Is Silicon Valley in another tech bubble? Some say yes, some say no, but it seems more and more people lately are willing to entertain that notion.
Tech IPOs are certainly on the rise and we’re seeing some of the same wild spending by early-stage startups that marked the last bubble. But I don’t want to talk about whether there is or isn’t a bubble.
The pundits will talk because that’s their job. But that doesn’t help me, or other leaders do their jobs. As a CEO of a venture-funded software company, I have to react to this bubble talk, but how? Should I panic?
We can debate all day long about whether we're at a peak or which direction the market’s headed. Undoubtedly there are companies that are spending a bit recklessly, that have overpaid for acquisitions or whose
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 sharing our data on key finance and procurement performance indicators.
The 2014 Benchmark includes metrics about ten critical areas where we commonly find that companies can easily improve in once they gain insight into what is possible. Today we're focusing on POs transmitted electronically by EDI (Electronic Data Interchange) and cXML (Commerce Extensible Markup Language), rather than via email or hard copy.
Email, while electronic, still requires manual intervention to enter data and move
As CFO of Coupa, a high-growth, pre-IPO Softwareas a Service (SaaS) company, I frequently have conversations with finance groups at customer and prospect organizations who want to make sure that our company will be around for the long term. It’s a reasonable conversation to have since they’re investing in our solution to support critical business processes. One only need look at the pre-IPO financials of any SaaS company to understand how for those uninitiated into the SaaS business model, this conversation can sometimes be challenging.
The most challenging conversations are with organizations that have decided to rely on the Altman Z-Score as their test of vendor viability. The Altman Z-Score is a measure that was developed in 1967 by Edward Altman, then an assistant finance professor at NYU’s Stern School of Business, to predict the likelihood
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 where we commonly find that companies can easily improve in once they gain insight into what is possible. Today we're focusing on metrics for PO spend on contract percentage.
This metric indicates what percentage of all PO-based spend is tied to vendor contracts. Typically, larger companies with more resources and processes in place have more
Are you on Al Gore's list for destroying more than your fair share of trees? Wish you had robots to handle all the repetitive daily tasks that fritter away talented people's productivity? Is checking inventory like a game of "who's on first?" Do you constantly have to badger employees to use your current software systems?
It doesn't have to be that way. Using better software can drastically reduce your paper use and provide your employees with better, more up to date information that's always accessible. If you can answer "yes" to eight or more of these questions, maybe it's time to think about making a change.
After transitioning into sales from leading a CustomerSuccess organization for several years, I’ve gained some unique insights about what makes an enterprise software project succeed or fail.
Many customers think that success begins at the start of an implementation, or on day one of go live. In my experience, success starts at the very beginning, the moment you realize you have a problem and begin thinking about your project and talking to vendors.
Having watched hundreds of customers on their success journey, a handful of similarities stand out as leading indicators of success or failure. These are usually present from the outset, so much so that I’ve gotten to where I can almost predict by the priorities presented in the first meeting what the project is likely to look like in 12-18 months. Will it be delivering
As much as we love the cloud, the ComputerWeekly.com. If cloud and on-premise applications are not connected, organizations are forced to resort to manual intervention which wastes time, can introduce errors and dilutes the value of both systems.fact of the matter is that today's cloud solutions need to live side by side with legacy applications. Simple integration models are key to getting more value out of both, writes Lindsey Clark in
Surprisingly, the majority of companies using cloud applications do not closely integrate them with on-premise systems. Clark cites a study from Ventana research, which found that 56 percent of organizations use spreadsheets or data exports as a means of integrating systems, while 39 percent rely on custom coding. That may be because they don't realize what's possible with the cloud.
Users are better off with what Alastair Bennett, a solution architect at Coupa, calls a “light touch” approach to integration. This simpler, more streamlined integration allows the
We're making a splash across the pond with amazing new customers in EMEA. We were proud to host many of them at the Rosewood Hotel in London last week for Coupa Inspire, and we were humbled by their enthusiasm for Coupa and their willingness to share it with the world.
This was a beautiful event with outstanding food and company.It was quadruple the size of last year's event, which is a testament to our record growth in the region.
We were delighted to play host to so many procurement and finance leaders from 16 countries in the region, and to see them so engaged in connecting and sharing information and best practices. Their energy and excitement throughout the day was almost tangible.
What really made our day though was how many of these customers showed up to share their successes using Coupa, including Amber Ritson from infrastructure services company Cofely UK, who posted this photo on LinkedIn:
TD Bank was also among customers presenting compelling successes they've achieved in just a short time using Coupa:
We're thrilled to be able to help customers achieve these kind of results, and were quite flattered that UK procurement advisor, mentor, coach, and trainer Grahame Ball took notice, tweeting:
If you missed the event we'll be making some of the presentations available on our website over the next few weeks. Be sure to join us next year. As Simon Hurst says, we do know how to put on a show. Our secret -- it's all about the guest list, which includes the best customers in the world.
Thanks to all of you for making Inspire EMEA a smashing success!
We were very excited to announce Coupa Release 12 at Inspire EMEA in user-centricity. These are the cornerstones of our strategy to help companies get results through unprecedented user and supplier adoption and with Release 12 we’ve taken our game to the next level.London today. This is a milestone release because it disrupts traditional supplier business network concepts to further consumerize business-to-business transactions between buyers and suppliers, creating efficiencies and cutting costs while meeting the most stringent global regulations. With this release we've also raised the bar on
The most important and innovative element is what we’ve done with
How do you build out your management organization as your company grows? It’s one of the toughest challenges high-growth companies face.
As your employee headcount grows, you need to layer in more management. You
also need to recognize that the growth of the company will expand some roles beyond their original scope, such that they effectively become new roles. For example, someone who was hired to manage 10 people in the U.S. could now be managing 30 people globally. That’s become a new and much more demanding role which the original occupant may or may not be suited for.
How you fill these leadership roles will have a big impact on the success of the company-- for better or for worse. A big company can survive a few bad management hires; a high-growth company not so much. It’s important to go about this strategically and deliberately.