Category: saas

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Hosted QuickBooks Need Drives Hosted QuickBooks Approach: QuickBooks Desktop Editions in the Cloud

Intuit QuickBooks essentially “owns” the accounting/bookkeeping software market in the US, having an enormous share of distribution and millions of users.  Even with the emergence of new web-based and SaaS solutions designed to address the needs of small business bookkeeping, the visibility and momentum of the QuickBooks brand has kept it in the lead position and users continue to adopt the QuickBooks desktop and online editions in record numbers.  What may be a surprise to folks who believe “the desktop is dead” is the reality that quite a lot of the adoption and usage continues to be centered on the QuickBooks desktop edition products rather than the purely Online, SaaS product, and this is at least in some part supported by the hosted QuickBooks service model.

The desktop is dead. Long live the desktop!

Software-as-a-Service and “the cloud” have become the focus of the entire information technology industry, and this new paradigm of computing continues to evolve and reveal potential at every level.  What’s interesting is that the paradigm – which involves mobility, anytime/anywhere access, managed service delivered as a utility subscription, and more –  is bringing new life to what many have come to refer to as “legacy” applications (like QuickBooks desktop editions).  While many technologists would have us believe that the traditional desktop is dead, the reality is that the traditional part of it is all that may be dying… the desktop and what it offers and represents isn’t dead at all.  In fact, it’s very much alive and well and continuing to do what it was intended to do, perhaps a bit better, due largely to advancements in desktop and application virtualization and other discoveries.

Several years ago the Application Service Provider model established itself, positioned to provide hosting of business applications as a subscription service (“several” is somewhat of an understatement; the first real ASPs emerged around 2000-ish).  Using Windows Terminal Services and other tools, these early providers recognized the benefits of hosted and managed desktops, and further recognized that the value of the service existed largely with the applications and not simply the outsourced desktop.  Back then, there was an awful lot of talk about how the “desktop is dead”, because delivered applications would become the norm.  Then the dotcoms busted and a lot of ASPs went out of business, leaving a rather poor taste in the mouths of consumers and independent software vendors (ISVs) alike.

As web-based, SaaS and “cloud” solutions began to emerge and prove their viability, business users returned to the web in search of solutions to mobility and secure remote access to business applications and data.  While a great deal of success has been realized by many of these SaaS solution providers, there has remained a significant need and desire for desktop applications, desktop presentation, and desktop functionality.  The adoption by the market of SaaS and cloud services eased the adoption of hosted application services, as well, and now there are a wide variety of providers offering an equally wide variety of hosted and virtualized desktop and application services (application services like hosted QuickBooks, for example).

The popularity of the QuickBooks desktop products, coupled with new capability offered through advancements in hosting and application delivery solutions, directly address the desire of the market to eliminate complexity and reduce cost of IT operations.   Hosting is somewhat of an “equalizer” between QuickBooks desktop and QuickBooks Online, allowing the QuickBooks desktop users to have the same managed subscription service as Online Edition users, but with the rich features and full functionality present in the desktop editions.  Businesses wanting to run QuickBooks in the Cloud are not forced to transition to the product which may not fully meet their needs, or which is simply unfamiliar to them – they can continue to utilize their trusted QuickBooks desktop editions, only in a hosted/delivered environment.

Here’s the catch:  It’s a good idea to only work with an Intuit-authorized Commercial Host for QuickBooks, because there is no other lawful way to obtain QuickBooks hosting services from a service or solution provider.  No, it is not lawful to provide QuickBooks hosting services unless the hosting provider/service is actually authorized by Intuit to do so, and anybody using QuickBooks software has already agreed that they will not utilize the software with a hosting provider or similar entity without specific authorization.  The hosting provider risks being targeted for unauthorized software distribution, and the customer risks losing their right to the software and services by violating the EULA terms.  Even if the software doesn’t cost a lot, businesses will recognize that their business data has value, and keeping their software in a usable and properly licensed state is necessary to preserve the value of that data.

The End User License Agreement for QuickBooks products – an agreement between Intuit and the consumer – spells it out in plain language and describes specifically how the QuickBooks product is NOT eligible to be hosted, or provided by a hosting service. Note that this includes situations where the hosting company is providing the actual QuickBooks software, and in situations where a business already has their QuickBooks software and provides it to a commercial hosting company to have it installed and managed and provided to users.  In short – QuickBooks is not supposed to be installed and managed by a 3rd party hosting provider who is not authorized by Intuit as a commercial host for QuickBooks regardless of whether or not the customer provided the license.

Further, by accepting the EULA in order to use the QuickBooks product, users accept the fact that Intuit has the full right to terminate that license in the event that terms of use are violated.  Remember that these license agreements provide USE RIGHTS, not ownership, of the product.  You have to use the solution under the terms and conditions of the license, or you lose your rights to the product, support, or any other benefits included.  http://support.quickbooks.intuit.com/support/articles/INF20630

Why Businesses Use QuickBooks Hosting Services

The reasons why businesses elect to have their QuickBooks solutions hosted come in many forms, which explains why there are a variety of options for getting hosted QuickBooks service.

For users of the QuickBooks Enterprise products, managed IT service may be the primary goal in adopting a cloud hosting model.  Hosted and managed IT services, including hosted desktops and managed applications, allows the business to benefit from predictability in IT cost and to transition from a regularly scheduled capital-intensive upgrade cycle to a consistent and budgetable operational expense.

Users of QuickBooks Pro and Premier, on the other hand, are more likely to see mobility, remote access, and real time collaboration as the primary benefits of a hosted model.  While the small business owner will frequently argue about the true cost of IT management (which is pretty arguable when the totality of their infrastructure consists of a standalone PC), it is the access to the application and data at any time and from anywhere that gets this single user online – generally with a smart phone or tablet computer or some such mobile device accompanying the requirement.

In many cases, there are other drivers in the business moving the organization along the path towards “cloud enablement” of their solutions, and QuickBooks is simply one of the products to contend with.  Hosted QuickBooks may not be THE REASON for going to an online working model, but it is one of the core components which can cause the project to either see success or fail miserably.

I have seen situations where an entire organization’s computing infrastructure was re-deployed as SaaS service, but the one critical thing they forgot was the controller’s requirement for QuickBooks Pro.  Months of time and many dollars were invested in moving the rest of the company to online application service, only to find that they all returned to local application use because of the requirement to work collaboratively with the controller and with reports and data produced through QuickBooks.  On the other hand, I’ve also seen where the accounting department was the only group moved to the hosted environment (in this case, the provider was focusing on QB and not on the rest of the business requirement), and this group also returned quickly to local operation in order to continue collaboration with internal team members and to benefit from the integration of applications (e.g., QuickBooks working with MS Office, etc.).  One size certainly does not fit all, and any purchaser of a hosted QuickBooks solution should keep in mind the entire business requirement in case QuickBooks is only a piece of the puzzle (albeit an essential piece).

Hosted QuickBooks may come as a published or managed application, as a desktop application on a remote or virtual desktop delivery, or as an application“delivered” to the user’s PC.  In any case, whether QuickBooks is viewed as a point solution – delivered alone as a single application – or whether it is part of a larger virtualized desktop or application deployment, it remains one of those products that satisfies a fundamental need in small businesses, and now it’s available in the cloud.

Joanie Mann Bunny FeetMake Sense?

J

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via Accounting and Business Technologies | QuickBooks Pro and Premier as Software-as-a-Service

QuickBooks Pro and Premier as Software-as-a-Service

Running business applications online was once considered a fad, but has now become a mainstream approach to implementing technology. Businesses large and small are finding that turning technology investments into a predictable expense allows them to focus on their business operations and not the IT budget. For some, the ability to bring remote locations or mobile team members closer to the systems that support the business is the biggest benefit. For others, the security of having business continuity and disaster recovery built into the system is the key. Regardless of the motivating factors, business owners are finding that online application services can make a positive impact to their bottom line.

The market has clearly identified online technologies and application services as something beneficial. This is demonstrated by the rapid adoption and growth of business solutions that leverage the Internet as network. Further, online applications and services are being used as a way to augment systems that were once exclusively LAN or PC based. An example of this is the extension of Intuit’s QuickBooks products to incorporate online payroll services and online payment processing solutions.

With the move to online application services being one of the biggest shifts in technology seen in years, it only makes sense that the applications that have become “standards” in business shift to an online model, as well. The opportunity is great, but the responsibility is greater.

Many software companies are facing a number of problems with respect to the unauthorized hosting of their desktop applications. Because of the technology employed for desktop application hosting is very costly, many service providers feel compelled to “leverage” application licensing and other system features to increase their value proposition and in order to compete. Customers who utilize these unauthorized application services are putting their businesses at potential risk. This risk may come in the form of substandard services resulting in lost or corrupted data; risk may come in the form of unauthorized access to confidential business or personal information due to poor system security; risk may come in the form of exposure due to the unauthorized use of software licenses.

While the market has clearly demonstrated the value and benefit of application hosting services, the lack of protections, consistency and support make it a venture fraught with peril for many. The volume of “grey market” activity and instances of license piracy have undoubtedly increased dramatically, as the cost of service delivery is high and the margins for the service provider are narrow. Manipulating the cost of service by leveraging the application licensing is sometimes the only way some service providers can create profitability in their offerings. But with the prior lack of oversight in terms of service pricing, licensing, quality assurance, or service orientation, it had become the “wild west” for service providers, and the perceived value of the service declined while the number of and variety of deliveries increased.

The answer to the problem, or at least as it exists around the Intuit QuickBooks products, is in the ability for Intuit-Authorized QuickBooks hosting providers to offer subscription access to QuickBooks Pro and Premier licenses when they are hosted. Customers no longer need worry about purchasing their QuickBooks software before engaging with the hosting company, and can avoid the annual cost of upgrading their application software. With the QuickBooks license delivered under a subscription program, customers are able to work with the most current version of the software, and know that their systems are protected and their data is secure. Intuit-authorized QuickBooks Hosting providers can supply, manage, and maintain hosted QuickBooks implementations for businesses of virtually any size and type – all with an Intuit-supported license.

via Accounting and Business Technologies | Joanie Mann: QuickBooks Pro and Premier as Software-as-a-Service.

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Criteria for Evaluating QuickBooks Hosting Providers: Going Beyond Pricing

Criteria for Evaluating QuickBooks Hosting Providers: Going Beyond Pricing

When a small business elects to run their QuickBooks desktop edition software in the “cloud”, it makes sense to work with an experienced provider – a company with the people and the experience to keep the QuickBooks desktop software working properly and securely.  The keys to selecting the best provider for the business are often hidden in the experiences of others; experiences which reveal issues that may significantly impact vendor selection and which have nothing to do with the price of the service. Criteria such as system performance, responsiveness to technical issues, resources for self-help, and knowledge of support personnel – these are the things that more frequently and directly impact the customer experience and, ultimately, the customer’s loyalty.

While Intuit supports QuickBooks Enterprise in terminal server and Remote Desktop environments, they only support the license when it is deployed for the single business organization the license was issued to. If a business has lots of different users on the platform and those users don’t belong to the one company who “owns” the infrastructure and the license, then the implementation is non-compliant and won’t be supported. Intuit also doesn’t offer direct support for QuickBooks Pro and QuickBooks Premier editions in remote desktop implementations, yet the software will work perfectly well in that environment. There are a few quirks and tricks to using the software in this manner, however, so provider technical experience specifically with QuickBooks is essential.

When working with a company providing managed application hosting services and not just managed server platforms, it generally means that the provider is taking responsibility not only for the server/network/infrastructure, but also for the setup, configuration and maintenance of system users and security, and the installation/management/maintenance of the applications running on the server.  When a business elects to outsource this level of service to any 3rd party, there are a variety of areas in addition to pricing which should be thoroughly explored prior to signing the service agreement.

When evaluating potential service providers, research the provider’s offerings and performance directly as well as evaluating the public’s perception of them, considering these 4 areas:

  1. Technology
  2. Innovation
  3. Business Practices
  4. Customer Satisfaction

The technology evaluation relates not only to the systems and tools applied to the service delivery, but also to the systems or tools applied to assist the customer with dealing with the service.  Too often, providers pay more attention to their ordering systems than their service delivery, believing that a quality customer experience rests more with simple purchasing processes than with a functional and well-performing application service.  Others may focus on delivering the best and highest quality application service, yet relegate their clients to sending emails or making phone calls to place service orders or request service information.  The providers who score the highest points in this category are those who recognize that both elements – service delivery and service administration – are critically important to providing a quality overall customer experience.

The innovation evaluation looks at the actual service infrastructure and delivery. This includes features as well as limitations.  One of the pitfalls of being an application service provider is the inertia created with existing systems and customers.  Once the platform is in place and there are a bunch of users on the systems, upgrading and updating the underlying technologies can be a tremendous challenge.  I have often related this as being like trying to change tires on a moving truck.  Unfortunately, systems age and lose functionality, compatibility, support, etc.

Keeping the platform updated isn’t the only element involved with scoring provider innovation.  Even more important than simple change management supporting status quo, true innovation speaks to efforts directed towards crafting a better, more functional and more useful solution delivery.  Many skilled technicians can set up a terminal server for remote access to QuickBooks using the “standard” tools available, but it takes more skill and understanding to create a service which offers more and better capability than everyone else.  The point isn’t that the provider is changing QuickBooks software in any way – that’s not really an option.  Rather, it is in how the provider elects to architect their systems and solution, and whether they are attempting to improve the experience and deliver with a unique approach rather than a generic one.

With increased competition and as some provider platforms experience challenges either due to age or capacity, certain “interesting” practices have emerged.  I now look at these business practices as part of the process of evaluating providers.  In the early days of hosting and application delivery, the business practices of various providers had some similarities, but not any more.  The practices which frustrate me most and which always cause me to score the provider with low marks in this category relate almost exclusively to transparency – or lack thereof.  Here are two scenarios which I’ve seen come up with some frequency, and which (in my opinion) are indications that the provider may not necessarily be one you want to work with.

  • A business has signed a one-year service agreement with a hosting provider, and has been required to prepay that annual contract.  The business was not provided with a demonstration or evaluation system prior to executing the service agreement; they simply trusted the information provided by sales.  After a few months on the service, the performance and support are so poor that the business wants out of the annual agreement, even though high service levels and support responses were part of the contract.  In order to be allowed to end the service agreement and stop paying for the service, the business was told they would have to not only buy out a portion of the remaining contract, but also sign an agreement not to communicate the service problems they experienced or the exit agreement terms with anyone. (*please note that I am essentially in agreement about having to buy out a committed term agreement, at least in part, but applying a gag order? Not so much).
  • A business is using the services of a hosting provider, and has a need to know details of their delivery (like server operating system version) in order to verify compatibility with a new software product they wish to purchase.  Before the business customer is allowed to obtain the information, the provider requires that they sign an agreement promising not to disclose the information they may receive to any other party.  (*note: While I recognize that this type of agreement is desirable to protect proprietary information, it is more often used to prevent the prospective customer from disclosing something potentially negative, and it certainly doesn’t do much in terms of building trust.)

The final evaluation is on customer satisfaction, where anecdotes and information is collected from both current and past customers of the provider.  Admittedly, much of this information I scour from various forums and discussion groups and interviews but it is truly amazing what you can learn about a business simply by listening to customer stories in various social venues.  The picture these stories paint is often (frequently!) very different from the “happy sunshine and rainbows” testimonials you find on websites and in marketing brochures.  Of course, who would buy from a provider who says their “support is great until you’ve been with us for a month, and then we pretty much don’t care about you any more”.  Also, people tend to be more vocal when they’re mad about something, so there is often more negative than positive out there in the social realm, so weight that carefully.  But the fact that certain provider names come up more often than others is the clue; when you don’t see the provider name come up in these discussions, it usually means they’re simply not making people mad.

There is a lot to consider in selecting the right service provider for the business, and the items listed above are just part of it.  While there are some (few) standards among application service providers, it is still what some might refer to as an “emerging” model and will continue to evolve with the market demand and technology.

For now, businesses just need to know that their solution provider is trustworthy and willing to communicate honestly and completely. Selecting the right provider – a provider who supports their business and model with full transparency to the client –  will help the business move forward just as the wrong provider is more likely to hold it back.  While pricing is an important and unavoidable aspect of the discussion, businesses should also put some focus on these other elements which help to reveal how the provider works with their customers, and to determine whether or not they can (or will even try to) meet your requirements now and in the future. 

Make Sense?

Joanie Mann Bunny FeetJ

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Cloud IT: Hiding Complexity and Risk

jmbunnyfeet

Cloud IT: Hiding Complexity and Risk

Cloud computing and Internet technologies have delivered previously unimagined capability for even the smallest of businesses – capability to compete, build brand recognition, and reach markets in remote geographies.  The mantra for businesses used to be “location, location, location”, but it’s become connectivity – perhaps even more than location – which now delivers business opportunity.  As technology has evolved, allowing businesses and consumers to connect regardless of time or place, the complexity of the systems and networks have also increased dramatically.  Where a business could once easily identify their various vendors or business service providers, the identification of those involved in the service ‘delivery chain’ are no longer so easily recognized.   Among the benefits of cloud computing technologies is the ability to reach beyond traditional boundaries.  The risk for many businesses is in not fully understanding how, and with whom, those boundaries are being crossed.

For many an enterprise, the convenience and efficiency introduced with cloud computing models overshadows the increased risk potential.  Service level agreements and vendor contracts are assumed to be sufficient to protect the business and its information assets, yet recent events (such as the recent reveals of PRISM and the actions of the National Security Agency) should cause businesses to look a little deeper at their entire provider network.  It’s not that the average business should be concerned about government snooping of their emails, but they should be aware of who has access to their systems and data, and which entities are responsible for which parts of the system.  It’s only prudent to know the details, and it is the best first step to mitigate business risk.

Enterprise Clouds are complex, sophisticated entities which invariably rely on a daisy-chain of third parties and contractors to help build, run and maintain their Cloud provider’s systems. The organizational and technical complexities are additive, resulting in increased systemic risk. Systemic risk is the least visible and hardest to eliminate, and those risks become real when the providers’ systemic risks become [yours].

The question is, how well does your Cloud provider manage the ecosystem of contractors and third parties that are farther down the food chain? This is even more relevant in the globalized workforce, where, paradoxically, Cloud and related technologies have greatly facilitated the outsourcing and offshoring of work to low-cost countries. http://www3.cfo.com/article/2013/6/data-security_prism-national-security-agency-edward-snowden-cloud-implications-vendor-management

Before executing a service agreement with an outsourced provider, make certain that the details of facility, connectivity, network, equipment, and other elements of the delivery and system are spelled out.  Business subscribers should know where the various points of failure exist, and which company is responsible for dealing with each.  If a carrier fails and connectivity to the data center is lost, the hosting service provider may be powerless to impact the situation, even though access to service is part of the SLA and requirement.  If a hosted software product has a vulnerability or fails to perform, the developer of the product is likely responsible, rather than a hosting service provider.  The point is that there are often multiple players in the delivery chain, and customers should be aware of this reality prior to engaging with the service.

Ultimately, the business with mission critical data in the possession of a 3rd party service provider should have a healthy helping of doubt as to whether the provider has full control over their environment.  Business owners, managers and CFOs should recognize the increased necessity of evaluating risk within their provider systems and in provider/vendor relationships, to keep trade secrets secret and prevent intellectual property from becoming the property of others.

Joanie Mann Bunny Feet

Make Sense?

J

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Cloud Computing and Online Accounting for All? Some Markets Are Still Waiting for Broadband

Cloud Computing and Online Accounting for All? Some Markets Are Still Waiting on Broadband

As the information technology industry espouses the benefits of the “paradigm shift” in computing and the move to cloud computing platforms and models, there are folks out there in the world who just aren’t seeing it happen like that.  Not everybody’s working online. For many, the Internet and online working models simply haven’t intruded into their lives and businesses as it has for others.  While this may be partially rooted in conservative mentalities and beliefs which are resistant to change, the more likely reality is that options for high-quality and affordable broadband service is simply not available to them.  Without choices for affordable and useful connectivity to the Internet, online just doesn’t have the attraction it does for those who are “connected”.

When businesses look at cloud solutions and the Internet dependency that comes along with them, having more than one connection to the outside world becomes the imperative rather than a luxury.  Unfortunately, some markets are still waiting for broadband (or have very limited options for service), rendering the cloud nearly unreachable.

It may come as a surprise to some, particularly to those in East and West coastal regions, that high speed broadband just isn’t as available in other zones.  In fact, the *National Broadband Map clearly reveals limited availability and choice in numerous regions of the US.  Broadband Internet access is a necessity to support the IT industry’s shift from localized IT to “cloud” IT.  But the shift is only evident to those who are involved in it or who have that option.  For those who the industry is beginning to refer to as the technology “have-nots”, this lack of available and affordable access will ultimately create more than simply an inability to participate in broadband-reliant IT solutions.  The fast pace of innovation and evolution in IT almost guarantees that the technology have-nots will fall even further behind, possibly to the point of not being able to catch up.

 “A Growing Gap Between IT Haves, Have-Nots. There will be a growing gap between the IT haves and have-nots in 2013. The latter will fall behind the former on a wide range of business technology fronts such as mobile, cloud, social, virtualization, and analytics…” 7 SMB Technology Predictions for 2013 | InformationWeek.com

As business (and personal) technology models continue to evolve, and as new solutions and services begin to displace the old, those who remain disconnected will begin to directly experience much more impact.

Consider something as simple as using QuickBooks desktop software for small business bookkeeping.  As Intuit continues to remove elements from the installed software product, turning them into web services instead, customers with limited or no broadband access will find themselves without the features and functionality they need in the software.  And the only possibly comparable alternatives to QuickBooks desktop accounting products are Internet-based alternatives, making them not really alternative options at all.

It is also likely that lack of sufficient broadband is one of the factors motivating many solution providers to seek clients in other markets – outside of the United States, and in regions where broadband availability is more prevalent and service speed and quality is higher.  Yes, it’s true.  The United States is not the leader in broadband availability, or even in quality.

“For many people, their broadband connections are their lifelines. So what is the state of broadband in the U.S.? Well, when it comes to speed and price and adoption, we’re certainly not a leader — “middling” is a better way to describe our position.

Currently 119 million people that live in the U.S. don’t have broadband connections (for many reasons, including not wanting it or not being able to afford it) while 19 million don’t even have the option to get it. Our rate of broadband adoption (62 percent) lags behind countries such as South Korea, the U.K.,and Germany, according this year’s Federal Communication Commission report. (We’re closer to the penetration rates to Japan, Finland, and Canada.) These numbers are not likely to change soon, given that broadband growth is slowing and providers are moving away from wireline infrastructure. “ GIGAOM:The state of broadband in the U.S. [infographic]

Accountants and other professional service providers serving clients in regions lacking sufficient choices for access must recognize that their approaches to doing business will not necessarily match their peers in more fully connected areas.  Certainly, accounting and legal professionals are dealing with this reality as practice coaches and industry leaders push for IT- and cloud-enabled models for improving practice performance and creating differentiation, even as their proven applications and business solutions morph into or are replaced with SaaS applications and online service.

The take away from this is that there are still large numbers of businesses and individuals doing things with legacy tools, managing spreadsheets on standalone PCs, or writing with pens and using paper – even in areas where broadband access is plentiful.  Regardless of how forward moving the rest of the world may be there remains a need to provide service and support these IT have-nots.  Perhaps this becomes a means for differentiation, finding ways to work with businesses who are connected and those who are not, and leveraging the firm’s access and capability to deliver what the client cannot obtain directly.

Make Sense?

J

*The National Broadband Map is a tool to search, analyze and map broadband availability across the United States

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Accounting Professionals, Software as Service, and DIY

Joanie Mann Bunny Feet

The question begs to be asked “how did we get here?” (with “here” being the current state of information technology and the accounting industry). There is confusion in the market; there is still significant debate as to the underlying value of Internet technologies and online application services, and the “managed enterprise approach” has yet to return the benefit and cost-efficiency that is expected.

The accounting industry is experiencing continued change, and understanding the progression of events and technology developments can provide significant insight into where the industry is today and where it will likely be tomorrow. Most professional accounting firms recognize the need to implement technology and solutions that will help the firm and its clients compete in today’s market. Understanding the options available and imperatives that drive the need is key to making the right choices

Technology to manage general business and financial processes has evolved tremendously in the past 20 years, and history clearly reveals that those who have successfully adopted such technologies have done so in stages. Bridge technologies and services (which I fondly refer to as “tweeners”, like cloud hosting of legacy applications) provide a means for safe and low-risk adoption of online working models and managed IT services.

Application hosting solutions have achieved a high level of acceptance in the market, and these are the services that have assisted in garnering online users for the purely Web-based (SaaS and cloud) applications. Providers delivering their “legacy” applications using terminal servers, Quest, Citrix and similar technologies offer the full capability of the Windows application along with the rich Windows interface, as well as the benefits of ASP service and Internet accessibility similar to the Web- app (e.g., the “software as a service” model). This familiarity in functionality and presentation has made adoption of hosted deliveries of these applications a harmless and often seamless transition from localized IT models.

Once a business has adjusted to working online and outsourcing the management of the general IT service, taking the step towards a “true” SaaS solution is much less of a step.

However, trends in the software industry indicate that the concept of “software as a service” has been taken several steps beyond simply providing online access to applications, and are offering outsourced support and finished product deliverables rather than just the software application. For example – an accounting professional may obtain a “finished client tax return” rather than simply purchasing the tax preparation software.

For many emerging Web-based applications, this is the positioning and model which is selected to bolster adoption of the solution.  There has been a great deal of success in offering business users access to a solution, and then providing the actual business service behind it as users find it easier and more efficient than doing the work themselves. This activity has focused on the direct customer and consuming market, where business applications are not sold separately, but as a function of getting the business process facilitated. CRM and helpdesk services are frequently offered this way, as are HR administration and payroll services. The technology has matured to a point where the outsourcer can facilitate the internal business process on behalf of a business fairly transparently, including business bookkeeping and accounting.

All of this serves to devalue the knowledge required to perform the business and accounting processes. There is a belief that has been marketed very well to the small business sector – “if you can write a check, then you can do your own books”. This concept has not proven as realistic as many would choose to believe. But it earned – and continues to earn –  market share. With the trend in software becoming the transparent outsourcing of the processes, is the consuming market likely to recognize the expertise required to manage the outcome?  Retail providers of accounting, tax preparation, and other services (H&R Block, as an example) have quite successfully marketed against the need for businesses to engage with a skilled credentialed professional.  Accounting professionals who do not view this as a threat to their value are simply not paying attention.

Today’s accounting professional must address the realities of Internet technologies, outsourcing, and retail or consumer-direct competition, and the potential impact it will have on the businesses (the client business as well as the professional practice). Recognizing that accountants (by trade) are not typically technologists, it is important to understand that involvement with the financial processes causes a necessary level of involvement with the technology, as well. Professionals who understand and embrace the appropriate use of technology and outsource models are the professionals who will continue to demonstrate their value and expertise to their client businesses and to the market.

With the industry generally moving towards an online, enabling model, those who do not embrace such technologies will rapidly find themselves attempting to compete. As the trend continues to devalue the backoffice processes by essentially hiding them from the consumer (the client business), the position of the accounting services provider is also devalued.

By embracing the technology/enabling model now, the professional service organization positions itself to function as seamlessly with the market as the online service. A clear example of such activity is the emergence of free e-filing of tax returns and the prevalence of low-cost do-it-yourself business bookkeeping and accounting solutions online. Reports indicate that there continues to be a marked decrease in the number of returns prepared by professional organizations as compared to the significant increase in volumes of online do-it-yourself return processing. This has clearly devalued the tax preparation service in the eyes of the consuming market, bringing it down to a level where price is the sole differentiation.

The solution is to fully “enable” the professional services organization, and provide the foundation for seamless delivery of services to the consumer. Once an online working model is adopted within the professional service organization, it gains the opportunity to change and reconstruct internal systems without concern for direct client impacts.

Just as the online application can render the computing platform irrelevant, so can the professional service delivery render the supporting applications irrelevant. This offers the professional service provider the flexibility and freedom to use or develop systems that create differentiation through the underlying process rather than forcing frequent change upon the client.

Make Sense?

Joanie Mann Bunny Feet

J

Have questions about hosting business applications (like QuickBooks)?Are you looking for help developing your IT-enabling model?  Need assistance convincing clients to use the cloud, or onboarding clients to cloud services?

We can help.