SaaS is fundamentally more efficient than the traditional mode of software product delivery in virtually every way. SaaS is more efficient to build, more efficient to operate, more efficient to maintain, and more efficient to support.
The opportunity to reduce costs in literally every facet of the value chain for software is unprecedented. Rarely is an industry presented with an evolution that can literally reshape literally every aspect of its operations.
But is SaaS really more efficient? Or are costs simply being moved from the customer to the service provider?
Two key concepts provide a partial answer: Environment-centric software; and Shared Resources.
- SaaS provides an opportunity to build environment-centric software (software design and built to run in a specific delivery environment in terms of OS, datbase, application server, etc), and represents a cost-saving opportunity for the SaaS provider because there is simply less software to write. This means more efficient development, and more efficient software maintenance.
- The concept of shared resources provides the rest of the answer. With SaaS, virtually every resource that would have otherwise been isolated to a specific customer is now shared across multiple customers – shared servers, shared storage systems, shared network, shared IT staff.
When these resources are dedicated to specific customers, the result is an internal fragmentation of resources – the resources don’t get fully utilized.
With SaaS, resources such as servers, network, storage, and people are more fully utilized and therefore the overall cost of delivery is simply less. As grid-related technologies become more prevalent to build SaaS offerings, this efficiency of resource utilization will increase further.
Two additional factors are highly relevant as well: Purchasing costs and brand loyalty/awreness.
- The opportunity to "try before you buy" means that SaaS is likely more efficient from a purchasing perspective as well. And going forward, I suspect that the switching costs associated with many SaaS offerings will be very low also.
- With SaaS, the only brand that is important to the customer is that of the SaaS provider. Customers want to know that the service is always available – but they don’t really care what kind of hardware, operating systems, or database software is used to provide the service. This allows the SaaS provider to be brand-agnostic in designing the service delivery environment, and potentially taking a “Google-like” approach that uses low-cost hardware and open source software such as Linux to reduce costs while still delivering the required level of service to the customer.
The bottom line is that SaaS is fundamentally more efficient, and that makes SaaS an economic evolution, not a technical one.
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About hagins
Jeff Hagins has more than 24 years of experience in product marketing, product management, software development, technical operations, service delivery, and software quality. Hagins is currently the Managing Partner for Mural Consulting and a General Partner of Mural Ventures, both companies that focus exclusively on Software-as-a-Service. His career has also included positions as Chief Technology Officer, Senior Vice President of Product Management, Chief Architect, Vice President of Engineering, and Board Member for companies such as Lockheed Martin, J.D. Edwards, TeleComputing, Apptix, Dynix, and SMBLive.
Hagins has been active in the Software-as-a-Service industry from the beginning, helping to launch the J.D. Edwards ASP initiative in early 2000, becoming a board member of the ASP Industry Consortium (ASPIC) in 2001, as an advisor to the Computing Technology Industry Association (COMPTIA) Software Services Group, and as an advisor to Microsoft on the Communications & Collaboration Developer Advisory Council. Hagins is currently also a member of the Gerson-Lehrman Technology, Media, and Telecommunications Council of Advisors.
Hagins has worked actively over the last 6 years in the Utility Computing and Software-As-A-Service industry with companies such as Microsoft, British Telecom, CSC, Telecom New Zealand, Cable & Wireless, NTT, MCI, Bell Canada, Savvis, and many others. His efforts with these ISVs and Service Providers have focused on overall Go-To-Market Strategy and Execution, Product & Marketing Strategy, Channel Development, Service Design & Architecture, Service Optimization, and OSS/BSS Integration. Hagins' experience in the SaaS industry is unique, having worked as CTO for SaaS ISVs such as SMBLive, as a CTO for pure-play Application Hosters such as Apptix, and even as the CIO for a mid-market company purchasing SaaS offerings (Dynix). He brings a unique perspective on the complete value-chain for SaaS, and in his role as Managing Partner for Mural Consulting is actively working with ISVs and Service Providers of all shapes and sizes to help them define and execute their SaaS strategies.