Should software companies be more concerned with top-line or bottom-line growth? The honest answer is that you need both.
For software companies it is all about bringing the fastest, most scalable, reliable, and secure options to the marketplace whileadvancing customers to the next level so more can happen, more information can be shared, and more knowledge can be collected and saved. As a software developer and vendor, it is not enough to approach a potential client and claim your tech offerings are bigger, faster, bolder and safer than they were last year. You’ve got to prove your claim in the software business world, every single day.
It’s a simple, but effective, equation for growing a company: good months make good quarters, and good quarters make good years.
Crafting the perfect follow up message (or, more accurately, messages) is often considered one of, if not the, most challenging aspects of a career sales.
BetterCloud — SaaS security for applications such as G Suite, Dropbox, Slack, and Office 365 — recently hired their first VP of Channel, Emily Cataldo who will be responsible for the strategy, management, and expansion of BetterCloud’s channel partner ecosystem including resellers, services, and distribution partners across all the applications the company supports. Cataldo took time to speak with Software Business Growth, answering questions about why she joined BetterCloud and her vision for the future, as well as offering advice for other software companies looking to start or grow a channel program.
Regardless of the maturity of the product portfolio, vendors leave it to their channel partners to do the heavy lifting in interpreting the applicability of these offerings to the business customer. These vendors also rely on managed services providers and resellers in the channel to sell, deploy, and support these products and services in a highly competitive, increasingly fragmented, and in many cases, commoditized marketplace. This situation is causing havoc in the channel, and if not addressed properly, software vendors risk alienating their reseller partners.
IT, procurement, accounting, and operations managers tasked with managing IT and operational costs will always have their scourges, such as real estate, mobility, and other complex spend categories. Amalgam Insights warns that SaaS (Software-as-a-Service) now takes its place in the pantheon of troublesome spend categories that require specialized sourcing, expense management, and support strategies. To understand why, consider the nature of SaaS as a spend category and operational responsibility.
Using financial and operating metrics as a strategic tool provides the actionable insight you need to achieve your firm’s most important goals: driving growth, profitability and the type of value the market will reward at exit.
Steve Sehy from CaaS for SaaS CFO Services, and Tim DuVall, a tax partner at Katz, Sapper & Miller CPA firm, have teamed up to put together a targeted tax presentation specifically for SaaS companies.
"SaaSOptics has taken the headache out of running much of the finance operations of our SaaS business and will be an important part of our future growth and success.” -Mark Pocock, CFO, Mastery Connect.
SoftwareBusinessGrowth.com seeks to inform and advise the software community on the best opportunities for business success, where developing killer code simply isn’t enough. At SoftwareBusinessGrowth.com, software companies learn the management, sales, marketing, HR, operations, support, finance, customer success, product, and partner development strategies that will take their solutions out of the testing and into the hands of more users. Through a daily stream of news and exclusive insight served up by winners in the software community, our multimedia newsletter, webinar, event, and site content helps readers build value for their software businesses.