Siruna NV has developed mobile website development software using a dual open source business model. This model helps cover development costs through contributions from a large developer community while also helping to market the product. It allows the company to quickly gain reference in a rapidly evolving mobile market and create value within an open source setting. The case study describes how Siruna's open source strategy works and how it generates revenue through both commercial and open source licenses.
Sample of my one day workshop given at SDP Asia on Application Stores, Developer Communities, Content, Games and Widgets: Strategic Market Review and Operator Opportunity / Risk Analysis
Internal seminar on Openess at Telenor, Nov 08.
This is a way to start understanding the different strategies to be open. I am sure some are missing, and that there are other ways to categorise openness. Comments are welcome.
Ericsson Labs is a website primarily provided to you as a developer and innovator of new applications where we will provide you early prototypes of new enabling technologies for you to experiment with.
Monetizing Multi-Tenancy in SaaS by Sixteen Ventures. Presented at SaaS Unive...Lincoln Murphy
Slides from the January 2010 SaaS University in Dallas, Texas presented by Lincoln Murphy of Sixteen Ventures. Monetizing Multi-Tenancy - Generating Revenue through Network Effect Data and the SaaS Ecosystem. Multi-tenancy is a key element of Software-as-a-Service (SaaS); but not for the reasons you think! Achieving economies of scale, streamlining software development, maintaining one line of source code, etc. are the widest-known benefits of multi-tenancy. The real magic happens when multi-tenancy is leveraged to unlock and enhance the Network Effect created by all customers using the same system. And when the Network Effect is itself leveraged by the Ecosystem, myriad opportunities present themselves to drive growth and revenue. These are what makes being a SaaS vendor so much better than being a Legacy Software vendor!
Sample of my one day workshop given at SDP Asia on Application Stores, Developer Communities, Content, Games and Widgets: Strategic Market Review and Operator Opportunity / Risk Analysis
Internal seminar on Openess at Telenor, Nov 08.
This is a way to start understanding the different strategies to be open. I am sure some are missing, and that there are other ways to categorise openness. Comments are welcome.
Ericsson Labs is a website primarily provided to you as a developer and innovator of new applications where we will provide you early prototypes of new enabling technologies for you to experiment with.
Monetizing Multi-Tenancy in SaaS by Sixteen Ventures. Presented at SaaS Unive...Lincoln Murphy
Slides from the January 2010 SaaS University in Dallas, Texas presented by Lincoln Murphy of Sixteen Ventures. Monetizing Multi-Tenancy - Generating Revenue through Network Effect Data and the SaaS Ecosystem. Multi-tenancy is a key element of Software-as-a-Service (SaaS); but not for the reasons you think! Achieving economies of scale, streamlining software development, maintaining one line of source code, etc. are the widest-known benefits of multi-tenancy. The real magic happens when multi-tenancy is leveraged to unlock and enhance the Network Effect created by all customers using the same system. And when the Network Effect is itself leveraged by the Ecosystem, myriad opportunities present themselves to drive growth and revenue. These are what makes being a SaaS vendor so much better than being a Legacy Software vendor!
Clustering and networking activities are relationship-based activities that support sharing and developing of competences, knowledge and methods. The documents within the toolbox have a clear focus on activities in the area of technology transfer. Networking and clustering activities are critical leverages for all transfer activities presented in this toolbox, namely: opportunities identification, IP management, Human resources and focused value proposition.
www.FITT-for-Innovation.eu
The presented Network Scorecard suite is a method aimed at supporting the strategic and operational management processes of networks. It relies on three principles: It is a participatory approach, where the networks key actors jointly define a shared vision of their networks performance. Moreover, its integrated approach covers the management cycle of the network including the definition of a strategy, a plan of action and a scorecard. And finally, it structures a network performance on four dimensions: the benefits to the members, implication of the members, external context and organization. The practice presents all necessary steps to involve the key actors of the network and structure the process.
www.FITT-for-Innovation.eu
In assessing the market opportunities of a particular technology, it is important to consider whether the technology should be patented or not, and whether the technology should be licensed or put in a spin-off. Commercial Services is a group of three people at Imperial Innovations that investigates the market potential of new incoming projects and idea proposals. They give advice with respect to commercialization based upon thorough market research which they perform in close collaboration with industry.
www.FITT-for-Innovation.eu
Professional tools for cluster or network management are more important than ever as the management plays a decisive role for the success or the failure of a cluster initiative/network. Today there are no general cluster/network management methods available to optimize the management. The presented practices use the Balanced Scorecard method which gives the mangers a tool to professionalize the management and to monitor activities including measuring successes.
www.FITT-for-Innovation.eu
The presented online cooperation platform was developed to give cluster managers and other cluster stakeholders access to current information and trends. It is set up in form of a Social Network on the topic ‘cluster management’ and offers users/members a central information tool, where knowledge is documented and exchange is fostered. Therefore it is an efficient way to foster exchange between experts, to build up a repository of knowledge including success stories and to present the topic to a broader public.
www.FITT-for-Innovation.eu
FITT Toolbox: Templates for Technological MarketingFITT
Innovative technologies coming from the labs are frequently upstream of customers’ expectations. In order to choose the best exploitation strategy for an invention, technology transfer officers carry out technological marketing analysis, which can be defined as “marketing for markets that do not exist yet”. Templates for such studies, currently used by marketing engineers of a major research organization, are available here to support the activity of technology transfer officers.
www.FITT-for-Innovation.eu
The Balanced Scorecard methodology is used, to give mangers a tool for translating a strategy or a vision into actions and to reach the set targets. The MFG Balanced Scorecard gives cluster managers a tool for managing their cluster initiatives by defining concrete objectives based on their vision and strategy. The Balanced Scorecard methodology helps to clarify and translate vision and strategy, to communicate and link strategic objectives with actions, to plan, set and align strategic initiatives and to enhance strategic feedback and learning.
www.FITT-for-Innovation.eu
When the deal flow from the laboratories to the technology transfer office (TTO) is optimal, technology transfer officers are susceptible to receive many inventions with commercial interest. A lot of early-stage inventions require substantial human and financial resources to be developed into marketable products. In order to establish whether or not the resources of the TTO should be spent to seek a commercial exploitation, a first-stage evaluation is often performed shortly after an invention has been identified. The complex decision process that technology transfer officers go through in this regard is introduced below.
www.FITT-for-Innovation.eu
The presented case study is about Siruna NV, which has developed software for real time deployment of mobile websites through a dual Open Source business model. Although this model is not widely adapted, this model can be easily copied as far as it helps to cover development costs by the help of a large and free developer community, helps to market the product, quickly, sets a reference in a rapidly evolving market and succeeds in creating value within an open source setting.
www.FITT-for-Innovation.eu
When researchers come to the Technology Transfer Office with a brilliant idea, it is often not clear what the commercialization possibilities are. The idea is often very technical in nature, making it difficult to align in with potential commercialization options. Therefore, it is important for Technology Transfer Officers to assess the commercialization opportunities of these technologies. They can decide to perform market research themselves or to rather rely on marketing agencies such as BEM in France. However, in case the market is still emerging, it might be more useful to test the technology and its potential applications in a living lab.
www.FITT-for-Innovation.eu
The network support services support the networks' sustainability by providing a set of logistics and communication services. Access to these services is conditioned by an agreement between the technology transfer officer and the network and the compliance with a charter. This agreement creates the conditions for a long-term cooperation and a win win situation: the networks gain access to free logistics and communication services, while the transfer officer gains access to strategic information from the field, the opportunity to develop specific partnerships and legitimacy.
www.FITT-for-Innovation.eu
Dr. Carolina Garcia Rizo: Commercializing Innovative Technologies: The US Per...FITT
This presentation was held by Dr. Carolina Garcia Rizo during the FITT conference „ICT Innovations: Research > Business > Society“ on 10 May 2011 in Brussels.
www.fitt-for-innovation.eu
FITT Toolbox: Technology Transfer (TT) CollaborationFITT
The chapter TT collaboration addresses the topic of networking at two levels: Firstly, the added value of participating in networks for people active in technology transfer is highlighted at an international level. Additionally, at a local level, technology transfer network with local actors reinforces their local embeddings and grants a privileged, neutral and legitimate channel for two-ways transfer between transfer officers and other stakeholders.
www.FITT-for-Innovation.eu
Cluster Managers have expressed their interest in innovative tools that bundle knowledge and is continuously updated. To meet their demands, MFG has implemented an interactive Cluster Manual based on the Wiki principle. The Cluster Manual gives cluster newbies a ‘basic’ guideline and offers cluster managers an in-depth source for every aspect of cluster issues. Additionally, it documents success stories and best practice examples to build up a repository of internal generated knowledge (‘learn from the best’), gives an overview of the most important literature in the area of Cluster Management and combines all this with the knowledge of experts.
www.FITT-for-Innovation.eu
2011.02.09. Evolution de l'Ecosysteme SaaS et Cloud - Forum SaaS et Cloud IBM...Club Alliances
Deck de slides préparé et exploité par Loic Simon, IBM, Club Alliances, lors du 6ème Forum SaaS et Cloud IBM - 9 février 2011, dans le cadre de la Conférence Plénière sur l'Evolution de l'Ecosystème SaaS et Cloud - 2 autres présentations sont associées à cette conférence, l'une de SAP, l'autre de IBM. Voir les détails sur www.forumcloudibm.com
Clustering and networking activities are relationship-based activities that support sharing and developing of competences, knowledge and methods. The documents within the toolbox have a clear focus on activities in the area of technology transfer. Networking and clustering activities are critical leverages for all transfer activities presented in this toolbox, namely: opportunities identification, IP management, Human resources and focused value proposition.
www.FITT-for-Innovation.eu
The presented Network Scorecard suite is a method aimed at supporting the strategic and operational management processes of networks. It relies on three principles: It is a participatory approach, where the networks key actors jointly define a shared vision of their networks performance. Moreover, its integrated approach covers the management cycle of the network including the definition of a strategy, a plan of action and a scorecard. And finally, it structures a network performance on four dimensions: the benefits to the members, implication of the members, external context and organization. The practice presents all necessary steps to involve the key actors of the network and structure the process.
www.FITT-for-Innovation.eu
In assessing the market opportunities of a particular technology, it is important to consider whether the technology should be patented or not, and whether the technology should be licensed or put in a spin-off. Commercial Services is a group of three people at Imperial Innovations that investigates the market potential of new incoming projects and idea proposals. They give advice with respect to commercialization based upon thorough market research which they perform in close collaboration with industry.
www.FITT-for-Innovation.eu
Professional tools for cluster or network management are more important than ever as the management plays a decisive role for the success or the failure of a cluster initiative/network. Today there are no general cluster/network management methods available to optimize the management. The presented practices use the Balanced Scorecard method which gives the mangers a tool to professionalize the management and to monitor activities including measuring successes.
www.FITT-for-Innovation.eu
The presented online cooperation platform was developed to give cluster managers and other cluster stakeholders access to current information and trends. It is set up in form of a Social Network on the topic ‘cluster management’ and offers users/members a central information tool, where knowledge is documented and exchange is fostered. Therefore it is an efficient way to foster exchange between experts, to build up a repository of knowledge including success stories and to present the topic to a broader public.
www.FITT-for-Innovation.eu
FITT Toolbox: Templates for Technological MarketingFITT
Innovative technologies coming from the labs are frequently upstream of customers’ expectations. In order to choose the best exploitation strategy for an invention, technology transfer officers carry out technological marketing analysis, which can be defined as “marketing for markets that do not exist yet”. Templates for such studies, currently used by marketing engineers of a major research organization, are available here to support the activity of technology transfer officers.
www.FITT-for-Innovation.eu
The Balanced Scorecard methodology is used, to give mangers a tool for translating a strategy or a vision into actions and to reach the set targets. The MFG Balanced Scorecard gives cluster managers a tool for managing their cluster initiatives by defining concrete objectives based on their vision and strategy. The Balanced Scorecard methodology helps to clarify and translate vision and strategy, to communicate and link strategic objectives with actions, to plan, set and align strategic initiatives and to enhance strategic feedback and learning.
www.FITT-for-Innovation.eu
When the deal flow from the laboratories to the technology transfer office (TTO) is optimal, technology transfer officers are susceptible to receive many inventions with commercial interest. A lot of early-stage inventions require substantial human and financial resources to be developed into marketable products. In order to establish whether or not the resources of the TTO should be spent to seek a commercial exploitation, a first-stage evaluation is often performed shortly after an invention has been identified. The complex decision process that technology transfer officers go through in this regard is introduced below.
www.FITT-for-Innovation.eu
The presented case study is about Siruna NV, which has developed software for real time deployment of mobile websites through a dual Open Source business model. Although this model is not widely adapted, this model can be easily copied as far as it helps to cover development costs by the help of a large and free developer community, helps to market the product, quickly, sets a reference in a rapidly evolving market and succeeds in creating value within an open source setting.
www.FITT-for-Innovation.eu
When researchers come to the Technology Transfer Office with a brilliant idea, it is often not clear what the commercialization possibilities are. The idea is often very technical in nature, making it difficult to align in with potential commercialization options. Therefore, it is important for Technology Transfer Officers to assess the commercialization opportunities of these technologies. They can decide to perform market research themselves or to rather rely on marketing agencies such as BEM in France. However, in case the market is still emerging, it might be more useful to test the technology and its potential applications in a living lab.
www.FITT-for-Innovation.eu
The network support services support the networks' sustainability by providing a set of logistics and communication services. Access to these services is conditioned by an agreement between the technology transfer officer and the network and the compliance with a charter. This agreement creates the conditions for a long-term cooperation and a win win situation: the networks gain access to free logistics and communication services, while the transfer officer gains access to strategic information from the field, the opportunity to develop specific partnerships and legitimacy.
www.FITT-for-Innovation.eu
Dr. Carolina Garcia Rizo: Commercializing Innovative Technologies: The US Per...FITT
This presentation was held by Dr. Carolina Garcia Rizo during the FITT conference „ICT Innovations: Research > Business > Society“ on 10 May 2011 in Brussels.
www.fitt-for-innovation.eu
FITT Toolbox: Technology Transfer (TT) CollaborationFITT
The chapter TT collaboration addresses the topic of networking at two levels: Firstly, the added value of participating in networks for people active in technology transfer is highlighted at an international level. Additionally, at a local level, technology transfer network with local actors reinforces their local embeddings and grants a privileged, neutral and legitimate channel for two-ways transfer between transfer officers and other stakeholders.
www.FITT-for-Innovation.eu
Cluster Managers have expressed their interest in innovative tools that bundle knowledge and is continuously updated. To meet their demands, MFG has implemented an interactive Cluster Manual based on the Wiki principle. The Cluster Manual gives cluster newbies a ‘basic’ guideline and offers cluster managers an in-depth source for every aspect of cluster issues. Additionally, it documents success stories and best practice examples to build up a repository of internal generated knowledge (‘learn from the best’), gives an overview of the most important literature in the area of Cluster Management and combines all this with the knowledge of experts.
www.FITT-for-Innovation.eu
2011.02.09. Evolution de l'Ecosysteme SaaS et Cloud - Forum SaaS et Cloud IBM...Club Alliances
Deck de slides préparé et exploité par Loic Simon, IBM, Club Alliances, lors du 6ème Forum SaaS et Cloud IBM - 9 février 2011, dans le cadre de la Conférence Plénière sur l'Evolution de l'Ecosystème SaaS et Cloud - 2 autres présentations sont associées à cette conférence, l'une de SAP, l'autre de IBM. Voir les détails sur www.forumcloudibm.com
Productivity Gains Using Open Source productsMadhusudan Rao
Presented at the Software Engineering Conference 2007, Bangalore on the subject of “Productivity Gains Using Open Source products”. This presentation is available also at the website http://www.bcic.org.in/notifications/BCIC-BSPIN/Mr. Madhusudan Rao, Satyam.ppt
2011.02. Ecosystème SaaS et Cloud 2011 - Enjeux et Perspectives - Point de Vu...Club Alliances
Collection de slides préparés à l'occasion du 6ème Forum SaaS et Cloud IBM co-organisé par les animateurs du Club Alliances [Loic Simon, Thierry Bayon...]. Les slides ont été exploités dans le cadre des sessions plénières et on trait à l'évolution des l'écosystème SaaS et Cloud et aux perspectives et enjeux auquel il fait face.
Fugoku is a pioneering application hosting company, aligning with the contemporary trend of embracing open-source software. Recognizing the shift in preference towards autonomy and control, businesses are veering away from dependency on major corporations like Google and Microsoft for their data management.
At Fugoku, our mission is to empower companies by facilitating the seamless creation of their personalized environments through a simple click. We understand that open-source solutions provide unparalleled control, and our platform ensures that businesses can effortlessly harness this power to tailor their digital landscapes according to their unique needs. In an era where independence and data sovereignty are paramount, Fugoku stands as a reliable partner, simplifying the path to complete autonomy in application hosting.
Development teams are challenged to deliver more content with less time and with greater agility. In some cases, Lines of Businesses are examining alternative strategies involving a mixture of public and private cloud to deliver their business applications. Sometimes, the need for speed leads to bad decision making and the adoption of non-compliant technologies. These "shadow ops" activities may not meet the compliance and standards set by your organization. You can discourage these practices by improving your responsiveness to the needs of development. Come learn about how Continuous Delivery technology from Rational & Tivoli can help you defeat Shadow Ops by providing a better alternative!
Bala Rajaraman, IBM Distinguished Engineer
Michael D. Elder, IBM Senior Technical Staff Member
Social Media, Cloud Computing and architectureRick Mans
Slides for a guest lecture on the impact of social media and cloud computing on system architecture. Key is the crown model which enables you to personalize your offerings while still using the 'comply' layer with enterprise applications.
Eclipse MicroProfile: Accelerating Cloud-Native Application Development with ...Thabang Mashologu
An overview of the business value that the Eclipse MicroProfile project can bring to an organization that is faced with the challenges of evolving into a world where containers, microservices, cloud, open source, and enterprise Java intersect.
The New Possible: How Platform-as-a-Service Changes the GameInside Analysis
The Briefing Room with Robin Bloor and Pivotal
Live Webcast on March 11, 2014
Watch the archive: https://bloorgroup.webex.com/bloorgroup/lsr.php?RCID=207635ace8d29cb9f557671dd5bb7bcb
Big data offers great promise, but to take advantage of this unwieldy resource, organizations need to think differently. Using traditional methods for data management won't provide the power and agility necessary to meet today's challenges. That's why a new approach to information architecture is taking shape: Platform-as-a-Service. By smartly integrating key legacy systems to powerful cloud-based offerings, companies can iterate quickly and therefore stay ahead of the competition.
Register for this episode of The Briefing Room to hear veteran Analyst Robin Bloor as he explains how cloud platforms are disrupting the status quo and opening new doors for information access, analysis and delivery. He will be briefed by James Bayer of Pivotal, who will tout his company’s multi-cloud enterprise PaaS. He will share a live demo showing how Pivotal users can create and deploy a web application and connect it to a database within minutes.
Visit InsideAnlaysis.com for more information.
Prof. Thomas Baaken:Science-to-Business Marketing - A new Model in Knowledge ...FITT
This presentation was held by Prof. Thomas Baaken during the FITT conference „ICT Innovations: Research > Business > Society“ on 10 May 2011 in Brussels.
www.fitt-for-innovation.eu
Mario Cameron: Turning Science into Business: From Research to Market – the E...FITT
This presentation was held by Dr. Mario T. Cameron during the FITT conference „ICT Innovations: Research > Business > Society“ on 10 May 2011 in Brussels.
www.fitt-for-innovation.eu
FITT Toolbox: International Technology Transfer NetworksFITT
Many international networks are active in the field of technology transfer and give the opportunity to: be in touch with pairs at the international level, access to training and seminars, exchange of good practices and experiences, find partners or investors, promote an innovation and much more. The choice of the network of which you could be a member can be a challenge. The goal of this practice is to give you a quick overview of the existing organisations, and can be a guide for the choice of such a network.
The Business Model Design practice supports the definition of a sustainable business model, collaboratively with all its stakeholders. To Technology Transfer Officers this practice proposes reference canvas and tools easily tailored to support most business strategic decision. To researchers, this practice is in essence a way to promote a sound business culture and a set of tools to facilitate the design of a business model. Its foundation from the design science make it practical and result oriented.
www.FITT-for-Innovation.eu
At Imperial Innovation, the decision regarding the business model is taken by the technology transfer officers. The reason is that researchers often lack market knowledge and commercial skills and are therefore not always able to see the full potential of a certain technology. To enhance the commercial skills of researchers, Imperial College London has set up the Innovation, Entrepreneurship and Design program. The program gives students and researchers the opportunity to follow an entrepreneurial journey that provide them with insights into the challenge of introducing novel products and services to market.
www.FITT-for-Innovation.eu
The Technology Transfer Officers often need to develop a whole business idea to rightly exploit an interesting opportunity, generally along with its owner. This process therefore proposes guidelines for driving strategic decisions and designing a sustainable business model. It builds upon practical situations to propose practices that work. The variety of initial contexts is such that some will obviously be of interest to you.
www.FITT-for-Innovation.eu
A Living Lab is a method for user-centric innovation by providing the testing facility in a real life user environment, able to feed back all essential customer experience and make appropriate decisions about the final go to market or even to detect an shape new opportunities. A Living lab operates as an open innovation platform for all economic players in the field, transcending systematic failures thanks to continuous and iterative user feedback. Living Labs are widely applicable for all applications in need of wide and truly user feedback, taking into account all stakeholders.
www.FITT-for-Innovation.eu
When researchers come to the Technology Transfer Office with a brilliant idea, it is often not clear what the commercialization possibilities are. The idea is often very technical in nature, making it difficult to align in with potential commercialization options. Therefore, it is important for Technology Transfer Officers to assess the commercialization opportunities of these technologies. They can decide to perform market research themselves or to rather rely on marketing agencies such as BEM in France. However, in case the market is still emerging, it might be more useful to test the technology and its potential applications in a living lab.
www.FITT-for-Innovation.eu
The document describes the design and implementation of an eLearning platform to capture and archive the practical knowledge gained by entrepreneurs while running their companies. The main goal is always to assist entrepreneurs in acquiring business competences and to provide coaches with a powerful and helpful tool to support their coaching activity by formalizing the business knowledge, practices and lessons learned in entrepreneurship. The platform is not only a learning tool but also a marketing tool that can be used by the Incubator/Institution to attract new tenants.
www.FITT-for-Innovation.eu
Training is the process by which researchers are triggered to learn additional skills, whereas team construction is the process by which researchers are triggered to complement their team to find additional, missing skills. The goal of training initiatives is to teach new skills to its participants in the hope that they will master them after finishing the program. The goal of team construction is to try to find a balance between technological capabilities and business expertise of the team members. The most difficult challenge within team formation is often to find the complementary business skills.
www.FITT-for-Innovation.eu
The iBootcamp is an intensive personal development program for entrepreneurial researchers. It is limited in time and the primary purpose is to guide researchers or business partners staff who want to found their own company starting from a concrete business idea. The program is a set of focused workshops in which an entrepreneurial multidisciplinary team is created and coached. The workshops are a balanced combination of teaching, coaching and doing with a strong exposure to business executives, industry and financial experts.
www.FITT-for-Innovation.eu
1. Open Source Business Case
FITT
– Fostering Interregional Exchange in ICT Technology Transfer –
www.FITT-for-Innovation.eu
Except where otherwise noted, this work is licensed under a Creative Commons Attribution 3.0 License.
2. Practice in General
Siruna NV has developed Software for development of mobile
websites through a dual Open source business model
Nature of reusability: this model can be easily copied as far as it
helps to cover development costs by the help of a large and free
developer community, helps to market the product, quickly sets a
reference in a rapidly evolving market and succeeds in creating value
within an open source setting.
Case is mostly generic
Quality/Nature of stakeholders: High tech start-up company, starting
form research results
Processes related to case: business model, IP management
2 | 03/2011 Open Source Business Case
3. How we can help you open the
mobile experience.
5. About Us
The experts in web-to-mobile: Make Anything Mobile
Professional Open Source company
Venture Capital backed startup
Located in Belgium | UK | US | India | UAE | China
5
6. : the leading OPEN SOURCE platform
and
managed SOLUTION provider
for mobile web applications
8. Nice USABLE stuff …
Mobile News Mobile Search Mobile Portal
8
(POWERED BY SIRUNA) (POWERED BY SIRUNA) (POWERED BY SIRUNA)
m.deredactie.be m.goldenpages.ie m.zita.be
(STANDARD WEBSITE) (STANDARD WEBSITE) (STANDARD WEBSITE)
www.deredactie.be www.goldenpages.ie www.zita.be
9. Open vs. Closed Source
OPEN SOURCE CLOSED SOURCE
Revenue from services Selling software licenses
Source code is publically Source code protected as
available « Copyleft » intellectual property
Source can be adapted / Customer can’t get the
improved source code
Development by a Development inside the
community company
The business models are linked with the license model:
•GPL/LGPL business models
•BSD/Apache models
•Multi license business models: Dual license
11. First Generation Business
Models
Revenues are generated through support, consulting,
Services based training, documentation
A free OS product is used to create a market position for
Loss leader the traditional commercial software.
Vendors as IBM, Apple, Novell, Oracle.. realize that OS provides a way to
compete against Microsoft because:
Fight competition • They can reduce R&D costs
• Eliminate dependencies on competitor’s technology
• Of the access to a large, external development community
Example: instead of competing with Symbian, Motorola committed to OS
11
12. Siruna OSS strategy
Is NOT to create a large developer community
Can be a side effect
We control it through the Contributor License Agreement. (CLA)
Disruptive business model
People can try the code, see the internals
They buy what they like (quality)
They can modify the code for their customer
Create a developer/user pull
12
13. Dual Licensing
Product available under a regular commercial license for
commercial customers and under a free software licence
(AGPL) for those who live by the principles of free software
The product is technically identical under both licences, but the
financials and the legal ramifications are different
It is up to the customer to decide what path he wants to follow
and what licence to use but restricted by our policy &
commercial strategy.
MySQL AB, Sleepycat Software & Trolltech AS use dual
licensing
Siruna is the copyright holder
14. Copyright of Siruna
Necessary condition for dual licensing.
Gives us rights and protection
We decide what license is used by who:
• Commercial
• AGPL
We can introduce “golden lines” or
credentials.
Our “golden lines”
Adapted for Mobile by Siruna
Google Analytics transformer insert
14
15. Affero GPL license
GPL license:
Everything that touches it becomes GPL
(viral)
If you redistribute a GPL software package,
you need to publish your code
Service provider loophole
AGPL license:
Closes the MSP loophole
Software distribution & network access
15
18. Open Source Trends
By 2010, Global IT organizations will use OS in 80% of infrastructure
investments and in 25% of business software investments (Source:
Gartner).
OS impact on infrastructure SW is 20 B $ growing to 46 B $ in 2011
OS infrastructure SW
16.000,0
14.000,0
12.000,0 OS
DBMS
10.000,0
AD
8.000,0 Security
AIM
6.000,0
ITOM
4.000,0 Others
2.000,0
0,0
2004 2005 2006 2007 2008 2009 2010 2011
(Source GIMV )
18
19. VC activity
Increased VC investment in OS:
2005: 294 M $ was invested
2006: 475 M $ was invested, up 61% from 2005 (Source: Computer
Business Review, Feb. 2007)
Why do VCs invest in Open-Source?
The increased adoption of OS by corporate users.
Attracted by the success of Red Hat,:
Marketcap of 3.8 B $ and .. profitable!
Revenues increasing very fast: 200 M $ in 2005, 280 M $ in
2006 and 400 M $ in 2007
Belief that there could me more money made from OS than from
proprietary software
Lower cost of development
Also lower cost of sales & marketing due to the viral effect of the
dvlpt community
OS leads to better quality assurance, more frequent releases,
community dvlpt
(Source GIMV )
19
20. M&A activity
Recent deals:
There were 35 transactions
There were 3 significant transactions;
• Sun acquiring MySQL for 1 B $, EV/S of 14.3 x
• Yahoo acquiring Zimbra for 350 M $ (email
collaboration),
• Nokia acquiring Trolltech for 153 M $,
• Citrix acquiring Xensource for 500 M $
• RedHat acquiring JBoss for 350 M $
(Source GIMV )
20
21. OSS Facts & Figures
MySQL – Database vendor
Founded in 1995.
Challenger for Oracle, Sybase, ..
External VC in 2001:
Revenues
• 2002: 6,5 Mio Revenue
• 2005: 34 Mio Euro
• 2006: 50 Mio Euro
Exit 2007: Sun acquiring MySQL for 1 B $,
2009: Oracle acquiring Sun
OpenBravo – ERP vendor (GIMV investment)
Founded in 2003. (Univ. of Navarra – 2001)
External VC in 2006: 4 Mio Euro from SODENA
Revenue 2007: 1,1 Mio Euro
External VC in 2008: 9 Mio Euro
Target 2008: 3,3 Mio Euro
Target 2010: 24 Mio Euro (requiring 15 Mio Euro investment)
21
22. Contact Us
FRANK GIELEN, CEO
Zuiderpoort Office Park
Gaston Crommenlaan 10/101
9050 Gent, Belgium
Tel +32 (0)9 331 48 36
contact@siruna.com
22