This SaaS Metrics blog post looks at the high level goals of a SaaS business and drills down layer by layer to expose the key metrics that will help drive success. The post provides a considerable amount of detailed information that should be of great assistance to anyone running, or looking start, a SaaS business.

Metrics for metric’s sake are not very useful, so the goal of the post is to provide a detailed look at what management must focus on to drive a successful SaaS business. For each metric, the post also looks at what is actionable.

The post starts by looking at the high level goals of a SaaS business: Profitability, Cash, Growth and Market Share, and drills down into the component parts that drive each of these. Key metrics that are covered include cost of customer acquisition (CAC), lifetime value of the customer (LTV), months to recover CAC, Churn, sales funnel metrics, etc.

The coverage of what metrics are needed is comprehensive and detailed.

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Success. Success. Failure. Success. Failure.

That’s it, that’s my story. It’s been my heartbeat. I’m a Serial Entrepreneur with a 60% track record, which is comforting, except that I’m coming off my latest failure at Helpstream. 60% is way in excess of what most any VC ever gets….

I am fond of saying you learn a lot more from failure than success. Call it a consolation prize, but I do learn a lot from the failures, though I also learn from the successes. Since I am just off a Failure, clearly I have not yet amassed enough learnings to have a perfect picture of how to navigate the treacherous waters a startup sails on to success. Hence there are new learnings to be discussed. The Helpstream Learnings Series

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This discussion comes up time and time again in the eternal SaaS vs On-Premises debate. The SaaS guys (yup, that’s me) wax eloquently about all the advantages of SaaS only to have the On-Prem guys shoot us down by proclaiming SaaS companies aren’t real businesses because they can’t make a profit. The thing is, it just ain’t so.

The latest bout of this I had was amongst my Enterprise Irregulars blogging group, and comes in the aftermath of Sapphire (SAP’s User Conference), which always brings out a lot of discussions like this. Our discussion got started through Michael Krigsman’s excellent post on SAP’s continued commitment to their SaaS product, Business by Design. As Michael points out:

The economic differences between delivering software via SaaS and on-premise methods are substantial, with profound implications for how software companies optimize internal operations.

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In the emerging sector of Software as a Service, one of the biggest challenges for many of the top CEOs is the lack of successful role-model businesses. There are still only a handful of public pure-play SaaS businesses, and thus the body of “best practices” is very limited. Ironically, on top of this, one of the hardest things veteran software CEOs have to do when they start to run a SaaS company is to forget much of what they know about running a software company.

As we worked with our SaaS portfolio companies, it became apparent that savvy SaaS companies were following a new set of rules – most of which didn’t apply in the traditional software world, and many of which they were making up in real-time. We then set out to capture the new “best practices” of the on-demand model.

To pull these insights together, Bessemer studied over a hundred SaaS companies – both pure-plays and hybrids – and recently hosted an invitation- only SaaS CEO Summit to compare perspectives and discuss the findings. Many of the insights gained during this research and these discussions are condensed into the following list of ten new “laws” which help to govern the success of SaaS companies.

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Quick video presentation of the challenges existing enterprise software providers face in transitioning to SaaS, cloud computing and managed services markets, including the 5C’s of Failure: Company Culture, Cannibalization, Commoditization, Channel Conflict and Customer Confusion…

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This post comes from reading some blog entries like the post our friend Abe Sultan of Apprenda wrote for Datamation – How to Fail Miserably as a SaaS Company and my own conversations with software company executives. Before anybody says it – it is not every way there is to fail at SaaS. And like any limited list covering a big subject – the items are over broad and not necessarily indicative of the most common ways to fail.

But that said, these are the things that really irritate me and I’m sure irritate those who have lived these errors – as happens in the life of an entrepreneur. So, if you are or are considering offering a product with the SaaS business and delivery model, you might want to consider about the common trip points mentioned in this article…

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As the new year and decade get underway, here are a few of the areas of the cloud computing market which I think will be important competitive battlefields for established and emerging players

1) Collaboration Wars

2) Business-Oriented Social Networks

3) Platforms-as-a-Service Wars

4) Cloud Governance…

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Steve Blank is a respected voice in Silicon Valley for good reason. He writes and speaks from a deep well of experience and insight. I’ve never found anyone who could put the current trend towards the “consumerization” of online software into an actionable context better.

What I’ve linked to for this “classic blog post” is actually not one post but instead a whole category of Steve’s posts that highlight an approach to product development that is strongly user-driven and fits particularly well for the Internet delivery model of SaaS products. It is a key part of the whole “Lean Start Up” philosophy that is gaining a lot of attention because it answers the questions around what is a viable roadmap for a SaaS product.

If you’re developing or considering a SaaS product, I strongly suggest sampling the posts in this series – there is a lot of good information here.

[Recommended by By Michael Dunham at http://blog.sciodev.com ]

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