The software as a service SaaS delivery model is very compelling to many organizations. Agility, market responsiveness, shared infrastructure costs—they all represent an opportunity for businesses to transform their approach to how they build, operate, and monetize their products. The reality, however, is that these same organizations often have a significant investment in their existing single-tenant offerings. The challenge, then, is for organizations to find creative ways to incrementally move their solutions to a SaaS model without major disruptions. Ultimately, you want to emerge from this transformation with a product that inherits the best traits of SaaS and becomes an enabler for the business. A simple lift and shift or some flavor of pseudo-SaaS is likely to undermine your long-term goals.
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How to Create A Winning SaaS Email Onboarding Series: 3 Case Studies - ZeroBounce Blog
Provided below are a select number of case studies illustrating the achievements our customers have experienced with Coupa. These customers span a broad set of industry verticals, products and technical environments. We invite you to explore these examples as you evaluate your SaaS provider and their capabilities. Please feel free to contact your Coupa services team if you are interested in learning more about these or any of the hundred of other implementation we have completed.
Top SaaS Growth Case Studies.
Imperva Incapsula is a cloud-based service that makes websites safer, faster and more reliable. Their mission is to provide every website, regardless of its size, with enterprise-grade security and performance features that so far have only been affordable to the largest of companies. Incapsula had been running pay per click campaigns for a few years, but while they were getting conversions and generating leads at a good clip, most leads were of low quality and were not turning into sales opportunities, let alone customers.
But after a spate of high-profile failures, there are signs that vendors and customers alike are working hard to ensure the success of their ERP projects. Panorama Consulting Solutions, which regularly surveys businesses on the outcomes of their ERP projects, found in that just 58 percent of organizations rated their latest project a success , while by that figure had risen to 88 percent. However, the success rate was somewhat at odds with the number of projects said to be overrunning or underperforming. It may be, too, that companies wish to avoid the reputational damage that comes from failure, and instead prefer to redefine success as whatever they get. Sometimes the only sign something has gone wrong is when the parties head to court — and the full details of the dispute rarely come out.