Industrial hardware and enterprise software are both great business, but have very economics, scorekeeping, and development models. To run a strong software business, we may need to retool some operating processes as well as executive assumptions.
Software is intangible: it doesn’t have weight or size or per-unit manufacturing costs. But if we’re in the software business, we have to assign units and prices that reflect our value to customers. And we should be mapping out pricing strategy before we start development, not the day before product launch.
Taking a day off for tourism during my Brainmates/Australia tour, I had a chance to see the power of “free” in a non-tech entrepreneurial setting. Following along the business model literally and figuratively…
Logi is hosting a webinar on developing a successful Software-as-a-Service (SaaS) and business model: SaaS versus Licensed Software, Pricing Tiers, User Experience and Continuous Marketing, Service Metrics and Infrastructure Requirements.
How do we understand value from the customer’s point of view, not just the vendor? How do we choose pricing units, what portion of value can we capture, and why do we have to do the math/thinking in advance for customers?
Focusing on skills rather than titles, how do we avoid product manager/owner failure modes for revenue (commercial) software? And why do revenue software companies hire product managers, when agile development teams are looking for product owners?