20961989 Ag Customer Bill Of Rights Saa S Live

Customer
Bill
Of
Rights:

Software-‐as-‐a-‐Service

39
Best
Practices
To
Improve
the
SaaS

Client
-‐
Vendor
Relationship

October 12, 2009

By
R
“Ray”
Wang

With
Jeremiah
Owyang

Includes
input
from
57
ecosystem

contributors

Content Protected Under A Creative Commons Attribution-Share Alike License 3.0
Figures
©2009
R
Wang
&
Altimeter
Group
LLC.

All
rights
reserved.

Reproduction
by
request.

Published by Altimeter Group, LLC. | 1855 South Grant Street, Suite 100 | San Mateo, CA 94402
www.altimetergroup.com

2 Customer Bill Of Rights: Software-as-a-Service

Ecosystem
Input -‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐3

Influencer
Input -‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐3

Vendor
Input-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐3

Customer
Bill
Of
Rights:
Software-‐As-‐A-‐Service-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐4

Purpose
And
Intent-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐4

Executive
Summary -‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐4

Cost
Transformation
Drives
Mainstream
SaaS
Adoption-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐4

SaaS
Licensee’s
Rights
Must
Reflect
Unique
Business
Model
Considerations -‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐6

SAAS
Bill
of
Rights
Span
a
Continuous

Ownership
Lifecycle -‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐7

Section
1:
Ownership
Experience
And
Governance
Models -‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐ 8

Section
2:
Selection -‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐ 9

Section
3:
Deployment -‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐ 10

Section
4:
Adoption -‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐ 10

Section
5:
Optimization -‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐ 11

Section
6:
Renewal-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐ 12

Customer
Rights
Must
Come
With
Responsibilities -‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐ 13

Recommendations -‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐ 14

Put
The
Best
Practices
From
SaaSBoR
To
Use
Across
The
Organization -‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐ 14

Resources -‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐ 15

Community-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐ 15

About
Altimeter
Group -‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐ 15

Footnotes -‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐ 15

Figures
©2009
R
Wang
&
Altimeter
Group
LLC.

All
rights
reserved.

Reproduction
by
request.

Published by Altimeter Group, LLC. | 1855 South Grant Street, Suite 100 | San
Mateo, CA 94402

Customer Bill Of Rights: Software-as-a-Service 3

Ecosystem Input
The
Customer
Bill
of
Rights:
Software-‐as-‐a-‐Service
(SaaS)
report
could
not
have
been
produced

without
the
generous
input
from
some
of
the
leading
market
influencers
and
the
following

vendors
who
have
shown
a
keen
interest
in
transforming
the
client-‐vendor
relationship.

Please

keep
in
mind;
input
into
this
document
does
not
represent
a
complete
endorsement
of
these

rights
in
total
by
the
individuals
or
vendors
listed
in
this
report.

Influencer Input
Nenshad
Bardoliwalla
Paul
Greenberg,
The
56
Group

Naomi
Bloom,
Bloom
and
Wallace
James
Governor,
Red
Monk

Kevin
Dobbs,
Montclair
Advisors
Erin
Kinikin

Bob
Evans,
TechWeb
Esteban
Kolsky

Dennis
Howlett,
Enterprise
Irregulars
Michael
Krigsman,
Asuret

Phil
Fersht,
Horses
For
Sources
Frank
Scavo,
Computer
Economics

Christian
Gherorghe
Josh
Weinberger,
CRM
Magazine

Vendor Input
Agresso

Informatica
Pervasive
Software

Appiro
Infosys
RightNow
Technologies

Boomi
Intacct
Rimini
Street

Blue
Wolf
Intuit
Salesforce.com

Cisco
Systems
Jive
Software
SAP

CODA
KickApps
SocialText

Demand
Media
Lithium
SoftBrands

Epicor
M-‐Factor
SuccessFactors

Everest
Software
Microsoft
Sugar
CRM

Flexera
Mzinga
Telligent

GetSatisfaction
NetSuite
Tenrox

HelpStream
Oracle
Ultimate
Software

IBM
Panaya
Inc
UserVoice

Infor
Patni
VMWare

Workday

Figures
©2009
R
Wang
&
Altimeter
Group
LLC.

All
rights
reserved.

Reproduction
by
request.

Mateo, CA 94402


Customer Bill Of Rights: Software-As-A-Service

Purpose And Intent
This
document
is
intended
to
serve
as
a
reference,
checklist,
and
point
of
discussion
with
SaaS

vendors
for
prospects
and
clients
who
have
made
the
decision
to
begin
a
SaaS
deployment.

Though
your
SaaS
vendor
may
not
provide
all
these
rights
today,
these
represent
the
best

practices
in
over
250
SaaS
contracts
and
the
general
spirit
and
intent
of
most
SaaS
vendor’s

executive
management
teams.

Executive Summary
SaaS
deployments
have
entered
the
heart
of
the
business
and
now
deserve
to
be
treated
with

all
the
rigor
and
due
diligence
of
on-‐premise
licensed
software.

Client
–
vendor
relationships
in

SaaS
are
perpetual
and
it
is
imperative
that
these
agreements
provide
a
chance
for
a
new
slate.

CIO’s,
CMO’s,
LOB
execs,
procurement
managers,
and
other
organizational
leads
should
ensure

that
the
mistakes
they
made
in
licensed
software
aren't
blindly
carried
over.

The
SaaS
Bill
of

Rights
(SaaSBoR)
provides
a
tool
for
clients
and
vendors
to
change
the
tenor
of
contract

negotiations
from
subservient
user
to
equal
and
collaborative
partnership.

Cost Transformation Drives Mainstream SaaS Adoption
Organizations
saddled
with
cost
pressures,
rigidity
of
existing
legacy
systems,
flood
of
business

requests
for
changes,
and
impending
regulatory
and
compliance
burdens,
now
turn
to

software-‐as-‐a-‐service
(SaaS)
as
a
deployment
option
and
business
model
to
bring
immediate

value
to
their
organizations.

In
fact
-‐-‐
multiple
research
surveys
show
an
estimated
35%
to
45%

of
companies
considering,
piloting,
and/or
adopting
SaaS
solutions
in
the
organizationi.

In

emerging
markets,
organizations
have
chosen
SaaS
as
a
way
to
leapfrog
legacy
deployment

options.

However,
SaaS
should
not
be
seen
as
anything
new
to
the
enterprise.

Many
consumer

solutions
and
Web
2.0
social
technologies
such
as
SocialText,
LinkedIn,
FaceBook,
Twitter,

Gmail,
and
YouSendIt
have
already
been
put
to
use
inside
organizations,
often
without
the

advisement
from
IT
departments.

This
groundswell
of
user
driven
consumer
tech
initiatives
has

quietly
permeated
and
benefited
many
organizations.
As
the
shift
from
consumer
tech
to

enterprise
class
SaaS
solutions
continues,
organizations
should
consider
seven
key
benefits
of

moving
to
SaaS
over
on-‐premise
(see
Figure
1):

Figures
©2009
R
Wang
&
Altimeter
Group
LLC.

All
rights
reserved.

Reproduction
by
request.

Mateo, CA 94402


Figure
1.
SaaS
Deployment
Delivers
7
Key
Benefits

Source:
Altimeter
Group
September
2009
SaaS
Benefits
Survey
of
91
end
user
clients
and
vendors.

1. Richer
user
experience
and
user
productivity.

Newer
technologies
enable
more
engaging
and

easy-‐to-‐use
interfaces.

Solutions
often
designed
with
a
role
based
perspective
in
mind
result
in

minimal
training.ii

2. Rapid
IT
implementation
and
optional
higher
quality
deployment.

The
duration
of
the

technical
implementation
phase
moves
from
months
to
weeks.

Customers
can
demo
a
product,

move
to
sandbox,
and
train
in
days.

Organizations
now
have
the
option
to
redirect
their

budgets
and
resources
to
improve
business
process
and
configuration
instead
of
fighting

integration
and
deployment
quagmires.

True
SaaS
solutions
do
not
require
individual
installs,

instead
they
leverage
the
SaaS
environment.

3. More
frequent
cycles
of
innovation.
SaaS
vendors
update
their
solution
between
2
to
4
times
a

year.

With
current
Agile
development
methodologies,
some
vendors
iterate
in
months.

Customers
gain
access
to
latest
features,
bug
fixes,
and
regulatory
updates
at
a
quicker
pace.

In

many
cases,
organizations
turn
to
SaaS
to
access
innovation
and
capabilities
not
provided
by

incumbent
on-‐premise
vendors.

4. Minimal
upgrade
hassles.

Users
no
longer
have
to
worry
about
a
flurry
of
bug
patches,
fixes,

and
the
endless
testing
cycles
required
to
validate
changes.
Business
processes
impacted
by

regulatory
changes
such
as
financial
closing
and
hire
to
retire
benefit
the
most
from
easier

consumption
of
updates.

Figures
©2009
R
Wang
&
Altimeter
Group
LLC.

All
rights
reserved.

Reproduction
by
request.

Mateo, CA 94402


5. Access
to
the
“always-‐on”
SaaS
tools
regardless
of
location.

Office
workers
can
now
access

these
SaaS
tools
anywhere
they
go.

These
consumer
tools
often
have
rich
mobile
experiences
–
often
far
ahead
than
providers
in
the
on-‐premise
space.

6. Subscription
pricing.
SaaS
solutions
have
adopted
subscription
or
utility
pricing
to
spread
out

payments
over
time.

The
shift
from
capital
expenditure
(CapEx)
to
operational
expenditure

(OpEx)
frees
up
funds
for
other
projects.
Business
users
can
swipe
and
buy
without
going

through
complicated
procurement
processes.

During
recessionary
times,
subscribers
only
buy

what
they
consume,
stretching
their
investment.

Many
contract
terms
have
also
moved
from

yearly
to
monthly
increments.

7. Anytime
scalability
and
dynamic
capacity.

Scalability
enables
customers
to
streamline
cost
per

additional
user.

Clients
can
flex-‐up
or
flex-‐down
on
usage
without
incurring
spikes
in
variable

costs
such
as
hardware,
staffing
resources,
and
license
costs.

SaaS Licensee’s Rights Must Reflect Unique Business
Model Considerations
With
increased
SaaS
adoption,
organizations
must
consider
broader
implications
and

expectations
of
the
SaaS
client-‐vendor
relationship.

Building
long-‐term
win-‐win
relationships

with
SaaS
vendors
differs
from
the
on-‐premise
world
for
a
three
key
reasons:

• Issues
related
to
software
license
rights.

In
true
multi-‐tenancy,
SaaS
vendors
own
the
core

code
and
licensees
own
the
data
and
metadata.

Clients
must
assess
exit
strategies.

What

happens
if
the
vendor
goes
out
of
business?

What’s
happens
when
the
vendor
is
acquired
by
a

competitor?
What
do
you
do
to
make
the
data
useful
without
context?

How
do
you
prevent

lock-‐in?

Can
you
buy
the
data
models
and
logical
models?

• Vendor
commitment
to
significant
product
investment.

Pace
of
innovation
remains
rapid

today
but
there
are
no
guarantees
on
what
to
expect
in
future
levels
of
investment.

With

frequency
ranges
from
2
to
4
times
a
year,
what
protections
do
clients
have
for
future

investment
levels?

Will
vendors
attempt
to
charge
for
“new”
modules
that
represent

extensions
of
existing
capability?

How
does
the
buyer
provide
input
into
future
product

roadmaps?

• Client
remedies
for
breaches
in
service
level
agreements.

Despite
all
backups
and
contingency

plans,
clients
should
consider
scenarios
where
core
business
systems
may
go
down.

What
are

fair
remedies?

How
are
systems
backed-‐up?

What
will
be
done
during
disaster
recovery?

How

much
liability
the
vendor
will
provide?

Figures
©2009
R
Wang
&
Altimeter
Group
LLC.

All
rights
reserved.

Reproduction
by
request.

Mateo, CA 94402


SAAS Bill of Rights Span a Continuous
Ownership Lifecycle
SaaS
shifts
ownership
from
perpetual
licenses
to
perpetual
usage.
In
fairness,
vendors
should

expect
a
minimum
standard
of
respectful,
sincere,
and
earnest
clients.

Users
must
consider
the

implications
of
perpetual
usage
and
relationship.

These
SaaS
Bill
of
Rights
represent
a
client-‐
focused
perspective
of
what
vendors
should
provide
as
37
basic
rights.
Five
key
phases
across

the
SaaS
ownership
life
cycle
include
(see
Figure
2):

Figure
2.

SaaS
Ownership
Experience
Spans
A
Five-‐Phased
Lifecycle

Source:
Altimeter
Group

Figures
©2009
R
Wang
&
Altimeter
Group
LLC.

All
rights
reserved.

Reproduction
by
request.

Mateo, CA 94402


Section
1:
Ownership
Experience
And
Governance
Models

The
SaaS
ownership
experience
parallels
similar
elements
of
outsourcing.

To
start,

organizations
hand
control
over
business
processes
to
a
third
party
solution/service
provider.

Hence,
clients
should
take
the
time
to
design
the
appropriate
levels
of
governance
to
achieve
a

mutually
beneficial
ownership
experience.

Client
rights
that
emphasize
the
client-‐vendor

relationship
include:

• Vendor
executive
advocacy
and
accountability.

In
the
consumer
space,
this
may
result
in

management
team
accountability
for
customer
success.

At
higher
price
points,
organizations

can
expect
to
know
which
executives
take
responsibility
for
customer
satisfaction
and
advocacy.

Escalation
processes
should
be
defined
upfront.

Product
and
sales
accountability
should
be
tied

to
specific
individuals
and
customer
satisfaction
should
be
tied
to
compensation
metrics.

• Timely
and
meaningful
interactions.

Vendors
and
their
partners
should
guarantee
timely

response
times
for
key
issues
such
as
service
requests,
bug
fixes,
and
help
desk
issues.

Key

policy
changes
such
as
product
road
map
decisions,
organizational
and
personnel
moves,

support
policies,
and
licensing
and
pricing
should
be
communicated
in
a
timely
fashion
to

customers
and
tracked
by
the
vendor.

Vendors
should
provide
a
complete
picture
of
the
overall

interaction
history.

• Professional
customer
relations.

Courtesy
and
respect
across
all
customer
touch
points
should

be
the
norm
from
not
only
front
line
customer
facing
personnel,
but
also
back
office
employees.

Vendors
should
keep
all
contract
details
confidential
and
private
unless
permission
has
been

granted.

Professionalism
also
includes
the
right
to
work
with
knowledgeable
and
trained

resources.

• Quality
guarantees
and
remuneration.

Customers
should
expect
that
vendors
to
stand
behind

the
quality
of
both
their
products
and
services.

This
includes
full
disclosure
of
known
and

potential
defects
that
relate
to
performance,
availability,
bugs,
integration,
and
partner
solution

compatibility.

Penalties
for
breaches
should
reflect
the
business
impact
of
a
disruption
or

inability
to
access
a
capability
promised
to
a
customer.

Customers
should
be
able
to
choose
the

format
of
remuneration.

Vendors
should
be
able
to
place
mutually
agreed
limits
on
liability.

• Ownership
of
and
access
to
data
with
no
questions
asked.

Customers
should
know
that
they

own
all
their
data
and
have
access
to
this
data
at
all
times
throughout
the
relationship.

Tools
to

access
data
should
be
provided
to
clients.

Vendors
should
build
from
this
customer
centric

design
point.

• Ongoing
Transparency.

For
critical
applications,
clients
should
be
given
insight
into
the
vendor’s

long-‐term
viability
(i.e.
financing,
operational
condition,
etc.),
regardless
of
whether
the
vendor

is
publicly
or
privately-‐owned.
Transparency
rights
include
access
on
a
periodic
basis
to
the

vendor’s
financial
statements
along
with
insight
into
the
vendor’s
operational
performance
in

areas
such
as
incident
and
problem
management,
security
management,
and
business

continuity
planning.
Transparency
allows
customers
to
develop
risk
management
scenarios

based
on
the
vendor’s
actual
financial
and
operational
condition,
giving
customers
the
necessary

time
to
migrate
to
a
new
service
provider
if
appropriate.

Figures
©2009
R
Wang
&
Altimeter
Group
LLC.

All
rights
reserved.

Reproduction
by
request.

Mateo, CA 94402


Section
2:
Selection

Selection
describes
the
rights
prospects
and
clients
should
expect
from
software
vendors
as

they
make
their
decision
on
a
product
and
vendor.

Prospects
and
clients
should
have
a
right
to:

• Include
an
entire
agreement
clause.

Prospects
and
clients
should
ensure
that
demos,

proposals,
and
promises
made
during
the
selection
process
are
included
in
the
final
contract.

Vendors
should
expect
clients
to
include
documentation
as
exhibits
in
contracts.

• Try
before
buying.

Prospects
and
clients
should
be
given
access
to
the
system
and
provided
a

sandbox
to
demonstrate
the
system.

Vendors
should
retain
the
right
to
charge
for
the
proof
of

concept
as
appropriate.

• Access
licensing
and
pricing
terms
and
conditions.

Pricing
metrics,
discounting
criteria,
and

terms
and
conditions
should
be
provided
upfront
to
all
customers.

Prospects
should
receive

updates
and
alerts
when
changes
are
made.

Terms
around
user
and
usage
metrics
should
be

made
clear.

Standard
contracts
and
renewal
provisions
should
be
made
available
for
review.

• Provide
a
TCO
analysis
of
SaaS
during
the
sales
cycle.

Vendors
should
be
able
to
show
the
true

cost
of
ownership
over
a
defined
period
of
time.

Key
metrics
should
show
comparisons
of

deployment
options
over
5,
7,
and
10-‐year
time
frames.

• Obtain
clear
policies
on
storage
costs.

SaaS
clients
often
find
out
after-‐the-‐fact
that
the
storage

allocations
do
not
meet
actual
usage
requirements.

Once
hooked
onto
the
product,
on-‐going

storage
costs
could
prove
to
be
the
largest
expense
item.

Clients
should
negotiate
these
terms

in
advance
and
seek
pricing
plans
from
vendors.

• Receive
disclosure
about
solution
defects.

Customers
and
prospects
should
be
given
access
to

a
list
of
known
bugs,
integration,
performance,
and
deficiencies.

This
should
include
incomplete

business
process
flows
or
scenarios
where
use
case
scenarios
cannot
be
completed.

• Understand
system
configuration
and
architecture.

Clients
should
receive
details
about
the

hardware
architecture.

Key
areas
to
detail
include
hardware,
processing
approach,
operating

system,
and
configuration
and
customization
process.

Other
areas
for
disclosure
include

processing
pipelines,
batch
processing,
queuing,
and
system
monitoring
methodologies.

• Stipulate
data
management
requirements.

Clients
should
determine
data
properties
including

physical
location,
security
mechanisms,
access
rights,
disaster
issues,
and
regulatory
compliance.

Critical
information
such
as
host
info
and
availability
should
be
provided.

Location
of
the
cloud

may
play
a
role
in
selection.

• Reach
out
to
customer
and
partner
references.

Clients
should
expect
a
vendor
to
provide

customer
references
for
unfettered
conversations
about
the
solution.

Clients
should
also
be

able
to
reach
out
to
user
group
leaders
for
honest
and
candid
discussions.

• Perform
due
diligence
on
a
vendor.

Prospects
should
be
able
to
examine
a
SaaS
vendor’s

financial
viability,
security
risks,
and
legal
liability.

Key
areas
should
include
financial

performance,
legal
risks,
management
team
background,
customer
lists,
and
SAS
70
compliance.

Clients
should
have
the
right
to
review
SAS
70
certification
results;
and
conduct
or
have
third

party
auditors
perform
regular
audits
of
the
vendor
data
center.

Figures
©2009
R
Wang
&
Altimeter
Group
LLC.

All
rights
reserved.

Reproduction
by
request.

Mateo, CA 94402


• Contract
third
party
advice.

Clients
should
retain
the
right
to
engage
a
third
party
advisor
in

vendor
selection,
contract
negotiations,
and
independent
verification
and
validation
(IV&V).

Vendors
should
not
try
to
prevent
clients
from
seeking
such
advice.

Section
3:
Deployment

Deployment
describes
the
rights
clients
should
expect
from
software
vendors
as
they

implement
and
consume
the
technology.

Rights
should
include:

• Support
multiple
implementation
options.

Clients
should
be
given
a
choice
as
to
whether
they

can
self-‐deploy,
choose
a
trained
third
party
partner,
or
work
with
the
vendor.
Selected
partners

should
be
able
to
obtain
access
to
key
data
and
implementation
information.

In
cases
where
no

partner
exists,
clients
should
have
the
option
to
self-‐implement
with
vendor/partner
assistance.

• Receiving
a
clear
statement
of
work
and
project
status
reporting.

Vendors
should
deliver
large

projects
in
accordance
with
project
management
best
practices
such
as
the
Project

Management
Body
of
Knowledge
(PMBOK).
Smaller
projects
should
follow
clearly
defined

templates
for
rapid
implementation.

Deliverables,
milestones,
acceptance
criteria,
and

escalation
processes
should
be
documented
prior
to
project
kick-‐off.

The
implementation

teams
should
provide
service
level
agreements
(SLAs).

• Contracting
vendor
expertise.

Customers
should
have
the
right
to
engage
vendor
experts
such

as
product
development
teams,
solution
architects,
training,
and
support
personnel
at

reasonable
rates.

Assess
the
team
on
their
technical
acumen.

Examine
how
consultants
are

trained,
how
product
teams
and
consultants
collaborate,
and
how
they
address
challenging

projects.

Fees
should
be
provided
in
advance.

Detailed
information
should
include
personnel

rates
and
estimated
effort
for
common
projects.

• Accessing
training
programs.
Vendor
should
provide
access
to
training
programs
to
ensure
a

client
or
their
partner
could
complete
a
deployment.

More
importantly,
clients
should
expect

adequate
knowledge
transfer
activities
from
the
vendor
to
ensure
self-‐sufficiency.

Section
4:
Adoption

Adoption
describes
the
rights
clients
should
expect
from
software
vendors
as
they
utilize
the

solution
across
the
organization.

Vendors
should
provide
clients
with
the
following
rights:

• Freedom
of
speech.

Clients
should
not
be
limited
in
discussing
the
solution
with
fellow

customers,
peers,
or
media.

Clients
should
be
able
to
freely
discuss
issues
with
the
software

including
but
not
limited
to
security
issues,
bugs,
and
pricing.

Clients
should
not
be
limited
to
no

disparagement
clauses.

Both
sides
should
be
open
in
their
communication.

• License
equivalency.

Clients
of
on-‐premise
software
vendors
moving
to
SaaS
and
other
on-‐
demand
models
should
be
given
the
right
to
convert
user
and
usage
models
across
different

deployment
options.

Equivalency
ratios
should
be
determined
ahead
of
time.

• Intellectual
property
(IP)
indemnification.

Vendors
faced
with
lawsuits
will
provide
clients
with

indemnification
from
IP
legal
claims.

Remedies
should
include
refund
of
the
subscription
costs,

provision
of
a
replacement
solution
at
zero
cost,
and
vendor
developed
solution.

Figures
©2009
R
Wang
&
Altimeter
Group
LLC.

All
rights
reserved.

Reproduction
by
request.

Mateo, CA 94402


• Software
escrows.

Clients
should
expect
vendors
to
provide
the
option
to
access
a
competitive

provider
of
their
choice
who
serve
as
custodians
for
source
code,
user
data,
application

executables,
and
related
documentation.

Mutual
agreement
should
be
determined
on

frequency
of
backups
and
updates.

Hot
backups
should
be
made
available
for
disaster
recovery

scenarios.

Vendors
reserve
the
right
to
charge
for
software
escrows.

• Integration
and
API
support.

As
organizations
make
the
shift
from
on-‐premise
to
cloud-‐based

deployment
options,
vendors
must
deliver
key
access
to
public
API’s,
web
services,
and
other

integration
tools
to
support
hybrid
deployment.

In
some
cases,
integration
will
revolve
around

business
processes
such
as
order
to
cash,
campaign
to
lead,
and
incident
to
resolution.

• Data
quality
support.

While
a
vendor
cannot
guarantee
the
quality
of
data
being
put
into
the

system,
tools
should
be
provided
to
address
both
a
sourcing
and
day-‐to-‐day
processing

perspective.

These
tools
ensure
short-‐term
and
long
term
efficient
processing.

Section
5:
Optimization

Usage
optimization
describes
the
rights
customers
should
expect
from
software
vendors
as

they
change
how
they
expand,
maintain,
or
contract
in
their
usage
of
the
solution.

Customers

should
expect:

• Price
protection
options.

Clients
and
prospects
should
be
given
the
opportunity
to
lock-‐in

increased
consumption
guarantees
or
seek
price
increase
protection.

Vendors
should
provide

the
discount
rationale
and
clearly
state
the
pricing
bands
for
each
bulk
increment.

Clients

should
be
able
to
move
between
bands
at
defined
periods
of
time.

One
option
–
provide
for
a

collar
where
user
counts
can
fluctuate
up
or
down
by
25%
over
six
months
or
a
year
at
the
same

unit
price.

Vendors
should
be
able
to
set
minimums.

• Affiliate
usage
assignment.

Customers
should
be
able
to
provide
access
and
usage
of
the

software
to
majority
owned
affiliates.

Customers
and
vendors
should
determine
how
to
treat

usage
assignment
with
other
related
organizations.

• M&A
scenarios.

Clients
should
be
given
the
option
to
combine
contracts
to
achieve
higher

discount
levels
or
tiers
during
mergers
and
acquisitions.

In
cases
where
the
software
will
no

longer
be
use,
limited
access
licenses
should
be
provided
to
access
pre-‐merger
files,
compliance

requirements,
or
historical
trending
data.

SaaS
vendors
should
provide
an
option
for
clients
to

flex-‐down
usage
or
terminate
during
divestitures.

Vendors
may
also
provide
an
option
to
apply

credits
to
the
new
entity.

• Multiple
support
options.

Customers
should
be
given
more
than
one-‐size
fits
all
support

options.

Options
should
provide
tiering
in
pricing
and
service
levels
that
correspond
to
actual

usage.

• Install
base
transparency.

Vendors
should
inform
customers
when
multiple
installations
have

been
deployed
at
a
company.

Clients
should
be
able
to
access
information
about
usage
by

users
to
determine
if
they’ve
purchased
shelf
ware.

• On-‐going
performance
metrics.

Clients
should
expect
a
trust
site
to
monitor
service
level

agreements.

Vendors
should
provide
at
least
a
monthly
report
on
key
availability
and

continuity
metrics.

Figures
©2009
R
Wang
&
Altimeter
Group
LLC.

All
rights
reserved.

Reproduction
by
request.

Mateo, CA 94402


Section
6:
Renewal

Revision
describes
the
rights
clients
should
expect
from
software
vendors
as
they
shift
their

usage
requirements
and
change
how
they
adopt
SaaS
solutions.

At
a
minimum,
clients
should

expect
rights
to:

• Provide
input
into
future
capabilities.

Vendors
should
provide
input
mechanism
for

requirements
prioritization.

Prioritization
and
acceptance
criteria
for
roadmap
decisions
should

be
made
open
to
clients.

Clients
should
understand
that
vendors
might
reserve
a
portion
of

investment
decisions
for
platform
upgrades
and
updates.

Vendors
should
provide
confirmation

and
status
on
feature
requests.

• Give
ample
notice
before
deployment.

Vendors
should
give
customers
ample
time
(e.g.
30,
60,

and
90
days)
to
prepare
for
an
upgrade.

This
includes
keeping
the
lines
of
communication
open,

preparing
the
appropriate
training
materials,
providing
guidance
on
testing,
and
working
with

end
users
on
implementation
risks
and
impacts.

• Transition
to
alternative
deployment
options.

Vendors
with
multiple
deployment
options
for

similar
code
lines
should
provide
mechanisms
for
clients
to
transition
among
the
different

options.

At
no
time
should
a
client
be
locked
in
to
one
deployment
option.

Pricing
options

should
reflect
a
comparable
total
account
value.

Client
should
be
able
to
access
full
data
at
any

given
time,
no
questions
asked.
Vendors
should
provide
both
public
and
private
access
to
APIs

to
support
transitions.

• Determine
termination
criteria.

Both
clients
and
software
vendor
should
communicate
clear

termination
criteria.

Termination
criteria
should
also
include
transition
language
and
migration

assistance
conditions
for
impacted
clients.

Regardless
of
the
contract,
the
customer
should

always
own
their
data
and
have
the
opportunity
to
migrate
it.

Acquisition
should
be
listed
as

one
example
of
acceptable
termination
criteria.

• Receive
migration
assistance.

Customers
leaving
a
SaaS
provider
should
be
provided
with
the

necessary
transition
tools
to
ensure
business
continuity.

Tools
could
include
temporary
hosting

privileges,
integration
frameworks,
data
migration,
and
historical
archive
capabilities.
These

costs
should
be
determined
during
the
selection
process.

• Purchase
the
source
code.

In
some
cases,
clients
may
leave
a
SaaS
vendor
and
require
more

than
just
the
flat
file
extract
of
their
data.

Some
vendors
in
the
past
have
allowed
clients
to

purchase
the
semantics
of
the
data.

Key
items
would
include
business
rules
that
govern
the

data
structures
within
which
the
data
is
stored,
data
models,
and
logical
models.

Figures
©2009
R
Wang
&
Altimeter
Group
LLC.

All
rights
reserved.

Reproduction
by
request.

Mateo, CA 94402


Customer Rights Must Come With Responsibilities
SaaS
provides
an
opportunity
for
clients
and
vendors
to
rethink
their
relationships.

Vendors

give
up
some
of
the
mystique
of
software
contract
negotiations
with
an
open
Customer
Bill
of

Rights.

An
open
and
collaborative
approach
will
lead
to
a
more
amiable
and
long-‐term

approach
to
the
client-‐vendor
relationship.

However,
clients
must
take
actions
and

responsibility
to
keep
their
rights
by:

• Ensuring
adequate
client
side
resources
to
succeed
in
deployment.

Clients
must
bring
to
the

table
executive
sponsorship,
adequate
funding,
appropriate
resourcing,
and
strong
project

management.

In
cases
where
clients
decide
to
self-‐implement,
they
should
have
the
vendor
or

third
party
assess
their
capabilities
to
collaborate
towards
a
successful
implementation.

• Paying
invoices
on
time
and
in
full.

SaaS
vendors
deliver
solutions
24/7.

As
with
utilities,
they

will
not
immediately
turn
off
service
for
late
payment.

However,
clients
should
pay
invoices
on

time
if
they
expect
their
SaaS
vendors
to
keep
the
lights
on
and
stay
in
business.

• Partnering
with
their
vendors
to
ensure
their
long-‐term
viability.

Clients
can
add
complexity

and
cost
into
the
cycle
when
they
try
to
prove
how
smart
they
are
during
contract
negotiation.

Excessive
use
of
large
penalties,
price
caps,
and
other
"you
can't
fool
me"
items
often
create
an

adversarial
relationship
right
from
day
one.

Clients
should
hold
to
their
rights
and
objectives
but

keep
in
mind
the
potential
long-‐term
nature
of
SaaS
relationships.

• Maintaining
ongoing
communication.

Clients
often
expect
SaaS
vendors
to
respond

immediately
to
requests.

Clients
should
also
respond
to
SaaS
vendors
in
a
timely
manner.

If
an

issue
is
addressed,
clients
should
communicate
whether
or
not
the
solution
succeeded
or
failed.

Clients
should
anoint
a
dedicated
resource
to
maintain
this
level
of
dialogue
with
the
vendor.

• Acknowledging
changes
in
scope.

Customers
need
to
accept
responsibility
for
major
changes
in

scope
that
differ
from
an
initial
product
and
implementation
plan.

Clients
should
review

changes
and
compensate
vendors
for
changes
that
materially
impact
delivery
dates,
resource

allocation,
and
overall
cost.

• Serving
as
a
client
reference.

Clients
should
be
open
to
share
honest
feedback
with
prospects

and
other
clients
about
their
experiences
with
the
solution
and
the
vendor.

Where
possible,

clients
should
engage
in
the
ecosystem
by
taking
a
reasonable
number
of
press
calls,
prospect

calls,
and
speaking
opportunities.

Vendors
should
not
abuse
this
privilege.

• Providing
feedback
into
product
roadmaps.

When
given
the
opportunity,
clients
should
take

the
time
to
provide
input
into
the
future
direction
of
products,
markets,
and
other
investments.

Clients
should
help
shape
the
direction
of
how
that
feedback
is
defined
and
provide
input
on
the

success
or
failure
of
that
solution.

Figures
©2009
R
Wang
&
Altimeter
Group
LLC.

All
rights
reserved.

Reproduction
by
request.

Mateo, CA 94402


Recommendations
Put The Best Practices From SaaSBoR To Use Across The
Organization
While
SaaS
may
appear
to
be
a
short-‐term
fix
to
the
lack
of
timely
innovation
and
ownership

expense
structure
brought
on
by
many
on-‐premise
vendors,
organizations
should
view
this
as

key
pillar
in
their
overall
enterprise
strategy.

The
proliferation
of
SaaS
deployments
will
require

CIO’s,
business
leaders,
and
sourcing
and
vendor
management
teams
to
work
more
closely
with

each
other
to
deliver
flexible
guidelines
in
the
adoption
of
SaaS
solutions.

Consequently,
the

Altimeter
Group
suggests
the
following:

• Use
the
SaaS
Bill
of
Rights
to
bring
IT
and
business
teams
together.

Walk
through
the
best

practices
to
establish
future
SaaS
procurement
policies.

CIO’s
can
give
use
the
SaaS
Bill
of

Rights
to
establish
frameworks
for
business
units
to
speed
up
the
vendor
selection
process.

• Include
the
SaaS
Bill
of
Rights
in
SaaS
evaluation
and
selection
criteria.

Utilize
the
rights

as
a
starting
point
in
establishing
a
long
term,
productive
client
–vendor
relationship.

The

SaaS
Bill
of
Rights
should
be
a
starting
point
for
discussions.

Clients
should
also
keep
in

mind
their
responsibilities
as
a
client
in
the
relationship

• Expand
the
rights
to
meet
organizational
requirements.

The
SaaS
Bill
of
Rights
provides
a

starting
point
for
your
contract
negotiations
and
establishment
of
a
long-‐term
client-‐vendor

relationship.

Organizations
should
expand
on
rights
that
apply
to
specific
industries,

geographies,
and
regulatory
conditions.

• Join
the
SaaS
Bill
of
Rights
ecosystem.

Altimeter
Group
has
put
together
a
series
of

community
tools
including
a
linked
in
group
to
continue
the
discussion.

New
rights,
your

experiences,
and
feedback
can
be
contributed
on
the
SaaS
User’s
Bill
of
Rights.

Figures
©2009
R
Wang
&
Altimeter
Group
LLC.

All
rights
reserved.

Reproduction
by
request.

Mateo, CA 94402


Resources
Community
Join
the
Customer
Bill
of
Rights
ecosystem.

Altimeter
Group
will
be
continuing
the
discussion

via
webinars,
social
conversations,
and
events.

LinkedIn:
http://www.linkedin.com/groups?home=&gid=2322509&trk=anet_ug_hm

http://bit.ly/ctuGL

Twitter
Hashtags

#SaaSBoR

http://twitter.com/#search?q=SaaSBoR

About Altimeter Group
Altimeter
Group
is
a
strategy
consulting
firm
that
provide
a
pragmatic
approach
to
emerging

technologies
to
companies.

We
have
four
areas
of
focus:
leadership
and
management,

customer
strategy,
enterprise
strategy,
and
innovation
and
practice

Footnotes

i
Saugatuck
Technology,
Gartner
Group,
IDC,
and
Forrester
have
shown
similar
SaaS
adoption
rates
in
2009
research

reports
and
surveys.

ii
Ten
elements
drive
the
move
to
more
social
enterprise
apps.
Many
SaaS
vendors
already
exhibit
these
qualities.

View

the
August
24th,
2009
blog
post
“Monday’s
Musings:
10
Essential
Elements
For
Social
Enterprise
Apps”

http://bit.ly/130WiO

Figures
©2009
R
Wang
&
Altimeter
Group
LLC.

All
rights
reserved.

Reproduction
by
request.

Mateo, CA 94402

20961989 Ag Customer Bill Of Rights Saa S Live

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