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Agora E245 final presentation

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Stanford University
Stanford University
EducaçãoNegóciosTecnologia
1 de 32
3/1/2011
Team Members ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Hypotheses needed for cloud compute marketplace ,[object Object],[object Object],[object Object],[object Object]
Cloud compute marketplace Build a cloud marketplace Direct sales to both buyers and sellers Many different customer segments on buy-side and sell-side Huge dependency on technical platform
We got out of the building… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
… And found a challenging missionary market ,[object Object],[object Object],[object Object],[object Object]
Cloud Services Match Maker Pivot away from technical platform Help buyers find the best provider Removed financial, consumer segments Act as channel for sellers
We ran AdWords campagns and talked to customers… ,[object Object],[object Object]
… And struggled to identify a “hair on fire” problem ,[object Object],[object Object],[object Object],[object Object]
Low search traffic implies “missionary” sales effort
Automated Cloud Capacity Planning Pivot 1: Capacity Planning Pivot 2: Focus on enterprises with variable workload
We focused on demand creation and sales… ,[object Object],[object Object],[object Object]
… And came up with a 2-tiered model ,[object Object],[object Object],[object Object],[object Object]
Inside sales model for entry level customer ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Sales Model Estimated Customer LTV
Field sales model for enterprise level customer ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Sales Model Estimated LTV
Enterprise sales process
Cloud Lifecycle Management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],· IaaS Integrators / consultants ,[object Object],[object Object],[object Object],· For enterprise, higher touch model with field sales Customers · Reduced cloud infrastructure cost · Increased visibility on service level Integrators: · Increased revenue ,[object Object],[object Object],[object Object],· Technology partners – cloud vendors, management tools · System integrators / Consultants · IP– prediction · Developers · Inside sales force · Field sales force · Biz dev (channel and technology partners) Agora – FINAL Partner with Integrators Leverage both inside and field sales Position product for lifecycle management
We got out of the building, and built a business model… ,[object Object],[object Object],[object Object],[object Object],[object Object]
… and validated a 2-tier sales model with integrator support ,[object Object],[object Object],[object Object],[object Object]
Agora Evolution
Addressing $5.4B market Stage 1: Demand Prediction Stage 2: Service Matching Stage 3: Usage Monitoring/Control Stage 4: Lifecycle Management Relevant Category IT Capacity Planning, Job Scheduling Lead-gen on cloud spend Server Management BSM/ALM Sizing Estimate Capacity Planning: $258M (2008) -> $392M (2011) Job Scheduling: $1.2B (2008) -> $1.6B (2011) Forrester 10% affiliate fee on $13.1B cloud spend = $1.3B IDC 2010 $430M (2008) -> $500M (2011) Forrester $637M (2008) -> $1.6B (2011), accelerating 36% YoY growth rate Forrester Total $2B $1.3B $500M $1.6B
We came a long way ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Thanks!
Appendix: Canvases
Week 1
Week 2
Week 3
Week 4
Week 5
Week 6
Week 7
Week 8 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],· Integrators / consultants specialized in cloud infrastructure ,[object Object],[object Object],[object Object],· For enterprise segment, higher touch model with field sales force · Reduced cloud infrastructure cost · Better compute needs matching · Increased visibility on service level Integrators: · Increased budget for consulting services ,[object Object],[object Object],[object Object],· Technology partners – cloud vendors, management tools · System integrators / Consultants · Intellectual property – prediction algorithm · Developers · Inside sales force · Field sales force · Biz dev (channel partners and technology partners) Agora – V8

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Agora E245 final presentation

  • 2.
  • 3.
  • 4. Cloud compute marketplace Build a cloud marketplace Direct sales to both buyers and sellers Many different customer segments on buy-side and sell-side Huge dependency on technical platform
  • 5.
  • 6.
  • 7. Cloud Services Match Maker Pivot away from technical platform Help buyers find the best provider Removed financial, consumer segments Act as channel for sellers
  • 8.
  • 9.
  • 10. Low search traffic implies “missionary” sales effort
  • 11. Automated Cloud Capacity Planning Pivot 1: Capacity Planning Pivot 2: Focus on enterprises with variable workload
  • 12.
  • 13.
  • 14.
  • 15.
  • 17.
  • 18.
  • 19.
  • 21. Addressing $5.4B market Stage 1: Demand Prediction Stage 2: Service Matching Stage 3: Usage Monitoring/Control Stage 4: Lifecycle Management Relevant Category IT Capacity Planning, Job Scheduling Lead-gen on cloud spend Server Management BSM/ALM Sizing Estimate Capacity Planning: $258M (2008) -> $392M (2011) Job Scheduling: $1.2B (2008) -> $1.6B (2011) Forrester 10% affiliate fee on $13.1B cloud spend = $1.3B IDC 2010 $430M (2008) -> $500M (2011) Forrester $637M (2008) -> $1.6B (2011), accelerating 36% YoY growth rate Forrester Total $2B $1.3B $500M $1.6B
  • 22.
  • 32.

Notas do Editor

  1. Diverse IaaS products Lack of standards and fungibility Non-trivial switching costs
  2. Status quo “good enough” No one is comparing IaaS providers Sellers Public sellers interested in using us as a channel Private sellers not interested – IT dept. not mandated to generate revenue Variable workloads impact opex Potential value in shifting on-demand instances to reserved instances
  3. Demand prediction model Apply Queuing Theory Analogous to capacity planning problem Traditional enterprise sales model Field sales – high cost Makes sense if average deal size is $100K+ Inside sales model Free offering as lead gen Outbound emails and calls to follow up and convert Works for lower cost products/services
  4. Decided on strategic direction Entice buyers through continuous, automatic optimization of cloud infrastructure opex Create market as industry standards and more sellers emerge
  5. Ecosystem of cloud IT consultants Provide holistic cloud solutions to SMBs Integrate cloud services from multiple vendors Own customer relationships Could be our channel if our service does reduce opex as promised