1.
Customer Bill Of Rights:
Software-as-a-Service
37 Best Practices To Improve the SaaS
Client-Vendor Relationship
October 12, 2009
By R “Ray” Wang
With Jeremiah Owyang
Includes input from 57 ecosystem contributors

2. Ecosystem Input
The Customer Bill of Rights: Software-as-a-Service (SaaS) report could not have been produced
without the generous input from some of the leading market influencers and the following vendors
who have shown a keen interest in transforming the client-vendor relationship. Please keep in
mind; input into this document does not represent a complete endorsement of these rights in total
by the individuals or vendors listed in this report.
Influencer Input
Nenshad Bardoliwalla
Naomi Bloom, Bloom and Wallace
Kevin Dobbs, Montclair Advisors
Bob Evans, TechWeb
Dennis Howlett, Enterprise Irregulars
Phil Fersht, Horses For Sources
Christian Gherorghe
Paul Greenberg, The 56 Group
James Governor, Red Monk
Erin Kinikin
Esteban Kolsky
Michael Krigsman, Asuret
Frank Scavo, Computer Economics
Josh Weinberger, CRM Magazine
Vendor Input
Agresso Infosys Rimini Street
Appiro Intacct Salesforce.com
Boomi Intuit SAP
Blue Wolf Jive Software SocialText
Cisco Systems KickApps SoftBrands
CODA Lithium SuccessFactors
Demand Media M-Factor Sugar CRM
Epicor Microsoft Telligent
Everest Software Mzinga Tenrox
Flexera NetSuite Ultimate Software
GetSatisfaction Oracle UserVoice
HelpStream Panaya Inc VMWare
IBM Patni Workday
Infor Pervasive Software
Informatica RightNow Technologies
© 2010 Altimeter Group

3. 2
Table of Contents
Purpose and Intent .............................................................................................................3
Executive Summary ............................................................................................................3
Cost Transformation Drives Mainstream SaaS Adoption ...............................................4
SaaS Licensee’s Rights Must Reflect Unique Business Model Considerations...........2
SAAS Bill of Rights Span a Continuous Ownership Lifecycle ........................................3
Section 1: Ownership Experience And Governance Models .........................................................4
Section 2: Selection .......................................................................................................................5
Section 3: Deployment...................................................................................................................6
Section 4: Adoption .......................................................................................................................6
Section 5: Optimization..................................................................................................................7
Section 6: Renewal ........................................................................................................................8
Customer Rights Must Come With Responsibilities .......................................................9
Recommendations............................................................................................................10
Put The Best Practices From SaaSBoR To Use Across The Organization .....................................10
Resources..........................................................................................................................10
Contact Us.........................................................................................................................11
© 2010 Altimeter Group

4. 3
Customer Bill Of Rights:
Software-as-a-Service
37 Best Practices To Improve the SaaS
Client-Vendor Relationship
October 12, 2009
Purpose and Intent
This document is intended to serve as a reference, checklist, and point of discussion with
SaaS vendors for prospects and clients who have made the decision to begin a SaaS
deployment. Though your SaaS vendor may not provide all these rights today, these
represent the best practices in over 250 SaaS contracts and the general spirit and intent of
most SaaS vendor’s executive management teams.
Executive Summary
SaaS deployments have entered the heart of the business and now deserve to be treated
with all the rigor and due diligence of on-premise licensed software. Client – vendor
relationships in SaaS are perpetual and it is imperative that these agreements provide a
chance for a new slate. CIO’s, CMO’s, LOB execs, procurement managers, and other
organizational leads should ensure that the mistakes they made in licensed software aren't
blindly carried over. The SaaS Bill of Rights (SaaSBoR) provides a tool for clients and
vendors to change the tenor of contract negotiations from subservient user to equal and
collaborative partnership.
© 2010 Altimeter Group

5. 4
Cost Transformation Drives Mainstream SaaS Adoption
Organizations saddled with cost pressures, rigidity of existing legacy systems, flood of business
requests for changes, and impending regulatory and compliance burdens, now turn to software-
as-a-service (SaaS) as a deployment option and business model to bring immediate value to their
organizations. In fact -- multiple research surveys show an estimated 35% to 45% of companies
considering, piloting, and/or adopting SaaS solutions in the organization1. In emerging markets,
organizations have chosen SaaS as a way to leapfrog legacy deployment options.
However, SaaS should not be seen as anything new to the enterprise. Many consumer solutions
and Web 2.0 social technologies such as SocialText, LinkedIn, FaceBook, Twitter, Gmail, and
YouSendIt have already been put to use inside organizations, often without the advisement from
IT departments. This groundswell of user driven consumer tech initiatives has quietly permeated
and benefited many organizations. As the shift from consumer tech to enterprise class SaaS
solutions continues, organizations should consider seven key benefits of moving to SaaS over on-
premise (see Figure 1):
Figure 1. SaaS Deployment Delivers 7 Key Benefits
Richer user experience and user productivity
Rapid IT implementation and optional higher quality deployment
More frequent cycles of innovation
Minimal upgrade hassles
Access to the “always-on” SaaS tools regardless of location
Subscription pricing
Anytime scalability and dynamic capacity
Source: Altimeter Group September 2009 SaaS Benefits Survey of 91 end user clients and vendors.
1
Saugatuck Technology, Gartner Group, IDC, and Forrester have shown similar SaaS adoption rates in 2009 research
reports and surveys.
© 2010 Altimeter Group

6. 2
1. Richer user experience and user productivity. Newer technologies enable more
engaging and easy-to-use interfaces. Solutions often designed with a role based
perspective in mind result in minimal training.2
2. Rapid IT implementation and optional higher quality deployment. The duration of the
technical implementation phase moves from months to weeks. Customers can demo a
product, move to sandbox, and train in days. Organizations now have the option to
redirect their budgets and resources to improve business process and configuration
instead of fighting integration and deployment quagmires. True SaaS solutions do not
require individual installs, instead they leverage the SaaS environment.
3. More frequent cycles of innovation. SaaS vendors update their solution between 2 to 4
times a year. With current Agile development methodologies, some vendors iterate in
months. Customers gain access to latest features, bug fixes, and regulatory updates at a
quicker pace. In many cases, organizations turn to SaaS to access innovation and
capabilities not provided by incumbent on-premise vendors.
4. Minimal upgrade hassles. Users no longer have to worry about a flurry of bug patches,
fixes, and the endless testing cycles required to validate changes. Business processes
impacted by regulatory changes such as financial closing and hire to retire benefit the
most from easier consumption of updates.
5. Access to the “always-on” SaaS tools regardless of location. Office workers can now
access these SaaS tools anywhere they go. These consumer tools often have rich mobile
experiences –often far ahead than providers in the on-premise space.
6. Subscription pricing. SaaS solutions have adopted subscription or utility pricing to
spread out payments over time. The shift from capital expenditure (CapEx) to operational
expenditure (OpEx) frees up funds for other projects. Business users can swipe and buy
without going through complicated procurement processes. During recessionary times,
subscribers only buy what they consume, stretching their investment. Many contract
terms have also moved from yearly to monthly increments.
7. Anytime scalability and dynamic capacity. Scalability enables customers to streamline
cost per additional user. Clients can flex-up or flex-down on usage without incurring
spikes in variable costs such as hardware, staffing resources, and license costs.
SaaS Licensee’s Rights Must Reflect Unique Business
Model Considerations
With increased SaaS adoption, organizations must consider broader implications and
expectations of the SaaS client-vendor relationship. Building long-term win-win relationships with
SaaS vendors differs from the on-premise world for a three key reasons:
2
Ten elements drive the move to more social enterprise apps. Many SaaS vendors already exhibit these qualities. View
the August 24th, 2009 blog post “Monday’s Musings: 10 Essential Elements For Social Enterprise Apps”
http://bit.ly/130WiO
© 2010 Altimeter Group

7. 3
 Issues related to software license rights. In true multi-tenancy, SaaS vendors own the
core code and licensees own the data and metadata. Clients must assess exit strategies.
What happens if the vendor goes out of business? What’s happens when the vendor is
acquired by a competitor? What do you do to make the data useful without context? How
do you prevent lock-in? Can you buy the data models and logical models?
 Vendor commitment to significant product investment. Pace of innovation remains
rapid today but there are no guarantees on what to expect in future levels of investment.
With frequency ranges from 2 to 4 times a year, what protections do clients have for future
investment levels? Will vendors attempt to charge for “new” modules that represent
extensions of existing capability? How does the buyer provide input into future product
roadmaps?
 Client remedies for breaches in service level agreements. Despite all backups and
contingency plans, clients should consider scenarios where core business systems may
go down. What are fair remedies? How are systems backed-up? What will be done
during disaster recovery? How much liability the vendor will provide?
SAAS Bill of Rights Span a Continuous Ownership
Lifecycle
SaaS shifts ownership from perpetual licenses to perpetual usage. In fairness, vendors should
expect a minimum standard of respectful, sincere, and earnest clients. Users must consider the
implications of perpetual usage and relationship. These SaaS Bill of Rights represent a client-
focused perspective of what vendors should provide as 37 basic rights. Five key phases across
the SaaS ownership life cycle include (see Figure 2):
Figure 2. SaaS Ownership Experience Spans A Five-Phased Lifecycle
Source: Altimeter Group
© 2010 Altimeter Group

8. 4
Section 1: Ownership Experience And Governance Models
The SaaS ownership experience parallels similar elements of outsourcing. To start, organizations
hand control over business processes to a third party solution/service provider. Hence, clients
should take the time to design the appropriate levels of governance to achieve a mutually
beneficial ownership experience. Client rights that emphasize the client-vendor relationship
include:
 Vendor executive advocacy and accountability. In the consumer space, this may result
in management team accountability for customer success. At higher price points,
organizations can expect to know which executives take responsibility for customer
satisfaction and advocacy. Escalation processes should be defined upfront. Product and
sales accountability should be tied to specific individuals and customer satisfaction should
be tied to compensation metrics.
 Timely and meaningful interactions. Vendors and their partners should guarantee timely
response times for key issues such as service requests, bug fixes, and help desk issues.
Key policy changes such as product road map decisions, organizational and personnel
moves, support policies, and licensing and pricing should be communicated in a timely
fashion to customers and tracked by the vendor. Vendors should provide a complete
picture of the overall interaction history.
 Professional customer relations. Courtesy and respect across all customer touch points
should be the norm from not only front line customer facing personnel, but also back office
employees. Vendors should keep all contract details confidential and private unless
permission has been granted. Professionalism also includes the right to work with
knowledgeable and trained resources.
 Quality guarantees and remuneration. Customers should expect that vendors to stand
behind the quality of both their products and services. This includes full disclosure of
known and potential defects that relate to performance, availability, bugs, integration, and
partner solution compatibility. Penalties for breaches should reflect the business impact of
a disruption or inability to access a capability promised to a customer. Customers should
be able to choose the format of remuneration. Vendors should be able to place mutually
agreed limits on liability.
 Ownership of and access to data with no questions asked. Customers should know
that they own all their data and have access to this data at all times throughout the
relationship. Tools to access data should be provided to clients. Vendors should build
from this customer centric design point.
 Ongoing Transparency. For critical applications, clients should be given insight into the
vendor’s long-term viability (i.e. financing, operational condition, etc.), regardless of
whether the vendor is publicly or privately-owned. Transparency rights include access on a
periodic basis to the vendor’s financial statements along with insight into the vendor’s
operational performance in areas such as incident and problem management, security
management, and business continuity planning. Transparency allows customers to
develop risk management scenarios based on the vendor’s actual financial and
operational condition, giving customers the necessary time to migrate to a new service
provider if appropriate.
© 2010 Altimeter Group

9. 5
Section 2: Selection
Selection describes the rights prospects and clients should expect from software vendors as they
make their decision on a product and vendor. Prospects and clients should have a right to:
 Include an entire agreement clause. Prospects and clients should ensure that demos,
proposals, and promises made during the selection process are included in the final
contract. Vendors should expect clients to include documentation as exhibits in contracts.
 Try before buying. Prospects and clients should be given access to the system and
provided a sandbox to demonstrate the system. Vendors should retain the right to charge
for the proof of concept as appropriate.
 Access licensing and pricing terms and conditions. Pricing metrics, discounting
criteria, and terms and conditions should be provided upfront to all customers. Prospects
should receive updates and alerts when changes are made. Terms around user and usage
metrics should be made clear. Standard contracts and renewal provisions should be
made available for review.
 Provide a TCO analysis of SaaS during the sales cycle. Vendors should be able to
show the true cost of ownership over a defined period of time. Key metrics should show
comparisons of deployment options over 5, 7, and 10-year time frames.
 Obtain clear policies on storage costs. SaaS clients often find out after-the-fact that the
storage allocations do not meet actual usage requirements. Once hooked onto the
product, on-going storage costs could prove to be the largest expense item. Clients
should negotiate these terms in advance and seek pricing plans from vendors.
 Receive disclosure about solution defects. Customers and prospects should be given
access to a list of known bugs, integration, performance, and deficiencies. This should
include incomplete business process flows or scenarios where use case scenarios cannot
be completed.
 Understand system configuration and architecture. Clients should receive details
about the hardware architecture. Key areas to detail include hardware, processing
approach, operating system, and configuration and customization process. Other areas
for disclosure include processing pipelines, batch processing, queuing, and system
monitoring methodologies.
 Stipulate data management requirements. Clients should determine data properties
including physical location, security mechanisms, access rights, disaster issues, and
regulatory compliance. Critical information such as host info and availability should be
provided. Location of the cloud may play a role in selection.
 Reach out to customer and partner references. Clients should expect a vendor to
provide customer references for unfettered conversations about the solution. Clients
should also be able to reach out to user group leaders for honest and candid discussions.
 Perform due diligence on a vendor. Prospects should be able to examine a SaaS
vendor’s financial viability, security risks, and legal liability. Key areas should include
financial performance, legal risks, management team background, customer lists, and SAS
© 2010 Altimeter Group

10. 6
70 compliance. Clients should have the right to review SAS 70 certification results; and
conduct or have third party auditors perform regular audits of the vendor data center.
 Contract third party advice. Clients should retain the right to engage a third party
advisor in vendor selection, contract negotiations, and independent verification and
validation (IV&V). Vendors should not try to prevent clients from seeking such advice.
Section 3: Deployment
Deployment describes the rights clients should expect from software vendors as they implement
and consume the technology. Rights should include:
 Support multiple implementation options. Clients should be given a choice as to
whether they can self-deploy, choose a trained third party partner, or work with the
vendor. Selected partners should be able to obtain access to key data and implementation
information. In cases where no partner exists, clients should have the option to self-
implement with vendor/partner assistance.
 Receiving a clear statement of work and project status reporting. Vendors should
deliver large projects in accordance with project management best practices such as the
Project Management Body of Knowledge (PMBOK). Smaller projects should follow clearly
defined templates for rapid implementation. Deliverables, milestones, acceptance criteria,
and escalation processes should be documented prior to project kick-off. The
implementation teams should provide service level agreements (SLAs).
 Contracting vendor expertise. Customers should have the right to engage vendor
experts such as product development teams, solution architects, training, and support
personnel at reasonable rates. Assess the team on their technical acumen. Examine how
consultants are trained, how product teams and consultants collaborate, and how they
address challenging projects. Fees should be provided in advance. Detailed information
should include personnel rates and estimated effort for common projects.
 Accessing training programs. Vendor should provide access to training programs to
ensure a client or their partner could complete a deployment. More importantly, clients
should expect adequate knowledge transfer activities from the vendor to ensure self-
sufficiency.
Section 4: Adoption
Adoption describes the rights clients should expect from software vendors as they utilize the
solution across the organization. Vendors should provide clients with the following rights:
 Freedom of speech. Clients should not be limited in discussing the solution with fellow
customers, peers, or media. Clients should be able to freely discuss issues with the
software including but not limited to security issues, bugs, and pricing. Clients should not
be limited to no disparagement clauses. Both sides should be open in their
communication.
 License equivalency. Clients of on-premise software vendors moving to SaaS and other
on-demand models should be given the right to convert user and usage models across
different deployment options. Equivalency ratios should be determined ahead of time.
© 2010 Altimeter Group

11. 7
 Intellectual property (IP) indemnification. Vendors faced with lawsuits will provide
clients with indemnification from IP legal claims. Remedies should include refund of the
subscription costs, provision of a replacement solution at zero cost, and vendor developed
solution.
 Software escrows. Clients should expect vendors to provide the option to access a
competitive provider of their choice who serve as custodians for source code, user data,
application executables, and related documentation. Mutual agreement should be
determined on frequency of backups and updates. Hot backups should be made available
for disaster recovery scenarios. Vendors reserve the right to charge for software escrows.
 Integration and API support. As organizations make the shift from on-premise to cloud-
based deployment options, vendors must deliver key access to public API’s, web services,
and other integration tools to support hybrid deployment. In some cases, integration will
revolve around business processes such as order to cash, campaign to lead, and incident
to resolution.
 Data quality support. While a vendor cannot guarantee the quality of data being put into
the system, tools should be provided to address both a sourcing and day-to-day
processing perspective. These tools ensure short-term and long term efficient processing.
Section 5: Optimization
Usage optimization describes the rights customers should expect from software vendors as they
change how they expand, maintain, or contract in their usage of the solution. Customers should
expect:
 Price protection options. Clients and prospects should be given the opportunity to lock-
in increased consumption guarantees or seek price increase protection. Vendors should
provide the discount rationale and clearly state the pricing bands for each bulk increment.
Clients should be able to move between bands at defined periods of time. One option –
provide for a collar where user counts can fluctuate up or down by 25% over six months
or a year at the same unit price. Vendors should be able to set minimums.
 Affiliate usage assignment. Customers should be able to provide access and usage of
the software to majority owned affiliates. Customers and vendors should determine how
to treat usage assignment with other related organizations.
 M&A scenarios. Clients should be given the option to combine contracts to achieve
higher discount levels or tiers during mergers and acquisitions. In cases where the
software will no longer be use, limited access licenses should be provided to access pre-
merger files, compliance requirements, or historical trending data. SaaS vendors should
provide an option for clients to flex-down usage or terminate during divestitures. Vendors
may also provide an option to apply credits to the new entity.
 Multiple support options. Customers should be given more than one-size fits all support
options. Options should provide tiering in pricing and service levels that correspond to
actual usage.
 Install base transparency. Vendors should inform customers when multiple installations
have been deployed at a company. Clients should be able to access information about
usage by users to determine if they’ve purchased shelf ware.
© 2010 Altimeter Group

12. 8
 On-going performance metrics. Clients should expect a trust site to monitor service
level agreements. Vendors should provide at least a monthly report on key availability and
continuity metrics.
Section 6: Renewal
Revision describes the rights clients should expect from software vendors as they shift their
usage requirements and change how they adopt SaaS solutions. At a minimum, clients should
expect rights to:
 Provide input into future capabilities. Vendors should provide input mechanism for
requirements prioritization. Prioritization and acceptance criteria for roadmap decisions
should be made open to clients. Clients should understand that vendors might reserve a
portion of investment decisions for platform upgrades and updates. Vendors should
provide confirmation and status on feature requests.
 Give ample notice before deployment. Vendors should give customers ample time (e.g.
30, 60, and 90 days) to prepare for an upgrade. This includes keeping the lines of
communication open, preparing the appropriate training materials, providing guidance on
testing, and working with end users on implementation risks and impacts.
 Transition to alternative deployment options. Vendors with multiple deployment
options for similar code lines should provide mechanisms for clients to transition among
the different options. At no time should a client be locked in to one deployment option.
Pricing options should reflect a comparable total account value. Client should be able to
access full data at any given time, no questions asked. Vendors should provide both
public and private access to APIs to support transitions.
 Determine termination criteria. Both clients and software vendor should communicate
clear termination criteria. Termination criteria should also include transition language and
migration assistance conditions for impacted clients. Regardless of the contract, the
customer should always own their data and have the opportunity to migrate it. Acquisition
should be listed as one example of acceptable termination criteria.
 Receive migration assistance. Customers leaving a SaaS provider should be provided
with the necessary transition tools to ensure business continuity. Tools could include
temporary hosting privileges, integration frameworks, data migration, and historical archive
capabilities. These costs should be determined during the selection process.
 Purchase the source code. In some cases, clients may leave a SaaS vendor and require
more than just the flat file extract of their data. Some vendors in the past have allowed
clients to purchase the semantics of the data. Key items would include business rules that
govern the data structures within which the data is stored, data models, and logical
models.
© 2010 Altimeter Group

13. 9
Customer Rights Must Come With Responsibilities
SaaS provides an opportunity for clients and vendors to rethink their relationships. Vendors give
up some of the mystique of software contract negotiations with an open Customer Bill of Rights.
An open and collaborative approach will lead to a more amiable and long-term approach to the
client-vendor relationship. However, clients must take actions and responsibility to keep their
rights by:
 Ensuring adequate client side resources to succeed in deployment. Clients must
bring to the table executive sponsorship, adequate funding, appropriate resourcing, and
strong project management. In cases where clients decide to self-implement, they should
have the vendor or third party assess their capabilities to collaborate towards a successful
implementation.
 Paying invoices on time and in full. SaaS vendors deliver solutions 24/7. As with
utilities, they will not immediately turn off service for late payment. However, clients
should pay invoices on time if they expect their SaaS vendors to keep the lights on and
stay in business.
 Partnering with their vendors to ensure their long-term viability. Clients can add
complexity and cost into the cycle when they try to prove how smart they are during
contract negotiation. Excessive use of large penalties, price caps, and other "you can't
fool me" items often create an adversarial relationship right from day one. Clients should
hold to their rights and objectives but keep in mind the potential long-term nature of SaaS
relationships.
 Maintaining ongoing communication. Clients often expect SaaS vendors to respond
immediately to requests. Clients should also respond to SaaS vendors in a timely manner.
If an issue is addressed, clients should communicate whether or not the solution
succeeded or failed. Clients should anoint a dedicated resource to maintain this level of
dialogue with the vendor.
 Acknowledging changes in scope. Customers need to accept responsibility for major
changes in scope that differ from an initial product and implementation plan. Clients
should review changes and compensate vendors for changes that materially impact
delivery dates, resource allocation, and overall cost.
 Serving as a client reference. Clients should be open to share honest feedback with
prospects and other clients about their experiences with the solution and the vendor.
Where possible, clients should engage in the ecosystem by taking a reasonable number of
press calls, prospect calls, and speaking opportunities. Vendors should not abuse this
privilege.
 Providing feedback into product roadmaps. When given the opportunity, clients should
take the time to provide input into the future direction of products, markets, and other
investments. Clients should help shape the direction of how that feedback is defined and
provide input on the success or failure of that solution.
© 2010 Altimeter Group

14. 10
Recommendations
Put The Best Practices From SaaSBoR To Use Across The Organization
While SaaS may appear to be a short-term fix to the lack of timely innovation and ownership
expense structure brought on by many on-premise vendors, organizations should view this as key
pillar in their overall enterprise strategy. The proliferation of SaaS deployments will require CIO’s,
business leaders, and sourcing and vendor management teams to work more closely with each
other to deliver flexible guidelines in the adoption of SaaS solutions. Consequently, the Altimeter
Group suggests the following:
 Use the SaaS Bill of Rights to bring IT and business teams together. Walk through the
best practices to establish future SaaS procurement policies. CIO’s can give use the SaaS
Bill of Rights to establish frameworks for business units to speed up the vendor selection
process.
 Include the SaaS Bill of Rights in SaaS evaluation and selection criteria. Utilize the
rights as a starting point in establishing a long term, productive client –vendor relationship.
The SaaS Bill of Rights should be a starting point for discussions. Clients should also
keep in mind their responsibilities as a client in the relationship.
 Expand the rights to meet organizational requirements. The SaaS Bill of Rights
provides a starting point for your contract negotiations and establishment of a long-term
client-vendor relationship. Organizations should expand on rights that apply to specific
industries, geographies, and regulatory conditions.
 Join the SaaS Bill of Rights ecosystem. Altimeter Group has put together a series of
community tools including a linked in group to continue the discussion. New rights, your
experiences, and feedback can be contributed on the SaaS User’s Bill of Rights.
Resources
Join the Customer Bill of Rights ecosystem. Altimeter Group will be continuing the discussion via
webinars, social conversations, and events.
LinkedIn: http://www.linkedin.com/groups?home=&gid=2322509&trk=anet_ug_hm
http://bit.ly/ctuGL
Twitter Hashtags
#SaaSBoR
http://twitter.com/#search?q=SaaSBoR
© 2010 Altimeter Group

15. 11
Contact Us
Altimeter’s Hangar (At the Crossroads)
1875 S. Grant St. #640
San Mateo, CA 94402-2667
info@altimetergroup.com
www.altimetergroup.com
Consulting Inquiries
David Stanley
VP, Business Development and Sales
Phone: 719.357.7826
Email: david@altimetergroup.com
Speaking Inquiries
Mel Blake
Monitor Talent
Phone: 617.252.2472
Email: mel_blake@monitor.com
About Altimeter Group
Altimeter Group is a strategy consulting firm that provides companies with a
pragmatic approach to disruptive technologies. We have four areas of focus:
Leadership and Management, Customer Strategy, Enterprise Strategy, and
Innovation and Design.
© 2010 Altimeter Group