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"The SaaS model really impressed us. We didn't have to install new servers and train IT. And the implementation was absolutely turnkey."
- Jeff Chalmers, VP Finance, Geeknet
"If someone had told me how much impact a planning and reporting application would have on our company, I wouldn't have believed them!"
- Doug Brunton, Director, Financial Systems, Vicor Corp.
"Adaptive Planning has allowed us to decrease our budgeting cycle by a third and streamline our management reporting process."
- Christopher Reale, Director of Corporate Planning & Analysis, Konica Minolta U.S.A.
"With Adaptive Planning, we reduced our budget process by more than 50%."
- Karen Wesley, Manager of Analysis, ACCESS Community Health Network
"Adaptive Planning allows me to manage the business, monitor the bottom line, and focus on strategy and analysis instead of data gathering."
- Ethan Carlson, VP Finance, Hayes Management Consulting
Adaptive Planning provides software companies with a Corporate Performance Management system that facilitates managing complex revenue recognition scenarios, with driver-based planning and reporting for integrated revenue, expenses, and cash flow.
The software industry is fast growing and dynamic, with trends such as Software as a Service (SaaS) and mobile computing driving change. Many software companies are moving beyond the traditional software-vendor business model, and are becoming services businesses. Furthermore, many software companies undergo significant – and rapid – changes as they grow, introducing new products and services, expanding to new geographies, changing pricing models, etc. Given these changes in the industry, and within a company itself, it’s critical for software companies to have a strong, flexible business plan. Spreadsheet-based systems are inefficient, error-prone, and fundamentally unsuited for the complex, dynamic planning and reporting required by software companies.
Software companies often plan bookings or wins using quantity drivers and other assumptions, e.g., number of licenses sold, number of sales reps, or sales reps’ quotas, and productivity assumptions. Revenue recognition can be complex, with multiple types of revenue streams (e.g., subscriptions, licenses, maintenance, professional services, etc.) For example, license revenue may be recognized upfront, while maintenance revenue may be recognized evenly over the life of the contract, and professional services revenue could be recognized over the timeframe of the implementation project.
Bookings and revenue recognition can have a complex balance sheet impact. Deferred revenue, unbilled revenue, and accounts receivable must be integrated with the revenue model. Each of these balance sheet accounts should be increased or decreased as a direct result of when bookings are planned, revenue is recognized, and customers are invoiced.
Financial planning and analysis in the software environment, then, requires a flexible budgeting, forecasting, and reporting solution with the ability to:
Select software customers include:
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