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Softletter Back Issue, May 15th, 2005

May 15th, 2005 Detecting Business Disaster’s Early Warning Signs The Open Source Dilemma, Part II of II Benchmarks: Software Localization Highlights from the 2005 Lisa Global Software Survey Deal Killers: What’s Wrecking Value Today Cardfile: IT Evaluation Site

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Softletter Back Issue, April 30th, 2005

April 30th, 2005 Mike Bosworth on Sales Read Messaging The Open Source Dilemma Benchmarks: Revenue per Employee Product Management Best Practices The Power of the Minority Cardfile: Copyright Protection and Maintenance

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Softletter Back Issue, March 31st, 2005

March 31st, 2005 Muscle-Bound Messiah? A Look at the Current State of Agile Programing, Part II of II Non-Recurring Engineering, Part II of II Benchmarks: Tech Support Salary Trends Passive Vs Active Shareholders Cardfile: Software Cost Estimation Resources

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Softletter Back Issue, March 15th, 2005

March 15th, 2005 Muscle Bound Messiah? A Look at the Current State of Agile Programming, Part I of II Non-Recurring Engineering, Part I of II Benchmarks: Q4 Venture Capital Investments How to Detect a Non-Negotiationg Buyer Cardfile: Pod Casting Software

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Softletter Back Issue, February 1st, 2005

 February 1st, 2005 Open Source Business Models and Trends, Part I of II The 504b Option Benchmarks: OEM Best Practices Escrow Pro visions in M&A Transactions, Part II of II Cardfile: Mail Management Tools and Services

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Softletter Back Issue, January 31, 2005

S oftletter Back Issue, January 31, 2005 * Pricing and Value Approaches for Embedded Software * Patently Obvious * Benchmarks: Services Margins * Escrow Provisions in M&A Transactions, Part I of II * Cardfile: Google Tools and Sites

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The End of Hardware Devices as We Know Them

In 2006, when writing the second edition of In Search of Stupidity, Over 20 Years of Marketing Disasters, I made some observations about the future of Microsoft looked at through the lens of IBM’s fall from the pinnacle of high-tech power twenty years ago with the collapse of OS/2. “…IBM had become too large for anyone to coordinate its various components into a strategic “whole”; the company was simply too big to coordinate the differing agendas of its myriad numbers of divisions, business units, initiatives, alliances, channel, and so on, and so on, into anything resembling a coherent plan. At

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Creating Your SaaS-Based Community of Customers: Possibilities and Pitfalls

In the 2014 Softletter SaaS Survey, Report, 37%% of the 202 SaaS companies participating reported that they were integrating a customer community management system directly within the SaaS application, with 16% stating they were planning to add this capability over the next 12 months. Community adoption in SaaS lags behind the integration of analytics (over 70% of SaaS firms have built analytics directly into their systems and the pace of adoption is increasing) but over the next three to five years community integration will increase strongly and steadily throughout all categories of SaaS applications. The core functionality of a community

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Rick Chapman

Find out more about Rick’s latest book, the latest edition of In Search of Stupidity: Over 40 Years of High-Tech Marketing Disasters.

John Miller

John has been working in the IT industry since the 1980’s firstly as a Sales and Marketing Director including Techex a global distribution company, Olivetti, Norsk Data and Intergraph

He was a founder member of Delta Channel Services  back in 1995 and has since visited over 40 countries consulting, speaking at channel conferences and delivering training workshops

John has launched several SaaS based business, a Non Executive Director to several start ups and is based in the UK