Software-As-A-Service: Implications for Business and Technology in Product Software Companies

D'Souza, Austin; Kabbedijk, Jaap; Seo, Dongmin; Jansen, Slinger; Brinkkemper, Sjaak

doi:10.2139/ssrn.2400363

Cited by 9 publications

(5 citation statements)

References 25 publications

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“…Cost (€) Implementation consultancy costsbusiness analysis (Contract hours) 16 Table 10 summarizes the estimated implementation and migration costs for the SP (€168,647). The most significant cost component, which represents 47.83% of the overall migration costs, is by far consultancy costs for design and development, followed by security design (16.15%).…”

Section: Implementation Phasementioning

confidence: 99%

“…The chapter concludes with a summary of contributions and suggestions for future research. somewhat surprising given the significant changes that cloud computing can generate in organizations' processes and business model, particularly for SPs [16]. Even more surprising is the lack of studies linking the value generated by cloud investments to the technical aspects of the services adopted or provided.…”

Section: Introductionmentioning

confidence: 99%

“…Even though monthly or annual subscription fees is the most common pricing structure, other structures include, for example, transaction based revenue (i.e. customers are charged based on the number of transactions they perform) and premium based revenue (users are charged for premium versions besides the free versions) [13,16,48]. Irrespective of the pricing structure an SP adopts, a reliable estimate of the infrastructure costs it has to sustain to provide the service is required in order to ensure the existence of adequate margins [37].…”

Section: Introductionmentioning

confidence: 99%

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Right Scaling for Right Pricing: A Case Study on Total Cost of Ownership Measurement for Cloud Migration

Rosati

Fowley

Pahl

et al. 2019

Communications in Computer and Information Science

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Cloud computing promises traditional enterprises and independent software vendors a myriad of advantages over on-premise installations including cost, operational and organizational efficiencies. The decision to migrate software configured for on-premise delivery to the cloud requires careful technical consideration and planning. In this chapter, we discuss the impact of rightscaling on the cost modelling for migration decision making and price setting of software for commercial resale. An integrated process is presented for measuring total cost of ownership, taking in to account IaaS/PaaS resource consumption based on forecast SaaS usage levels. The process is illustrated with a real world case study.

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Section: Implementation Phasementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Right Scaling for Right Pricing: A Case Study on Total Cost of Ownership Measurement for Cloud Migration

Rosati

Fowley

Pahl

et al. 2019

Communications in Computer and Information Science

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“…Examples of such enterprise application software are enterprise resource planning (ERP) and software that support enterprise-wide processes such as supply chain management (SCM), customer relationship management (CRM) and human resources management. Software as a service (SaaS) applications are cloud-based applications that are accessed over the internet and are managed by the vendors who charge a "pay-as-you-go" subscription fee (Bhardwaj et al, 2010), whereas "on-premise" applications require the organization to install a version of the software locally, by obtaining a software license (Howcroft and Light, 2006;D'Souza et al, 2012;Bhattacherjee and Park, 2014). Organizations that are looking to acquire information technology (IT) products and services are increasingly adopting a "cloud-first" strategy when it comes to buying new software or replace existing IT assets (Gartner, 2019).…”

Section: Introductionmentioning

confidence: 99%

Impact of software as a service (SaaS) on software acquisition process

Raghavan

Jayasimha

Nargundkar

2020

JBIM

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Purpose Organizations worldwide are adopting software as a service (SaaS) applications, where they pay a subscription fee to gain access rather than buying the software. The extant models on software acquisition processes, several of which are based on organizational buying behavior, do not sufficiently explain how SaaS application acquisition decisions are made. This study aims to investigate the acquisition process organizations follow for SaaS software, the changes to the roles of the Chief Information Officer (CIO) and the business user and also looks at the impact of SaaS on the proliferation of unauthorized software systems. Design/methodology/approach The authors used exploratory research using the grounded theory approach based on 18 in-depth interviews conducted with respondents who have studied with enterprise software delivered on-premise and as SaaS in different roles such as sales, consulting, CIO, information technology (IT) management and product development. Findings The authors identified a need to classify the SaaS software and developed a framework that uses software specificity and its strategic importance to the organization to classify SaaS applications. The aforementioned framework is used to explain how software evaluation processes have changed for different kinds of SaaS applications. The authors also found that the CIO’s and the business users’ have changed substantially in SaaS application evaluations and found evidence to show that shadow IT will be restricted to some classes of SaaS applications. Originality/value By focusing on the changes to the roles and responsibilities of the members of the buying center, this paper provides unique insights into how the acquisition process of SaaS is different from the extant models used to explain enterprise software acquisitions. An understanding of how information search is conducted by the business users will help software vendors to target business users better.

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“…"As a service" (aaS) offerings provide convenient, configurable solutions to computational problems by allocating resources over the internet (Dsouza, Kabbedjik, Seo, Jansen, & Brinkkemper, 2012;Costa, Migliavacca, Pietzuch, & Wolf, 2012;Sandikkaya & Harmanci, 2012). To run an exciting new breed of resource-intensive mobile applications such as Real-Time Face Recognition (Powers, Alling, Gyampoh-Vidogah, & Soyata, 2014), Augmented Reality, Real-time Language Translation (Google-Translate; MS-Translator), and Surveillance, it is possible for a user to rent cloud instances.…”

Section: Background and Motivationmentioning

confidence: 99%

Selling FLOPs

Powers

Soyata

Advances in Wireless Technologies and Telecommunication

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To meet the user demand for an ever-increasing mobile-cloud computing performance for resource-intensive mobile applications, we propose a new service architecture called Acceleration as a Service (AXaaS). We formulate AXaaS based on the observation that most resource-intensive applications, such as real-time face-recognition and augmented reality, have similar resource-demand characteristics: a vast majority of the program execution time is spent on a limited set of library calls, such as Generalized Matrix-Multiply operations (GEMM), or FFT. Our AXaaS model suggests accelerating only these operations by the Telecom Service Providers (TSP). We envision the TSP offering this service through a monthly computational service charge, much like their existing monthly bandwidth charge. We demonstrate the technological and business feasibility of AXaaS on a proof-of-concept real-time face recognition application. We elaborate on the consumer, developer, and the TSP view of this model. Our results confirm AXaaS as a novel and viable business model.

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Software-As-A-Service: Implications for Business and Technology in Product Software Companies

Cited by 9 publications

References 25 publications

Right Scaling for Right Pricing: A Case Study on Total Cost of Ownership Measurement for Cloud Migration

Right Scaling for Right Pricing: A Case Study on Total Cost of Ownership Measurement for Cloud Migration

Impact of software as a service (SaaS) on software acquisition process

Selling FLOPs

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