4. Cloud compute marketplace Build a cloud marketplace Direct sales to both buyers and sellers Many different customer segments on buy-side and sell-side Huge dependency on technical platform
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7. Cloud Services Match Maker Pivot away from technical platform Help buyers find the best provider Removed financial, consumer segments Act as channel for sellers
Diverse IaaS products Lack of standards and fungibility Non-trivial switching costs
Status quo “good enough” No one is comparing IaaS providers Sellers Public sellers interested in using us as a channel Private sellers not interested – IT dept. not mandated to generate revenue Variable workloads impact opex Potential value in shifting on-demand instances to reserved instances
Demand prediction model Apply Queuing Theory Analogous to capacity planning problem Traditional enterprise sales model Field sales – high cost Makes sense if average deal size is $100K+ Inside sales model Free offering as lead gen Outbound emails and calls to follow up and convert Works for lower cost products/services
Decided on strategic direction Entice buyers through continuous, automatic optimization of cloud infrastructure opex Create market as industry standards and more sellers emerge
Ecosystem of cloud IT consultants Provide holistic cloud solutions to SMBs Integrate cloud services from multiple vendors Own customer relationships Could be our channel if our service does reduce opex as promised
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