This report was prepared for an academic assignment during our MBA course in Dubai. The rationale behind this assignment was to understand how academic models can be adopted in real life business environments. This presentation is just a summary of the final report submitted.

1. Software as a Service (SaaS) in Enterprise
Telecom Software Solutions
Dubai, 2009
Najmuddin Jabalpurwala
Swanand Deshpande

2. Objectives
To understand currently adopted go-to-market strategies by telecom software
vendors in UAE
To explore the shift in software delivery to a ‘Software as a Service’ (SaaS) model
for enterprise solutions

3. Background of UAE Enterprise
Telecom Market
Comparison of ICT, IT and Telecom domains Revenue Split of Enterprise Telecom Services

4. Secondary Research
Isn’t it all services – the future
Draws parallel to Web 2.0 in the Enterprise Application Space
Success of businesses like Salesforce.com and Webex
Companies want the latest versions available at lowest cost
The lag between what business needs and business gets has always been high
Gives a fighting chance to start up companies.

5. Secondary Research
User Benefits
•Low cost of Ownership
•Core Competency
•Anytime Access
•Choice of Software
•Newer Application
•Lower Go to Market
•Increased Target Market
•Point of Differentiation
•Lower Dev cost and time
•Assured Revenue

6. Secondary Research

7. Key Findings
Interaction Phase Number of Days spent Cost to the customer
Vendor approaches customer to look for need for
03 No cost
the solution
Customer prepares the business requirement
05 Technical Resource man-days
document
Vendor conducts discovery workshop to Internal Resources/Systems information
05
understand customers existing infrastructure gathering.
Post workshop, vendor prepares a proposal with
solution and costs of equipment, services, 03 No Cost
software
Customer negotiates and the deal is finalized at
05 Cost of procurement
an agreed price
Customer raises the purchase order for buying Using CAPEX budgeting, raising order against
02
the equipment necessary allocated budget
Vendor takes 3-4 weeks for dispatching the
25 Time costs and impact to business
material.
Implementation cycle starts Change management costs, Internal resource
14
costs
Post implementation testing starts 03 Internal resource costs
Project sign-off and systems in production use 02 Maintenance costs
Total 67

8. Key Findings
Interaction Phase Number of Days spent Cost to the customer
Vendor approaches customer to look for need for
03 No cost
the solution
Customer prepares the business requirement
05 Technical Resource man-days
document
Vendor conducts discovery workshop to Internal Resources/Systems information
05
understand customers existing infrastructure gathering.
Post workshop, vendor prepares a proposal with
solution and costs of equipment, services, 03 No Cost
software
Customer negotiates and the deal is finalized at
05 Cost of procurement
an agreed price
Customer raises the purchase order for buying Using CAPEX budgeting, raising order against
02
the equipment necessary allocated budget
Vendor takes 3-4 weeks for dispatching the
material.
25 Immediate costs and impact to business
Time Savings of 39 days or
Implementation cycle starts close to 60% of the time
Change management costs, Internal resource
14
costs
Post implementation testing starts 03 Internal resource costs
Project sign-off and systems in production use 02 Maintenance costs
28
Total 67

9. Academic Literature Survey
Ansoff’s Model adapted to understand SaaS’s entry strategy in UAE market

10. Academic Literature Survey
Porter’s Model adapted to identify the telecom services market eco-system
Sophisticated Clients
Emerging technology
Modularization Market Globalization
Architecture (SaaS)
Threat of Competitors

11. Research Methodology

12. Implications/
Recommendations
• Need for Advanced Managed services
Demand Drivers
in Enterprises
Increasing number of enterprise-wide
ICT deployment
Lack of Local skilled manpower
Cost Leadership becoming key focus
area for enterprises Enterprise ICT
Sectoral Government
• Boom in real estate projects causing
Growth Agenda
demand for ICT infrastructure • E-Government initiatives acting as key
• Growing emphasis on public transport catalysts
facilities calls for advanced ICT • Emphasis on getting “connected” with
capabilities for inter-operability between business community through B2B
different services. corridors
• Setting up “cities” dedicated to ICT
businesses such as DIC & Silicon Oasis

13. Implications/
Recommendations