IRIS: Head in the Cloud, but feet on the ground
Continued...
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A conduit for best practice?
1. How would any reader and/or Iris ProjectMinder summarise the pros and cons of Cloud v Client/Server?
2. As one firm of architects may do about things very differently from another, would Iris ProjectMinder like to share how they determine what is actually best practice. In our experience there is no panacea.
What's wrong with that?
With regards to the comments on credibility from the first anonymous commenter - what's wrong with buying in the expertise if they're not able to do it themselves? Surely that's the sensible thing to do. Developing for SaaS is a whole different kettle of fish than developing for the desktop - a difference that Sage failed to grasp when developing SageLive. So to me, it makes sense to buy in that experience.
I agree that it doesn't help IRIS's argument that they have a different strategy to Sage, but I'm not sure how that approach is a Bad Thing (nor am I certain that your'e even saying it is - so forgive the assumption)
Lack of Integration with Cloud Applications
The business software world is changing at a rapid pace.
We find that a lack of integration between Cloud-based and Server-based applications stop companies from switching.
Until this issue / perceived issue is resolved, or companies switch to SaaS / Cloud computing for all their business applications, the bulk of the business software users will stick with traditional software.
We are the UK reseller for the ProjectMinder alternative Coretime, which was bought by Sage Ireland, rather than developed in-house.
Sage Coretime is available as an online-based / Cloud or server-based application but more than 80% of our customers still buy the traditional, server-based project accounting software because it integrates with their other software.
Trust and confidence in Cloud applications / service providers will play a big part in the choice businesses make. They may be more inclined to buy / rent from an established brand in the respective supplier market, than from a new entrant.
Therefore it may make sense for both the established brands and the new Cloud application developers to join forces.



Does PR over-ride development ability
Obviously missing something here.
We seem to have a software house wanting to be on the Cloud/SaaS bandwagon by publicising a 'Cloud Strategy' but in the same article we are told that they have been unable to develop their own product '.. does anyone remember IRIS Accounts Office Online? ..'
They have therefore had to purchase their solution from someone else!
Excellent - so we now have a market place for software houses that cannot develop their own software; this has always been the case with desktop applications but now it's moving to SaaS
Surely those software houses who have developed their own web based software (most of the current SaaS offerings) have demonstrated far more credibility than one that has struggled with its own offering and then in the end had to acquire its solution from someone else.
How precisely does their business model differ from Sage when they both have the following attributes
Surely ability to be defined as credible boils down to more that the correct marketing tags - cloud computing, strategy, organic growth, catalytic reaction etc ....
See Dennis Howlett comments - ONLINE SOFTWARE REVIEW: IRIS Accounts Office Online. By Nigel Harris - http://www.accountingweb.co.uk/item/157922