Salesforce and Its Recent Acquisition

Simon Wardley, Researcher, Leading Edge Forum

The popular technical press is all agog with news of Salesforce’s recent acquisitions including Heroku for $212M and Radian6 for $326M. Some of the comments question such expensive purchases but these are very astute moves and it’s worth exploring why.

Salesforce’s core business is in volume operations provision of CRM and equivalent software as a service. Whether by accident or more likely by design, it is playing an aggressive ecosystem game.

Around its core services, it has built a large ecosystem of companies consuming its APIs to develop new activities. AppExchange acts as a marketplace for this and Salesforce would appear to be:

  • Encouraging innovation in its ecosystem (through provision of an API & tools such as Salesforce ideas)
  • Leveraging the ecosystem to identify the new future successes
  • Acquiring and commoditising new activities to core services (i.e. acquisition of Sendia to become Mobile.)

In an ecosystem game, the tactical plays are fairly straightforward :

  1. Grow a wide and active ecosystem to reduce cost of innovation, accelerate rate of innovation, provide a means of spotting the next trend and act as a defensive barrier against competitors.
  2. Be mindful of barriers to entry and where those barriers are being eroded create new ones.
  3. Create a moat devoid of value around the core revenue streams to limit competitor actions and eliminate any differential value competitors may have.

One of the early barriers to entry into Salesforce’s business was the need for large scale computing resources. With the growth of computer utilities such as Amazon’s EC2 this has been eroded. To respond Salesforce needed to up the game and create a new barrier. The purchase of Heroku should not only help achieve this by forcing competitors to now provide a platform as a base minimum but it will also help grow the ecosystem further, hence satisfying two goals.

Competitors to Salesforce who have mainly concentrated in the product space have recently been introducing social CRM features to differentiate themselves. By acquiring Radian6 and providing it as a core service, Saleforce should in effect eliminate any differential value SCRM provides and push it towards a commodity. The acquisition of Radian6 should be viewed as both encouraging ecosystem growth and further extending a moat devoid of value around Salesforce’s core services, hence satisfying two goals.

The purchase prices also sends a signal to the market that Salesforce is in the acquisition game and companies building around or close to Salesforce services may well be purchased. This is in effect “buying attention”, something which Google appeared to do by creating an environment where it seemed that every start-up had ambitions of being “bought by Google”. Salesforce has been carefully growing its acquisitions over the last few years and sending this signal.

With a market cap of $17+ billion, Salesforce is playing a powerful game and growing rapidly. The purchases of Radian6, Heroku, DimDim and others will only help its cause and undermine the position of its competitors.

Smart move, smart play, smart people.

This entry was posted in Business/IT Co-evolution, Innovation, News and tagged . Bookmark the permalink.

5 Responses to Salesforce and Its Recent Acquisition

  1. Great post and I agree – Salesforce are really stepping up their game and taking ownership of this market. They are pushing into areas like Facebook and Twitter (for customer service) that most businesses haven’t even thought of yet, but when they do – Salesforce is going to be waiting for them. I for one am interested to see how acquisitions like DimDim appear in the main product. Thanks for the post. Charlie

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  4. Hi Charlie,

    Thanks for the comment, much appreciated. I completely agree that Salesforce is extending its range and pushing into areas such as social media (see Ray Wang’s analysis) and as you rightly point out as more businesses start to consider this space, Salesforce will be waiting for them.

    This approach however is more than just extending its reach and functionality, it’s also about reducing competitor actions, defending their core business, raising new barriers to entry and sending signals to the market.

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