New, larger screen size options for the iPhone 6 are a step forward for enterprise mobility, as Coupa CEO Rob Bernshteyn noted in his comments on Bloomberg News about Apple's announcement.
As a sales executive, I'm keenly interested in mobility. I sell a solution that's mobile, and I travel a lot for work.I work while I travel, so naturally, I’m a big user of apps. I love apps. I use the United app to check my flights, Uber to get around town and the USA Today app to keep up with the news while I’m on the road.
These apps work great for those specific tasks, but when it comes to getting work done, it takes more than just apps to have true mobility. To me, true mobility means being able to easily complete eighty to ninety percent of my regular work activities from a mobile device.
Larger mobile screens should help with that, but there's a bigger mobility issue
Did you know the idea of cloud computing originated in the 1960s? It wasn’t until the widespread availability of Internet connectivity that cloud applications became available to the masses. Salesforce.com made its debut in 1999, leading the charge to deliver enterprise applications on the web.
Since then, cloud computing has become big business, and woven inextricably into the fabric of the Internet. In 2008, the global cloud computing industry was estimated at $46 billion in annual revenues. By the end of this year, that will have more than tripled to $150 billion, with 86% of companies reporting using one or more types of cloud computing service.
With studies predicting that more than 50% of all information technology will be in the cloud in the next five to ten years, there’s more growth to come. Here’s a look at the growth trajectory so far and what is yet to come.
Infographic courtesy of VisualCapitalist.com
Emboldened by the success of our unconventional reverse auction-style approach to raising our third round of venture capital for Coupa Software, there was no question we would follow the same process for our next round, only faster, in four weeks instead of five.
As it turned out, we raised round four in about two and a half weeks. Along the way, we fielded a surprise proposal, resolved an ethical dilemma and ended with a frenzied, exhilarating 72-hour sprint to the finish line, landing $40 million in funding from Meritech Capital.
We began at the end of February of 2014. We had executed above plan on our previous funding round, we were beginning to scale globally, and all of our metrics were looking good. The funding climate was better than it had been in a long time and
Through Coupa's cloud platform, we track hundreds of metrics to both continually improve our platform and help our customers be successful.
The annual Coupa Benchmark is designed to help companies by publishing data on key finance and procurement performance indicators. The Benchmark includes metrics about ten critical areas we commonly find that companies can easily improve in once they gain insight into what is possible.
This week's featured benchmark is invoice OK-to-Pay hours. This metric (measured in total hours, not business hours) represents the length of time it takes
How do you get widespread adoption of your spend management initiative? It's critical to have an easy to use tool, but you also have to communicate. You have to let people know what you're doing and why you're doing it. It helps to take a page from marketing best practices, says Jim Heininger, a brand strategist whose firm Dixon-James has done award-winning work in procurement communications, such as the McDonald’s Corporation SpendSmart program.
Writing in SpendMatters recently, Jim shared five communications tips to build support for a new procurement initiative. His article caught our eye since we touched on this topic earlier this year, in a conversation with Andrew Bartolini who in this year's CPO Rising report suggested roadshows as a way to get the word out about your spend management initiative. Between Jim's and Andrews recommendations, we're starting to wonder if procurement shouldn't start thinking about having its own marketing department!
Here are Jim's tips:
1) Consider branding the initiative. Create an internal branded program to address the cultural and structural obstacles that need to be overcome for success. For example, if moving from a decentralized structure to a more centralized procurement approach, the branding needs to convey the value and simplicity of everyone working together under one common system. Make the name or brand of your initiative aspirational to get people excited. Keep it short and simple, and if possible, articulate the goal and aim of the project.
A couple of months ago, our CEO, Rob Bernshteyn wrote The One Question Not to Ask Your Startup SaaS Vendor. That question is, “how much individual attention will I get?”an article titled
Rob’s point was that while attention is important, the core value proposition from SaaS is the ability to leverage crowd-sourced best practices gleaned from data collected from all the users of the platform, versus the individual customizations that were prevalent in the on-premise software world.
The article resonated with me, (as well as some other SaaS folks) because as the leader of a SaaS customer success organization, I have to balance executing on the traditional customer service principle, “the customer is always right” with
In the 2014 CPO Rising Report from Ardent Partners, final segment of our interview series with Andrew Bartolini, lead analyst at Ardent, we asked him, why now?the analyst firm announces a bold, year-long initiative to work toward an industry-standard definition of “spend under management.” In the
Bartolini believes refining that definition is crucial to helping organizations more accurately benchmark their performance in order to perform as well as they can, and that we’ve gotten to the point where this can be done. We agree, and want to be part of that conversation.
Today, Amit Duvedi, Vice President Business Strategy at Coupa shares his proposal for a new
“How much spend do you have under management?”
My role at Coupa is to help companies establish a business case for technology to better
optimize spend. This is usually one of the first questions I ask, so naturally
Through the Coupa cloud platform, we track hundreds ofmetrics to help us continually improve our platform and help our customers be successful.
The annual Coupa Benchmark is designed companies by sharing data on some of these key finance and procurement performance indicators. The Benchmark includes metrics about ten critical areas where we commonly find that companies do not know how good they can be. Over the coming weeks, we'll be sharing these with you in depth.
Today's featured benchmark is number of
Through the Coupa cloud platform, we track hundreds of Coupa Benchmark is designed to provide finance and procurement organizations with broad visibility and guidance by sharing data on some of these key performance indicators. It includes metrics about ten of the areas where we commonly find that companies do not know how good they can be. Over the coming weeks, we'll be sharing these with you in depth.metrics in order to help us continually improve our platform and help our customers be successful. The annual
This week's featured benchmark is Requsition-to-Order cycle time. This is
There are a lot of good reasons to move from paperinvoice processing to electronic invoicing, such as faster turnaround times, greater visibility, improved control, and a lot less paper to handle and store. Those translate into improved supplier relationships and significant cost savings for most companies.
Here’s another good reason: Because the government says so. According to a recent Economist article, governments in several Latin American countries are requiring all companies to issue invoices electronically. The move helps governments nip tax fraud in the bud and, ensures they collect all the tax revenue they are entitled to.
Whether mandated by the government or not, dealing with invoicing regulatory requirements
and compliance issues is an additional value driver for