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1、 中国最大下载资料网 !#$%& () !()%*+$!,#& -.+/+01/% 2/&304%& )$(1 5667(18+/3& 9$(,/: %4 ;($?/+13# 2/:,&%$3&-./ 0#1&234356 7819* :$3 ;%$3!#$%&$ )* +, 中国最大下载资料网 ITAA WEBCAST, FEBRUARY 8, 2000Introduction to Secrets of Software Success Industry structure and historyIllustration o

2、f selected best practices Future trendsD 中国最大下载资料网 ITAA WEBCAST, FEBRUARY 8, 2000Introduction to Secrets of Software Success Industry structure and historyIllustration of selected best practices Future trendsD 中国最大下载资料网 TOP TEN PLAYERS PER SEGMENTIT MarketSurv

3、ey and Book ScopeHardware ProductsHardware Maintainance ServicesSoftware Products & ServicesProcessing Services (e.g. ADP) & Internet Services(e.g. Yahoo!)Embedded Software incl. ServicesProfessional Software ServicesRevenues1$ mEnterprise SolutionsRevenues2Software Products$ mPackaged SoftwareReven

4、ues2$ mTop ten players in each segment(1997 estimated revenues in specific segments)1. Andersen5,3001. IBM10,2701. Microsoft11,600Consulting2. Oracle4,2602. IBM2,5602. IBM4,9203. Computer3. Computer1,0803. EDS3,750Associates3,240Associates4. CSC3,5104. SAP2,3604. Adobe7605. Science1,9105. HP2,1905.

5、Novell710Applications6. Fujitsu1,8106. Symantec5506. Cap Gemini1,6207. Hitachi1,2707. Intuit5207. HP1,5208. Parametric7608. Autodesk4208. DEC1,410Technology9. Apple3809. Fujitsu1,3709. Peoplesoft70010. The Learning35010. BSO Origin1,32010. Siemens680Company1 Worldwide professional software services

6、revenues 26,63027,54018,9302 Worldwide software licenses and maintenance/support revenues Source: IDC, McKinsey database, McKinsey 中国最大下载资料网 DISTRIBUTION OF PARTICIPATING COMPANIESRegionAsia (India,Business typeMassIsrael, Japan)9North AmericaEurope (Austria, Denmark, France,pack

7、agedsoftware24Enterprise39solutions39(Canada, US)52Germany, Ireland, Italy, Netherlands, Luxemburg,Sweden, Switzerland)Size37Professional servicesStartups(Rev.* USD 1 billion)1532Large companies41(Rev.* USD 1 billion)Mid sized companies (Rev.* USD 50 million) 中国最大下载资料网 SCOPE AND METHODOLO

8、GY OF SURVEYInterview partnersDuring the survey we did interviews with more than 450 executives 100 companies in 15 countries on 3 continents 6 of the 10 largest software companies in the world firms of all 3 industry segmentsResearch methodologyRank of companies by margin and CAGR*34 successful com

9、paniesTest ofhypothesis with top and lower third32 average companies34 less successful 中国最大下载资料网 ITAA WEBCAST, FEBRUARY 8, 2000Introduction to Secrets of Software Success Industry structure and historyIllustration of selected best practices Future trendsD 中国最

10、大下载资料网 SOFTWARE INDUSTRY ERASNetscapeEra 5 (1994 - 2008)Company examples NetscapeIBM PC MS DOS The internet takes off New internet based VAS emerge Intersky BroadVisionIBMUnbundlingEra 4 (1981 - 1994) PC-based software becomes a mass product Microsoft emerges as leader of the industry Microsoft Nove

11、ll IntuitADREra 3 (1969 - 1981) It becomes widely acceptable to buy software independently from hardware Strong enterprise solution providers emerge SAP Oracle CASAGEprojectEra 2 (1959 - 1969) First software product companies emerge IBM/360 becomes the first industry standard platform ADR IBM Inform

12、atEra 1 (1949 - 1959) Few mega software projects provide important learning opportunities First software services firms set up shop CUS CSC S 中国最大下载资料网 WORLDWIDE REVENUES AND GROWTH RATES IN THE THREE SOFTWARE INDUSTRY SEGMENTSUSD billions+ 20%p.a.1993199519971157755Top 10:23%+ 18%p.a.

13、4531+ 11%p.a.61574737Top 10:46%Top 10:33%Professional servicesEnterprise solutionsMass 中国最大下载资料网 KEY DIFFERENCES OF THE THREE SW SEGMENTSSales units (log.)10,000,0001,000,000100,00010,0001,000PRODUCT BUSINESSPackaged softwareEnterprise solutions100101PROFESSIONAL SERVICESProfessi

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16、L. 中国最大下载资料网 MAJOR DIFFERENCES BETWEEN PRODUCT AND PROFESSIONAL SERVICES BUSINESSMarginal costs Market structure Regional appearanceCustomer relationshipMost important number to watchRelevance of management areas*Product businessAlmost zeroDrive to concentration Highly globa

17、lizedOne-to-few, one-to-manyMarket share (installed base)1. Strategy2. Marketing & Sales3. Human Resources4. Software developmentProfessional servicesAlmost constantHighly fragmentedMainly regional, with increasing tendency to globalizationOne-to-oneCapacity utilization rate1. Human resources2. Soft

18、ware development3. Marketing & Sales4. S 中国最大下载资料网 SOFTWARE PRODUCT AND PROFESSIONAL SERVICES BUSINESS - MANAGEMENT DIFFERENCESStrategy Nature of busin Time horizon Main goalssMarketing appro Business system Marketing appro Sales approachachachHuman Resour Required skill s develope

19、rsest forDevelopment Selection of pr featuresductSource: Secrets of Software SuccessProduct business Speed/time to market is key Short-term High market share/ penetration Produce first, sell later Mass marketing Indirect and direct sales Creativity and programming skills are key Focus on standard pr

20、oduct satisfying large number of customersProfessional services Continuity is key Long-term Excellent reputation and customer relationships Sell first, produce later Relationship marketing Direct sales only Communication and project management skills are key Focus on individual customer requirements

21、 中国最大下载资料网 ITAA WEBCAST, FEBRUARY 8, 2000Introduction to Secrets of Software Success Industry structure and historyIllustration of selected best practices Future trendsDiscussionEmphasis on processes and disciplined executionversus.Emphasis on creativity and flexibility (ad-hoc culture)Fo

22、cus on short-term profitability by “utilizing people” 中国最大下载资料网 BALANCE DECISIONS IN DIFFERENT MANAGEMENT AREASManagement areasKey balances to find within the top 5 areasPartneringGrow the market, but share it with partnersversus.Focus on a smaller market, but “take it

23、alone”Service strategyGrow revenues with productsversus. and services combinedMaintain organizational focus on product business onlyMarketingPeople managementDevelopmentInvest in personal trust-based relationships and keep “professional touch”Invest in developing and retaining people long-termversus

24、.Invest in more aggressive brand buildingEmphasis on processes and disciplined executionversus.Emphasis on creativity and flexibility (ad-hoc culture)Focus on short-term profitability by “utilizing people” efficientlyversus.People managementD 中国最大下载资料网 BALANCE DECISIONS - PARTNE

25、RINGManagement areasKey balances to find within the top 5 areasPartneringGrow the market, but share it with partnersversus.Focus on a smaller market, but “take it alone”Service strategyGrow revenues with productsversus. and services combinedMaintain organizational focus on product business onlyMarke

26、tingInvest in personal trust-based relationships and keep “professional touch”Invest in developing and retaining people long-termversus.Invest in more aggressive brand 中国最大下载资料网 NO ONE CAN GO IT ALONE IN SOFTWARESuccessful software companies have on average four times as many par

27、tners as the less successful ones“Partnering is absol- utely fundamental to the success of a software company”“In the ERP- software-business you cannot survive without partners”“More than 50% of our success is due to partnering”“No one can do it by themselves anymore. The companies that do not under

28、stand how to truly parner will get left behind”Graham Sharman, President Baan Investment*Henning Kagermann, CO-CEO, SAPRichard Roy, General Manager Microsoft GermanyJohn Chambers, President CiscoBaan decided to hand 80% of the total value of Baan installations its partnersSAP launched a global “SAP

29、Partner Academy”, an international institute of higher education* just to train its partnersMicrosoft spends more than USD 600 million every year just on coaching its partners, and hands out 96% of the total value to partnersCisco signs up so many allies per year that it hires new partnering manager

30、s almost every month* New Vanenburg Venture* First of such a kind worldwideSource: Secrets of Software Success, New York Times, US securities firm E 中国最大下载资料网 INTUITS PARTNERING MOVESUSD“It was either partnerIntuit stock price80602512/957/976/9898or perish”Business Week June 1998 In

31、tuit faced increasing threat from on-line financial services In 1997, founder Scott Cook decided to redirectIntuit from a stand-alone software company to an internet software and service provider“We had to sublimate our ego and become part of sombody elses business”William Hams Jr., CEO IntuitSimila

32、r threats from lack of partners for Software AG and Apple In the first six months of 1998 alone Intuit allied with 12 companies Examples: Excite, Financial Times, Standard and Poor America Online, CNNfn, banksSource: Secrets of Software Success, Intuit, press 中国最大下载资料网 PARTNERS

33、ALONG THE VALUE CHAIN CLOSING CRUCIAL GAPSTypes of partnersGaps to closeRequirements outside key competenciesKeeping with extermely short time-to-market sequencesBuilding market penertration volumeR&D partners Andersen and SAP joint development in utilities and financial sector Microsoft car PC Soft

34、ware joint development with car makers Beta versions for early application building from Microsoft for KHKComplementary product or service partners Oracle databases for SAP R/3 Retail back office software fromNaviplus forNavision ERP system Distribution and logistics modules from Lanham for Navision

35、 Financial Times and America Online infos for Intuits web platformMarketing partners Intershop software promotion via hardware experts HP and Silicon Graphics Nice Systems voice logging software via IPC, Siemens, Aspect Sun Java licensing to Oracle, IBM, Netscape (750,000 Java developers in 1998) In

36、tershop product co-marketing with 20Implementation and maintenance partners Professional services players Ernst and Young, Coopers and Lybrand Andersen Consulting etc. with SAP, Baan, Peoplesoft etc. Beta releases by large product firms to professional services firms like TCS (India) Professional se

37、rvice firms ad ERP playerscore partners and 500 sales partners incl.HP, Sun, Silicon G 中国最大下载资料网 PARTNERS FAR BEYOND TRADITIONAL SUPPLIERS Compaq Dell IBMHardware manufacturers IXOS FileNet DocumentumDocument management software firms Intellicorp IDS ScheerSoftware implementation t

38、ool providers Oracle InformixDatabase manufacturers Andersen consulting Coopers and Lybrand Ernst & YoungERPimplementation consultantsPartners listed in SAPs 1998supplier conference bookletCustomers can select provider from each groupIn the car industry, that would mean customers decide who makes th

39、e breaks, the seats and the engine of their BMW and who assembles 中国最大下载资料网 BALANCE DECISIONS - PEOPLE MANAGEMENTManagement areasKey balances to find within the top 5 areasPartneringGrow the market, but share it with partnersversus.Focus on a smaller market, but “take it alone”Service

40、strategyGrow revenues with productsversus. and services combinedMaintain organizational focus on product business onlyMarketingInvest in personal trust-based relationships and keep “professional touch”versus.Invest in more aggressive brand buildingPeople managementInvest in developing and retaining

41、people long-termversus.Focus on short-term profitability by “utilizing people” efficientlyDevelopmentEmphasis on creativity and flexibility (ad-hoc culture)versus.Emphasis on processes and disciplined 中国最大下载资料网 GLOBAL SOFTWARE WORKER SHORTAGENumber of computer science graduates

42、(example US)48,00026,000Increasing demand for software workers driven by Strong growth in traditional software market (18% p.a.) Exploding new segments with high demand for software knowledge (e.g., internet)1984868890929496Decreasing supply of computer science graduates until 1998 Supply cycle seve

43、ral years behind demand curve Job prospects were significantly lower in the early 90sGlobal shortage of software workers 346,000 vacant IT positions in the US (200,000 in the Silicon Valley alone), approx. 500.000 in Europe Extreme high turnover rates (20% p.a.) Most important growth obstacle for so

44、ftware companiesSource: Secrets of Software Success, EstimationsHIGH TURNOVERAverage staff turnoverPercent p.a., (US, 1997) 中国最大下载资料网 Advantages+Desired refreshment/avoidance of legacy21+Push innovation through new ideas17+Facilitate change11+New leads for recruiting candidates23SteelAuto

45、- mobileRetailElectro- nicsSoftware and services Disadvantages- Knowledge drain- Loss of personal relationships to customers- Replacement cost- Cultural erosionWe do not regard a 20 percent turnover rate as being too critical. On the contrary, it helps us to constantly bring in new ideas and new fre

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49、pany gives its managers a system to track the walk-away-value (i.e. the value of stock options an employee would lose if he left the company now) for their employees on a daily basis if this value gets to low for key employees mangers can take counter measuresHire according to cultural fitSuccessful

50、 turnover management At a Michigan based company the CEO introduced a Typical profile of our companys employee based on ”Company-values to support recruiting since then turnover has decreased significantlyBringing new hires up to speed fast CISCO introduced “Fast Start” a dedicated program to bring

51、new hires up to speed including specialized facilities teams for setting up the infrastructure (e.g., Fax, phone, mail) as well as sophisticated systems of automated e-mails to managers to remind them of their duties with new 中国最大下载资料网 COMPARISON US - EUROPEStaff turnover ratesin percent p.a.Comparison of peak salary with average salaryPeak salary as percentage of average211831157EuropeUSEuropeUS Other retainment measures Stock options Top developer conferences (Platinum) 中国最大下载资料网 EXAMPLES OF SOFTWARE COMPANIES CULTURES“Fun pla