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2013:企業(yè)軟件公司逆襲之年

2013:企業(yè)軟件公司逆襲之年

Suhail Doshi 2012-11-22
Groupon、Zynga,乃至Facebook等公司的表現(xiàn)表明,消費(fèi)型科技公司雷聲大、雨點(diǎn)小。未來的一年將屬于Salesforce、Workday和box等面向企業(yè)級市場的公司。它們將迎來揚(yáng)眉吐氣的一年。

????2013年對企業(yè)軟件公司而言將是最具意義的一年。準(zhǔn)備迎接它的到來吧。鑒于聲勢浩大的消費(fèi)者導(dǎo)向型科技企業(yè)上市之后的表現(xiàn)乏善可陳,投資者們正在失去信心。如今,事實(shí)已經(jīng)一清二楚:團(tuán)購網(wǎng)站Groupon股票已經(jīng)跌至歷史最低,移動游戲公司Zynga的股票甚至跌至資產(chǎn)價值以下,而Facebook的股票價值也一直在圍繞當(dāng)初IPO時的初始價格,以50%的幅度上下波動。與此同時,客戶關(guān)系管理軟件服務(wù)供應(yīng)商Salesforce的市值卻達(dá)到了200億美元,而且十年內(nèi)一直在持續(xù)上升,不得不令人感到驚奇。而獨(dú)立軟件公司W(wǎng)orkday的市值能暴漲至70至80億美元,恐怕連創(chuàng)始人自己都感到吃驚。接下來,云存儲公司Box即將進(jìn)行首次公開募股,所以系好您的安全帶吧,因?yàn)榘瑐?列維來勢洶洶。

????現(xiàn)在,那些缺少創(chuàng)新的“化石級”公司是時候瓦解了。Salesforce淘汰了強(qiáng)制安裝的希柏(Siebel)軟件,率先吹響了對企業(yè)界舊勢力的進(jìn)攻號角。Box的產(chǎn)品用起來就跟用戶注冊Facebook一樣簡單,對微軟(Microsoft)的企業(yè)界協(xié)作應(yīng)用平臺Sharepoint展開了攻勢。與此同時,面向企業(yè)的公司銷售模式也發(fā)生了顯著的變化。他們不再像其他公司一樣,每次銷售都需要經(jīng)歷冗長而費(fèi)力的提案請求過程,去努力說服一家大型公司多個級別的負(fù)責(zé)人。在經(jīng)營場所安裝的軟件價格昂貴,難以整合,會造成不必要的摩擦。而“云端”服務(wù)則可以立刻執(zhí)行,投入使用,同時尤其有助于保持成本彈性。將寶貴數(shù)據(jù)保存在其他地方,許多公司都會擔(dān)心這樣做帶來的安全問題,而Salesforce則為減少這種擔(dān)憂掃清了障礙?,F(xiàn)在,面向企業(yè)客戶的公司需要做的,只是說服客戶公司里的人花錢購買能夠提高生產(chǎn)效率、推動業(yè)務(wù)增長的產(chǎn)品,前提是把成本控制在一定范圍之內(nèi),不會引起法務(wù)部門或IT部門的注意即可。從小處著手,然后逐漸證明自身的價值,未來與整個客戶公司打交道就會簡單得多。

????隨著銷售模式的改變,用戶與產(chǎn)品互動的方式也在發(fā)生變化?!靶坌牟钡男律髽I(yè)導(dǎo)向公司必將超越市場上領(lǐng)先的競爭對手。第一種轉(zhuǎn)變是將安裝軟件轉(zhuǎn)移到“云端”。第二種轉(zhuǎn)變是將產(chǎn)品向所有人開放,減少了銷售游說的必要。谷歌(Google)也早已推出針對廉價商用硬件的云服務(wù),數(shù)年之前便已將軟件放在云中運(yùn)行。接下來向手機(jī)的轉(zhuǎn)變已經(jīng)開始,“雄心勃勃”的公司不會作壁上觀,眼睜睜看著消費(fèi)類產(chǎn)品攻城略地。實(shí)際上,他們已經(jīng)開始進(jìn)入市場,同時抓住機(jī)會,對尚未考慮移動平臺的競爭對手發(fā)起攻擊。

????消費(fèi)者向手機(jī)平臺轉(zhuǎn)移帶來了新的挑戰(zhàn):設(shè)計。每一家公司、企業(yè)或其他類型的機(jī)構(gòu),都要考慮如何針對手機(jī)最有效地設(shè)計產(chǎn)品。對于大多數(shù)“化石級”公司而言,設(shè)計從來都不是他們的核心價值。用戶體驗(yàn)在這些企業(yè)同樣不受關(guān)注,因?yàn)橹灰c一家公司的IT部門完成交易之后,關(guān)于如何學(xué)會使用產(chǎn)品,就得靠實(shí)際用戶自己去摸索解決了。關(guān)于使用何種手機(jī)的體驗(yàn),這些終端用戶能夠容忍嗎?不會,因?yàn)樗麄兪菦Q策者。Asana、Stripe和Box等公司的產(chǎn)品都經(jīng)過精心設(shè)計,而且他們清楚,產(chǎn)品使用者變成了真正的決策者。他們深知,鑒于這樣的事實(shí),競爭對手們要想培養(yǎng)注重設(shè)計的文化,并非易事。此外,對于每年可以帶來數(shù)億甚至數(shù)十億收入的整個客戶群,恐怕誰也不想惹惱他們,讓自己受到指責(zé)吧!這樣的成就可謂“唾手可得”,而且富有競爭力。

????企業(yè)級市場的機(jī)會千變?nèi)f化,不斷涌現(xiàn)出更高效的銷售模式、新的平臺,并強(qiáng)調(diào)針對實(shí)際用戶設(shè)計產(chǎn)品。此外,可預(yù)見的收入、龐大的市值,還有新的競爭,經(jīng)過發(fā)酵最終必將爆發(fā)一場完美風(fēng)暴。列維說得對:“企業(yè)軟件公司正在變得越來越火熱”,2013年將屬于企業(yè)軟件公司。

????本位作者蘇海勒?多西是一位企業(yè)家,致力于公司對于數(shù)據(jù)驅(qū)動的需求。在Slide公司擔(dān)任開發(fā)工作期間,他發(fā)現(xiàn)了良機(jī),能夠幫助公司利用其數(shù)據(jù)獲得更強(qiáng)有力的見解,進(jìn)而幫助其發(fā)展業(yè)務(wù)。他與蒂姆?特里福倫聯(lián)合成立了Mixpanel,旨在幫助客戶公司分析對他們的業(yè)務(wù)最重要的數(shù)據(jù),并根據(jù)數(shù)據(jù)采取行動。Mixpanel是著名的Y Combinator初創(chuàng)企業(yè)孵化器的產(chǎn)物。蘇海勒曾在亞利桑那州立大學(xué)學(xué)習(xí)計算機(jī)系統(tǒng)工程,目前居住在加州舊金山。

????譯者:劉進(jìn)龍/汪皓

????2013 is going to be the most significant year yet for enterprise companies. Get ready for it. With lackluster public offerings from just about every hyped up consumer oriented tech company, investors are losing faith. It's all out in the open now: Groupon hit its all-time low, Zynga's stock plummeted below the value of its assets, andFacebook is oscillating above and below 50% of its initial IPO price. Meanwhile, Salesforces' $20B market cap has been climbing for nearly a decade–amazing. Workday's sustained pop to $7-8B is probably surprising to the founders themselves. And, put your seat belts on for the impending Box IPO–Aaron Levie is fierce.

????The time is ripe for the uninnovative "dinosaurs" of enterprise to be disrupted. Salesforce started it by displacing Siebel's software that had to be installed. Box is doing it to Microsoft's Sharepoint by making it as easy to use their products as it is to sign up for Facebook. At the same time, the sales model for enterprise companies has shifted considerably. Not every sale requires a long, arduous RFP process where you must convince multiple layers of a large corporation. Software installed on premises is expensive and hard to integrate–creating unnecessary friction. However, the services on the "cloud" can instantly be implemented and utilized while remaining elastic especially in cost. Salesforce helped pave the way for relaxing the security concerns many companies had with their valuable data being somewhere else. Now enterprise companies simply have to convince any person in the company to expense products that will enhance their productivity or help the business grow–just as long as the cost is small enough that no one in legal or IT notices. Starting small, then proving your value over time has made it easier to get in with the entire company later on.

????Just as the sales model has changed, so have the ways customers interact with products. The new and "hungry" enterprise companies are built to outpace their market leading competitors. The first shift was moving installed software to the "cloud." The second shift has been making products accessible to anyone, removing the need to talk to sales. Google has had its own cloud of cheap commodity hardware it runs its software on for years now. The next shift into mobile has begun and the "hungry" companies aren't standing back watching consumer products pioneer the way. In fact, they're doing it themselves by getting into the market and taking the opportunity to out position their rivals who haven't even considered the platform yet.

????The displacement of consumers to mobile has created a new challenge: design. Every company, enterprise or otherwise, is dealing with thinking through how to best design their products for mobile. For most of the "dinosaurs" in enterprise, design has never been a part of their DNA. Customer experience isn't either because once the deal is signed by IT, then it's up to the actual people who will use the product to deal with learning how it works. Would those same end customers put up with that experience with respect to which mobile phone they will use? No, because they are making the decision. Companies like Asana, Stripe, and Box are beautifully designed products that understand the decision makers are steadily becoming the people who use the products. And, they understand it's difficult for their competitive counter-parts to build in design DNA after the fact. Besides, who wants to be blamed for upsetting an entire customer base that is generating hundreds of millions if not billions in revenue a year. It's competitive low-hanging fruit.

????The enterprise opportunity is rapidly changing with a more efficient sales model, new platforms, and an emphasis for designing products for the people that use them. Additionally, predictable revenue, huge market caps, and new competition culminate into a perfect storm. Levie is right, "enterprise is getting sexy" and 2013 will be the year of enterprise.

????Suhail Doshi is an entrepreneur focused on the need for companies to be data driven. While working as a developer at Slide, he saw the opportunity to help companies to use their data to gain powerful insights that help them grow their business. He and Tim Trefren co-foundedMixpanel, which became a product of the famed Y Combinator start-up incubator, to help companies analyze, learn from and act on the data that matters most to their businesses. Suhail studied Computer Systems Engineering at ASU and lives in San Francisco, CA.

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