The NextBig Wave of Innovation for the Enterprise

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Sma rter Sa aS Now

Corent
Technology
White
Paper

Private
SaaS

The
Next
Big
Wave
of
Innovation
for
the
Enterprise

Accelerating
Enterprise
Application
Modernization-­‐
Rapidly
and
Cost
Effectively

Abstract:

Private
SaaS
enables
enterprises
to
take
advantage
of
the
efficiencies
of
cloud
economics
and
utility

within
the
context
of
their
own
enterprise
or
their
“extended
enterprise”
that
includes
vendors,

customers
and
supporting
partners.

The
key
difference
between
Private
SaaS
and
conventional
SaaS
is

that
the
subscribers
in
a
Private
SaaS
are
“by-­‐invitation-­‐only”
or
restricted
to
a
selected
participation

group
that
can
become
subscribing
members.
Implementing
Private
SaaS
improves
the
management

oversight,
governance
and
insight
on
specific
software
usage,
available
to
the
CIO
for
business

processing.

Taken
together
this
means,
higher
asset
capacity
utilization
and
lowered
cost
of
service

delivery.
CIOs
can
implement
Private
SaaS
to
recast
their
existing
IT
applications
portfolio
as
a
profit

center
based
on
extracted
business
value
rather
than
a
classic
cost
center,
and
deliver
software

services
faster
and
with
lower
cost
and
with
improved
management
control.


So
much
has
been
written
about
the
rise
of
the
Cloud
that
it
can
feel
more
like
fog
than
a
cloud.
So

Corent
Technology
coming
forward
with
a
novel
idea
like
“Private
SaaS”
whose
very
premise
appears
at

first
to
challenge
the
basic
intent
of
accessibility
for
that
most
common
of
cloud
application
types,
SaaS

(Software
as
a
Service,)
is
asking
a
lot.
There
are
more
than
enough
good
ideas
about
cloud
discussed

everywhere
that
paying
attention
to
far-­‐out
ideas
can
seem
like
a
waste
of
time.
It’s
not!!The

unexpected
use
case
has
often
been
the
driver
of
new
directions
and
businesses
based
on
a

revolutionary
technology
capabilities.
That’s
what
Private
SaaS
is;
a
technology
capacity
that
enables
a

different
type
of
business
model;
the
selling
of
software
services
on
a
subscription
basis
within
the

organization.
Cloud
helps
that
model
by
providing
some
key
technologies
that
are
very
useful
in

supporting
SaaS,
but
it’s
the
ability
to
easily
bring
onboard
and
support
users
who
want
to
use
the

software,
no
matter
where
they
are,
as
long
as
they
have
a
browser,
that
is
the
heart
of
the
SaaS

Business
model.

Research
from
many
well
recognized
industry
and
academic
sources
indicates
that
a
great
deal
of
the

growth
in
Cloud
usage
is
being
driven
by
SaaS,
where
the
customers
can
subscribe
to
generic

applications
and
avoid
having
to
incur
the
capital
expense
and
operational
costs
of
running
the

application
in-­‐house.
Clouds
we
are
most
familiar
with
in
this
regard
include
Amazon,
Rackspace,
IBM

SmartCloud,
Microsoft
Azure,
and
many
others.

These
are
largely
oriented
to
a
public
use
of
SaaS.

Enterprises
of
all
sizes
can
now
use
cloud
technology
within
their
own
datacenters,
essentially
taking
the

next
step
to
virtualization
that
company
datacenters
have
experienced
for
years
as
a
way
to
more

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efficiently
maximize
their
owned
or
leased
datacenter
assets.
Private
Clouds
are
typically
setup
as
a
way

to
provide
infrastructure
that
is
a
more
flexible
alternative
to
a
traditional
datacenter
computer

sourcing,
or
to
provide
an
extra
layer
of
security
and
governance
that
a
Public
Cloud
may
not
include
as

a
standard.

Many
organizations
are
embracing
the
Private
Cloud
concept
as
a
way
to
test
the
usefulness
of
the
cloud

concept
of
an
integrated
shared
services
environment,
without
having
to
migrate
their
workloads
out
of

their
organizations’
control.
Whether
they
utilize
all
the
dynamic
cloud
concepts
such
as
elasticity
or
not,

they
will
be
able
to
take
advantage
of
cloud
virtualization
technologies
and
experiment
with
the

operational
and
client
utility
management
differences
between
their

traditional
datacenter
model

whether
is
it
using
virtualization
technologies
or
not.

Private
Cloud
and
Private
SaaS
are
different
concepts.
Private
SaaS
can
be
implemented
on
a
Private

Cloud
or
a
Public
Cloud
or
even
in
a
traditional
corporate
non-­‐cloud
datacenter.
The
concept
of
Private

SaaS
is
based
on
the
idea
the
subscribers
are
explicitly
invited
or
restricted
to
a
group
that
is
allowed

access
to
the
software
application.
It
doesn’t
matter
where
that
SaaS
application
is
running,
on
a
Public,

Private,
Hybrid
or
even
a
non-­‐cloud
environment.
The
conceptual
foundations
of
SaaS
grew
out
of
a

‘software
as
a
service’
philosophy
that
embodied
the
idea
that
it
could
be
used
from
anywhere
there

was
an
internet
connection.
That
universal
accessibility
is
one
of
the
underlying
foundations
of
SaaS.
In
a

Private
SaaS
offering,
a
subscriber
may
enjoy
access
from
anywhere
there
is
an
internet
connection,
but

they
must
belong
to
the
private
group
that
is
allowed
to
logon
to
the
service.

A
key
factor
in
the
ability
for
SaaS
Providers
to
scale
efficiently
is
that
the
usual
constraints
of

infrastructure
setup
and
configuration
for
each
new
customer
are
largely
eliminated.
These
advantages

are
still
relevant
advantages
to
the
enterprise
setting
up
a
Private
SaaS
application.
In
Private
SaaS
they

simply
have
their
marketing
on
an
invitation
only
basis
and
restrict
access
to
those
they
explicitly
wish
to

have
as
subscribers.

Even
if
a
SaaS
Provider
is
using
a
Private
Cloud
as
the
infrastructure
for
their
offering,
it
doesn’t
mean

that
their
offering
is
Private
SaaS.
In
fact
many
public
SaaS
Providers
are
using
their
own
datacenters,

and
even
though
the
infrastructure
in
those
datacenters
is
a
Private
Cloud,
the
SaaS
offering
itself
can
be

publically
available
for
anyone
to
sign-­‐up
as
a
user.
Anyone
can
access
it
and
subscribe
to
the
software

service.
There
is
no
necessary
correlation
between
Private
Cloud
and
Private
SaaS.
Private
SaaS
can
be

delivered
from
any
infrastructure,
public
or
private.

To
be
considered
Private
SaaS,
a
software
offering
must
be
restricted
to
a
private
group.
It
can
be

marketed
and
offered
publically,
but
with
restricted
entry,
like
a
club
with
membership
qualification

rules.

For
the
purposes
of
the
discussion
here,
Private
SaaS
means
the
offering
of
a
Software
Service
to
a

controlled
and
limited
audience.
The
infrastructure
supporting
the
Private
SaaS
offering
is
immaterial.

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It’s
quite
easy
to
imagine
scenarios
where
the
SaaS
model
can
be
applied
to
a
corporation,
or
to
a

corporation
and
its
business
partners
(i.e.
the
extended
enterprise)
in
a
way
that
would
be
Private
SaaS.

The
inherent
needs
of
Public
SaaS
are
also
relevant
in
the
context
of
Private
SaaS.
The
SaaS
business

model
needs
to
support
operations
and
lifecycle
activities
that
are
part
of
the
operations
in
many

organizations,
as
well
as
SaaS
specific
capabilities,
including
subscription
management,
monitoring,

metering,
tenant
management,
and
billing.
All
these
are
concepts
that
can
be
applied
to
good
effect
in
a

Private
SaaS
environment.

"The
same
imperatives
that
are
driving
the
software
market
to
the
SaaS
business
model
are
equally

applicable
within
the
enterprise.
The
need
for
more
efficient
methods
of
deploying,
delivering,

managing
and
updating
software,
as
well
as
the
additional
value
derived
from
the
information
on
who

is
using
that
software
and
how
and
when
that
comes
with
SaaS
approach,
can
significantly
raise
the

value
provided
by
the
IT
organization."

Jeffery
Kaplan,
Managing
Director,
THINKStrategies

Corent
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Private
SaaS
Use
Cases

Franchises

The
franchise
business
model
is
a
scenario
that
easily
lends
itself
to
the
SaaS
model
because
the

franchisees
can
be
considered
as
if
they
are
independent
but
tightly
integrated
customers.
In
this
case

the
software
they
use
to
run
their
franchise
is
something
that
is
usually
mandated
by
the
franchiser
and

often
is
custom
software
designed
specifically
for
the
operating
business
model.

If
not
custom
software,

it
may
be
a
commercial
software
package
that
is
specially
configured
or
customized
for
that
business.

Whichever
type
of
software
it
is,
the
application
has
the
potential
to
be
transformed
into
multi-­‐tenant

software
with
Corent’s
SurPaaS™
platform
as
it
doesn’t
alter
the
original
code
and
doesn’t
require
the

enterprise
to
have
access
to
the
source
code
for
the
application
to
execute
in
run
time
mode.
Therefore

both
in-­‐house
developed
and
off-­‐the-­‐shelf
commercial
software
are
good
targets
for
transformation
to

Private
SaaS.
The
use
of
Private
SaaS
for
the
franchise
business
model
is
an
excellent
fit
because
it

enables
the
corporation
to
operate
and
manage
a
growing
business
entity
with
a
cost
of
service
delivery

curve
that
decreases
as
more
franchisees
join
and
efficient
SaaS
software
techniques
like
Multi-­‐Tenancy

are
employed.
This
reduces
the
cost
of
overhead
for
the
corporation
and
its
franchisees,
increasing
their

competiveness.

In
a
typical
scenario,
each
franchisee
could
see
only
the
data
from
their
franchise
location,
while
the

corporation
(now
the
Private
SaaS
Provider)
could
see
the
entire
data
pool.
This
capability
of
the
SaaS-­‐ Provider
to
have
access
to
the
Tenant
data
is

not
usually
a
requirement
of
SaaS,
but
for
this

franchisee
scenario
it
makes
sense.
In
fact
it’s

typical
in
franchised
companies
to
have
some

franchisees
with
more
than
one
franchise

location,
and
the
company
often
owns
certain

locations
themselves.
We
can
see
from
this

that
the
modern
SaaS
platform
needs
to
be

flexible
enough
to
accommodate
a
hierarchical

approach
for
access
to
Tenant
data
(which

would
be
a
single
Franchisee
Location
in
this

scenario.)

A
hierarchical
view
mechanism
that

allows
access
based
on
a
Tenant
Group
goes
beyond
what
would
normally
be
built
into
software

installed
at
each
tenant
separately;
but
it
is
important
for
a
flexible
Private
SaaS
solution.

A
Private
SaaS
solution
will
enable
the
company
to
operate
and
manage
their
franchisees
software
from

a
central
location
by
treating
each
franchise
location
as
a
Tenant
and
having
the
SaaS
capabilities
for

monitoring,
billing
and
managing
the
operations
within
their
control.
All
the
capabilities
for
easily
adding

new
tenants
(franchisees),
providing
software
updates,
and
monitoring
usage
which
are
valuable
in
a

public
SaaS
scenario
would
be
valuable
in
a
Private
SaaS
scenario
as
well.

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Subsidiaries
and
Internal
Divisions/Departments
/
Business
Units

In
many
large
organizations,
especially
geographically
dispersed
ones,
it
is
not
uncommon
to
find
that

the
same
software
package
is
being
run
in
two
or
more
instances.
Organizations
that
want
to

consolidate
these
environments
so
that
they
can
provide
the
same
application
as
a
service
can
do
so

with
a
SaaS
delivery
model.
Besides
consolidating
the
management
and
operational
control
and
likely

reducing
the
cost
of
service
delivery
significantly,
it
will
address
the
issues
of
allocating
resource
costs

more
appropriately,
because
the
SaaS
model
includes
the
concept
of
billing
based
on
subscribed
users

and
resource
usage.

CIO’s
have
a
much
better
opportunity
to
manage
the
company’s
IT
resources
and
collect
critical

operational
utility
metrics
based
on
the
use
of
software
Corent’s
SurPaaS™
SaaS
enablement
platform

includes
capabilities
to
collect
statistics
on
what
discrete

transactions
are
performed
within
the
application,

revealing
valuable
information
about
actual
usage

patterns.
By
analyzing
the
tracking
data
it
is
easy
to

evaluate
feature
and
function
utility.

This
provides

generous
feedback
on
application
usage
that
can

analyzed
in
aggregate
or
by
specific
tenant.

The
CIO
can

determine
if
there
are
usage
patterns
that
warrant

special
attention
or
intervention
in
a
near
real
time

manner
allowing
for
corrective
actions
to
be

implemented
in
order
to
manage
operations
to
a
healthy
state.
Alternatively
the
CIO
might
discover
one

department
or
region,
which
is
setup
as
a
tenant,
is
not
making
as
much
use
of
a
particular
feature
of

the
software.
Inquiries
can
be
made
to
see
if
this
is
a
training
issue
or
an
indication
that
the
software
is

not
meeting
the
needs
of
those
users.
This
type
of
analysis
can
also
be
used
to
drive
decisions
about

budget
allocations,
because
the
CIO,
and
the
department
and/or
regional
managers
can
easily
see
if
the

software
is
actually
being
used
to
a
beneficial
extent.

Beyond
enabling
better
insight
into
existing
software
usage,
the
advantageous
economics
of
a
SaaS

architecture
can
allow
for
improvement
and
expansion
of

the
internal
IT
services
role
and
greater
relevance
in

partnering
with
the
business
to
expand
company
value

The
cost
of
service
delivery
for
multi-­‐tenant
SaaS

applications
can
be
from
7
to
17
times
lower
than
the
cost

of
running
individual
instances
of
the
application
for
each

tenant.
This
is
based
on
costs
of
a
typical
supporting

infrastructure
with
some
use
of
virtualization
or
cloud

technologies.
If
the
individual
instances
are
traditional

hardware
systems
based
the
savings
will
be
much
greater.
This
economic
advantage
provides
an

opportunity
for
the
CIO
to
re-­‐allocate
budget
to
funding
innovation
projects.

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The
SaaS
model
can
also
help
the
CIO
achieve
additional
economies
of
scale
and
standardization
by

thwarting
the
natural
behavior
of
the
organizational
units
to
deploy
departmental
solutions
and
their

usually
costly
support
staff.
Since
SaaS
costs
are
low
and
services
can
be
subscribed
to
‘as
needed’
and

for
only
the
people
who
need
it,
departments
can
be
offered
low
cost,
instantly
provided
services
based

on
the
corporate
standard
software,
and
the
enterprise
can
avoid
the
fractured
and
disorganized

proliferation
of
desktop
and
departmental
scale
solutions
that
are
often
purchased
to
avoid
the
expense

and
time
delay
in
acquiring
software
through
traditional
IT
provisioning
channels.
This
can
help
the
CIO

achieve
a
more
consistent
and
integrated
IT
environment
for
the
enterprise.

Even
in
those
cases
where
the
application
software
must,
for
certain
reasons,
be
setup
as
a
separate

instance
for
each
department
or
other
company
entities,
using
a
SaaS
model
can
provide
significant

advantages.
SaaS
is
a
business
model
and
can
be
delivered
with
a
multi-­‐tenant
capable
application
or
by

providing
the
same
SaaS
characteristics,
but
with
a
separate
instance
for
each
tenant
in
a
‘virtual-­‐ tenancy’
environment.
This
virtual
tenancy
model
provides
the
advantages
of
automatic
provisioning,

subscription
billing
and
the
same
centralized
tenant
management
as
with
a
multi-­‐tenant
application,
but

with
somewhat
less
resource
efficiency.
However
this
virtual
tenancy
model
has
its
own
strengths,

including
the
ability
to
have
different
versions
or
customizations
for
each
tenant,
and
being
able
to

locate
the
virtual
instance
in
a
place
geographically
advantageous
for
that
tenant.
In
either
scenario
the

CIO
has
improved
oversight
and
the
ability
to
offer
an
efficient
managed
service
to
the
enterprise
with

Private
SaaS.

The
“World
is
Flat”
but
it
is
still
a
big
planet

Geographic
distance
can
be
a
big
consideration
in
providing
services
for
users
who
may
be
located
far

from
each
other.
Latency
and
distance
can
make
it
challenging
to
provide
the
response
times
for

applications
that
are
required
to
make
them

usable
and
practical.
Even
with
a
multi-­‐tenant

SaaS
solution
that
can
accommodate
many

tenants,
it
may
be
desirable
to
have
separate

multi-­‐tenant
SaaS
instances
to
serve
the
users
in
a

specific
geography.
This
may
be
useful
for

performance
reasons,
and
also
for
legal
and

regulatory
compliance
where
some
countries

have
specific
laws
concerning
where
personal

data
about
their
citizens
may
be
stored.
By

placing
the
application
on
a
cloud
or
other
datacenter
in
the
local
geographic
area,
the
application
data

location
compliance
rules
can
be
met.
Having
the
ability
to
manage
the
Tenants
from
a
central
location

provides
a
company
with
an
ability
to
address
geography
related
performance
and
legal
issues
while

managing
the
application
centrally.

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Collaboration
throughout
the
Supply
Chain,
Dealers
and
Distributors

The
value
of
a
supply
chain
or
multi-­‐tier
distributors’
distribution
network
or
in
any
similar
collaborative

partner
ecosystem,
computing,
processing
and
utilization
activity
can
be
enhanced
by
the
ability
of
the

dealers
and
distributors
to
have
access
to
a
Private
SaaS

offering.
That
benefits
enhancement
could
be
come
from

a
price
point
lower
than
what
would
otherwise
be

available
for
the
same
service
using
fixed
in
place
IT
assets

for
each
entity,
or
access
to
specific
features
and

capabilities
that
would
otherwise
be
unavailable
or

expensive
to
acquire
on
the
affiliates
own.

Even
if
the

software
offered
as
Private
SaaS
does
not
restrict
the

distributors
to
its
sole
use
in
connection
with
a
SaaS

Provider,
there
can
still
be
significant
advantages
to
the
SaaS
Provider.

For
example
a
company
may
be

able
to
see,
via
monitoring
or
analytics,
new
opportunities
for
delivery
optimization,
coordinating
and

raising
the
efficiency
of
operations.
By
having
a
closer
relationship
with
its
supply
chain
members,
a

company
can
better
position
itself
to
see
potential
issues
well
before
they
arise,
or
quickly
remediate

constraints
and
problems
that
may
affect
operations.
The
application
may
also
be
a
significant
benefit
to

the
suppliers,
distributors
and
dealers
using
it,
allowing
them
to
have
sophisticated
application

capabilities
available
to
them
while
not
requiring
them
to
invest
in
acquiring
that
capability
or
the

expertise
in
IT
to
manage
it.
They
get
the
use
of
the
application,
and
are
part
of
a
broader
customer

service
support
model.
Having
access
to
this
software
is
a
benefit
of
doing
business
with
the
Private
SaaS

Provider
organization
and
can
help
to
strengthen
the
business
relationship.

Affiliate
Organizations,
Partners

Similarly
the
value
of
an
affiliation
could
be
enhanced
by
the
ability
to
have
access
to
the
Private
SaaS

offering.
That
enhancement
could
be
due
to
a
price
point
lower
than
would
otherwise
be
available
for

the
same
service,
or
access
to
specific
features
and

capabilities
that
would
otherwise
be
unavailable
or
expensive

to
acquire
on
the
affiliates
own.
By
providing
various

capabilities
that
affiliates
find
useful,
the
relationship

between
firms
is
enhanced.
Even
if
the
software
offered
as

Private
SaaS
can
be
used
for
purposes
beyond
just
the

interactions
between
the
provider
and
the
user,
and
does
not

in
any
way
restrict
the
affiliates
to
only
using
it
in
connection

with
the
SaaS
Provider,
there
can
still
be
significant
advantages
to
the
SaaS
Provider.

One
of
the

benefits
of
the
SaaS
model
that
SaaS
Providers
have
is
the
access
to
metadata
information
about
how

their
tenants
are
using
the
software.
This
can
be
very
valuable
information
as
an
organization
attempts

to
understand,
manage
and
organize
a
collection
of
dispersed
or
loosely
associated
entities.

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The
benefits
of
Private
SaaS
for
corporations
of
any
size

One
of
the
many
benefits
of
a
Private
SaaS
implementation
is
the
reduction
in
number
of
application

instances
to
manage,
and
integration

complexities
and
operations
costs

compared
to
running
many
separate

applications.
Private
SaaS
streamlines

the
operations
needed
to
provide
a

software
service.
As
large
as
those

benefits
are,
they
can
be
greatly

expanded
if
the
Private
SaaS
model
can

be
implemented
across
several

applications,
where
the
cost
savings

and
consistency
of
infrastructure,

operations
and
management
is

applicable
to
a
much
broader
portion
of

the
company’s
IT
operations.
There
are

many
benefits
for
a
Private
SaaS

application
including
replacing
multiple

instances
that
may
previously
have

been
maintained
to
achieve
the

perceived
necessary
separation
to

provide
confidence
in
the
security
of
the
data
of
a
particular
group
of
users,
or
for
privacy
requirements,

which
could
be
legal
or
regulatory,
or
simply
because
that’s
the
way
it
was
traditionally
done
or

corporately
mandated.

The
ability
to
securely
manage
the
data
repository
of
separate
groups
of
users

by
designating
them
as
tenants
can
result
in
a
substantial
reduction
in
infrastructure
costs.
In
addition
to

the
direct
cost
of
the
infrastructure,
there
is

Key
Benefits
for
Corporations

also
an
indirect
cost
benefit
from
the
reduction

in
operations
and
management
expenses

• Streamlines
operations
for
providing
a

software
service

needed
to
run
all
the
separate
instances
of
an

application
that
would
otherwise
be
required.

Private
SaaS
can
enhance
the
corporate
offering

that
a
partnership
or
business
relationship
with

the
SaaS
Provider
can
have,
by
providing

valuable
software
to
partners,
affiliates
or

customers
that
will
be
seen
by
them
as
a

benefit
of
doing
business
with
that
company.

• Reduces
the
number
of
software
instances

to
be
managed
and
maintained

• Automatically
implements
security
based
on

a
well-­‐designed
tenant
model

• Enables
the
extension
of
an
internal

software
service
to
third
parties
while

ensuring
appropriate
security

• Provides
insight
to
subscriber
behavior
and

usage
patterns

A
benefit
of
the
SaaS
model
that
SaaS
Providers

enjoy
is
the
constant
contact
with
their
customers.
Because
the
customer
is
logged
onto
the
SaaS

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Provider
system
in
the
normal
course
of
daily
activities,
there
are
many
opportunities
to
have

information
interactions
and
gather
valuable
feedback
on
business
and
IT
performance.
Even
if
the

contact
is
not
explicit,
the
inherently
available
information
just
from
customer
activities
and
frequency

of
logons,
transactions,
inquiries
to
the
Help
forums,
or
frequency
and
length
of
usage
time
can
reveal

information
that
is
useful
in
nurturing
customer
satisfaction.
In
addition
the
ability
of
the
SaaS
Provider

to
compare
aggregate
information
for
all,
or
specific
demographics
groups
of
tenants,
with
a
specific

benchmark,
can
reveal
useful
information.

Benefits
of
Private
SaaS
for
ISV
SaaS
Providers

Private
SaaS
can
be
a
mechanism
for
ISV’s
to
market
their
solutions
to
enterprises
that
want
to
use
a

customized
version
or
one
that
has
specific
integrations
to
their
own
systems,
or
even
simply
a
look
and

feel
that
is
coordinated
with
the
corporate
brand.
By
utilizing
the
Private
SaaS
model,
the
ISV
can

provide
the
enterprise
with
a
version
of
their
SaaS
offering,
designated
and
configured
for
their

exclusive
use.
The
enterprise
may
intend
to
use
the
application
internally
and
have
only
themselves
as

the
one
and
only
tenant,
and
that
is
fine.
Or
the
enterprise
may
want
to
be
a
SaaS
Provider
for
their

divisions,
departments,
subsidiaries,
suppliers
and
partners,
and
in
effect
have
an
OEM
type
relationship

with
the
ISV.
In
either
case
the
big

advantage
to
the
ISV
is
having
only
one

Key
Benefits
for
ISV
SaaS
Providers

code
base
and
delivery
model
to
support,

• Streamlines
operations
for
providing
a
private

both
for
their
regular
SaaS
customers
and

software
service
by
leveraging
a
public
SaaS

their
enterprise
customers
who
demand
a

service
p latform

completely
independent
instance
of
their

• Reduces
the
number
of
software
instances
to

own.

be
managed
and
maintained
as
subscribers

Using
this
approach
also
provides
the

enterprise
with
additional
options,
including

having
the
ISV
manage
the
operations
of

the
Private
SaaS
instance,
and
ensuring
the

option
of
becoming
a
tenant
of
the

publically
offered
SaaS
application

sometime
in
the
future.

are
kept
up
to
date
by
the
SaaS
Provider

Enables
ISV
to
market
customized
versions

Enables
the
software
to
be
white
labeled
and

offered
as
SaaS
by
third
parties.

Enables
the
ISV
to
provide
customized

extensions
/
integrations
to
enterprise

systems

ISV
SaaS
Providers
can
use
the
Private
SaaS
model
to
provide
service
with
integration
into
enterprise

systems
while
providing
the
enterprise
the
assurance
that
they
have
security
and
management
over
the

users
that
are
within
the
system.

ISV’s
can
also
use
the
Private
SaaS
model
to
provide
a
reseller
with
a
customized
version
of
their
SaaS

offering
for
a
particular
market.
This
can
be
useful
when
the
reseller
is
providing
some
added
value

services,
doing
specific
integrations
for
their
market
niche,
or
otherwise
extending
the
market
reach
of

the
ISV.
Since
many
ISV’s
do
not
have
the
capacity
or
ability
to
grow
their
marketing
and
support
staff
as

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rapidly
as
needed
in
a
global
marketplace,
having
Managed
Service
Providers
(MSP)
or
reseller
partners

can
be
an
efficient
way
to
expand
into
additional
markets
or
geographies.

What
must
be
in
place
to
support
Private
SaaS?

The
needs
of
Private
SaaS
are
not
very
different
than
that
of
Public
SaaS.
It
is
likely,
with
the

proliferation
of
access
points
and
employees
doing
ever
more
work
from
home
or
on
mobile
devices
or

through
public
network
connections
that
the
same
level
of
security
concerns
will
exist
for
Private
SaaS
as

for
Public
SaaS.

Similar
to
Pubic
SaaS,
there
may
be
legal
and
regulatory
considerations
that
prescribe
where
certain

types
of
data
can
be
stored,
or
other
important
compliance
requirements
to
manage.
These
factors
can

affect
the
placement
of
the
data
and
servers
and
even
preclude
some
departments
from
joining
the

main
SaaS
service.
In
these
cases
there
may
be
a
need
to
have
some
department
continue
to
use
an

isolated
instance
of
their
own.
In
these
cases
it
is
very
advantageous
to
be
able
to
manage
and
operate

the
mix
of
Isolated
Tenancy
models
and
Multi-­‐Tenancy
instances
as
a
consolidated
SaaS
offering
within

the
extended
enterprise.
This
Tenant-­‐Centric
capability
of
being
able
to
view
and
manage
all
tenants,
no

matter
which
instance
of
the
service
they
are
using,
their
own
instance
or
a
shared
instance,
is
a
major

operational
advantage.

In
cases
where
all
the
individual
departments
or
geographic
units
can
become
Tenants
on
the
SaaS

system,
there
may
be
a
need
to
allocate
each
tenant
onto
a
specific
one
of
multiple
instances
of
a
single

application
running
in
parallel
in
different

Key
to
Supporting
Private
SaaS

locations.
Many
companies
have
operations

• Flexibility
to
support
multiple
Tenancy
M odels

in
many
locations
around
the
globe,
and
they

simultaneously

may
wish
to
implement
regional
instances
of

• Automation
of
Tenant
on-­‐boarding
with

the
multi-­‐tenant
application
in
order
to
avoid

appropriate
controls

the
network
latency
introduced
by
long

• Ability
to
centrally
support
tenants
in
different

distances.
In
these
cases,
it
makes
sense
to

clouds
and
geographies

have
the
SaaS
software
running
in

• Monitoring,
reporting
and
dashboards
that

geographically
closer
to
the
users
to
provide
a

enable
oversight
and
insight
to
services

better
response
time
experience.
It
is

• Support
for
metering
and
billing
options

advantageous
to
have
the
ability
to
manage

• Operational
and
Management
capabilities
for

all
the
Tenants
on
all
the
instances
as
one
set

the
SaaS
applications

of
SaaS
Tenants.
Thus
the
European
divisions

• Ability
to
support
multiple
applications

of
an
organization
might
all
be
provisioned

• Ability
to
support
multiple
subscription
types

onto
the
SaaS
application
instance
running
in

• Support
for
tiered
complex
tenancy
models

Germany,
while
the
Asian
divisions
would
be

such
as
Franchisee
or
subsidiary

provisioned
to
the
instance
in
Japan,
ensuring

• API’s
for
integration
with
other
enterprise

the
best
possible
performance
for
each
group.

systems

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Beyond
the
location
specific
capabilities
and
the
ability
to
handle
a
mix
of
single-­‐tenant
and
multi-­‐tenant

instances,
the
enterprise
needs
the
same
capabilities
for
SaaS
Operations
and
Management
as
a

provider
of
Public
SaaS.
They
will
need
to
have
Tenant
provisioning
and
management
capabilities,

monitoring
and
reporting,
as
well
as
subscription
and
billing
capabilities.

With
a
collection
of
Private
SaaS
applications,
an
enterprise
could
create
a
portal,
or

showroom
catalog
that
would
present
all
the
available
choices
for
Private
SaaS
applications.

Tenant
provisioning
is
a
key
capability
to
enable
fast
access
to
the
application
for
any
users
who
want
to

take
advantage
of
it,
and
this
is
critical
to
making
the
subscriber’s
decision
process
easy
and
convenient,

similarly
to
the
Public
SaaS
provider.
With
a
collection
of
Private
SaaS
applications,
an
enterprise
could

create
a
portal,
or
showroom
catalog
that
would
present
all
the
available
choices
for
Private
SaaS

applications.

Subscriptions
and
Billing
considerations
may
be
different
than
those
for
a
Public
SaaS
company,
but
the

principles
of
automatic
cost
allocation
based
on
subscriptions
will
likely
simplify
the
inter-­‐company

budgeting.
The
CIO
will
also
want
access
to
the
Dashboard
and
KPI’s
that
are
key
to
understanding
the

business
health
of
a
SaaS
offering.
By
treating
the
SaaS
offering
as
any
business
would,
the
CIO
can
start

to
position
the
IT
organization
as
a
profit
center
instead
of
a
cost
center.
Granted
the
enterprise
may

wish
to
keep
the
profit
insignificant
if
they
are
not
selling
to
organizational
entities
outside
the

enterprise,
but
they
will
have
the
ability
to
see
the
cost
of
service
delivery
and
‘subscription
revenue’

from
the
perspective
of
a
Public
SaaS
provider.

“By
treating
the
SaaS
offering
as
any
business
would,
the
CIO
can
start
to
position
the
IT

organization
as
a
profit
center
instead
of
a
cost
center.”

The
IT
department
continues
to
have
responsibility
for,
and
to
operate
the
application
as
they
previously

did
for
each
individual
departmental
instance,
but
with
a
much
lower
cost
and
with
much
more
insight

and
oversight
of
the
organizations
use
of
the
application.

One
of
the
advantages
of
the
SaaS
model
is
the
additional
insight
that
can
be
obtained
regarding
how

the
application
is
being
used,
and
when,
and
by
whom,
and
even,
with
sophisticated
monitoring,
how

well
the
application
is
performing.
This
information
is
available
to
the
CIO
of
an
organization
offering

Private
SaaS
and
can
be
useful
in
determining
the
actual,
as
opposed
to
the
claimed
use
of
application,

and
the
real
performance,
as
opposed
to
the
reported
performance.
Armed
with
this
information
the

CIO
is
in
a
better
position
to
discuss
the
investments
in
infrastructure,
training
and
support
for

applications
as
they
relate
to
actual
business
use.

A
Private
SaaS
provider
will
benefit
from
the
same
types
of
sophisticated
monitoring,
reporting
and

analytics
and
that
a
public
SaaS
provider
would
rely
on
to
manage
their
application
to
maintain

operations
at
a
consistent
and
satisfactory
level
for
their
customers.
The
fact
that
an
enterprise
has

customers
that
may
be
a
little
more
of
a
‘captive’
set
of
users
than
those
in
a
public
SaaS
situation
only

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means
that
the
objections
will
come
in
the
form
of
emails,
memos,
irate
phone
calls
and
other
forms
of

corporate
complaining
that
no
CIO
wants
to
have
happen.
CIO’s
have
plenty
of
incentive
to
get
as
much

management
and
operational
insight
for
Private
SaaS
as
providers
of
public
SaaS,
and
to
measure
and

report
the
efficiency
and
effectiveness
with
which
they
are
delivering
a
service.

To
operate
and
manage
Private
SaaS,
the
capabilities
required
will
be
essentially
the
same
as
for
public

SaaS,
with
perhaps
the
exception
of
credit
card
based
billing,
although
this
may
also
be
useful.
The

capabilities
needed
include
the
general
areas
of
provisioning,
configuration,
monitoring,
subscription

management,
billing,
reporting
and
analytics
and
a
dashboard
to
provide
a
means
of
visualizing
the
state

and
history
of
the
operational
environment.

Some
of
these
capabilities
may
leverage
other
PaaS
capabilities
in
the
cloud
or
within
the
enterprise

datacenter.
Provisioning
a
new
tenant
may
be
as
simple
as
creating
a
new
tenant
record
for
a
multi-­‐ tenant
application
or
it
may
involve
setting
up
and
configuring
an
isolated
instance
of
the
application
for

that
tenant.
It
may
be
a
situation
where
a
cloud
image
is
stored
for
automated
instantiation
when
a
new

tenant
is
added,
and
a
then
configured
for
that
new
tenant.

Or
it
may
be
more
sophisticated
and
a

stored
application
architecture
definition
in
an
expert
integrated
system
environment
like
IBM

PureSystems,
RightScale
or
Cloudify
for
applications
could
be
used
to
deploy
a
multi-­‐tenant
version
of

the
application
to
new
cloud
geography
when
the
administrator
determines
customers
will
need
to

access
the
application
from
that
locale.
This
sophisticated
application
pattern
definitions
can

encapsulate
the
best
practices
and
architectural
configuration
and
the
architecture
of
the
application,

application
server
and
database
integrations
in
a
way
that
allows
automated
elasticity
to
support

changes
in
workload
demands
and
ensures
smooth
scalability.
These
cloud
level
capabilities
that
affect

the
virtual
objects
in
the
cloud
can
be
exploited
by
the
SaaS
operations
and
management
platform
by

triggering
the
appropriate
actions
according
to
the
automated
steps
based
on
tenant
actions
or
the

directives
of
the
administrator
for
the
SaaS
application.

The
SaaS
Provider,
whether
their
SaaS
application
is
being
delivered
in
the
isolated
tenancy
model

where
every
tenant
has
a
separate
instance
of
the
application,
or
as
a
multi-­‐tenant
application
where

many
tenants
share
and
instance,
all
need
to
have
an
operations
and
management
capability
that

enables
them
to
manage
their
tenants.
To
meet
the
specific
needs
of
a
SaaS
business,
the
operations

and
management
capabilities,
which
consist
of
both
OSS
(Operational
Support
Services)
and
BSS

(Business
Support
Services),
have
to
be
centered
on
the
concept
of
tenant.
This
is
not
surprising
since
in

the
SaaS
world,
the
tenants
are
the
customers,
and
customer-­‐centric
processes
are
key
to
good

customer
service.
The
typical
cloud
management
applications,
consoles,
API’s
and
toolsets,
and
the
PaaS

support
applications
can
be
very
useful
and
leveraged
to
assist
in
managing
the
cloud
objects
such
as

server
instances,
storage,
and
networks;
but
they
don’t
have
the
tenant-­‐centric
perspective
relating
to

the
application
being
offered
as
SaaS.
To
the
Cloud
Provider,
the
tenant
is
the
SaaS
Provider,
and
what
is

needed
for
SaaS
is
a
set
of
capabilities
and
perspectives
that
are
centered
on
the
Tenants
of
the
SaaS

Provider.

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Corent’s
SurPaaS™
platform
is
purpose
built
with
this
tenant-­‐centric
perspective
for
the
operations
and

management
capabilities.
Its
ability
to
provision
new
tenants
is
designed
to
automate
that
process
and

make
it
seamless
no
matter
whether
that
entails
simply
adding
tenant
data
to
a
multi-­‐tenant

application,
or
requires
the
instantiation
and
configuration
of
a
virtual
server
or
servers.
It
automates

the
setup
of
the
entire
necessary
operational
infrastructure,
the
accounts
and
information
for
billing,

subscription
management
and
analytics,
some
of
which
are
external
to
the
SaaS
application.
The

SurPaaS™
SaaS-­‐Cockpit™
application
is
designed
to
provide
a
complete
solution
for
the
SaaS
Provider
to

manage
and
operate
their
SaaS
business,
and
to
do
it
so
that
the
provider
can
manage
all
their
tenants

and
all
their
applications
on
any
cloud,
public
or
private.
SaaS-­‐Cockpit™
is
designed
to
provide
these

operations
and
management
capabilities
for
any
mix
of
tenancy
models
in
which
SaaS
can
be
delivered

from
separate
virtualized
instances
for
each
tenant
to
a
fully
shared
multi-­‐tenancy
model.

By
providing
the
services
SaaS
Providers
need,
from
provisioning
to
tenant
management
to
billing,

monitoring,
reporting
and
subscription
management,
SaaS-­‐Cockpit™
provides
a
complete
SaaS
solution

with
the
tenant
centric
orientation
and
flexibility
that
enhances
a
SaaS
Providers
ability
to
go
to
market.

With
capabilities
that
can
meet
all
of
the
business
use
case
scenarios
described
above,
SaaS-­‐Cockpit™

enables
a
complete
solution
while
providing
the
ability
to
customize
and
augment
the
capabilities
to

take
advantage
of
particular
features
of
different
capabilities.
For
example
a
particular
provider
may

wish
to
use
a
different
billing
system
and
SaaS-­‐Cockpit™
can
be
configured
to
use
another,
besides
the

default
billing
system
included.
SaaS-­‐Cockpit™
REST
API’s
can
be
used
to
create
custom
integrations
and

specific
cloud
capabilities
can
be
exploited
by
utilizing
proprietary
technologies
like
Cloudify,
Rightscale

or
PureSystems
applications
patterns
from
IBM,
to
enhance
the
dynamic
elastic
capabilities
for
isolated

single
tenant,
or
multi-­‐tenant
instances
of
a
SaaS
application
to
ensure
optimized
and
automatic

adjustments
of
cloud
resources
to
match
demand,
thereby
automatically
ensuring
exactly
the
right
level

of
resources
from
a
private
cloud
are
allocated
when
needed.

“Corent
were
able
to
take
our
extremely
large
and
complex
enterprise
web
application
and
have
it

running
fully
multi-­‐tenanted
in
the
cloud
in
a
matter
of
a
few
weeks,
with
no
code
changes
and

absolutely
minimal
input
from
my
team.

Let
me
just
underline
that:
We
got
ourselves
a
fully
SaaS/MT

application
in
a
few
weeks
without
changing
even
a
single
line
of
our
code.
Corent’s
solution
is
an

astonishing
achievement.”

Robert
J.
Stanley,
Senior
Technologist,
Perceptive
Informatics
Inc.

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About
Corent
Technology

Corent
Technology’s
SurPaaS™
is
a
proven,
comprehensive,
and
turnkey
SaaS-­‐enablement
and
SaaS

service
delivery
software
platform.

SurPaaS™
consists
of
two
major
components:

 Corent’s
SaaS-­‐Cockpit™
is
a
complete
Operations
and
Management
solution
for
SaaS
providers.

It
offers
all
the
required
capabilities
for
running
a
turnkey
SaaS
business,
including
provisioning,

subscription
management,
integration
to
billing
and
BI
services,
tenant
management,
dashboard

and
extensibility
via
its
REST
APIs.

 Corent’s
Multi-­‐Tenant
Server™
provides
a
path
to
any
of
the
multi-­‐tenancy
models
of
SaaS
by

providing
a
software
“plug-­‐in”
approach
to
instant
transformation
of
conventional,
single-­‐tenant

software
applications
into
robust
multi-­‐tenant
SaaS
solutions.
Corent’s
Multi-­‐Tenant
Server™

eliminates
the
time
consuming
and
costly
process
of
re-­‐architecting
their
applications
for
multi-­‐ tenancy.

Corent
enabled
SaaS
solutions
can
be
deployed
on
any
public,
private
or
hybrid
cloud;
leveraging
the

technology
stack
of
the
SaaS
provider's
choice
while
ensuring
the
lowest
cost
of
service
delivery.

Corent’s
platform
was
named
the
“Best
Cloud
Product
of
the
Year!”
at
the
2012
TechAmerica
19th

Annual
Innovation
Awards
event
and
is
a
finalist
for
the
Best
SaaS/Cloud
product
category
for
2013
at

multiple
technology
innovation
events.
Corent
is
managed
by
a
team
of
Silicon
Valley
veterans
from

companies
such
as
IBM,
HP,
Oracle,
Sun,
Apple,
and
SAP.

For
more
information
about
Corent,
please
visit: www.corenttech.com. About
the
Authors:

Mario
Leone,
Chairman,
Technology
Advisory
Board,
Corent
Technology

A
global
CIO
at
Fortune
500
firms,
Leone
has
served
as
EVP,
CIO
of
Ingram
Micro
Inc.,
as
a

SVP,
CIO
at
Federal
Mogul
and
the
FIAT
Group
and
leadership
positions
at
Union
Carbide,

Dow
Chemical,
and
Polineri
Europa.
He
currently
serves
as
the
Managing
Partner
of
Apri

Technology
Partners. Scott
Chate,
VP
Partner
&
Market
Development,
Corent
Technology

Scott
has
had
over
two
decades
of
experience
in
the
software
industry,
leading
business

changes
that
took
advantage
of
emerging
technologies,
including
developing,
implementing

and
managing
a
diverse
set
of
initiatives
and
projects
within
multi-­‐nationals
and
global

organizations
including
IBM,
Oracle,
Mercer
Consulting,
as
well
as
in
the
energy
industries.

Corent
Technology
Inc.

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2013

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