=Paper=
{{Paper
|id=None
|storemode=property
|title=Hybrid Revenue Models of Software Companies and their Relationship to Hybrid Business Models
|pdfUrl=https://ceur-ws.org/Vol-746/IWSECO2011-7-Popp.pdf
|volume=Vol-746
|dblpUrl=https://dblp.org/rec/conf/icsob/Popp11
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==Hybrid Revenue Models of Software Companies and their Relationship to Hybrid Business Models==
https://ceur-ws.org/Vol-746/IWSECO2011-7-Popp.pdf
Eds: Jansen, Bosch, Ahmed, and Campell Proceedings of the Workshop on Software Ecosystems 2011
Hybrid revenue models of software companies and their
relationship to hybrid business models
Karl Michael Popp,
Popp Corporate Development
Development, SAP AG
(karl.michael.popp@sap.com
karl.michael.popp@sap.com
karl.michael.popp@sap.com)
Abstract. Software companies create revenue from selling software licenses and services to cus- cu
tomers. This paper tries to model revenue streams of software companies and addresses questions
ques
like: What do revenue models consist of and how do companies differentiate their revenue model to
that of other companies? After structuring revenue models and describing attributes of revenue
streams, this paper shows the relationship between revenu
revenuee models and business models and pro-
vide
vides some answers to the questions by using a semi
semi-formal
formal approach to classifying and modeling
business models and revenue models on a type level
level.. It illustrates the findings with examples from
three companies in the software industry.
Keywords
Keywords. Business model, Software business models, Business model classification,
classification, Hybrid
business models, Business model generation
1 Definition of terms
To talk about business models and revenue models, these terms have to be defined. By extending the
classification of business models from Weill [1],, we are able to classify the business model of a soft-
soft-
ware vendor. Two dimensions are being used: types of goods and services and business model arche-arche-
types. The types of goods and services are: financial goods (cash and other assets), physical goods
(real, physical products, durable and non-durable
non durable goods), intangible goods (software but also other
intellectual property, knowledge and brand image) and human services (people´s time and effort).
Fig. 1: Types of goods and services [2]
2 Business Model Archetypes
Business model archetypes are basic patterns
patterns of doing business [1]. They were derived from a study
analyzing one thousand companies in different industries
industries. Available archetypes are creator, distributor,
lessor and broker.
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A creator uses supplied goods and internal assets and transforms them to create a product.
product It is im-
m-
portant to know that the main work done by the creator is designing the product. An example is Apple.Apple
Apple designs the iPod in California. So Apple uses the business model archetype creator.
A distributor buys a product and provides the same product to customers. Obvious examples are
companies in the wholesale and retail industries,
ind , or value added resellers in the software industry.
industry
A lessor provides the temporary right to use, but not own, a product or service to customers. Exam-
Exam-
ples are landlords, lendors of money or software companie
companiess that license their software to customers.
customers
A broker facilitates the matching of potential buyers and sellers. A broker never takes ownership of
the products and services. An example is a stock broker. Another examp
examplele is Google´s
Google´s advertising busi-
busi-
ness, which matches the advertisers
advertiser with potential customers.
Figure 2 shows the combination of archetypes and type of goods offered, resulting in 16 different re- re-
sults. Each combination of the type of of goods/services provided and the business model archetype is
called a business pattern.
pattern
Fig. 2:: Business patterns are inside the matrix [2].. Software companies typically, but not exclusively, use business
patterns from the column titled “Intangible”. Consulting services are classified as “Contractor”
Since software vendors are focused on providing intangible goods and services like software [3],, let
us investigate what the specifics of the different business patterns are for intangible goods/services.
Inventors create intangible services or goods. The main task is inventing (designing) the new service
or product. Being an inventor is a widespread business model archetype in the software industry. Often
this is an expensive task, e.g. when the inventor designs and programs software leveraging developers
on his own payroll. After the invention activities have ended, software companies make use of other
archetypes for intangible products to make them available to customers. Common are IP distributor for
selling the intellectual property or IP lessor to provide usage rights for the software to customers.
IP distributors sell their intellectual property rights or another software vendor´s usage rights to cus-
cus-
tomers. Typical ways to distribute intellectual property in the software industry are OEM agreements
for software components and distribution rights for redistributables, which are often bundled with de- de-
velopment tools and are integrated and shipped with a softwar
softwaree product.
IP Lessors are providing intangible goods “for rent”. As outlined above, intangible goods can be
software but also other intellectual property, like knowledge, brand image, image, trade secrets or patents.
Software companies provide usage rights for theirtheir software to customers and thus act as IP Lessors.
3 Business, Business Model and Revenue Model
For the sake of simplicity, let´s assume a business (software company) under consideration has one or
more business models and one or more revenue models. A businesssiness model determines which goods or
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services are provided by a company.
company Formally, tthe business model consists of one or many business
patterns. A business model is a model on type level, which means that it is a generic model showing the
type of business, but not how the business is run. For further definition and information on business
models, please review the literature [2,3].
Fig. 3: Business model and revenue model componentss
A revenue model defines how how a company is compensated for each of the business patterns provided.
The compensation usually, but not necessarily, is a payment. A company has the freedom to create a
revenue model for each the company´s
company´s business pattern
patterns.
A revenue model consists of one or several revenue streams [4,5]. Usually one revenue stream
compensates for each of the business patterns offered. But this is not necessarily the case. In the case of
SaaS, the customer usually pays one subscription fee for the combination of the business patterns Phys-
Phys-
ical Lessor
Lessor,, IP Lessor and Contractor business.
There are flexible ways to create revenue streams for the goods and services provided. Different
types of revenue models and revenue streams are created by choosing different values for the following
attributes that apply to revenue streams [2]: Compensator,
Compensator Effect, Rating,
Rating Charging and Timing.
Timing
All of these attributes except causality also apply to revenue models.
3.1 Compensator
The Compensator is the party,
party, which provides the compensation ((e.g. a customer or third parties). In the
creation of a revenue model, you first look at the different parties which could provide the compensa-
compensa-
tion. A simple case of a compensator for goods and services is that a customer pays in cash for each
instance of a service that was consumed.
3.2 Effect
The
he effect of the compensation tells if a compensation takes place and of what type the compensation
is:
A good or a service might have no compensation
compensation. An example is open source software, which can
be used without monetary compensation under a cercertain
tain license. Another example is the social work of
a volunteer.
A good or a service might be compensated with other goods and services in return. The search ser-
ser-
vice from Google is compensated with information about the searching user.
A good or a service might be compensated financially by different forms of payment.
payment. An obvious
example is a barber, who gets compensated by cash or credit card paym
payments.
ents.
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3.3 Causality
The relationship between business models and revenue models is based on causality. A revenue stream
is always linked to exactly one business pattern that represents the cause for the revenue stream (Cau-
u-
sality). Please note that the relationship between business model and revenue model is an indirect
relationship, which allows flexibility in creating combinations of business models and revenue models.
3.4 Rating
Rating is defined as the way to measure the usage or consumption of goods and services. Ratings are
done based on amounts or on time or ratings are combinations of both. Ratings by amount are based
on the number of goods and services consumed. There are many different rratingsatings possible and many
different ratings are used in practice.Typical ratings by amount in the software industry are the number
of processors of a computer that runs software or the number of users that has access to a software
solution or the throughput of a software solution. A software as a service provider usually rates the
number of users that have access to the offering.
Fig. 4:: Types of Ratings
Ratings by time are also popular. You could allow the usage of a software or service for a limited
time or for a certain period of time. A cell phone network provider could for example rate for initiation
of a call and for each minute of the call by one minute increments
increments.
3.5 Charging
Charging is defined as the way to define the compensation amount for a certain rating of goods
and service consumption. There is again tremendous freedom to create charging rules. Typical charging
models in the software industry are fixed fees for each processor of a server or fixed fees per user or
fixed fee per megabyte throughput for a data cleansing solution or a combination of the above.
Extreme examples of rating and charging in the software industry are used for perpetual licenses
license and
all you can eat licenses. Perpetual license mean
meanss that a revenue stream relates to perpetual use of a
software component, which means that the software can be used forever. So the usage is rated by time
for unlimited time, but compensated for perpetual use.
An all you can eat license might refer to the customer having a right to use all software solutions of
a software vendor. In this case, the software vendor is bundling all of its products into one bundle. This
is usually done for large customers of software
ware vendors
vendors.. It is a good way to sell more products into a
customer and to lock
lock-out
out competitors from that customer.
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3.6 Pricing
There are different pricing mechanisms and strategies possible. We omit further discussions on pricing
and therefore point to existing literature [2,3,6].
3.7 Timing of compensation
The timing of compensation tells at what time the compensation will happen and what additional
conditions apply for the timing of the compensation. Examples we meet often are prepay, which
means you pay before you are able to consume goods or services, by payment schedule, which might
define certain payments at different points in time under certain payment conditions and post pay,
meaning you pay after you were able to consume or have received or consumed the products or servic-
es.
4 Hybrid business models and hybrid revenue models
If a business model is made up of several business patterns, it is called a hybrid business model. To
create a hybrid business model in the real world, you could choose the business patterns Inventor, IP
Lessor and Contractor to create a product software company. Hybrid business models can be a source
of business model synergies to create competitive advantage, for example: when there is an asymme-
tric market for companies offering that specific hybrid business model, like the early markets for on
demand software or if a hybrid business model creates competitive advantage in markets due to syner-
gies between business patterns or business models.
If a revenue model is made up of several revenue streams, we call it hybrid revenue model. By de-
finition, a hybrid business model always has a hybrid revenue model due to causality. Hybrid revenue
models can be a source of revenue model synergies to create competitive advantage. This can be the
case if a hybrid revenue model allows to fund cost of a business pattern with a revenue stream that is
not connected by causality or to fund cost for a new business pattern. We will see examples later in this
paper.
4.1 Hybrid business and hybrid revenue models in the software industry
Looking at the software industry, most software companies have a hybrid business model, because they
are acting as an inventor and as an IP Lessor at the same time. In addition, software companies can
differentiate their business model by offering software as a product, software as a service or a combina-
tion of both.
Software as a product (SaaP) means that a copy of the software product gets delivered to the cus-
tomer and the customers gets usage rights, usually in the form of a license, for using the software for a
specified purpose. The customer does not get ownership of a product, but rights to use the software for
a compensation back to the software company. Cost of support and of providing maintenance releases
is carried by the IP Lessor. The cost of operations of the solution and the license fees are carried by the
customer. The typical Software as a product business represents a hybrid business model as shown in
figure 5.
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Fig. 5: Hybrid business model for Software as a product [7]. Software
oftware companies typically use these archetypes in
combination if they offer Software as a product.
The hybrid revenue model for software as a product is usually made up of the following revenue
streams: Inventor (no compensation),
compensation since there is no direct compensation for the Inventor business
pattern in the software product business, the Inventor business pattern is often associated with sunk
cost, IP Lessor (license fees) and Contractor (service, maintenan
maintenance
ce and support).
Software as a service (SaaS) means that the customer gets access to the software as well as usage
rights for a specified time and a specified purpose. The software runs at a hosting provider or in the
cloud and is not delivered physically to the customer
customer.
The hybrid business model for SaaS consists of the business patterns Inventor, Physical Lessor, IP
Lessor and Contractor. The Inventor business pattern creates the software product that is underlying the
service.
ervice. The software is operated leveraging the business patterns physical lessor (hardware usage), IP
Lessor (usage rights) and Contractor (operating, maintaining and supporting). The software company
carries the sunk cost of development, the cost of supp
support
ort and maintenance as well as the cost of opera-
opera-
tions of the software.
For most SaaS offerings in the market, the customer pays for the usage of the SaaS offering, but not
for each of the business patterns contained in SaaS. The hybrid revenue model for SaaS is constructed
as follows: Inventor (no compensation), since there is no direct compensation for the Inventor business
pattern in the software product business, the Inventor business pattern is often associated with sunk
cost, IP Lessor (license fees),
fees) Physical Lessor (usage fees) and Contractor (operation, service, mainten-
mainten-
ance and support fees).
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Fig. 6: Hybrid business model for Software as a service [7]. Software companies typically use these archetypes in
combination if tthey
hey offer Software as a service. Key difference to SaaP is that the software vendor offers the hard-
hard-
ware use and operations services to the customer as part of the SaaS offering.
5 Revenue models of successful software companies
Now let us apply this framework
framework to three software companies, which were chosen for their size and
availability of information about their business models: SAP, Microsoft and Google. The first one is
SAP AG, a germa
german company selling software and services in the area of enterprise applications.
applications
SAP is a 11,5 billion Euro revenue company,
company, with more than 100,000 customers in 120 countries
[8]. SAP´s focus is on offering software as a product, but SAP is actively working on increasing the
software as a service business. In addition, SAP also offers system integrator services and a variety of
support services.
5.1 SAP business model details
One part of SAP´s business model is acting as an inventor. SAP´s inventor business means sunk s cost of
development
development,, but there is no direct revenue stream
stream compensating for the inventor activities.
activities This would
work for SAP if and only if there are enough customers paying for licenses, maintenance and support in
the future to make the break
brea even for each product invented. By having a hybrid business model, SAP´s SAP´s
revenue stream
streams for IP Lessor and Contractor business (license, maintenance and support revenue)
cover for sunk cost of inventions.
Another part of SAP´s business model is the IP distributor business. Here SAP acts as a reseller and
revenue share partner for a number of partner solutions
solutions. SAP distributes usage rights for the intellectual
property of SAP partners while avoiding the sunk cost of inventing these solutions
solutions.
Furthermore, SAP has IP Lessor business working in a direct and and indirect way with customers.
While SAP owns direct business for veryvery large and large enterprises, they engage with partners to get
access to small and medium sized customer companies. SAP offers all models of the IP Lessor busi- busi-
ness. While most of the customers
customers run along the traditional model of SaaP,, SAP is increasingly target-
target-
ing the software as a service business.
Yet another business at SAP is the financial lessor business since SAP offers financing to customers
to pay for their license fees. SAP also acts as a physical lessor by running customer software on SAP´s
hardware
hardware.. In addition, SAP offers SaaS solutions like SAP Business ByDesign or SAP CRM on de- e-
mand,, which are running on hardware in SAP data centers
centers.
SAP also acts as a contractor by providing consulting
onsulting services, support and maintenance services as
well as customer specific development for SAP´s on premise offerings as well as operating services for
SAP´s SaaS products.
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Last but not least, SAP has an IP broker business [2]. They host an online solution partner market-
market-
place called SAP Ecohub. Partners can advertise their solutions there and SAP can get a revenue share
from partners if leads for partner solutions are created via SAP Ecohub. SAP is also advertising partner
products and services that
that are resold by SAP on SAP Ecohub. Overall, SAP is extending their activities
in the partner ecosystem in order to increase revenue from the ecosystem.
5.1.1 SAP´s Revenue Models
Model
Figure 7 gives a simplified view of SAP´s revenue model, because only large streams of revenue are
listed. The largest stream of revenue for SAP is revenue for maintenance and support followed by a
revenue stream for SaaP.
SaaP Revenue
evenue from maintenance and support services is used to compensate indi-
indi-
rectly for inventor business at SAP. Emerging revenue streams at SAP are for SaaS and revenue from
the ecosystem.
Fig. 7: SAP revenue models.
model
5.1.2 SAP´s revenue model synergies
SAP´s hybrid revenue model allows to fund new product development from support and maintenance
revenue models. In addition, funding of Saas activities by revenue from SaaP seems possible. The reve-
e-
nue generated also allows SAP to acquire companies and thus extend their business and revenue mod-
mod-
els.
5.2 Microsoft
Microsoft´s business model
The second software vendor analysed hereher is Microsoft. Microsoft is a very large company with a num-
num-
ber of different business models and over 60 billion US Dollar revenue
revenue.. Analogous to SAP, Microsoft
is rapidly changing from a company that was solely focused on offering software as a product to offer- r-
ing software as a service solutions. As a difference to SAP [8]],, Microsoft is in the business
business to business
as well as in the business to consumer business
business, Microsoft offers software and hardware solutions,
solutions
Microsoft has done significant steps forward in establishing a software as a service offering in the busi-
busi-
ness to consumer business (with Windows Live etc.) and Microsoft does most of its revenue indirectly
through partners. Hardware vendors are bundling Microsoft operating systems, software vendors are
including Microsoft´s databases in their offerings etc.
Microsoft has direct and indirect IP lessor business with end custom
customers
ers and offers
offers all models of the
IP Lessor bbusiness
usiness with most of the revenue being indirect
indirect. In addition, Microsoft has a well established
cross-licensing
licensing business with a number of software vendors. Microsoft´s Partner solution finder allows
customers to find partner solutions on Microsoft´s website, so they match partner offerings with cus- cus-
tomers (IP broker business).
business). But Microsoft is also extending their business models into other types of
broker business
business. Microsoft partners
partners with Yahoo in the advertising/matchmaking business and provides
advertising opportunities via their search engine Bing and as part of Windows Live
Live.
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5.2.1 Microsoft´s revenue models
model
As mentioned above, the main source of revenue is the ecosystem of partners
partners.. Many hardware vendors
(computers, cell phones, cars) are delivering Microsoft operating systems as part of their offerings and
many SaaS and SaaP software vendors base their solutions on Microsoft operating systems and data- data-
base platforms. In addition, Microsoft
Microsoft has revenue coming from SaaS (Windows Live) and from ap- ap-
pliance sales (e.g. XBox).
Fig. 8: Microsoft revenue model.
5.2.2 Microsoft´s revenue model synergies
Microsoft´s direct and indirect revenue allows Microsoft for their aactivities
ctivities in the SaaS and other new
areas of business.
5.3 Google
Google´s business model
Google is a software company that started in the search and advertising business and has extended its
business to many other areas.
areas Google´s revenue in 2010 was 29 billion US Dollars, mainly from broker
business.
What Google does successfully is matchmaking between advertisers and potential customers. But
Google has more products and services than just advertising and search. Let us have a look at the busi-
busi-
ness model. We start with the products/services offered and the business model archetype.
Besides of Google´s main business as a broker, Google is a manufacturer of the Google Search Ap- p-
pliance, which is a hardware appliance that includes Google´s Search Engine. Target customers are
companies, that should use the search appliance for searching their intranet. Inventor business at
Google is mainly focused on inventing products for the broker business and for other SaaS offerings
like Google Apps, Gmail or Google Voice. The SaaS offerings are created by combining the business
models Physical Lessor, IP Lessor and Contractor. In addition, Google acts as a IP Lessor for browser,
operating systems and content of books.
5.3.1 Google´s revenue models
model
This overview is limited to large sources of Google revenue. As mentioned above, the main source of
revenue at Google is from their broker business, which we will analyze in a little more detail below.
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Fig. 9: Google revenue models
Now let us have a look at Google´s revenue model for the broker business.
business. As you may remember,
there usually is a compensation for every product and service, not necessarily as a payment. In
Google´s case the non
non--monetary
monetary compensation for their search offering is the key to Google´s fortune.
In Fig. 10 you can see that Google´s search business basically provides a search service to search cus-cus-
tomers and a PPC (Pay per click)
click) advertising service to its advertising custom
customers.
ers. The compensation for
the PPC advertising service is payment per click on an advertisement. The non-monetary
non monetary compensation
for the search service is data about the user who is searching.
Fig. 10: Google services and revenue streams.
streams
5.3.2 Google´s revenue model synergies
This business model has two striking advantages: The information about the search customers is pro- pro-
vided to Google for free and Google sells advertising space, perfectly matched with the customer in- in-
formation, to adv
advertisers
ertisers via an automatic online auction. So Google leverages a revenue synergy be-be-
tween the search and advertising business. The revenue generated in the broker business is used to carry
the sunk cost and operations cost of offerings like Gmail and others.
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6 Comparison of the three revenue models
Software companies design and frequently change their business models and corresponding revenue
models to create competitive advantage and to adapt to a changing business environment [9]. In addi- i-
tion, they try to le
leverage
verage synergies Figure 11 shows similarities and differences of the three business
models.
Fig. 11: Comparison of the three revenue models.
While SAP and Microsoft both are currently focused on software as a product, they show significant
differences in their revenue models and main target customers. Google in contrast, is focused on its
main broker business model and has advertising as main source of revenue. It is interesting to see the
similarities that all three vendors do follow a common trend in the software industry to offer SaaS solu-
solu-
tions. But here, again, they also show differences in the target customers. While Microsoft and Google
are mainly focused on consumers, SAP is mainly focused on businesses as customers.
An interesting
teresting view on the three companies is how they leverage their customer and partner ecosys-
ecosys-
tem. SAP mainly uses revenue from its customer ecosystem to fund innovations and new business,
while its partner ecosystem is still not a significant source of reve
revenue.
nue. Microsoft leverages its partner
ecosystem to create most of its revenue to fund innovations and to subsidize new business. Google, in
contrast, leverages the customer and partner ecosystem to massively subsidize new businesses.
7 Summary
This article has outlined a classification of business and revenue models of software companies and a
structure of business models as well as revenue models. These were applied to three successful compa-
compa-
nies in the software industry showing similarities and differences in their status quo and future direc-
direc-
tion.. Insights provided here are:
Software companies usually have hybrid business models
models. Each of the business patterns used has its
specific chcharacteristics
racteristics and the combination of them creates a hybrid business model with special cha-
cha-
racteristics. Related to software ecosystems, there has to be a fit of business models between the com-
com-
panies in the software ecosystem.
Hybrid
ybrid business models might differ between software vendors to create competitive advantage.
advant Soo
the specific characteristics of hybrid business models might be used to differentiate from the competi-
competi-
tors. But that differentiation
differenti tion between companies m might
ight also pave the way for a symbiosis in a software
ecosystem.
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Software vendors usually have hybrid revenue models. The structure of revenue models with their
combination of revenue streams, often containing one or more non-monetary compensations, can be a
source of competitive advantage in a business model. Related to software ecosystems, there are two
aspects. One is, that there might be revenue models specific to the software ecosystem like software
ecosystem fees or revenue shares. The other is, that
Revenue models can be used to fund business patterns or businesses that are not connected by cau-
sality. This funding might be used to create competitive advantage, e.g. by establishing lower pricing
for other revenue streams. It might also be used to subsidize the software ecosystem, e.g. by donations
of a commercial software vendor to the open source community.
Overall, it was proposed that creation of competitive advantage is possible in business and revenue
models. It is obvious that this paper only shows an initial view of the subject and further detail research
is warranted. Topics of interest for that research might be profitability of different business patterns,
new combinations of hybrid business models and hybrid revenue models based on additional software
companies analyzed and matching of business and revenue models of different companies in a software
ecosystem.
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