In the good old
days IT organizations developed software; the development initially began with
an army of developers working for the EDP/MIS/IT organizations and they did
deliver customized solutions for each business unit or function though not
always in the time that business wanted these solutions. But back then we did
have the luxury of time. As momentum grew, it gave birth to software
development and maintenance companies who will do it better, faster, cheaper.
Disruption
arrived in the form of packaged Commercial-Off-The-Shelf (COTS) solutions with
three letter acronyms (TLA) that took everyone by storm. ERP, CRM, SCM, BPM,
ECM, the TLA multiplied creating frenzy amongst companies. Fed up with delays
and the slow pace, most embraced the new wave; the investment was justified for
speed and standardization. IT transformed itself to adapt to the new paradigm
while consultants laughed all the way to the bank.
All software have
list prices and ironically no one buys at that price; everyone depending on
their leverage and volume negotiated discounts. These varied from the low 10%
to in a few cases high 70-80% for global and large deals; more so in cost
sensitive markets which could not digest Dollar or Euro pricing. And then the
slowdown at the turn of the century and another one not too long ago coupled
with a market that was drying up for new licence deals created interesting
scenarios.
I have been
hearing some interesting news from my CIO friends; it would appear that many
solution providers are demonstrating desperation to sell to meet monthly,
quarterly and annual targets. The discounts are getting bigger and especially
so when any of the calendar milestones are close. CIOs know this and leverage
this to their advantage. A vendor signed up an existing customer for an add-on
solution at 98% discount just to ensure that a competing product does not make inroads.
In current times
it is evident that every buy decision goes through higher rigor and diligence
than it did in the good old days. Evaluation cycles are longer and purchase
decisions deferred to align with vendor financial calendars. Even vendors play
the game fully knowing that the CIO and/or the buying team will close the deal
once they believe that the discount level is apt. I am not sure anymore if prices
at current levels are artificial to give the mental satisfaction to the customer
of getting a great deal.
A friendly CIO
talked in hushed tones of a solution he got free ! No licence fee, no implementation
cost, only support charges payable after go-live ! This was not a small
solution provider, but a leader in the segment in which they operated. I probed
further to find why would someone want to do that ? The only insight that I
could gather was about creating new market segments and a case study. The
project worked well and the CIO was a hero in his company albeit it created
challenges for him for future purchases of any solution.
New delivery and
service models coupled with cloud based delivery have created new operating
principles for everyone. Pay as you use, scale up or down based on load and
number of users, dynamic pricing linked to revenue or business benefit, are
some examples. How do these impact purchases ? Does it take away the charade of
negotiations ? Does this start leading to standard pricing ? So far, I think
not, but the future may be different.
Consumers today
are willing to pay whatever the marketplace asks as a price; the same individuals
in a corporate setting expect a different reality. Maybe it is to do with
micro-payments versus large cash outflows. Maybe it is to do with task specific
applications on the mobile to general purpose solutions that require large
implementation efforts. I think if enterprise application vendors started
breaking down their apps in a way similar to consumer apps, the sum of parts
would be larger than the whole.
But then we will
not need large monolithic applications to run our business and that is something
worth thinking about, and most applications would have free versions !
I have been seeing this in the market for the past 12 months and this is a common place strategy. But here's my take. Discounts don't help anyone least of all the CIO. Why? because when there needs to be the next up-grade there will almost certainly be a cost. Also, if the CIO is reporting to the CFO (which is highly likely in most cases), the CFO will expect the CIO to strike a similar deal - and am guessing blue-moons don't happen that often..
ReplyDeleteLove this sentence. "Consumers today are willing to pay whatever the marketplace asks as a price; the same individuals in a corporate setting expect a different reality." And the follow up insight.... "if enterprise application vendors started breaking down their apps in a way similar to consumer apps, the sum of parts would be larger than the whole..."
ReplyDeleteEnterprise apps are getting "broken down". If not by the same vendor, then by new competition. Even the front-runner of SaaS world, SalesForce.com is being challenged. OnePageCRM, HighRise as contenders are looking interesting at least to the SMB segment.
There is another wave rising up at foundational level. GitHub, NodeJS, HTML5, Chrome Dev Tools, open plugins/themes ecosystem for changing the long held fundamentals of long-lifecycle large projects by one silo'd organisation team. Having been on both buyer and seller side of IT - I know that large IT vendors have a lot of catching up to do.
There is a reason Google and Twitter invest so heavily in open sourcing core technologies. For one, they create a whole generation of crowd-sourced innovation "hackers" which grows exponentially when "managed and invested" with a long term business view.
I am writing about some of these shifts in my open book project. Would love to invite your thoughts, having read your blog.