England Legends Martin Johnson and Lawrence Dallaglio teach Jack Whitehall the importance of accuracy in a lineout situation. Can he go up against an England Legend and win the ball?
Jack Whitehall tries his hand at tackling under the guidance of England Legend’s Lawrence Dallaglio and Martin Johnson. However when Lawrence suggests Maggie Alphonsi as tackling partner things go downhill for Jack.
“Your pack in 2003 was like a stag do at the darts” says Jack, a self-styled speed merchant, who joins England Legends Martin Johnson, Lawrence Dallaglio and Jason Robinson where he quickly learns he is all talk and not much faster than a walk.
Jack Whitehall questions England Legend Martin Johnson on the importance of style in rugby. Lawrence Dallaglio quickly puts Jack to the test on the pitch. Can he swan dive like Jason Robinson?
“Is a ruck all about territory, or is it sometimes you just want to be held?” England Legends Martin Johnson and Lawrence Dallaglio teach Jack Whitehall a lesson in power. Jack starts confidently but how will he fare in a maul with Jason Leonard?
Introducing Samsung School of Rugby. England and Rugby World Cup legends Lawrence Dallaglio, Martin Johnson, and a whole host of other stars put Jack Whitehall through his paces. Can they teach him the fundamentals of rugby? Will he be up to the task?
Here is a teaser and every day this week will be a new lesson.
Perhaps this simple reframing of how you think about your product through the eyes of your customers will help.
UberConference have summed it up perfectly in this video
This is an excerpt from our new book “Thinking of migrating to the cloud? Ask the Smart Questions” which is out in the fall.
Simple decision, right?
As every new software vendor “in the cloud” it would seem that migrating from on-premise to the cloud is the obvious answer. But it is not so clear cut
- Try before you buy; in the time it normally take to write a requirements spec, run a beauty parade and make a decision clients than run a real life, low risk trial.
- Speed of installation (not implementation): the software can be rolled out to different “locations” (geographical, organizational; internal and 3rd parties, working style; office, home-office, mobile) rapidly
- No upgrades; everyone immediately has access to the latest version of the software – although this may be considered a disadvantage if customized training has been developed.
- RBI, not ROI: rapid, tightly focused implementations mean that the benefits can often be delivered before the software has been paid for (Return Before Investment). So the projects are self-funding.
- No need for IT input; rather than completely side-stepping IT, the projects need only a light touch from IT, which the IT department should see as a benefit. It is helping them deliver the “app gap”
- Easier sale to business – you can reduce the sales cycle from months to days or weeks through low risk, pilot projects. And these are an easy way to get a foot in the door.
- Rolling out updates / out of date software – You know every client is on the latest version of the software. And there is virtually no cost to rolling out the changes that encourages small incremental updates.
- Geographical reach – Subject to local country restrictions on data center location, you can roll-out to much of the world without having to establish local operations.
- Lean startup approach to roadmap – With incremental releases you can start with a smaller functionality set and let customer demand help shape the roadmap, rather than invest heavily to produce a “full featured” product and hope it hits the mark.
- Metrics to see behavior – How are your clients using your software. With on-premise you never knew. Now you can see hour by hour, client by client. Which means you can coach them, hence the rise of the Customer Success teams within cloud vendors.
- Annuity revenue stream – Over time you can build a strong, dependable, annuity revenue stream. This is valuable asset and has a key impact on the high valuations of established cloud
But not all good news; downsides for vendor of cloud delivery
Cloud is not all honey and roses. There are inevitably downsides, especially when compared with the incredible lucrative on-premise software business. There are downside for clients, but let’s just focus on you, the vendor. Let’s pick up a few of the issues. Interestingly they all relate to business model and money.
- No upfront large license deals – You are used to large one-off license deals which would fund the growth of the business. Annuity revenue stream
- Really tight margins – Clients are expecting lower per user costs than on-premise software. This is in part by the born-in-the-cloud startups who are entering the market with none of the overhead and funding to allow them to buy market share.
- Sell deal, then drive consumption – If you going after big enterprise sales then you do all the pre-sales work, the procurement win the deal but the initial order is cents, not millions of dollars. You need to work with the client to drive awareness, support projects and drive the roll-out – for 1, 2, 3 years – before the revenues really start to flow.
- Engaging top enterprise salesmen – If you are a top enterprise salesman you are used to doing big deals and getting big commission checks. Waiting 3 years will not turn them on.
- Cannibalization on migration – If you want your existing clients to migrate they will take a hard look at the users who are really using the software and the annual cloud license fees are likely to be less than the on-premise annual maintenance fees that they are happily paying each year.
But don’t believe us Brits. Ask an American.
The 3rd of the July is the day to celebrate, not the 4th of July, if you are British. But it could have been SO much better for the Americans if the Brits had won all those years ago. And this is why…..
However, the ad above was run by Newcastle Brown last year. And it didn’t go down so well over here in the US. So they paid Elizabeth Hurley to apologize.
The most important factor in the success of a startup is TIMING, more important than the other 4 factors; idea, team, business model or funding. Too early means too much educational marketing, but too late means there is too much competition. On balance innovative companies are early rather than late. Which is why our recent book IMPACT gives you critical insights into the purchasing approach of early stage customers and what to do about it.
Below is Bill Gross’ assessment of 200 companies.
HTH Poolcare is not a big company. It does not have a big marketing budget. But with some smarts they created this viral video which has had nearly a MILLION views. What can you do for your company if you think creatively?