Sridhar Vembu
(Credit: Zoho)
Vembu's analysis is based on a comparison of revenue per employee and profit per employee metrics. "The gap in revenue per employee between Google and SAP and Salesforce.com, for instance, indicates that Google would more likely be more interested in what eBay does or in monetizing YouTube than in Zoho or Salesforce.com's barely profitable business. Companies invest in what generates the best return on investment," Vembu explained to me.
(Credit:
Zoho)
In an e-mail explaining his financial analysis, Vembu wrote:
We simply don't believe Google has the rational business incentive to go deep into the business/IT software category. The lower revenue and profit per employee figures would be tolerable if there were huge growth opportunities there; but when very successful companies like Adobe and Intuit pull in revenues well shy of a Yahoo, when even the enterprise software leader SAP is the same size of Google (Google makes more in profit per employee than SAP makes in revenue per employee), it is fairly clear this market is not going to make a material contribution to Google's growth and profitability objectives. So what is Google's plan here? It is fairly obvious they are in it to put Microsoft on the defensive on its home turf, so that Microsoft's offensive capability in the internet is diminished. It is also perfectly clear why Microsoft wants to be an Internet player--as Google has shown, it is a higher margin business even than its monopoly-profit core business.
"Google's margins are a once in a lifetime occurrence, and Google will move in that high-growth direction--that's why Microsoft is so desperate about search. It has a higher growth rate. We are more worried about Microsoft than Google. Microsoft will address the Internet, but pulling down Office margins is a challenge for them. No company peacefully accepts a lowering of margins," Vembu said. "Our intention is to help erode Microsoft's profit margin, coming in from below." Zoho has built a more comprehensive suite of cloud-based apps than Google or Microsoft, and most of them are currently free to users.
Vembu cites the cost of sales and support as a drag on revenue per employee and profit per employee. "If salesforce is a proxy, it would be difficult for Google to justify the investment. More costs are associated with support than in R&D, even with on-demand software. The moment you have paying customers, the expectations are different, and Google is finding that out with recent Gmail problems," Vembu said. In addition, he noted that selling into small- and medium-size businesses is difficult, but the margin is higher than for large enterprise accounts. Adobe Systems and Intuit, for example, have more revenue per employee than Oracle or SAP.
Zoho's revenue per employee is mostly nonexistent given most of the Zoho suite is currently free and not-ad supported. Vembu estimates Zoho's revenue per employee will be in the $200,000 to $250,000 range when the revenue spigot is fully turned on at some undetermined point.
While Zoho behaves like a scrappy start-up, it is well-funded by India-based parent company AdventNet, which develops enterprise IT management software. AdventNet has 900 employees and is profitable, according to Vembu. "One of the privileges we enjoy as a private company is to not disclose revenue/profit numbers, which lets us do the kind of analysis on competitors they can't do on us," he joked.
The problem with Vembu's logic is that Google has an enormous pool of cash to invest in improving the economics of business and consumer productivity software suites. And, part of being a software company is having multiple and adjacent revenue and user data streams. Microsoft is a highly profitable software company with many adjacent divisions. Google Apps won't be as profitable as search, but it will be profitable and ties users into the Google platform and monetization engine.
If Google can attract consumers with its apps, gaining entry into small- and medium-size business won't be a huge profit-sucking sinkhole of sales and marketing. The search giant claims that more than 500,000 businesses and schools have signed up for the free and $50 per-user-per-year Google Apps. According to Dave Girouard, head of Google's enterprise division, the Google suite has about 10 million active users. Google can afford to invest in building the the market for Google Apps, and Microsoft will be forced to alter the economics of its Office business as cheap and capable cloud-based suites, with offline capabilities, gain traction.
What does that mean for Zoho? Run faster and hope that Google and Microsoft move slowly.
This weekend I attended a book party in San Francisco for Jonathan Zittrain. His book, The Future of the Internet--And How to Stop It, was recently published and received good reviews. I will be interviewing him at the Berkman Center for Internet & Society 10th anniversary conference on the future of the Internet this week.
At the party, I talked for a few minutes with Oracle Chairman and CEO Larry Ellison. The book party was hosted by Ellison's novelist wife, Melanie, and HuffPo's Arianna Huffington. It turns out that Zittrain and Melanie Ellison met in junior high school.
I asked Ellison about the growing market for on-demand software and about SAP's problems getting its on-demand enterprise application suite, Business ByDesign, to market. Ellison said that SAP's problems indicate how difficult it is to develop on-demand software.
Oracle CEO Larry Ellison
(Credit: Dan Farber)Ellison invested early on in two of the current on-demand software leaders, NetSuite and Salesforce.com. He is the majority stakeholder in NetSuite and owns a few percent of salesforce.com, both of which are public companies.
Ellison doesn't appear to be in a hurry to cash out or bring them into Oracle's orbit. It's been 10 years since NetSuite and Salesforce.com were founded, and there isn't a standalone billion-dollar on-demand software company, he told me. He noted that Oracle revenues are around $26 billion and said that Oracle has built the biggest on-demand software business.
The Oracle Web site claims 3.6 million users of hosted applications, middleware and database. However, if on-demand is more narrowly defined as multitenant, shared environments, Salesforce.com takes the enterprise software crown.
While the two companies are growing, and taking advantage of the heightened interest in on-demand software, neither company is the kind of profit engine that excites Ellison.
NetSuite lost $23.9 million on $108.5 million for 2007 (revenue did climb 62 percent), and Salesforce.com reported $748.7 million (a 51 percent increase from the previous year) in revenue and $18 million in net income for fiscal year 2008, which ended January 31. Salesforce.com is projecting that it will break the $1 billion revenue barrier for its current fiscal year.
Despite the large year-over-year revenue growth of his two investments, Ellison said that on-demand enterprise software is growing slowly, comparing it to how open-source software has evolved. It all depends on your point of view. Most people would agree that on-demand and open-source are gaining market share at the expense of the incumbents, especially among smaller businesses.
But Ellison is playing in a different league. He looks at MySQL, which Sun acquired, and doesn't see it eating his lunch. He looks at Salesforce.com and NetSuite with his parental, velociraptor eyes and doesn't see them as worth pursuing at this time. That may change down the road. Oracle has consumed most of its worthy competition from the old world, and it will get hungry again, especially if it wants to expand its market downstream from the large enterprises.
In this Super Techies interview, I talk with Marc Benioff about his career in the software industry. Benioff is the co-founder, chairman, and CEO of Salesforce.com, which has led the business software-as-a-service revolution with its CRM-based platform. Salesforce.com is expecting to reach the $1 billion revenue threshold in its 2009 fiscal year, ending January 31, 2009.
In the interview, Benioff discusses his early work developing games for the TRS 80, Apple II, and Commodore 64, and his turn as a summer intern at Apple in 1984, coding in assembly language for the Macintosh.
Benioff also shares what he learned working alongside Oracle founder Larry Ellison during his 13 years at the company. In addition, he outlines the origins of Salesforce.com, which he started in 1999, and offers some insight into his aggressive marketing strategies and recipe for business success.
See also:
More Super Techies interviews
Marc Benioff taunts the awakened dinosaurs
Benioff takes stock of software shifts
In this week's EIC Squared podcast, ZDNet's Larry Dignan and I discuss current events--Comcast and BitTorrent teaming up, Oracle's latest earnings, recent moves at Facebook, and Adobe Systems' introduction of Photoshop for the cloud.
For reference, here are links to some of the coverage:
BitTorrent president: Comcast agreement is a 'win'
Comcast and BitTorrent bury the hatchet
Oracle new license revenue triggers IT spending worries
Facebook goes hyper-viral with 'People You May Know'
Facebook ignores OpenSocial, embraces Windows Live Contacts API
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