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Engineering and Business Aspects of SaaS Model
Adoption: Insights from a Mapping Study
Andrey Saltan1,2 and Ahmed Seffah1
1 Lappeenranta University of Technology, Lappeenranta, Finland
2 National Research University Higher School of Economics, Moscow, Russia
andrei.saltan@lut.fi. ahmedryanseffah@gmail.com
Abstract. Transition to Software-as-a-Service (SaaS) model is revolutionizing
the software market with significant impact on both SaaS providers and consum-
ers. Research on business aspects of SaaS was usually limited to exploring adop-
tion factors from a consumer perspective. Research on engineering aspects of
SaaS focuses primarily on cloud computing architecture and software develop-
ment. The prime aim of this paper is to assemble these engineering and business
aspects of SaaS while building a better understanding of the servitization trans-
formation of software companies as well as classifying, analyzing and putting in
correspondence state-of-the-art studies focused on SaaS product and project man-
agement, business practices and engineering processes. The mapping study find-
ings and interpretations are summarized to emphasize the significant research
challenges regarding the required engineering and business efforts needed for the
adoption service-oriented model. The performed study creates an appropriate ba-
sis for the further research.
Keywords: Software-as-a-Service, SaaS, Software Engineering, Software Busi-
ness, Software Product Management, Systematic Mapping study
1 Introduction
Nowadays, Software-as-a-Service (SaaS) is a software licensing and delivery model
frequently used by software companies both in B2B and B2C markets. The global pub-
lic cloud services market is expected to grow 18% in 2017 to total $247 billion [42, 53].
These studies also predict Cloud Application Services or SaaS market segment to be
ranked second with the capitalization close to $46 billion inferior just to Cloud Adver-
tising.
SaaS as licensing and delivering model suppose that service consumers receive re-
mote access to the software on a subscription basis rather than buying a software license
and installing the software on their computers and servers. The software itself is owned,
developed and managed by a service provider. The rational economic analysis of the
SaaS model has persuaded developers as well as consumers to consider shifting toward
the SaaS model. For software companies, the service-oriented model in comparison to
traditional software product development offers benefits related to revenue and profit
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as well as customer acquisition and retention [59]. However, in both B2B and B2C
markets, the new model also promises significant benefits for consumers ranging from
cost reduction and scalability to remote access and compatibility [3]. These advantages
ensured the rapid diffusion and adoption of the model on the market.
SaaS adoption has become the topic of interest for scientists in different research
domains. It has gained considerable attraction in IT management as well as software
business domains due to its capability to make a significant influence on business prac-
tices and software market structure [11]. The broad range of studies in this domain was
mainly focused on the identification and evaluation core SaaS model adoption drivers
and inhibitors, assessing economic benefits of the service-oriented model as well as
propose solutions to further market growth challenges. At the same time, the SaaS par-
adigm, as well as overall cloud computing, has also been the center of attraction in
software engineering and information technology research domains. Mostly often stud-
ies in these domains investigated engineering and technological challenges of cloud
computing including among others issues of service-oriented architecture and cloud
development methodologies [27].
Persistent efforts in these research domains, even being often performed without the
necessary integration, made it possible to find solutions to the major challenges facing
the development of emerging service-oriented model including consumers concern re-
garding SaaS adoption [3] and the transition of Software-as-a-Product (SaaP) compa-
nies to SaaS providers [60]. However, both technological and methodological transition
in existing software companies took place without proper support and to what extent
companies adopted the service paradigm remain unclear for the researchers. Even
though SaaS market is proliferating driven by payoffs on both supply and demand sides,
undiscovered aspects related to the adoption and acceptance of service-oriented model
by SaaS providers can be real obstacles to an active and efficiently adoption of SaaS.
This paper presents the results of the systematic mapping study on adoption SaaS by
software companies, mainly the factors affecting their readiness and acceptance of the
SaaS model. This study investigates the role of technological/engineering and manage-
ment/business aspects of SaaS adoption and proposes a taxonomy of factors that should
be considered while re-engineering or establishing development process, product man-
agement practices and overall business model. The current study includes several con-
tributions to software business and cloud computing research domains.
2 Background and Motivation
In the 2000s with the rapid development of the Internet, SaaS model as one of the cloud
computers paradigm pillars started to supplant both the traditional SaaP model and the
software outsourcing one called ASP [51]. The first attempts to explicitly define this
model were able to convey the essential characteristics but were different regarding
architecture [43]. Nowadays the most common and widely accepted definition is the
one presented in 2011 by United States National Institute of Standards and Technology
(NIST) as “a model for enabling ubiquitous, convenient, on-demand network access to
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a shared pool of configurable computing resources that can be rapidly provisioned and
released with minimal management effort or service provider interaction” [44].
2.1 SaaS Model Adoption
A narrow interpretation of the SaaS as licensing and delivery model assumes consider-
ing it as process innovation. From an economic perspective, SaaS model is an example
of innovation [13, 19] identified four categories of innovation by area of focus: prod-
uct/service innovations, process innovations, organizational innovations, and techno-
logical innovations.
However, nowadays broader interpretation is more widely-accepted that recognizes
the unique process, technological and organizational innovations behind this model
[22]. SaaS model also comes with a radical shift of the means by which software is
engineered and developed as well as its product strategy and pricing, lifecycle manage-
ment, customer involvement, and relationship management. Besides different engineer-
ing and business practices and processes, the service-oriented paradigm requires new
software architecture [57]. Given the above considerations, the service-oriented para-
digm adoption process takes place across different dimensions that for the purpose of
this study we will identify as engineering and business ones.
SaaS market is populated with both new companies, established initially as service
companies, and companies that entered this market from the SaaP market with software
services developed on the basis of existing software products [36]. Companies of the
first type followed the “development from scratch for SaaS” approach considering fea-
tures and capabilities of the SaaS model, while the ones of the second type were “re-
engineering for SaaS” with the plan either to supplement the already existing on-de-
mand software with specific SaaS solutions, or to implement the full transformation
within some period [4]. Adaption of the SaaS model requires significant efforts and
expertise from software companies in establishing or transforming their business mod-
eling and re-engineering their business processes.
2.2 Previous studies and reviews
The literature on cloud computing adoption, acceptance and diffusion issues is growing
fast. We were able to identify 34 reviews and mapping studies among the initially col-
lected body of literature related to different issues of SaaS. [14, 23, 64, 67] observe and
explore the overall research of cloud computing with SaaS as one of its pillars identi-
fying characteristics and market structure as well as further development prospects and
benefits for various market participants. Additionally, several reviews had a specific
context like SMEs [49], healthcare [17] or education [15].
As SaaS model is much more demand-side driven compared to the traditional SaaP
[61], a broad range of studies was devoted precisely to cloud computing and SaaS adop-
tion issues. Reviews [3, 20, 46, 51] classify and assess legal, technical and managerial
factors that have the most significant impact on this process.
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We were not able to find any review that systematically discusses the adoption of
SaaS model by software companies, although some aspects have been investigated suf-
ficiently. [41] systematically review the existing software product management prac-
tices in companies developing cloud services. [4, 56, 57] reviews studies on SaaS de-
velopment processes practices, while [34, 63] investigate software development meth-
odologies widely used in SaaS development. Finally, [55, 66] focus on such business
aspect of SaaS model adoption like value proposition and organizational integration
respectively.
The mapping study goes beyond the existing studies and is intended to bring the
same depth of analysis that exist in existing studies on the demand side to the issues of
adoption SaaS model by service providers and developers. The review serves as a
bridge between recently conducted studies regarding particular aspects of software
business at the age of SaaS, and it provides a taxonomy of SaaS adoption challenges
and factors facing service providers and considering existing interplay between the en-
gineering and business aspects.
3 Research Methodology
Grounded in the protocol outlined from the guidelines [32, 47], the mapping study was
conducted according to the process depicted in Figure 1. It focuses on aspects that
characterize and define the adoption of SaaS by software companies across various re-
search domains and types of studies. To get an integrated and comprehensive look into
the area of SaaS adoption and distribution of existing research in it, this mapping study
answers the following research questions:
─ RQ 1: What are the critical factors regarding SaaS model adoption by software com-
panies that have been identified in academic literature?
─ RQ 2: What are the aspects of SaaS adoption and challenges facing software com-
panies that have been addressed in the research studies?
Figure 1. Research process
The overall primary research scope is as follow:
Population: We were looking for papers published since 2010. Publication venue
was also limited to articles in peer-reviewed journals and conference proceedings.
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Intervention: Following approaches were implemented to obtain relevant mapping
study: prime literature body was collected with further data extracted and analyzed
in the form of answers to research questions.
Comparison: The mapping study compares various issues and aspects regarding
SaaS model adoption from multiple dimensions.
Outcome: The primary body of literature covers a wide range of existing studies.
Mapping study conducted upon the body of literature provides clear perceptions re-
garding SaaS adoption including critical challenges across multiple domains, signif-
icant trends in the further development of the concept both in industry and academy.
Given the large body of literature regarding the research topic, the data collection rou-
tine was based on automatic across multiple scientific databases and digital libraries.
We defined primary search terms that could form the search queries for major scientific
databases and libraries as well as set search limitations regarding time, publication type,
and research area. The first list of terms included different possible synonyms for SaaS
such as "software as a service", "cloud service", “web service”, “digital service” and
“cloud computing”. The second one includes terms that can be used in papers related
to different aspects of SaaS adoption by software companies: “software product man-
agement”, “business model”, “pricing”, “service architecture”, “service engineering”,
“software development”, “deployment models”, “adoption” and “servitization”.
A manual one supplemented automatic search. Using looking back method (explor-
ing reference list of already identified papers) as well as by looking forward one (anal-
ysis of papers which cited the already identified ones), we were able to collect addi-
tional studies relevant to the research scope. The Inclusion Criteria was applied while
screening identified papers’ title, keyword and abstracts to evaluate the compliance
with quality and availability criteria. Once the Inclusion Criteria was implemented, we
explored full-text of the papers to determine the ones that provide a definite contribu-
tion to SaaS model adoption in software companies and exclude those that consider the
adoption issues as a context or motivation for the research. The initial scope of literature
was limited from 758 to 48 items by applying Inclusion/Exclusion Criteria.
Multistage formal content analysis process was implemented to extract a taxonomy
of aspects, factors, and challenges that affect SaaS model adoption by software compa-
nies with further analyzing and reporting.
4 Results
The results of the research are presented in the form of answers to the research questions
followed by a reflection on research findings.
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4.1 Rationality of SaaS Model Adoption
The rationality factors regarding SaaS model adoption by software companies were
identified in the answer of RQ1. The vast majority of found papers discuss the attrac-
tiveness of the SaaS model for software companies. They also most often highlighted
concerns that are more challenges rather than real obstacles towards SaaS adoption.
Regardless of whether companies adopt SaaS by transiting from SaaP model, devel-
oping SaaS that complements existing solutions or creating a SaaS from scratch, most
often the adoption process is based on Electronic Data Interchange (EDI) adoption
model [9, 25]. This model suggests three significant groups of factors that influence the
adoption decision and process: Benefits, Readiness, and Pressure. The identified factors
fully correspond to the logic of the EDI model. They are presented in Table 1.
Table 1. Factors of SaaS model adoption
Factor
Source
Business and Engineering Benefits
Obtain long-term higher profit margin and revenue
[38, 40, 65]
Reduce opportunity costs and utilize the economy of scale benefits
[18, 33, 38]
Expand the range of services provided
[16, 38]
Obtain market leadership and changing “rules of the game”
[30, 31, 38]
Increase the reliability of customers relationships
[40, 54, 65]
Facilitate the geographical expansion
[18, 54]
Facilitate upgrading, modification and customization processes
[57, 65]
Obtain agility and scalability of the development and deployment
[27, 45]
Obtain better quality of business analytics for decision-making
[21, 48]
Avoid to a certain extent the software piracy
[38, 50]
Organizational and Technological Readiness
Financial resources availability and investors’ readiness for changes in
revenue structure
[54]
Investors, top-managers, and personnel intention
[30]
Availability of personnel with required competencies
[30, 31]
Internal and External Pressure
Competitors pressure
[31]
4.2 Aspects and Challenges of SaaS Adoption
Publications regarding aspects of SaaS adoption and challenges facing software com-
panies (RQ2) shows dissimilar results as most of the papers do not explicitly property
formulate them. The findings are grouped into three subcategories, namely: Business
Model, Operations, Product and Project Management as well as Technology and Engi-
neering Practices. Error! Reference source not found. summarizes the adoption as-
pects and the underlying challenges.
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Table 2. Aspects and Challenges of SaaS adoption
Aspect
Challenges
Source
Business Model and Strategic Product Management
Business model
and strategy
Redesign the business model and strategy to ad-
dress such issues as the economy of scale, servi-
tisation, and shift from on-premises to on-de-
mand
[29, 31, 33,
35, 58]
Value proposition
Ensure that pricing scheme provides a sufficient
level of flexibility and total cost reduction for
consumer
[2, 6, 33, 66]
Value proposition
Provide customers with tangible arguments
about the SaaS benefits including cost reduction,
performance increase and share best practices
[6, 24, 36,
54, 66, 68]
Cost and revenue
structure
Design flexible and value-based pricing policy
based on subscription and pay-per-use models
[5, 8, 12, 16]
Customer segmen-
tation and relation-
ship management
Redefine the customer segments to address geo-
graphical expansion and deeper customization
[54]
Customer segmen-
tation and relation-
ship management
Provide customers with strong arguments against
prejudices about high risks of security and pri-
vacy while using SaaS
[6, 39]
Distribution chan-
nels
Focus on using the direct Internet and platforms-
related channels as major communication, distri-
bution and sales channels
[16, 54]
Partners collabora-
tions
Reconsider partners’ network to address the new
structure of distribution channels and include
PaaS and IaaS providers
[12, 18, 54]
Legal affairs
Design reliable SLA and ensure its compliance
with the SaaS model
[6, 12, 26,
66]
Legal affairs
Ensure that data storage and processing follow-
ing the legislative regulations that may vary
across countries and industries
[26, 66]
Tactical Product and Project Management
Transformation
and integration
management
Design the process through which the SaaS
adoption will take place
[10, 30, 31,
65]
Transformation
and integration
management
Design incentives policies and organize person-
nel training to overcome personnel resistance
[65]
Project schedule
management and
monitoring
Reconsider metrics to plan SaaS development
projects and track performance and implementa-
tion of the SaaS model
[34]
Project and prod-
uct resources man-
agement
Integrate SaaS infrastructure and related re-
sources in the existing resource management
practices
[54]
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Customer support
and services
Develop a higher level of integration between
consumer and provider to the required level of
quality
[37, 54, 66]
Customer support
and services
Ensure proper data-recovery, data-migration,
billing and auditing processes
[52, 66]
Operations, Technology and Engineering Practices
Architecture and
infrastructure
Ensure technical level of data security to miti-
gate risks of data loss and manipulation
[1, 6, 39, 66,
68]
Architecture and
infrastructure
Ensure technical level of data privacy to mitigate
risks of unauthorised access
[1, 6, 26, 66,
68]
Architecture and
infrastructure
Adopt service-oriented and multi-tenancy archi-
tectures (technology, principles)
[12, 27, 28,
54, 61, 62]
Architecture and
infrastructure
Ensure availability of the SaaS as this is one of
the most critical issue for the consumers
[7, 26, 66]
Architecture and
infrastructure
Ensure high level of interoperability that allow
integration with other IT-systems and services
[7, 26, 66,
68]
Requirements
management and
quality assurance
Adopt new principles to involve customers in re-
quirements prioritisation
[57]
Requirements
management and
quality assurance
Finding a balance between providing standard
solutions and satisfying customized demand
[26, 38, 66]
Development prac-
tices and processes
Adopt agile software development methodolo-
gies with corresponding metrics
[4, 34, 54]
Testing and
Maintenance
Update development and management processes
including testing, release, and maintenance that
are based on the principles of customers’ in-
volvement and collaboration
[31, 54, 57]
5 Discussion and Conclusion
The prime objective of the ongoing research presented in this paper is to address the
interplay between business and engineering aspects of the SaaS model adoption. Com-
panies were able to extend or establish a new business SaaS model and product man-
agement. However as highlighted in this paper, several adoption challenges may com-
promise the promises of the SaaS. The comprehensive systematic analysis of the liter-
ature aims to gain a deeper understanding of the factors, aspects, and challenges of SaaS
adoption both the business and engineering ones. While answering the two research
questions, the study makes two principal contributions and draw a roadmap for a re-
search agenda on how to address the SaaS model adoption.
Regarding RQ1, it appeared that SaaS adoption is driven mostly by competitive
pressure and expectations of potential benefits rather than consumers demand and part-
ners pressure. Moreover, achieving the expected benefits requires significant efforts in
consumers’ and partners’ relationship management, many of which are highly doubtful
regarding SaaS. A little is known about the various aspects of organizational readiness
for SaaS adoption.
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RQ2 reveals a wide range of challenges discussed in the academic literature. From
the business side the most frequently discussed challenges are related to the business
model design, value proposition, and customer relationship management. From the en-
gineering perspective, fundamental challenges were identified including the required
security, privacy, scalability, and availability of the SaaS. The study also revealed that
the literature appeared to be scarce and scattered regarding organizational as well as
product and project management aspects of SaaS adoption. This situation is a real ob-
stacle to achieving the advantages of the new model.
The research conducted may have certain limitations. First, providing a taxonomy
of factors and challenges is not enough. We also need to study the interdependencies,
mediation and moderation effects. It also needs to prioritize the identified factors and
challenges. Second, the research should be extended to include a large number of stud-
ies from various domains and companies.
Acknowledgments
The first author has been partially supported by the Academy of Finland Grant
no 310827 (MobiSPSULUT)
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