A new variation of the notorious banking trojan has been found lurking in the wild, bent on targeting software-as-a-service (SaaS) applications.
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The offering comes with built-in support for more than 200 SaaS applications, including Salesforce.com and Microsoft Office 365.
Oracle has made clear today that its Public Cloud will be populated with acquisitions of the SaaS industry's old guard, clarifying the true battle lines against cloud rival Salesforce.com
Given Groupon's youth and heady growth it is the perfect greenfield for enterprise cloud deployments. NetSuite and Salesforce.com are key infrastructure providers to Groupon.
In recent quarters Oracle has been taking aim at Salesforce.com, noting that its Siebel On Demand was poaching customers.
Is SAP as serious about SaaS as John Wookey claimed in his widely reported speech last week? A comment by SAP CTO Vishal Sikka, trashing Salesforce.com in an interview published this week, suggests not.
The software-as-a-service vendor's datacentres were out of action for almost an hour when a core network device failed
At Dreamforce today, here in San Francisco, Salesforce.com announced a significant, and seemingly long overdue, enhancement to its SaaS offering.
Think for a minute about the third-party vendors who service your company - the folks who run the cafeteria, deliver office paper, clean the restrooms or provide security services, just to name a few. Now, think about a company the size of General Electric, an international conglomerate with more than 325,000 employees working on everything from the set of Saturday Night Live to a parts facility for GE Aviation.
Following on from its previous link-up with SaaS CRM giant Salesforce.com, Google has teamed up with SaaS talent management vendor SuccessFactors to bring its cloud-based collaboration suite into the human capital management (HCM) arena.
Enterprise software giant SAP has lost Business Objects' Steve Lucas, one of its brightest software-as-a-service stars, to Salesforce.com, where he takes up a new role driving the vendor's platform strategy
As the resident Salesforce.com basher at ZDNet, it is with some smugness that I am watching the birth of a fellow naysayer on the future of Salesforce.
In light of the Yahoo! - Microsoft fiasco, fellow bloggers Larry Dignan and Vinnie Mirchandani havebeen asking the question whether there is too much emphasis on just onestakeholder - the shareholder. After all, shouldn't a technologycompany (or any company for that matter) be equally focused on thevalue for customers, partners and employees.I believe that the real problem is not that of prioritization of stakeholders but a more fundamental issue: Does your company stand for something?Larry and Vinnie discussed the following in a recent conversation: Technology companies cater to Wall Street interests too much often at the expense of good strategy. Isn’t what a company does for customers and developers more important than shareholder interests? What’s wrong with being a mid-size technology company if customers and employees are happy and the products–software, hardware, services–fit a need? There’s nothing wrong with it, but Wall Street would lead folks to believe that any company that isn’t acquired by Oracle isn’t worth existing. And why are we listening to Wall Street at all given that analysts, investment bankers and other financial wonks can’t even manage their own businesses (subslime, credit swaps, write-offs galore)?Evenas I do agree that the recent focus on shareholder's (short-term)returns is probably misplaced, the real problem is elsewhere.What Does The Company Stand For?Theproblem with Yahoo! is not just its mediocre financial performancecompared to its more successful cousin in Mountain View - Google, butthat Yahoo! does not seem to stand for anything and rarely arouses anypassion amongst customers, employees or partners. Its a listlessorganization that seems to be going through the motions - see this excellent post by Jeff Nolan.Marc Andreesen recently wrote up an article praising dual-class structureto help management teams prevent hostile takeovers. I believe this isthe wrong remedy - its a cure for a disease that should be prevented inthe first place: A lack of clear vision around what a company is tryingto achieve.A company (and its management team) deserve to beindependent as long as they inspire confidence among investors,employees, parters and customers that the company has a vision that itaspires to that the stakeholders can commit to.After all, whatdoes Yahoo! stand for? A hodge podge of websites relating toentertainment, communication, search etc with no grand vision ofchanging our (digital) lives. There are hundreds of smaller companiesthat are not under any duress to be acquired because their managementteams inspire confidence around a vision.Here is a list ofcompanies that I don't know what they stand for, and hence will nothave shareholders clamoring to keep them independent if the rightopportunity came along: BEA (Sold) Yahoo! Tibco WebMethods (Sold) IAC (Bought/Sold/Consolidated/Unbundled)Contrast this with list with: Salesforce.com (Changing the enterprise software world; See my disclaimer) Google (Organizing World's Information) Amazon (Changed Retail, Now Web Services) COST (Concur, Omniture, Salesforce and Taleo - the SaaS horsemen, per Phil Wainewright)Thesame holds true beyond technology businesses - if your company does notstand for something bigger than management's entrenched interests andegos, its not very likely to inspire shareholders to forgo a 50%overnight return. There is a storyof two labourers working at a construction site, breaking stones. Apasser-by asked one labourer what he was doing. “Breaking stones”, wasthe bored reply. A few yards down the road the traveller came acrossthe other labourer. This worker was different; there was a spring inhis steps and a tune on his lips. So the passer-by asked, “What are youdoing?” “Oh, I am helping Christopher Wren to build the greatestcathedral in the world.” The vision of the great architect, SirChristopher Wren, of building a cathedral that was to be the pride ofEngland, gave meaning to the labourer’s work.So, the questionis: Do your stakeholders see your company as a stone-breaking ventureor as a company that's building a Cathedral?
Salesforce.com, a leading Software as a Service (SaaS) vendor, faced outages across parts of its network yesterday.
If you didn’t sit up and take notice when Dell bought privately held Everdream two weeks ago, you’ll be forgiven for overlooking an interesting but, on surface, less than earth-shattering deal that slipped by everyone’s noses in the week before Thanksgiving.But if you’re tracking software as a service, and in particular Salesforce.
Oracle tomorrow will unveil an innovative new set of CRM OnDemand applications designed to establish its enterprise 2.0, enterprise SaaS credentials as well as put the boot into Salesforce.com.
SuccessFactors, the latest poster-child for SaaS, is now headed for the IPO market, following NetSuite, and everyone's archetype SaaS IPO (if you're an investor), Salesforce.com.
Undercutting Salesforce.com is an obvious ploy for Microsoft to attempt with its CRM Live product, but whether it will be enough to gain market traction is another matter. What's been announced makes clear that Microsoft still has a lot to learn about the SaaS markeplace.
Microsoft is expected to try to use cut-rate pricing to compete with Salesforce.com and other software-as-a-service (SaaS) players when it finally launches its Dynamics CRM Live service in 2008. Microsoft unveiled pricing and packaging for its CRM service at the Worldwide Partner Conference on July 10.
Is SaaS disruptive enough to shake up the systems integration business as ferociously as it promises to shake up the software business? SIs that specialize in SaaS are banking on it. In the past few months I've had some interesting conversations with two leading Salesforce.com partners who believe they're building highly defensible businesses on the back of specializing in SaaS.
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