comes to licensing software?
As software vendors move to software as a service, how are they handling the challenge of adapting their pricing strategies? Recently, IDC’s Amy Konary sat down with TMC’s Erin Harrison, Executive Editor, Cloud Computing, to talk about the evolving pricing model in the software monetization market.
According to Konary, software monetization in the cloud naturally lends itself usage-based subscription models and increased transparency for tracking. Automated tracking of entitlements and license usage down to the feature level has become expected, and cloud application developers need to carefully consider how they plan to integrate tracking and reporting into their solutions.
When technical entrepreneurs build their companies, they don’t really know how to make money from their invention, and they invest more time on building their product without thinking of optimizing revenues. In the last couple of years, I’ve been engaged with some startup companies that have a great and existing product but no clear business model of how to actually monetize their software.
Cloud applications and services are not a trend anymore, and most of the new startup companies build their product in the cloud in order to minimize time to market and expand distribution. But, without a real business model, even the most helpful product on the market can have problems when it comes to software monetization.
Sind Sie ein ehemaliges „Blumenkind“? Erinnern Sie sich an die erste bemannte Mondlandung, an die Erstausstrahlung der Quizsendung „Allein gegen Alle“ mit Hans Rosenthal und daran, dass Gustav Heinemann als erster deutscher Bundespräsident die Niederlande besuchte? Dann werden Sie sich im September bei LicensingLive ganz zu Hause fühlen.
Wir reisen zurück in eine einfachere Zeit, komplett mit Hippies und klassischem Rock, mit unserem neuen Contest „Peace, Love and Licensing“.
Are you a former flower child? Do you remember the first steps on the moon, gas prices at $.35/gallon, the classic VW bug, or Woodstock? Then, you’ll feel right at home on LicensingLive in September.
We’re taking a trip back to a simpler time, complete with hippies and classic rock with our new contest titled “Peace, Love, and Licensing.”
This question recently appeared on Quora, and I thought it would benefit our readers to hear the answer.
“What is standard practice for when companies want to “switch seats” in a SaaS licensing context? I run an early-stage SaaS company and we sell on a per-seat basis. Occasionally I’ll get a request to switch a seat from one user to another. Sometimes this is because someone left a company and in other cases it’s because a user isn’t very active and they want to switch to someone who will be more active. What is standard practice here for this? Obviously we’d prefer that a new seat license be purchased rather than transferring a license but we also want to try to be flexible given that we’re a start-up”
This question reaches outside of the SaaS domain and applies to many per-user or named-user license models in the traditional on-premise environments.