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.
Earlier today, SafeNet announced that the leading analyst firm Frost & Sullivan has recognized the company for their leadership and dominance in the global software license management market.
Featuring a …
Software Licensing in a traditional B2B world is a mature concept, familiar to many. The idea of utilizing technology to enforce the use of a software license has evolved over many years. We have even almost managed to cement some standardised terms along the way to help define what kind of license we are talking about – seat, volume, floating, site, and so on.
Software licensing today is far more than a mechanism for securing revenue streams. It is a business enabler, with software vendors experiencing significant increases in revenue from new selling and distribution models, as well as simply recovering losses from the ‘non payers’.
When mobile software applications first gained popularity, they were very much isolated from this licensing ecosystem. But now however, we are starting to see a clear convergence between the mobile and traditional worlds and there are two factors which are influencing this trend the most:
If you live in US or follow the news about US, you know that we are in middle of a political election season. You can’t go a week without watching the back and forth between Presidential candidates over topics that range from relevant to mundane, game-changing to ridiculous. One of the more serious topics (and probably at the top of the voters’ mind) is job creation, or the lack thereof. The US economy is growing but job growth is not keeping pace. At the heart of the issue is productivity: when the chips were down during the peak of recession, most companies learned to be very efficient. That is, they learned how to get more out of the resources they have. One of those efficiencies is increasing use of IT to improve productivity of employees. You could say job growth has given way to use of more software systems and tools.
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.
Software monetization can be viewed as the adoption of any variety of measures an organization takes in order to increase the profitability of their intellectual property, in this case, software. These tactics can range from sophisticated anti-piracy and IP protection techniques to creative pricing and packaging strategies. It is important to note that no individual software monetization technique is greater than the combination of multiple techniques. No matter what type of software application has been developed or how that application is being delivered to the end-user, a comprehensive software monetization strategy hinges on four key factors – how effectively the software publisher can package, control, manage, and monitor, their offering(s).
This is a juicy question was posed on Quora (http://b.qr.ae/HmF392). I was intrigued by a couple of the responses and added my own. Here is my view…
The answer is …
We recently ran an article on our software monetization channel that discussed the common barriers that prevent ISVs from building an effective monetization strategy. Are you looking to improve or even define your software monetization plan? Here are five barriers that you should prepare for:
As your company continues to grow, you may find that you have acquired a varied collection of licensing systems. Each product line has its own registration process, and its own set of problems. This may be manageable for awhile, but eventually multiple product lines affect almost every department within your company, and the repercussions are reaching your customers. A disparate licensing system can hinder internal communication and wipe out resources. Your staff is no longer focusing on your core competencies, but rather spending all of their time on your licensing system.
With an entitlement management system, streamline your back office and create one cohesive licensing system to maintain. Here are the 5 ways that an entitlement management system can help you empower your employees to work smarter, not harder.