Acquisitions are good, right? Sure they help your company grow, but what other baggage do they bring? Obviously, you will gladly expand your customer base and available resources. But what are you going to do about an inherited homegrown licensing system that is completely incompatible with yours? Read how one company expanded, without the additional headache of managing disparate licensing systems.
Sage is an international business software, services and support company working primarily with small and medium sized businesses. Throughout the years, acquiring other companies has allowed Sage to continue to expand globally. However, these acquisitions also led to multiple homegrown licensing systems that did not work cohesively.
My last blog discussed building a business case for implementing a software license enforcement system. A key component of the case should be a plan to minimize negative impact on the customer base. This article offers a handful of practices designed to help you ease your customer roll-out. While not every practice can apply to all cases and to all business, each should provide some food for thought.
Often when talking to customers I find the conversation of licensing focused solely on ensuring compliance – that is to say, making sure that their customers don’t run afoul of their license agreement. That’s like buying a Ferrari and never getting out of 1st gear. Business intelligence is one of many over looked major benefits of a properly configured licensing and entitlement management system. Most would agree that reports from ERP systems are generally not flexible enough nor tailored enough to give Product Managers the information necessary to make intelligent decisions around the future of their product roadmap and packaging strategies. To fully realize the potential of your licensing system it is important to remember the business benefits of tracking the customer use of the license. At a basic level, as a product manager, I want a licensing system to provide me the necessary information to make these decisions:
There are many virtualization related debates underway right now (even as you read this!), but one that I recently came across seemed to stand out above the others. It was all about who should be dictating the direction software companies should take to tackle software licensing and virtualization. Treating that topic independently, there are essentially 3 players involved:
I don’t know if they teach this in every MBA program, but I am sure you have heard that every business case can be boiled down to a certain number of “P”s. It is just a question of how many…some have 4 P’s, some have 5; but in this world of Twitter and brevity, I am going to go with the three that matter most when you think about creating licensing approaches for software: Piracy, Portability, and Profitability.