We had a marketing workshop last week and, following our decision to emphasise the ‘control’ we bring to collaboration, we addressed the tag line issue. In my last blog post I said it would be ‘controlled document collaboration’. Silly me.
Needless to say the marketing gurus felt they could do better. So a happy (?) time was spent with the whiteboard rearranging the three words: ‘controlled’, ‘document’ and ‘collaboration’. The result of an hour’s hard graft was: ‘Document collaboration. Controlled.’
So forget what I said back in August. Our new tag line is: ‘Document collaboration. Controlled.’
And here is the logo to prove it:
You heard it here first!
On a personal note, those of you who follow me on twitter will be aware that I’m no longer trapped on this island. Last month my passport became full. Literally, there was no further space for stamps. So it was necessary to apply for a new one. September was a travel free month, so I took the opportunity to send off the old passport and get a replacement. Thankfully, it has arrived just in time for my travels which start again in October. In the five weeks of October I’ll be in the USA for four of them. I’ll be at the following conferences: AMWA, DIA EDM and ERS/eCTD, APMP SPAC and RAPS(what a lot of acronyms!). Thankfully, I do get a week home in-between. If you are attending one of the conferences please do drop by our booth to say hello.
There has been a bit in the press recently about focus on the enterprise. The latest being from Jim Goetz who says he's “floored that so few entrepreneurs are focusing on building products for businesses” (see here). It brought to mind a report I read about this time last year which suggested that that the best start-ups had no experience of enterprise software and that this could be a good thing as it allowed 'outdated conventions' to be challenged.
This brings to mind one of the age old sayings: ‘If it was easy, everyone would do it’.
Let’s face it, building enterprise software applications is not easy! And selling to enterprises is not easy either! If I were bright enough to think of something which allowed me to build a great company without dealing with corporate IT departments and corporate purchasing departments, I’d do it like a shot!
From a software perspective, it’s particularly hard when you have to install the software on the client’s site. In other words, when you have to install the software in an environment over which you have no control.
So, build a functional, well tested software product which meets a business need and you are but half way there technically. Now you need to ensure it works in a complex corporate computing environment, integrates with the environment’s other components (such as directory services, etc.) and is sufficiently well documented that under-pressure IT staff can install and maintain it.
Then, no matter how compelling the product and no matter how great an ROI it has, you have to convince multiple people across the organization it’s a good and worthwhile investment. This takes time. In large organizations, wheels turn slowly and are driven by budget years.
Finally, you have the product, you have a willing purchaser and then you hit corporate purchasing and legal. Now the fun really starts. We have even had one purchasing department come back to us and tell us that they will place the purchase order if we deduct 5% off the quote. This is after we have been involved in lengthy discussions with the sponsoring department! Our response, by the way, was to tell them to *** off.
And people wonder why there aren’t “more engineers and entrepreneurs interested in enterprise”.
Please don’t think I’m complaining. I’m not. I’m just pointing out that conceiving, developing and delivering enterprise grade applications is non-trivial. And that is before you start trying to sell them.
From my perspective, the simple fact is that the built-in lag of the enterprise market means that it is simply not possible to grow companies in the same way that that it is possible to grow companies focusing on consumer stuff such as social media. If you are a ‘bright young entrepreneur’ and saw the explosive growth of Facebook and Twitter, and the slog of the enterprise focused companies, where would you focus?
I had planned to stop the blog there but I was told I shouldn't end on a negative note. So, on the positive side my share price hasn't crashed and focusing on the enterprise isn't all bad. Our software helps reduce the time it takes to get drugs to market and thus improves and saves lives. That's got to be good - right?