Archive for the ‘Software Piracy’ Category

Reflections on SoftSummit 2011 Software Licensing Conference

By Ann Reist As I reflect back on SoftSummit 2011, the conference dedicated to addressing software licensing and entitlement management topics and trends, one of the highlights of the conference for me was the keynote address from Chris Gahagan, SVP of Products & Solutions for Avid. Chris shared his journey of creating “One Avid.” His story, not unlike most software vendors and intelligent device manufacturers that serve multiple market segments, began with the idea of the value that unified licensing could bring to his organization.

Software License Management: Process Improvement Using Automatic Renewal

By Flexera Global Consulting Services EMEA I have recently engaged with a software publisher who needed to deliver licenses to customers worldwide. For some countries, customers are allowed to divide payments into multiple chunks over time. The publisher, on the other hand, must ensure the customer performs the payments at the times expected. For this reason, the process of delivering software licenses depends on the ongoing status of their contractual agreement with the publisher: customer receives a new time-limited license with extended validity period every time the publisher receives the payment in advance for that period.

SoftSummit 2011 Software Licensing Conference News and Twitter Chatter

By John Lipsey SoftSummit is the industry's leading event for application producers, who come together once a year to discuss and share knowledge about software licensing, entitlement management, software delivery and enforcement.

Are you paying royalty fees for shelfware?

By Mike Costa Business model innovation is a hot topic for software vendors, intelligent device manufacturers and their customers. Suppliers want to provide customers the ability to easily, quickly and cost-effectively buy what they need, whenever and wherever it's needed. Customers want optimal flexibility, access and efficiency in how they buy and maintain software and hardware. We're fortunate enough to help many of these ideas come to life and reach phenomenal fruition. Some of the more innovative hardware and software suppliers are doing an awesome job. Just a couple years ago, one-click software installation, pay-per-use software and hardware, self-auditing software and comprehensive IT asset management were dream state concepts. Now, these concepts are rapidly becoming common. The central theme in most of this business model innovation is the reduction of waste – in terms of time and cost. Waste shows up in a number of areas. The excessive time it takes to install and configure a complex software application and the cost of not utilizing the time- and cost-saving capabilities of recent software releases that customers don't have the time to install and configure. The excess cost of buying perpetual licenses just to address temporary, peak needs. The excess time and cost associated with administering and being subjected to software compliance audits. The excess time and cost associated with allowing IT asset use to grow uncontrollably or not having required IT assets when and where they're needed for critical business operations. The good news is that these forms of waste are actively being eliminated. Sayonara waste! Well, not so fast. Other forms of waste are starting to make their way to the foreground. One, in particular, is software royalties. Royalties, in and of themselves, are not bad. In fact, they help great products reach the market quicker, standardize certain aspects of products, and improve product quality. In exchange for these benefits, intellectual property providers should and often do receive fair compensation for the value they bring to the products in which they're used. The problem with royalties is not that they exist, it's the basis for payment. The most common approach goes something like this. ABC Corp. develops a software widget that does something really cool and necessary for a hot software product. DEF Corp. decides that about ½ of its customers want a widget in the hot software product, and it's better to embed ABC's widget than to create its own. DEF wants to get to market quickly and it doesn't have the in-house expertise to develop the widget. ABC and DEF strike up a deal where DEF integrates the widget and pays ABC $7.50 for every copy of the hot software product that it sells. As with any hot software product, DEF expects to eventually sell millions of copies. So, what happens to about 50% of that royalty? That's right, it's wasted. 50% of DEF's customers don't use it and the royalty is paid for nothing. By the way, this example could just as easily apply to a hot hardware product. So, how can we eliminate or reduce this waste? Conceptually, it's pretty simple – tie royalty payment to customer activation or initial use of the widget. DEF can decide to charge individual customers for using the widget, or not. Either way, no one pays for a shelf-ware, or shelf-widgets J . It's not as simple in practice, but it's not daunting either. Changing the premise in royalty payment models isn't an easy discussion for ABC and DEF to have – but aligning DEF's supply chain around its usage-based market requirements is quickly becoming necessary. The infrastructure required to track and report widget activation and use , regardless of whether the widget is software or hardware, is fairly straightforward as well – not simple, but straightforward and usually a rewarding way to reduce waste. What are your thoughts on paying royalty fees for shelfware?

Embedded Systems Best Practice: Standardizing on a Common Software Licensing Platform

By: Tu Le We are living in the “Age of Mobility” as seen by exponential growth in smart Internet devices such as the iPhone/iPad/Android/Tablets. These devices are powered by high-end electronic circuitry equivalent to desktop or laptop systems from just a few years ago; however, these devices are driven by multiple layers of software applications more complex in nature than just a normal operating system interface. To reduce manufacturing costs, manufacturers are looking at various ways to reduce complexity and leverage existing hardware. One trend is System on Chip (SoC) where major semiconductor companies are looking to integrate and package all of the electronic components into one single component and allowing software to control various aspects of the functionality on the chip. As demand increases for more features and functionality, manufacturers are filling the need by developing complex software applications to manage and scale as new capabilities are introduced into the system. As with all software development, new capabilities mean an increase in complexity. Hence, many manufacturers differentiate from their products through innovation of their software instead of the hardware. One process for managing software complexity is through the usage of a standardized software package, such as Android, the popular embedded mobile framework. As the industry trends to more prepackaged, standardized applications, software licensing is one critical area that should also be addressed in the ongoing evolution of mobility based applications and the device's respective capabilities. By standardizing on a common licensing platform, manufacturers are able to: Monitor software usage and determine market demands Monetize software features without having to create additional device model/family Manage field, upgrade, and license activation that is consistent across all devices Adapt and respond to customer demographic profile without burden of additional hardware Standardization in software licensing helps to establish customer expectations both present and future. Software licensing enables manufacturers to integrate and scale new capabilities so that they are able to meet market demand on time. As more capabilities are introduced, software licensing can assist manufacturers to reduce via a Java cliché – “build once, monetize many” –without requiring smart device manufacturers to build derivative device types to support different features and/or capabilities.

Machine-to-Machine (M2M) Has Evolved

By: Steve Schmidt Everywhere I turn, I seem to run into another interesting opportunity to drive more value out of Machine-to-Machine (M2M) initiatives, so I thought I would share some of my thoughts on M2M. First, a common definition of Machine-to-Machine (M2M)… Machine-to-Machine (M2M) refers to technologies that allow both wireless and wired systems to communicate with other devices of the same ability. [1] [2] M2M uses a device (such as a sensor or meter) to capture an event (such as temperature, inventory level, etc.), which is relayed through a network (wireless, wired or hybrid) to an application ( software program), that translates the captured event into meaningful information. (Source:

We Couldn’t Agree More, Mr. Andreessen!

By Bashyam Anant In a recent Wall Street Journal article, Marc Andreessen pronounced that ” software is eating the world “. He went on to explain ” we are in the middle of a dramatic and broad technological and economic shift in which software

SoftSummit 2011—The Premier Software Licensing, Entitlement Management, and Pricing Conference

By: Flexera Software

Making Software Audits Obsolete

By Michael Costa Software audits have long been considered a necessary “evil” for maintaining end-user compliance with licensed use rights. Audits are one of the primary mechanisms software vendors use to make sure that customers are not deliberately or unintentionally overusing licensed software. Some software market segments and vendors operating in those segments tend to audit customers more than others. Nonetheless, merely the threat of having to endure an audit prompts most end-user companies to develop and maintain reasonable software license compliance programs. The news stories that are frequently published about companies suffering the embarrassment and liability of inadequate compliance seem to be growing, but the published reports are just a small fraction of the adverse experiences that otherwise law-abiding end-user companies experience on a daily basis. And, unfortunately, the audit trend is growing dramatically with the growth of innovative software licensing models and efficient IT infrastructures. Computing and license models like unlimited, term, subscription, utility, peak/burst, pay-per-use, cloud computing, virtualization, X-as-a-Service and a variety of new ways to measure license use provides major benefits for vendors and end-users seeking to improve flexibility, access and efficiency, but they're also fueling a rapid increase in audit activity. And, it's likely to get worse as software vendors optimize revenue gains and end-user compliance programs become overloaded. The irony is that audits aren't really necessary for most software vendors or end-users. The reason they're unnecessary is because software can be made “compliance-aware”. Software can be designed to recognize when it is being used in non-compliant ways and act accordingly. That's right. Software can “self-audit”. That also goes for hardware that includes embedded software and/or is network-attached. In fact, CAD and other segments of the technical software and hardware markets have done this for 20+ years, virtually eliminating the need for audits. It's commonly called electronic license management, compliance management or electronic licensing. The basic functionality is the same: the software stores use rights, measures and tracks actual use, compares use rights vs. actual use and responds in whatever way the software vendor defines. The basic capability can be developed by software vendors or robust software license management systems can be purchased from commercial vendors and integrated. The big question is why most/all software vendors don't provide this basic capability and why end-users don't demand it much as they would any other basic software capability. Let's explore that a little. Some vendors, unfortunately, seem to actually like auditing their customers. Some vendors prompt customers to consider auditing one of their core competencies – and provide software licensing models that practically promote unintentional overuse. Most vendors, however, recognize auditing as the dysfunctional relationship killer that it is. Some in the latter group also perceive electronic license management as obstructing the customer experience and, even if they do have strong proof of customer overuse, rarely follow-through on an audit. Software vendors can implement electronic license management in any way they see fit – from providing information in a usage log file to disabling overuse. Other vendors provide robust IT asset management dashboards that truly differentiate their offerings. It's hard to understand why most software vendors don't make license compliance much easier. The vast majority of end-user companies want to be compliant and do everything they can to maintain compliance. One of the common problems is that end-user companies just can't keep up with the growing complexity introduced with license model and IT infrastructure innovation. Software and “intelligent hardware” can and must integrate and manage license use rights and help customers maintain compliance day-to-day. Software vendors need to improve this aspect of the customer experience and customers must make sure that this basic capability is included with every software product they buy. In my opinion, license compliance audits can and should be rendered virtually obsolete. What are your thoughts?

Distributed Management Task Force Helps Develop Cloud Licensing Standards

By: John Lipsey Today Flexera Software announced that is has been asked to join the Distributed Management Task Force (DMTF) .

Predictable Pay-For-Use Hardware and Software Licensing

By: Mike Costa Much has been written lately about pay-for-use hardware and software licensing – including the many benefits and drawbacks compared to the traditional, perpetual approach. Pay-for-use licensing comes in many flavors—SaaS, IaaS, PaaS, cloud computing, utility computing, etc. In general, these license models allow customers to rent all or some of the software and/or hardware for which they would otherwise have to purchase perpetual or ownership rights. One of the primary characteristics that differentiate the various types of software/hardware rental is time granularity – the duration of the rental period. Other time granularities include: multi-year, annual, quarterly, monthly, weekly and so on. Subscription and term are two popular rental models. Subscriptions generally provide for ongoing rental until cancelled with pricing based on specific configurations or products rented during one or more time intervals each. Term licensing is similar to Subscription but allows rental over a predefined period of time, not ongoing. I use the term “pay-for-use” to describe ongoing software and hardware rental types, in this case, all but Term. Pay-for-use, in its most valuable form, is fairly dynamic – within reasonable limits, of course. Suppliers can use it to satisfy customer demand whenever and wherever it occurs, gaining market share and increasing revenue. Customers can use it to improve asset flexibility, access and efficiency. So why aren't more suppliers offering pay-for-use and why aren't customers adopting this model when it is offered? The lack of predictability seems to be one of the most often cited reasons. Ironically, pay-for-use is a very important model for suppliers and customers precisely because it addresses unpredictable asset demand. Let's face it, it's a dynamic world. Customers need the ability to quickly increase software and/or hardware resources to meet peak demands – without having to over-purchase for peak needs or risk onerous audit liabilities. Suppliers would much prefer allowing customers to rent assets during these peak periods vs. having to loan them free of charge or strain relationships with audits. The loan approach is much less feasible due to Sarbanes-Oxley financial controls. So how do we crack this predictability “nut”. Actually, with an adequate infrastructure and a supportive pricing model, it can be fairly straightforward. In fact, the common cell phone pricing model provides a useful basis. The cell phone model usually includes a committed “bucket-of-minutes” plan coupled with the customers' ability to exceed his/her committed volume for a peak per-minute fee. Now, there are two major changes needed to make the cell phone model feasible for business customers. First, the peak per-unit fee has to be much less than 5-10x the committed per-unit fee – 1.25x to 2x is probably more reasonable for the same time granularity. The price difference should be high enough that it fairly compensates the supplier while not being so low that it invites peak usage as the norm. Also, as with cell phone plans, peak usage is billed in arrears and customers should be provided the ability to increase their committed volume under suitable conditions. Second, business customers must be able to proactively control their peak use expenses, not experience the surprise of receiving a “budget-busting” bill for usage run amok, after the fact. This can be accomplished by providing customers the ability to control how much, when and to which employees the peak assets are allocated – preferably without having to contact the supplier beforehand. Supplier predictability is optimized because the relative committed vs. peak pricing difference minimizes peak usage. Customer predictability is no longer an issue because they control peak quantities and licensing durations so they can therefore fix maximum incremental cost exposure. Great theory? Not at all. Flexera Software can help suppliers and customers realize these capabilities today. I've personally had the pleasure of working with two innovative software suppliers that have been providing these capabilities to customers using Flexera Software products since 1996. What is your experience with pay-per-use licensing models? Have you cracked the predictability “nut”?

If You Have a License Technology Problem, Start by Understanding Your Business Needs

The “Myth of the Plug-in Solution” By: Victor Hoisington, PMP, ITIL Today, almost every software vendor, and most intelligent device manufacturers (with embedded software) have multiple software license management systems acquired via acquisition, mergers, and divestitures. The problems that result are disconnected systems, manual processes, and the inability to create solutions from products that span the technology of the constituent companies. When this happens, IT is directed to fix these problems of inefficiency in a way to ensure no loss of continuity in the business (we need the revenue), so they try to merge existing systems in a patchwork way, retrofitting, and manually manipulating the systems so that they can deliver to their customers and keep the revenue recognition engine flowing. This works for awhile, but eventually these retrofitted systems simply don't work together and in fact, the situation may become worse. What happens next is that IT starts looking for a “plug-in” technology to fix their problems and make it all better, but – just like the common cold, there is no magic pill to make it better. I call this the “Myth of the Plug-in Solution”. The “myth of the plug-in solution” ignores some pesky systemic problems that probably existed before and that become worse after multiple years of poor definition of the business requirements and business intent behind software licensing and entitlement management . Or, the requirements have changed due to market conditions (e.g. new license models, cloud computing, virtualization, simpler customer experience, etc). As IT focuses on the systems and their connections, they sometimes lose track of the business drivers, and more importantly, the fact that a true solution will require a combination of process, policy, and technology. What's required is an examination of the underlying business requirements and supporting business processes with the involvement of stakeholders from across the entire business. What Flexera Software does when working with customers to solve these problems is to use a defined, top-down framework that starts by examining the business and market requirements then proceeds to understand and share “best practices” on commercial realization models (e.g. product structure and license models), the compliance and enforcement strategy, and finally the “prospect to support” use cases that define the customers' relationship with you. This business first definition of the requirements leads to the systems (of record) and interconnection strategies needed at the IT level and now we can begin to define the technology which most closely meets the needs of the business. Failure to lead with a business first philosophy will lead to propagation of bad solutions. Using a business first based framework to define a business solution and truly understand your business requirements, policies and customer use-cases will drive the correct combination of policies, procedures and finally technology to create the synergy needed to meet your needs and your customers' expectations. Want to know more about our framework and business first process, let us know and we'd be glad to help.