Axcient: Don't Get Caught With Your Saas Down
•Download as PPTX, PDF•
2 likes•1,034 views
Too often someone else is dictating the direction and growth of your business. This includes your technical team, your sales force, and even your vendors. The technical teams may want to use a “good enough” solution where they know all the work-around but it may provide low margins. Your sales teams may focus on the solutions that make them the most commission. Worse, you may have a vendor that provides zero or limited pricing and deployment options. In this session you will discover some ways to lead your entire team to increase SaaS sales providing the growth and direction you want in your business, regardless of your business model. http://www.ingrammicrocloud.com
Recommended
More Related Content
Similar to Axcient: Don't Get Caught With Your Saas Down
Similar to Axcient: Don't Get Caught With Your Saas Down (20)
More from Ingram Micro Cloud
More from Ingram Micro Cloud (20)
Recently uploaded
Recently uploaded (20)
Axcient: Don't Get Caught With Your Saas Down
- 1. 1Proprietary information of Ingram Micro Inc. — Do not distribute or duplicate without Ingram Micro's express written permission. Don’t Get Caught With Your SaaS Down Mark Swendsen
- 2. 1411022rev rev 12-1-14 2Proprietary information of Ingram Micro Inc. — Do not distribute or duplicate without Ingram Micro's express written permission. • Mark Swendsen, VP of Sales at Axcient Introduction
- 3. 1411022rev rev 12-1-14 3Proprietary information of Ingram Micro Inc. — Do not distribute or duplicate without Ingram Micro's express written permission. “Why some companies thrive in uncertainty, even chaos, and others do not?” Jim Collins
- 4. 1411022rev rev 12-1-14 4Proprietary information of Ingram Micro Inc. — Do not distribute or duplicate without Ingram Micro's express written permission. “Why some companies are caught with their pants down while others laugh?” Mark Swendsen
- 5. 1411022rev rev 12-1-14 5Proprietary information of Ingram Micro Inc. — Do not distribute or duplicate without Ingram Micro's express written permission. Jim Collins book “Great By Choice” provides a great framework for our conversation today. Yes, most of the ideas here were taken from his book. We will talk about some of the key concepts in the book and draw parallels to your business and our industry. Get a copy of the book by the end of this presentation. Copyright Notice
- 6. 1411022rev rev 12-1-14 6Proprietary information of Ingram Micro Inc. — Do not distribute or duplicate without Ingram Micro's express written permission. It is not about… Being able to predict the future Taking risks Making bold moves Being more creative Innovating more Making fast decisions Acting fast Being lucky Becoming Successful And Keeping Ahead
- 7. 1411022rev rev 12-1-14 7Proprietary information of Ingram Micro Inc. — Do not distribute or duplicate without Ingram Micro's express written permission. The Framework To Become Great FANATICAL DISCIPLINE PRODUCTIVE PARANOIA EMPIRICAL CREATIVITY LEVEL 5 AMBITION 20 Mile March Fire Bullets, Then CannonballsLeading Above The Death Line Incredibly ambitious, but for the cause of the company not themselves
- 8. 1411022rev rev 12-1-14 8Proprietary information of Ingram Micro Inc. — Do not distribute or duplicate without Ingram Micro's express written permission. • Three Stories − The Race to the South Pole − Southwest Airlines − Axcient • Key Questions to Ask Yourself • Applying the Framework to Your Business • Open Discussion • Book Drawing Agenda
- 9. 1411022rev rev 12-1-14 9Proprietary information of Ingram Micro Inc. — Do not distribute or duplicate without Ingram Micro's express written permission. The Race to the South Pole
- 10. 1411022rev rev 12-1-14 10Proprietary information of Ingram Micro Inc. — Do not distribute or duplicate without Ingram Micro's express written permission.
- 11. 1411022rev rev 12-1-14 11Proprietary information of Ingram Micro Inc. — Do not distribute or duplicate without Ingram Micro's express written permission. Preparation and Fanatical Discipline Amundsen Scott • Started from a place many considered unstable, but closer to his objective • Built buffer for unforeseen events (placed 20 flags around the supply depots, market his path) • Team of 5 people • Carried 3 tons of supplies • Used dogs • Walked in 15 to 20 mile max increments • Started from a known place previously mapped and documented • Ran extremely lean counting on accuracy of his plan (only 1 flag per depot, not marking his path) • Team of 17 people • Carried one ton of supplies • Used ponies and motor sledges • Tried to make as much progress as possible
- 12. 1411022rev rev 12-1-14 12Proprietary information of Ingram Micro Inc. — Do not distribute or duplicate without Ingram Micro's express written permission. Reaching The Pole
- 13. 1411022rev rev 12-1-14 13Proprietary information of Ingram Micro Inc. — Do not distribute or duplicate without Ingram Micro's express written permission. Elements Required for a “20 Mile March” • Performance markers • Self-imposed constraints • Tailored to the enterprise and its environment • Lies within your control to achieve • Goldilocks time frame • Designed & self0imnposed by the enterprise, not outside • Must be achieve with great consistency
- 14. 1411022rev rev 12-1-14 14Proprietary information of Ingram Micro Inc. — Do not distribute or duplicate without Ingram Micro's express written permission. Southwest Airlines
- 15. 1411022rev rev 12-1-14 15Proprietary information of Ingram Micro Inc. — Do not distribute or duplicate without Ingram Micro's express written permission. Southwest Airlines
- 16. 1411022rev rev 12-1-14 16Proprietary information of Ingram Micro Inc. — Do not distribute or duplicate without Ingram Micro's express written permission.
- 17. 1411022rev rev 12-1-14 17Proprietary information of Ingram Micro Inc. — Do not distribute or duplicate without Ingram Micro's express written permission.
- 18. 1411022rev rev 12-1-14 18Proprietary information of Ingram Micro Inc. — Do not distribute or duplicate without Ingram Micro's express written permission.
- 19. 1411022rev rev 12-1-14 19Proprietary information of Ingram Micro Inc. — Do not distribute or duplicate without Ingram Micro's express written permission. The Industry • Number of flights cut by 20% • Employees laid off, or furlough • Delivery of new aircraft cancelled or deferred Southwest Airlines • No flights were cut • No employees laid off, temporary freeze in hiring • Negotiated revised delivery schedule of 132 new aircraft September 11 Attacks And The Airline Industry
- 20. 1411022rev rev 12-1-14 20Proprietary information of Ingram Micro Inc. — Do not distribute or duplicate without Ingram Micro's express written permission. Fleet Configuration
- 21. 1411022rev rev 12-1-14 21Proprietary information of Ingram Micro Inc. — Do not distribute or duplicate without Ingram Micro's express written permission. • Didn’t innovate, they copied PSA • Faced major obstacles since its inception • Instead of rapidly expanding, decided to take a careful approach to opening new routes • Standardized on one type of airplane • Created a model that worked and stuck with it, ensuring it would work at every route and that it would be profitable Southwest Airlines
- 22. 1411022rev rev 12-1-14 22Proprietary information of Ingram Micro Inc. — Do not distribute or duplicate without Ingram Micro's express written permission. Axcient
- 23. 1411022rev rev 12-1-14 23Proprietary information of Ingram Micro Inc. — Do not distribute or duplicate without Ingram Micro's express written permission. Axcient Company Overview One of the Fastest Growing Companies in Silicon Valley Headquartered in Mountain View, CA $85M+ in Funding Channel Only Over 4,000 Customers Founded in 2007 2007 2008 2009 2010 2011 2012 2013 2014 3,120%+ Revenue Growth
- 24. 1411022rev rev 12-1-14 24Proprietary information of Ingram Micro Inc. — Do not distribute or duplicate without Ingram Micro's express written permission. Backup Replication Dedupe Vs. Business Continuity Archiving vs. Disaster Recovery The World’s First Business Recovery Cloud
- 25. 000000_25 Our initial focus was on smaller accounts, but we started getting to larger and larger deals. As we won larger deals, the data requirements changed. 1TB used to be big for us 3 years ago, now 10TB is normal.
- 26. 000000_26 In 2012, we measured support success by case backlog volume. Despite hitting our targets, our support rating was only 7 out of 10. In 2013 we changed our measurement to time to answer phone, case update frequency, and time to resolution. Now have a partner rating of 9 out of 10.
- 27. 000000_27 Early in our history we had an option to OEM different technologies to get our product to market faster. We decided to take the longer, more difficult road and build everything ourselves.
- 28. 000000_28 Our major fail on the channel came early… but we finally learned how to make it work!
- 29. 1411022rev rev 12-1-14 29Proprietary information of Ingram Micro Inc. — Do not distribute or duplicate without Ingram Micro's express written permission. • What is your ultimate goal? Where do you see your company 5, 10 years from now? • What will your performance markers be? − Profitability, utilization rate, number of clients, etc? • Which constraints make sense for your business? − Total capacity per client, number of vendors supported, cities served, etc? Key Questions To Ask Yourself
- 30. 1411022rev rev 12-1-14 30Proprietary information of Ingram Micro Inc. — Do not distribute or duplicate without Ingram Micro's express written permission. • Are you willing to embrace the behaviors that will lead your company to become great? • Where should you place big bets, based on early experimentation? • Are you constantly monitoring the market and thinking about ways in which your company can be disrupted? Key Questions To Ask Yourself
- 31. 1411022rev rev 12-1-14 31Proprietary information of Ingram Micro Inc. — Do not distribute or duplicate without Ingram Micro's express written permission. 1. Value-based pricing 2. Charging more to support larger clients 3. Bundling services 4. Clear path for existing customers to adopt additional offerings 5. Leveraging automation to maximize efficiencies 6. Focus on managed services sales/marketing, less on resale Characteristics Of Fast Growing MSPs Source: Kaseya 2014 MSP Pricing Survey
- 32. 1411022rev rev 12-1-14 32Proprietary information of Ingram Micro Inc. — Do not distribute or duplicate without Ingram Micro's express written permission. The Framework FANATICAL DISCIPLINE PRODUCTIVE PARANOIA EMPIRICAL CREATIVITY LEVEL 5 AMBITION 20 Mile March Fire Bullets, Then CannonballsLeading Above The Death Line Incredibly ambitious, but for the cause of the company not themselves
- 33. 33Proprietary information of Ingram Micro Inc. — Do not distribute or duplicate without Ingram Micro's express written permission.
Editor's Notes
- On 20 October 1911, the Norwegian explorer Roald Amundsen left his Whales Bay base accompanied by 4 men, 4 sledges and 86 huskies. They were intending to be the first to get to the South Pole. They had chosen to travel light: carpenters had spent several months planing away the slightest protruding ends of wood on the sledges; on the eve of his departure, the Norwegian decided to leave with only four men instead of the six that had been envisaged. On 11 November of the same year, the British explorer Robert Falcon Scott set out in turn in conquest of the South Pole from his Cape Evans base (on other side of the Ross Ice Shelf): he on the other hand had chosen a heavy trek with a whole stable of ponies and some sledges, which, at the beginning of the voyage, weighed more than 300 kilos each. When it left the base, it was a 50-kilometre-long convoy that got under way towards the North. At that time, the Englishman didn’t know that Amundsen already left with the same objective as he!
- But the story actually begins a month or so earlier, in September, 1911: Tormented by the prospect that Scott might beat him, Amundsen had jumped the gun, starting before the arrival of polar springtime and manageable weather. The result was the death of valuable dogs and frostbite on the feet of his men that would require a month to heal. He decided to return. He then left again in October, only a few days before Scott to try to reach the South Pole.
- What happened next is an amazing story. What you see here is a map showing the route the two expeditions took. On the left side, in blue, is Scott’s route. He used as starting point the same location Shakleton used in his expedition back in 1908 and followed a very similar path that Shakleton had documented. Amundsen, though, started off from a point that many people considered a ‘bad’ location saying it was unstable and his route had many unkowns. Amundsen, as I said, jumped the gun. He started earlier than he should have and had to come back. He also took a different approach than Scott: he had fewer people in his team, he carried three times more supplies than Scott, and used dogs to pull the sledges. Scott by contrast had a team of 17 (versus 5 in Amundsen’s), was carrying less supplies and decided to take ponies and motor-based sledges. The outcome is that Amundsen reached the pole many days earlier and returned safely while Scott’s team died on their way back.
- This image was taken from their annual report issued in 1971. The second story I would like to talk about, is of Southwest Airlines. This is a company that is showcased in the book and is definitely worth looking into because they exemplify many of the elements of the framework that has shown companies use to become great.
- Incorporated as Air Southwest in 1967 the airline changed its name to Southwest Airlines in 1971. In their first two years of operation, the airline posted a loss and it was in such difficult financial situation that it had to sell one of four planes they had in order to meet payroll. At that time, they were operating 4 routes and continued to do so with only 3 planes. Because of the shortage in planes, they instituted a policy of “10 minute turn” in which planes had to be ready and out the gate in 10 minutes.
- And you may know this, but Southwest didn’t invent the “Low Cost Carrier” model, they copied it from another airline that was operating at the time in California, PSA. They went over there to see how they did things and basically copied their manual of operations, so from the start Southwest was basically a copy of PSA operating in Texas.
- Since from their start Southwest was facing difficulties. In the 60’s the airline industry was heavily regulated. Southwest wanted to operate in Texas but the three airlines operating there didn’t want more competition. Braniff, Trans Texas (later Texas International), and Continental Airlines worked to get a restraining order prohibiting the Transportation Aeronautics Commission to issue Southwest’s certificate, basically blocking them from starting business. The legal battle between Southwest and the other airlines lasted almost 3 years! Finally on June 16, 1971 the Civil Aeronautics Board throws away the complaint filed against Southwest. But within hours, the lawyers of the airlines get a restraining order barring Southwest from beginning service. Southwest then pleads its case to the supreme court who overrules the injunction, allowing Southwest now to finally start business. Then in February 1973 Braniff decided to lower fares from DAL to HOU to $13.00. Southwest charged $26 at the time. So Southwest countered by either offering the same fare, or a bottle of Chivas Regal, Smirnoff or Crown Royal. The result, SWA won the battle...Businessmen were taking the free liquor and paying the full $26.00 fare. They could write the $26 off as a "business expense" while keeping the liquor.
- But what is also interesting about Southwest is that the airline faced hurdles throughout its entire life. Multiple lawsuits tried to take the airline out of business and it seemed that every year they were facing some form of new challenge either by attack from a direct competitor that decided to lower their fares or a lawsuit of some kind.
- And, of course, the most trying times for Southwest and the airline industry in general were the days following the Sept 11 attacks. But the way Southwest responded was very different from most other airlines. Instead of cutting flights, laying off workers or cancelling their orders of new planes they did just the opposite. And the result? Southwest was one of a very few list of airlines that posted a profit that year. In fact, Southwest had posted a profit for the past 40 years, and is the only airline to have done so in the US. So what are some of the strategies that they use?
- Here you have a sample that is very telling. Look at how many different types of planes companies such as Unite, Delta and American have, versus Southwest. Southwest decided since the beginning to keep things simple and invested in one type of plane, the 737. They fly only four types of 737, which allows them to save money on maintenance, ordering parts, and training their pilots. Also, Southwest decided to hold back year after year, and grow their routes slowly and carefully instead of expanding too fast. The other interesting thing about Southwest I that they have this policy of demanding a profit every year. They are religious about that, and so everything they do has to be tied to the company profitability, but – and this is where Southwest is also different from other profit-seeking airlines – is that they do this while keeping a very strong corporate culture that puts the employees and their customers first.