Zuora Recognized for Telecom Industry Award

by Shawn Price, President

"Don't worry when you are not recognized, but strive to be worthy of recognition."
— Abraham Lincoln

Ever since launching Zuora for Communications in April 2011, Zuora has been rapidly scaling up its presence in the communications industry. I’m proud to say that our efforts are being recognized. I’ve been given the OK to reveal that Zuora for Communications was selected as a 2011 Internet Telephony BSS/OSS Excellence Award winner by Internet Telephony Magazine.

Internet Telephony specifically pointed to Zuora’s achievement in “creating exceptional systems for supporting business support systems.” And the editors highlighted the success Zuora generated for Tata Communications with its revolutionary InstaCompute service.

In a blog post I wrote on June 15, I discussed the need for carriers to adapt to the changing world of smart devices and customer loyalties a thing of the past. That’s the reason we launched Zuora for Communications, a solution that brings the power of the cloud to communication service providers and enables service providers to launch any type of service from broadband, WIFI, 4G, VOIP, unified communications, and wireless devices services, as well as media services that are delivered over the network such as apps, cloud, gaming, video, and voice services. The solution enables service providers to price and package any communications service, manage customer interactions everywhere, bill and invoice customers in real-time and make decisions based on subscriber analytics.

That’s exactly what Zuora means by bringing innovation to the communications space, and we’ve just started. It’s great to have industry recognition for the work that Zuora is doing with telecom carriers like Qualcomm and Elevate, and we’re excited about the opportunity to serve more industry players in the new year.

Yahoo! for Scott Thompson: The Right Pick to Save the Company

by Tien Tzuo

Congratulations to Scott Thompson on being named the new CEO at Yahoo. Scott was one of Zuora’s inaugural board members, and has been a guiding force through our growth. He has helped our team focus on the big picture while providing positive energy or unvarnished feedback when we needed it most. And he did it all while turning PayPal into a payments powerhouse alongside the giants of Visa and MasterCard.

There’s no doubt that leading Yahoo is the biggest turnaround challenge in the Valley today. The company is clearly at a crossroads--and needs serious help. Yahoo needs two things right now: positive leadership for a team that’s been repeatedly beaten down, and critical analysis to build a cohesive strategy that the company, investors and customers can rally around. In my experience with Scott, he has those skills and then some.

Scott’s leadership was clear the first time we met. Zuora had just launched its first subscription billing product, and had a handful of SaaS customers including Marketo, Coremetrics, LiveOffice, Cloud9 and Box. We were looking for an outside board member and, still in the euphoria of just getting our company and product launched, we thought, why not go shoot for the moon and ask the leader of the company who revolutionized the online payments industry?

Looking back, I expected Scott to ignore my outreach, or at best punt me to an underling. To my surprise, he invited me to a meeting where his clear intention was, “How can I help?” I presented our bold vision, threw out 3-4 ideas and then snuck on at the end, “How about joining our board?” He loved our vision and never hesitated.

Scott's been instrumental to Zuora to this day. I have so many great Scott stories, but I have one in particular that the Yahoo crew should know. As I said, we had some early success, and I was feeling pretty good about myself. Scott took me down a rung, saying, “This is all great, but you haven't proven to anyone that YOU can make your team successful. That's your job, and you’re on the hook.” It was one of those moments where the color of the world changes, and you can see a whole new path ahead. That’s the kind of leadership Scott can provide.

So to Scott, thank you for all you have done for Zuora. Thank you for always asking me about my family. Thank you for the three hour lunches and dinners to invest in our success. You have a huge challenge ahead of you, but I have no doubt that you are the right guy for the job.

To the Yahoo ecosystem, congratulations on getting a great leader. I expect we will see some great things from the Yahoo team.

Silicon Valley: Culture-as-as-Service?

by Alexander Lethen, Regional Director of Benelux

Last week I met with the Dutch Minister of Finance, Mr. Jan Kees de Jager, at our Redwood City HQ. De Jager was on a short road trip through Silicon Valley to experience the innovation 'vibe' and pitch the Netherlands as the right location as a European HQ.

In our conversation we talked through the differences between Silicon Vally and the Netherlands - in particular - and Europe at large in terms of entrepreneurship and levels of innovations. Geographically, Silicon Valley is much smaller than the Netherlands, which is by itself already a pretty small country. Silicon Valley has produced over the last decades many of the most successful high-tech companies worldwide and is continuing to do so, especially in Anything-as-a-Services.

Although these are several other 'pockets' of high-tech innovation in the USA and abroad, the Valley - in my view - brings together the perfect ingredients for a highly innovative and attractive blend of success. There are many ingredients, and the most important ones are:

• raw entrepreneurism, many high-tech companies are started and founded by serial entrepreneurs and folks with a burning desire to found their own company,
• infectious optimism, many start-ups have an unbridled enthusiasm to 'change the world' and completely believe in their vision,
• proven intellect, many folks that want to be part of this culture have already moved to the Valley from other parts of the country or abroad,
• venture capital, many of the venture capitalists reside in this area, which makes it much easier to retain funding for the right idea,

On top of that it is located in a gorgeous part of the country, only miles away from San Francisco.

Unfortunately for the Dutch Minister of Finance, I was not in the position to gift wrap this blend in a handy little package, for him to take home.

Whoever could package 'Culture-as-a-Service' is certainly on to a killer-app. In the mean time, you can always subscribe to this culture by signing up with many of the Valley's most innovative companies to optimise your business.

Introducing BaaS. And we don’t mean Billing-as-a-Service.

by Kyle Christensen, Senior Director of Product Marketing

It seems like every day the Subscription Economy manages to convert another “product” into a “service”: Software-as-a-Service. Platforms-as-a-Service. Infrastructure-as-a-Service. Music-as-a-Service. Movies-as-a-Service.

Today we stumbled upon what may be the most...ahem...innovative service yet:

The Bathroom-as-a-Service.

No, really. Check it out at www.cloo-app.com. It’s called CLOO’ (short for community loo). To quote from their site: “CLOO' is based on one simple truth— we all have to pee. Though in urban cities finding a clean, available restroom is difficult & frustrating. That’s where CLOO' comes in.”

The idea is that if you live in a city, you can open up your private bathroom to members who sign-up for the CLOO community. In exchange for using your facilities rather than waiting in line for the Starbucks bathroom, members will kick you a small monetary contribution. Users can track down the closest loo on their mobile devices, members and hosts rate one another, and happiness and relief ensue.

Now...I’m sure peer-to-peer peeing doesn’t exactly appeal to everyone. But the fact that such a service actually exists is yet one more indicator that the “Subscription Generation” is growing more and more accustomed to sharing or subscribing rather than buying. And this shift is fundamentally changing how all companies will eventually do business.

Yes, Software-as-a-Service. Yes, Media-as-a-Service. But also Vehicles-as-a-Service (www.zipcar.com), and Handbags-as-a-Service (www.bagborroworsteal.com) and Vegetables-as-a-Service (www.farmfreshtoyou.com.) And today...the introduction of the Bathroom-as-a-Service (www.cloo-app.com.)

It’s a brave new world. Happy bathroom hunting.

Publishers Say No to Apple: The Revolution Starts Now

by Tien Tzuo

Paidcontent posted an interesting update last week to Apple’s iTunes App Store saga. Back in June, when the subscription policy was going into effect, I said publishers need to own their own destiny by creating their own flexible billing platforms that could meet reader expectations for how they want to consume content.

We believed that for publishers to survive, they had to say “No” to Apple’s outrageous demands. What started as a message of protest, has become a revolution.

Well, it’s now August, and some formidable players have joined the revolution, and have established their own content monetization strategy outside the walled garden of Apple’s App store.

The Wall Street Journal waved the flag of self determination, and went on record as saying, “We remain concerned that Apple’s own subscription would create a poor experience for our readers, who would not be able to directly manage their WSJ account or to easily access our content across multiple platforms.” Spoken like a company who has a subscription billing system that is working for them.

Or how about the Financial Times? According to the Paidcontent piece, their app is still up and running, as it’s always been, and processes subscriptions through its own channel.

The time for hand wringing is over. It’s time for other publishers to join us in standing up and saying no to handing over 30% of their revenues, saying no to losing the relationship with the subscriber, and saying no to Big Brother. It’s time to say yes to the freedom of the press. Join the revolution and come visit www.saveourpress.com.

Yes, there’s work to be done. The key question now is, how will this all fall out? Will the remaining “in app” publishers continue to say “Thank you, may I please have another?” or will they find their way to owning the subscription experience?

I don’t see a choice. Publishers are either “in” or they are on the outs.

Free is Toast

by Tien Tzuo

For years, consumers have enjoyed access to a world of free online content. Some industry experts thought the model would somehow last. But I’d like to declare what’s overwhelmingly obvious: the age of free is over.

Want proof? There were two stories this week that have effectively sealed the coffin on “free”:

First, Fox announced that it will only offer next day Hulu screenings to cable subscribers. Everyone else has to wait 8 days. This follows recent moves from ESPN and CNN to do the same, with some calling it “authentication.” Authentication is just the step before a full paywall. Media players now know that customers want their programs and they will pay for them, so long as you deliver them in every format and device that they carry.

Second, the New York Times announced its first quarterly results since launching its paywall. In just three months, the Grey Lady attracted more than 280,000 paying subscribers. And that directly led to the Times’ first quarter of Y-o-Y quarterly growth in almost 3 years! To quote Ryan Chittum at the Columbia Journalism Review,

“It proves that, contra the naysayers, readers will pay good money for quality news.”

But this isn’t about writing the “free” obituary. The “free” movement has always deflected the conversation form the real issue, which is how do you own the customer. In the above example, does Hulu own the customer in the above example or does Comcast? That could explain why formally hot Hulu is seeking a buyer.

The companies that succeed in the Subscription Economy are those who understand the customer better, deliver the services they want, on the devices they want, and at the right price. It’s about putting the customer at the center of your business model by delivering valuable services today (and more tomorrow) that people are loyal to and will pay for. And it’s about adopting a family of pricing plans, tailored to unique customer needs. And those needs might include a free trial, which is great, so long as it’s part of a larger pricing strategy.

It’s time for the industry to wake up. It’s never been about “free” as a strategy. It’s about the customer.