2. Creator of SaaS for IT
ITIL and service desk roots
San Diego; global offices
Founded to simplify IT
Double customers, revenue yearly
Driven by customer success
6. IT is changing. Dramatically.
Business strategy
Enterprise strategy, innovation
and differentiation
Transformational
Partnering with the business &
process transformation
Functional
Focused on IT operational
excellence
“State of the CIO 2010: Three CIO Types: Business
Strategists Gain Ground” - December 2009
Source:
7. Why are these questions hard?
what does
it cost?
what do
I have?
working on
right things?
how is it
performing?
business
transparency?
driving
innovation?
8. Challenge the status quo
Legacy technology impeding progress, maturation
Facing costly and resource-intense upgrade
Information is difficult to analyze and unreliable
High cost to maintain; requires specialized resources
“New” workforce is technology savvy
9. Change the rules
Become an IT hero
and a business leader
Position yourself for success
today and tomorrow
Do what you need to do
and do it faster
Help staff be more productive
and eliminate operational tax
Don’t worry about upgrades
or version-lock
Trust the vendor that defined
and perfected the SaaS model
10.
11. Predictable, lower TCO
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6
flat-fee
implementation
initial
implementation
upgrade
maintenance
low, predictable
costs
upgrade
Service-now.com Legacy software
$
12. • Pivot Table Reporting
• Knowledge Centered
Support
• Graphical timelines
Fall 2009
Rapid, customer-driven innovation
January
2009
October
2010
• Service Portfolio Mgt
• Project and Portfolio Mgt
• IT Cost Mgt
• Field Service Mgt
• HR and Facilities Mgt
Spring 2010
September
2009
May
2009
January
2010
June
2010
Winter 2009
• Service-now.com Mobile
• Global Search
• Project Management
• Cross-application
Graphical Workflow
• Home Page Layout
Controls
• Content Management
System
• ITIL-based Best Practices
plug-ins
• CIO dashboard
Spring 2009
• Powerful email client
• Self-service password
reset
• Instance performance
monitoring
• Track mobile workstations
in DHCP environments
Winter 2010
• Software Development
Lifecycle
• Sales Force Automation
• IT Process Orchestration
(incl VMWare Pack)
• Content management
templates
Fall 2010
13. Working with the experts
Scalability
Proven massive scalability
Dedicated database and application
Architected to scale horizontally
Integrated, small footprint
Organic dev, no acquisitions
Designed for web-based transactions
Security
VPN tunneling
HTTPS/SSL/TLS
Role-based security
Contextual security
Password, data encryption
Data center physical security
Trusted from the user to the
data center
Architected for the largest
enterprises
Availability
Proven 99.97% availability
Automated upgrades
Geographically separated disaster
recovery
Resilient SAS 70 Type II data centers
Always-on user experience
15. Our leadership is your advantage
• Path to transform for the cloud-era
• Become more nimble to gain more control
• Drive staff toward maximum efficiency
• Deliver transparency and demonstrate value of IT
• Reduce costs and focus on things that grow business
• Six years of SaaS experience in the most complex
environments translates into your success
• Most innovative and established enterprises trust
Service-now.com
18. What customers are saying…
“The financial business case, vision and user interface. Service-now
came out ahead on all fronts.”
“We’ve seen dramatic increases in our first-call resolution of %500.”
“It’s powerful, flexible and helps us do all of our crazy business
processes that we design. It’s incredibly feature rich.”
“Service-now.com just worked. Within a week we were up and
running. With Service-now.com I saw innovation and features that I
didn’t expect.”
“Did you need training to use this [iPhone]? That’s how it’s going to
be [with Service-now.com].”
Video / Media coverage
PDF / Presentation
Video
PDF / Webinar
19. Why are these questions hard?
what does it cost?what do I have? workingon right things?
how is it performing? business transparency? driving innovation?
“keeping lights
on”
business growth
Intro Service-now.com
Creator of SaaS for IT
Built on ITIL from the ground up
HQ in San Diego with global presence
Goal is to make IT management easier. Help companies Transform.
Double customer and revenue every year since inception
Driven by customer success
Sample of our customer base
We are laser focused on the Global 2,000 market place which crosses all verticals.
Service-now.com employees: For case studies, please visit our Sales Force Automation (HI) Knowledgebase. Search “Case Studies”.
Sample of our customer base
We are laser focused on the Global 2,000 market place which crosses all verticals.
Service-now.com employees: For case studies, please visit our Sales Force Automation (HI) Knowledgebase. Search “Case Studies”.
State of the CIO 2010: Three CIO Types: Business Strategists Gain Ground” – CIO Executive Council Dec 2010
While no CIO is solely occupied by the activities of a single role type, we can begin to categorize core philosophies into the following types:
Functional: Focused on IT organization and operational excellence.
Transformational: Drive change by working with the business. Focus on process reengineering and automation.
Business Strategy: Business strategy with a focus on external business issues, customers and markets.
There’s no doubt that companies are in different states of maturity that require different CIO leadership qualities/types; however achieving a state of business strategy remains the target.
For the third year in a row, the number of CIOs in North America who spend the majority of their time on activities that drive business strategy, innovation and differentiation has increased, according to the State of the CIO survey.
2008 – 12% of CIOs focus on activities that drive business strategy
2009 – 18%
2010 – 21%
Based on my experience, let’s take a look at what I perceive is holding back the remaining 80% from spending time on identifying ways to leverage technology to drive business strategy.
Legacy focus
- Legacy apps consume resources
- Existing investments are untouchable
- Control = on premise or managed by my people
- Tolerate high cost, unusable technology
- Risk averse
Strategic focus
- Simplify
- Culture that evaluates status quo
- Drive out maintenance
- Emphasize transformation & growth
- Reduce effort & time for decisions
Does your CIO ask these questions? Why are they hard questions to answer?
What do I have? – Does it take an army of resources to create a CI map?
What does it cost? Are you able to tell your CIO what it costs to deliver services to the business? How much time does it take to compile information from several different sources?
Work on the right things? – Can you justify what staff members are working on? Are they working on projects and initiatives that deliver strategic value?
How is it performing? – Do you have dozens of resources analyzing IT’s ability to meet commitments?
Business transparency? – Are you making it easy for the business to understand your value and to work with you?
Driving innovation? – Is IT driving innovation standards across the business?
Here's what we've heard from our customers and prospects about the technologies used to try and run IT/answer the questions on the previous slide. IT is spending too much time on activities that do not deliver business value. Work is difficult to accomplish.
Overcome the fear of change. The fear of change is what is stopping you from moving forward. This slide is about Service-now.com.
Become an IT hero and a business leader - Single platform; native integration delivers more automation, data that drives decisions
Position yourself for success today and tomorrow - 100% implementation success, fixed fees, add new apps as needed
Do what you need to do and do it faster - Use ITIL and state-of-the-art customization to meet specific needs
Help staff be more productive and eliminate operational tax - Simple, familiar Web usability; fully hosted means nothing to maintain or own
Don’t worry about version-lock or upgrades - Automated, non-intrusive upgrades preserve all changes; keep your organization productive
Trust the vendor that defined and perfected the SaaS model - Six years of upgrade experience; proven 99.97% SLA; 400+ references
Simple & consistent
Modern, consistent usability
Consumer Web app concepts
Organic development
Flexible
Built on ITIL v3 from ground up
Customize, build new apps
Phased implementation, big-bang
Secure
SAS 70 Type II, redundancy
Encryption, role-based, VPN tunneling
Dedicated database & application set
Lower total cost
Reduce management costs by 60%
Implement at fraction of subscription fee
Zero infrastructure and upgrade costs
Easy to integrate
Web-services, secure
Wide range of integrations
Faster integration
Speed production time
Implement in 25% time
Automate more processes faster
Continuous improvement
Service-now.com offers SaaS applications to support four main audiences:
CIOs and executive management
Operations
Application development
Customers / employees
CIOs - For CIOs, we give them more control with less work. The goal is to offer technology that allows CIOs to exit the weeds and day-to-day management of fires to focus on defining how technology can help drive business growth, entrance into new markets, increase revenue and create a better customer experience. What’s the state of the services?
Operations – Service-now.com offers a set of applications that will entice users to want to use the system. Our users view Service-now.com as a tool to make their life easier, not impediment. Web 2.0 usability means that the application is familiar.
Slide 8: Predictable and flexible
Slide goals
Service-now.com cost predictability – flat-fee implementations, no cost upgrades, no infrastructure, access to all applications.
Speaker notes
History repeats itself and the legacy vendors track record is littered with unpredictable costs throughout the life of customer application usage. Implementations often cost three times that of the license purchase price, carry heavy maintenance fees and consume valuable resources. David Coyle of Gartner said it best, “Most companies simply replace their service desk technology every five years”.
When evaluating the true total cost of owning and maintain legacy software it is important to think about the following cost areas:
Licensing and annual software maintenance fees
Consulting costs to get the app running and assist with upgrades potentially every three years
Internal resources to manage and administer the application and the infrastructure that it runs on. Also think about the consumption of valuable resources during upgrade years.
Infrastructure costs can be a big variable cost. This includes infrastructure that supports production, test/QA and redundancy.
Compare this to flat-fee implementations, predictable subscription licensing, zero-touch upgrades, and no infrastructure costs. Not to mention, access to all applications without needing to contact your account rep to shell out more money.
DO NOT REVIEW ALL RELEASES – SIMPLY DISCUSS:
Continuous innovation led by customer community
Three releases per year deliver significant new functionality and applications that are included in the subscription.
We’ve solved problems that our competition hasn’t yet encountered
Modern implementations
Integration
Upgrades and preservation of all customer changes
Performance in low bandwidth areas
Security, local privacy
Support model
Global data centers
Language and currency localization
Security – trusted link from the user to the data center and everything in between
VPN tunneling
HTTPS/SSL/TLS
Role-based security
Contextual security
Password, data encryption
Data center physical security
Scalability – architected for the largest enterprises
Proven scalability in Fortune 50 organizations
Enterprise deployments
Dedicated database and application set
We split our database by customer instance — the instance is the unit of deployment and allows us to scale horizontally by deploying more servers with more instances.
Our application is tightly integrated and had a small footprint (we didn’t put it together from multiple acquisitions)
It’s designed from the ground up for web-based transactions.
Availability – Always-on user experience
Proven 99.97% availability
Automated upgrades
Geographically separated disaster recovery facility
Redundant, resilient SAS 70 Type II data centers
The vendor landscape has changed, dramatically. Service-now.com is now the new safe bet that will grow with you as we build the next great software company.
Slide 10: Why Service-now.com now
Slide goals
Describe why the person you are speaking with needs to act now.
Speaker notes
Now that I have outlined what Service-now.com has done for your peers, I’d like to highlight reasons why Service-now.com presents significant opportunity for you now. I believe Service-now.com represents tremendous opportunity to help you:
- Enable faster growth and lower cost
- Become more nimble to gain more control
- Drive staff toward maximum efficiency
- Deliver transparency, demonstrate value of IT (from a service and financial perspective)
- Leverage a new business model designed for you
Sample of our customer base
We are laser focused on the Global 2,000 market place which crosses all verticals. We currently stand at 170+ customers (all Global deployments with the exception of 2 customers) and 22,000 managed seats. All of our customers are reference-able and are willing to speak with our prospects.
Service-now.com employees: For case studies, please visit our Sales Force Automation (HI) Knowledgebase. Search “Case Studies”.
Slide 7: What are customers saying… (2 minutes)
Slide goals
Highlight specific customer quotes that describes how Service-now.com changed IT management
Speaker notes
Service-now.com customers will tell you the application has transformed their business by reducing costs, increasing customer satisfaction and productivity, enabled more nimble operations, and was as easy to use as the iPhone. Here are a few customer quotes:
“In terms of meeting our requirements, the financial business case on TCO, vision of where the two products are going and user interface. Service-now came out ahead on all fronts.”
“We’ve seen dramatic increases in our first-call resolution. Rates increased about 500%.”
“It’s powerful, flexible and helps us do all of our crazy business processes that we design. It’s incredibly feature rich.”
“Service-now.com just worked. Within a week we were up and running. With Service-now.com I saw innovation and features that I didn’t even expect to be available.”
“Did you need training to use this [iPhone]? That’s how it’s going to be [with Service-now.com].”
To view customer testimonials in multiple formats, click on the hyperlinks under each customer logo.
Does your CIO ask these questions? Why are they hard questions to answer?
What do I have? – Does it take an army of resources to create a CI map?
What does it cost? Are you able to tell your CIO what it costs to deliver services to the business? How much time does it take to compile information from several different sources?
Work on the right things? – Can you justify what staff members are working on? Are they working on projects and initiatives that deliver strategic value?
How is it performing? – Do you have dozens of resources analyzing IT’s ability to meet commitments?
Business transparency? – Are you making it easy for the business to understand your value and to work with you?
Driving innovation? – Is IT driving innovation standards across the business?
The old ways don’t cut it anymore (1 minute)
Slide goals
Technology is evolving rapidly and so are business models.
Are your technology vendors adapting fast enough to keep up with demands?
Speaker notes
Technology is evolving rapidly and the rate in which evolution is occurring is increasing. Evidence is all around us. Apple, Google, and Amazon completely altered the playing field by forcing longtime market leaders to fundamentally change their business models.
In short, the old ways don’t cut it anymore.
Gartner recommends CIOs look to:
- Simplify and consolidate
- Business cases must be as factual as possible with a focus on what and how
- Cost optimization should result in tangible results
- New, innovative business and IT models should be leveraged to become more agile and better prepared to take on the new economy
- Create more visibility into how IT is performing, what people are working on, and costs
The question is, what are you doing to adapt to the new economy and the new rules of business? Are the technology vendors you have invested in doing the same? After all, IT is core to business success.
Potential talking point
Taking brickphone and Walkman concepts from the past, Apple developed a completely new personal computing platform. While they used concepts from the past, new modern technologies were used.
One $500 video card today (1.5 teraflops) is more powerful than the world’s fastest supercomputer just twelve years ago?
