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- The Accelerator Conundrum
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On-Demand BI – Not Just for SMB
By David Hatch, Guest Author As a brief introduction, Sramana Mitra and I, after a short on-line discourse, determined that my research into user organizations’ perspectives about BI technology, processes, and investment intentions would be of value to readers of this blog forum. As a primary researcher in the BI space, I am very interested
Concur CEO Steve Singh (Part 12)
Much of the growth opportunity for Concur, in my opinion is in being able to effectively penetrate Small Medium Enterprise (SME) markets. Here, we discuss issues around market size and profitability of the sales channels. SM: Smaller deals, in the 1-20 range, you can probably close them all by phone and even in the mid
Enterprise 3.0 Event: Nuggets
Here are some of the nuggets from the MIT Enterprise 3.0 event last night: * If you are an entrepreneur looking for opportunities to focus on, there are white spaces in the portfolios of larger players like Microsoft, Google and Cisco, especially in the area of Prosumer productivity and collaboration. Probably more built-to-flip models. *
Concur CEO Steve Singh (Part 11)
Steve says he does not segment his customer base by size. I push, because I think he should. SM: You do not have any bias one way or the other? SS: Not at all. Our distribution strategy is to reach customers of any size. We have no concentration of revenue, by customer or by market
Concur CEO Steve Singh (Part 10)
A crucial advantage of any on-demand software model is the ability to reach into new customer bases. I press hard here to understand the demographics of the company further. SM: Help me understand your customer base a bit. Are you focused on Fortune 500, Global 2000 or are you focused on smaller companies? SS: Early
Concur CEO Steve Singh (Part 8)
SM: Most of the expense reporting is around travel. However, there are other expenses to be incurred, right? SS: That is exactly correct, there are expenses which occur outside of travel. The same solutions can be applied whether it is business travel or taking a client out for lunch. The core point is that as
Concur CEO Steve Singh (Part 7)
Another beneficial attribute of the company was a very specific focus and area of expertise. Maintaining that focus has allowed them to develop into pureplay domain experts, and depth of expertise is always valued. SM: OK, so the focus has been on-demand expense management solutions. That has been the case from 2001 until now, right?
Concur CEO Steve Singh (Part 6)
Dealing with and properly addressing change is a substantial aspect of the success or failure of companies. Shifting to the on-demand model without any other examples to follow was visionary, but if implemented incorrectly could have been devastating as well. SM: How did you change the channel at this point? You shifted to an on-demand
