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ways to drive growth by building new SaaS businesses</div></h1></div><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-10 mck-u-animation-blur-in-800 ArticleDefault_mck-c-article-default__description__sjoe9"><div><time datetime="2022-07-19T00:00:00Z">July 19, 2022</time> | Article</div></div></div></div></div></div></div><div class="mck-o-container"><div class="mck-o-container--wrapped mck-o-container--mobile-spacing mdc-u-grid mdc-u-grid-gutter-xxl"><section data-layer-region="article-body-header" class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-animation-blur-in-400 byline-share-container"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-8 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-8 mdc-u-ts-9"><span> </span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j"><a data-component="mdc-c-link" href="/our-people/chandra-gnanasambandam" class="mdc-c-link-inline___7DRrt_2734c4f mdc-c-link-inline--secondary___YKoOK_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Chandra Gnanasambandam</span></a> </span></span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j"><a data-component="mdc-c-link" href="/our-people/ari-libarikian" class="mdc-c-link-inline___7DRrt_2734c4f mdc-c-link-inline--secondary___YKoOK_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Ari Libarikian</span></a><span> </span></span></span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j">Cem Turkeli</span></span></div><div class="mdc-u-grid-col-md-start-8 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-8 mdc-u-grid-col-lg-end-11 ArticleContent_mck-c-article-content__share-tools__kWRRw"></div></section><section class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-animation-blur-in-400"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-5"><div class="mck-u-links-inline">Software as a service (SaaS) can be an impressive source of revenue growth for nontech companies that follow these six key principles for developing SaaS products.</div></div></div></section><main data-layer-region="article-body" class="mdc-u-grid mdc-u-grid-gutter-xxl"><div class="mdc-u-grid mdc-u-grid-col-1 mdc-u-grid-col-md-12"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><div class="mdc-o-content-body mck-u-dropcap"><div class="mck-o-sidebar mck-o-xs-right-span"><div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="DownloadsSidebar_mck-c-downloads-sidebar__iFmyt mck-o-xs-right-span"><div data-layer-region="downloads-right-rail"><h3 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-c-heading--title___5qyOB_2734c4f mdc-c-heading--border___K8dj3_2734c4f"></h3><div><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f"><a data-component="mdc-c-link" href="#/download/%2F~%2Fmedia%2Fmckinsey%2Fbusiness%20functions%2Fmckinsey%20digital%2Four%20insights%2Fthe%20saas%20factor%20six%20ways%20to%20drive%20growth%20by%20building%20new%20saas%20businesses%2Fthe-saas-factor-six-ways-to-drive-growth-by-building-new-saas-businesses.pdf%3FshouldIndex%3Dfalse" class="DownloadsSidebar_mck-c-downloads-sidebar__download-link__fPqFQ mdc-c-link___lBbY1_2734c4f" target="_self" data-layer-event-prefix="Download Link" data-layer-action="click" data-layer-report-type="" data-layer-file-name="the-saas-factor-six-ways-to-drive-growth-by-building-new-saas-businesses" data-layer-report-name="the-saas-factor-six-ways-to-drive-growth-by-building-new-saas-businesses>"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--size-md___yi5fA_2734c4f mck-download-icon"></span><span class="mdc-c-link__label___Pfqtd_2734c4f"> (6 pages)</span></a></div></div></div></div></div> <p><strong>Many companies</strong> have a growth challenge: They expect to get as much <a href="/capabilities/mckinsey-digital/our-insights/2021-global-report-the-state-of-new-business-building">as 50 percent of their revenue from new businesses and products by 2026</a> but are not on a path that will take them there. Among the strategies nontech incumbents should consider is taking a close look at developing software-as-a-service (SaaS) products.</p> <p>We know from our previous work that one of the most important factors in driving growth is operating in a sector or area that’s growing. SaaS checks that box. The global SaaS market is currently worth about $3 trillion, and our estimates indicate it could surge to $10 trillion by 2030. The median revenue growth rate of 100 public SaaS companies in the United States with revenues above $100 million was <a href="/industries/technology-media-and-telecommunications/our-insights/saas-and-the-rule-of-40-keys-to-the-critical-value-creation-metric">22 percent as of mid-2021, with the top quartile’s growth rates above 40 percent</a>.</p> <p>There’s a lot to like about SaaS beyond its revenue potential. For one thing, the asset-light nature of SaaS means it has lower overhead and logistical costs than physical products. Second, it frees traditional companies from doing some of the most complicated technical work by themselves—they can partner with major cloud service providers. And third, since software at its core is a series of 1s and 0s, it’s easy to scale, especially when combined with the cloud’s extensibility and elasticity.</p> <p>As exciting as the SaaS new-business-building opportunity is, however, nontech incumbents aren’t set up to transform themselves quickly into SaaS operators. In fact, these companies’ long-standing practices in product management, funding, governance, and performance management may be hindrances to launching SaaS businesses.</p> <p>Our experience in helping more than 20 nontech incumbents build new SaaS businesses highlights six key areas they should focus on to succeed.</p> <h2>1. Innovate through rapid test-and-learn cycles</h2> <div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="lightest-grey" data-module-category="" data-module-gradient-position="bottom-right" class="mck-c-inline-module-container SideBar_mck-c-sidebar__bgimg-wrapper__Qj4Dt mck-o-sm-left-span SideBar_mck-c-sidebar__sidebar-wrapper__Dpjw2 SideBar_mck-c-sidebar__sidebar-wrapper--istablet__IQ6ii mck-u-screen-only mck-c-module-wrapper" data-layer-region="sidebar"><div class="SideBar_mck-c-sidebar__epoAm mck-o-md-center"><div class="SideBar_mck-c-sidebar__share-icons-wrapper__9gB_c"><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--display-column___X0HDD_2734c4f SideBar_mck-c-sidebar__share-icons___eQy6"><div data-component="mdc-c-dropdown-menu" class="mdc-c-drop-down"><button data-component="mdc-c-button" aria-label="" type="button" id="button_id" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--ghost mdc-c-button--size-medium mdc-c-drop-down__rootmenu___yJzvz_2734c4f" aria-expanded="false" aria-haspopup="menu"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--default___f-hQM_2734c4f mdc-c-icon--size-md___yi5fA_2734c4f mck-share2-icon"></span></button><div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="white" data-module-category="" class=""></div></div><button data-component="mdc-c-button" aria-label="Expandable Sidebar" type="button" id="button_id" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--ghost mdc-c-button--size-medium SideBar_mck-c-sidebar__toggle-btn__EL8iE" aria-expanded="false" data-layer-event-prefix="UI Item" data-layer-action="click" data-layer-category="sidebar" data-layer-subcategory="open" data-layer-text="open sidebar"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--radial___y3csX_2734c4f mdc-c-icon--size-xxl___cL3ZT_2734c4f mck-plus-no-circle-icon"></span></button></div></div><div class="SideBar_mck-c-sidebar__content-outer__UdWCq"><div class="SideBar_mck-c-sidebar__eyebrow__5GSEq"></div><div class="SideBar_mck-c-sidebar__content__raEwe"><h2 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-3 SideBar_mck-c-sidebar__content-heading__NJekY"><div>Leap by McKinsey</div></h2><div class="SideBar_mck-c-sidebar__content-description__4p9iI mdc-u-ts-7"><div class="mdc-o-content-body"><p>Leap by McKinsey works with established organizations to imagine, build, and scale new businesses—and develop the capabilities needed to do it again and again. We bring together a global network of experts to build dynamic, innovative businesses that can reinvigorate entire organizations.</p> <p>Learn more about <a href="/capabilities/mckinsey-digital/leap/overview">Leap by McKinsey</a>.</p></div></div></div></div></div></div> <p>Large incumbents have for years honed tried-and-true processes for product development that have served many of them well. But those approaches are not always well suited for the faster learn-and-adapt cycles that are the foundation of innovation at successful software companies and core to SaaS product development. Like any good product or service development, it’s crucial to start with the customer.</p> <p>While many incumbents have a strong understanding of their customers, they often lack the creativity to translate that understanding into innovation. Their approaches often focus on “how to improve X” rather than on completely rethinking “how to create Y.” This is partly why they have proven so vulnerable to start-ups. Incumbents often treat customer data as “inputs” that are translated into requirements and only infrequently consult the customers themselves. Innovators, however, go deep on understanding pain points and work much more closely with customers along the development journey, from testing and adjusting minimal viable products (MVPs) with real customers to co-creating products with them. For B2B solutions, getting feedback from the first four to five customers is particularly valuable because it amplifies the customer voice in shaping the product by defining customer needs before the product is launched broadly.</p> <p>The key point in enabling this more iterative and collaborative approach is to bring software engineers, data scientists, and designers into the ideation process from the very beginning. They are then on hand to not only get a much deeper appreciation of customer needs but also rapidly adjust the prototypes based on real customer feedback. These test-and-learn cycles can take as little as a day and should be driven by a “fail-fast” ethos.</p> <p>The Washington Post Company embraced this co-creation approach when it decided to offer its proprietary content-management system, Arc XP, as a SaaS product. It first offered it for free to about ten universities, both to understand how they each wanted to use it and to determine what would be required to support it for each institution. As it learned how to support multitenant architectures and resolve customer issues, it started working with increasingly larger players, including Canada’s <em>Globe and Mail</em>, which committed to working with the Post’s developers to improve the product.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="b7005887-73f9-4fc7-97a2-2a3ff81b2c48"><sup class="FootNote_footnotesup__e73z_">1</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="b7005887-73f9-4fc7-97a2-2a3ff81b2c48" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Peter High, “How the Washington Post made its publishing platform a revenue driver,” <em>Forbes</em>, April 29, 2019.</span></span></span></a></span> The Arc XP platform now powers more than 1,900 sites around the world, reaching more than 1.5 billion unique users each month.</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-disruptor1up mck-o-md-center mck-u-inline-module-border-top mck-u-inline-module-border-bottom mck-u-screen-only" data-layer-region="disruptor-1up"><div class="mdc-u-grid mdc-u-grid-gutter-md mdc-u-grid-col-lg-12 mdc-u-grid-col-md-12 "><div class="mdc-u-grid-col-md-span-12"><header data-component="mdc-c-header" class="mdc-c-header"><div class="mdc-c-header__block___i1Lg-_2734c4f"><h3 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><div>Would you like to learn more about our business-building practice, <a href="/capabilities/mckinsey-digital/leap/overview">Leap by McKinsey</a>?</div></h3></div></header></div></div></div> <h2>2. Capitalize on existing digital and data assets</h2> <p>One of the biggest assets nontech incumbents have is their own data and digital tools. However, they are not always aware of this and, indeed, sometimes take quite a narrow view of the value potential in digital assets they own. A maker of construction equipment, for example, might see its data as merely an aid to internal reporting instead of as a proprietary asset that can generate significant revenue. An insurance company may send out ad hoc reports or analyses that could instead be enhanced, automated, and turned into a SaaS product.</p> <p>This too-narrow focus is reflected in the fact that most nontech companies don’t have a clear and comprehensive view of their data. Some of it may be under the control of IT teams, while, in other cases, operations manages it. This is a missed opportunity. Top companies look across all their digital and <a href="/capabilities/quantumblack/our-insights/the-data-driven-enterprise-of-2025">data</a> assets to identify those that aren’t readily available in the marketplace but meet a specific customer need. This review is a creative business process—not finding something that already exists but imagining something completely new—to identify possibilities and courses of action. In some cases, for example, it requires assessing data gaps and how to fill them by adding data from the outside, or implementing smart devices to generate the data that’s missing. The leadership of a data strategist and product manager is generally necessary to get to this level of sophistication.</p> <p>Anheuser-Busch InBev (AB InBev) saw an opportunity to create a new SaaS business on the back of its existing millions of data points, from its logistics and distribution networks to its customers’ purchasing habits. It launched a B2B SaaS e-commerce platform called BEES, a partner portal that small and medium-size retailers can access by an app to do a range of tasks, from ordering products to tracking customer preferences locally to monitoring the delivery of their orders. BEES also uses machine learning based on customers’ previous interactions with AB InBev to provide personalized recommendations through “suggested order” features. Launched in 2020, the platform is live in 17 markets, with 2.7 million monthly active users as of Q1 2022.</p> <h2>3. Plan for scale from day one</h2> <p>While the digital nature of a SaaS product allows it to scale much more quickly than other products, that advantage can be captured only when companies put in place two key elements:</p> <ul> <li><em>A dynamic and detailed road map.</em> SaaS product road maps differ from the typical road map in that they incorporate much more flexibility and rapid turnarounds. Tracking progress happens daily in many cases, with leaders reviewing what pivots, if any, are necessary and what to test next. This allows teams to course correct quickly and build momentum. SaaS product road maps also have explicit plans for feature innovation based on specific key performance indicators (KPIs), an important element for customers who want to know that the product they’re buying will not just be supported but will continually get better.<br/><br/> The road map should also explicitly lay out how to grow beyond the first five or ten customers, which are often existing relationships and might not provide a full representation of the larger marketplace. That means identifying multiple new customer segments, based on feature and functionality needs as well as their willingness to pay.<br/><br/> Johnson Controls has taken this approach with OpenBlue, the digital platform that it launched in 2020. The 137-year-old company created a road map that laid out a vision for launching a suite of connected solutions that enable services, including clean air, energy optimization, and advanced safety monitoring. By thoughtfully and deliberately sequencing the solutions it rolls out so that it can build on previously developed capabilities, the company has been able to expand the range of services it offers to customers.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_inactive__VZfCp" aria-describedby="57e2ae49-0683-4d0b-b4c8-1808610fcdc0"><sup class="FootNote_footnotesup__e73z_">2</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="57e2ae49-0683-4d0b-b4c8-1808610fcdc0" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">“Johnson Controls launches OpenBlue,” Johnson Controls, July 31, 2020.</span></span></span></a></span></li> <li><em>Flexible technology architecture.</em> For a SaaS product to be able to continually evolve and grow, companies need to put in place a technology architecture that scales. Human-capital-management software provider Workday focused from the beginning on separating out its platform development from its application development so it could scale. This allowed it to continue to iterate on applications even when it had to make changes at the platform level, enabling the business to grow and scale quickly.<br/><br/> This means building around microservices and <a href="/capabilities/mckinsey-digital/our-insights/tech-forward/the-right-apis-identifying-antipatterns-of-api-usage">APIs</a> that create simple and well-defined interfaces to data, algorithms, and processes. This is what enables teams to quickly swap out features. Partnering with the right hyperscaler to take advantage of platform as a service (PaaS), including services such as data and AI, and infrastructure as a service (IaaS) is a critical component of scaling the infrastructure.<br/><br/> To take advantage of <a href="/capabilities/mckinsey-digital/cloud/cloud-insights/all-insights">cloud</a>, nontech companies must develop capabilities in “CloudOps” (cloud operations) to deliver, adjust, optimize, and manage the performance of workloads and services that run in the cloud. Incumbents will also need to master <a href="/capabilities/mckinsey-digital/our-insights/cloud-economics-and-the-six-most-damaging-mistakes-to-avoid">FinOps</a> (financial operations) to track and manage consumption, storage, and network costs, which can vary significantly from on-premises models.</li> </ul> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-disruptor1up mck-o-md-center mck-u-inline-module-border-top mck-u-inline-module-border-bottom mck-u-screen-only" data-layer-region="disruptor-1up"><div class="mdc-u-grid mdc-u-grid-gutter-md mdc-u-grid-col-lg-12 mdc-u-grid-col-md-12 "><div class="mdc-u-grid-col-lg-span-4 mdc-u-grid-col-md-span-5 Disruptor1Up_mck-c-disruptor1up__image___2Gc4"><picture data-component="mdc-c-picture"><img alt="SaaS, open source, and serverless: A winning combination to build and scale new businesses" src="/~/media/mckinsey/business%20functions/mckinsey%20digital/our%20insights/saas%20open%20source%20and%20serverless%20build%20scale%20new%20businesses/standard-saas.jpg?cq=50&mh=145&car=16:9&cpy=Center" loading="lazy"/></picture></div><div class="mdc-u-grid-col-lg-span-8 mdc-u-grid-col-md-span-7"><header data-component="mdc-c-header" class="mdc-c-header"><div class="mdc-c-header__block___i1Lg-_2734c4f"><h3 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><div>SaaS, open source, and serverless: A winning combination to build and scale new businesses</div></h3></div></header><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--display-column___X0HDD_2734c4f mck-c-disruptor1up__content Disruptor1Up_mck-c-disruptor1up__content--links__VV4lE mdc-u-grid-gutter-md"><a data-component="mdc-c-link" href="/capabilities/mckinsey-digital/our-insights/saas-open-source-and-serverless-a-winning-combination-to-build-and-scale-new-businesses" class="mdc-c-link-cta___NBQVi_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Read the article</span><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-link-arrow-right-icon"></span></a></div></div></div></div> <h2>4. Target talent by going deeper and wider</h2> <p>Finding good SaaS <a href="/capabilities/mckinsey-digital/our-insights/tech-talent-tectonics-ten-new-realities-for-finding-keeping-and-developing-talent">talent</a> is a well-known challenge, especially for critical roles such as product managers, software developers, and data scientists. There is simply not enough supply to keep up with accelerating demand, which is driven by competition from software companies and nontech companies going through digital transformations.</p> <p>To better compete for talent, nontech incumbents can shift and expand their current talent sources. Getting involved with communities such as GitHub or <a href="/capabilities/mckinsey-digital/our-insights/open-source-e-commerce-the-next-wave-of-value-for-the-enterprise">open-source</a> communities and arranging hackathons, for example, can attract different kinds of tech talent. Some companies have turned successfully to coding competitions to identify prospective job applicants.</p> <p>Others are combining databases of talent information (such as those from colleges and career portals) and using analytics to help identify trends in skills to better anticipate needs. Still others are identifying relevant current employees for upskilling, while the most progressive firms are partnering with workforce-development companies to identify often overlooked workers who have aptitude and ambition but lack access to traditional pathways.</p> <p>The other important factor in finding the right talent is to target traits, not just skills. Our research has shown that successful software developers are mission driven and have a passion to build things that end users want rather than just “work on platforms.” Nontech companies have found success by focusing on candidates with a deep interest in the company’s sector—healthcare, aerospace, or energy, for example—and the work the company does. This approach helps avoid direct competition with Silicon Valley businesses.</p> <p>To make themselves more attractive to the best talent, companies need to update their employee value proposition to emphasize, for example, variable and tailored career paths, use of advanced cloud-based coding practices, and opportunities for people to build their skills and networks.</p> <h2>5. Orient pricing and selling around product usage</h2> <p>The ability to integrate tracking mechanisms at almost every feature level in a SaaS product allows companies to understand the value of a given feature based on how it’s used, which is a big difference from the typical product or service. With these insights, companies can then be much more targeted and flexible about pricing based on customers’ feature needs and usage—essentially, on how much the customer values that feature. That brings possibilities of subscription pricing, cost per use, cost by volume of usage, cost by time of day, cost based on value the customer captures, and so on. By the same token, companies can tailor or create SaaS product features to be responsive to customers, even easily testing and trialing them to see how customers actually respond. Some human-capital software providers, for example, tie their pricing to employee satisfaction or experience.</p> <p>In this way, companies can be much more responsive to their customers’ actual needs while also opening up new revenue streams. In fact, leading SaaS businesses put as much attention into caring for existing customers as they do into acquiring new ones. For this reason, they also invest heavily in customer-success managers, who provide their customers with support throughout the entire sales process and help ensure a successful customer experience.</p> <p>To support this more flexible model, companies need to train their sales reps to sell differently. Many sales reps are offered incentives to sell products, but compensation instead needs to be tied to actual software consumption by their customers. New training, product collateral, support, and digital-product demos need to be developed with a clear eye on customer preferences. <a href="/capabilities/growth-marketing-and-sales/our-insights/survey-global-b2b-decision-maker-response-to-covid-19-crisis">McKinsey research</a> indicates, for example, that eight in ten B2B decision makers say that omnichannel is as or more effective than traditional methods, which means salespeople need to know when to engage with customers directly and when to offer them digital options.</p> <h2>6. Protect the funding, and focus on leading growth metrics</h2> <p>Every new business needs dedicated funding. Companies tend to expect particularly fast results from SaaS businesses, however, and when they don’t materialize, the temptation is great to pull back funding. Patience and continued support are needed, which is why it is crucial to protect funding and tie it to performance.</p> <p>Making this work requires companies to step away from some of their established capital-commitment yardsticks, which are usually focused on lagging indicators, such as margin and revenue. In SaaS, in order to avoid stifling the budding business line, it’s crucial to use growth-oriented <em>leading</em> indicators, such as number of interested partners, the volume of interested leads, and the success rates of concept tests. One of the most important metrics to track, in fact, is <a href="/industries/technology-media-and-telecommunications/our-insights/saas-and-the-rule-of-40-keys-to-the-critical-value-creation-metric">net retention</a>.</p> <p>Some companies have turned to external partners for capital and expertise. Besides helping to spread risk, this approach brings in an external voice with additional experience to push the SaaS business forward and guard against loss of focus.</p> <hr/> <p>Launching new SaaS businesses needs to become a priority for nontech incumbent companies looking for new sources of growth. Their existing capabilities, expertise, and position in their own markets give them a great head start. To succeed, however, incumbents need to understand and embrace the unique needs of SaaS products.</p></div><div class="container-placeholder"></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-xl"><section role="contentinfo" data-layer-region="article-about-authors" class="mdc-u-grid mdc-u-grid-col-md-12 AboutAuthor_mck-c-about-author__nRJzu"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-c-heading--title___5qyOB_2734c4f mdc-c-heading--border___K8dj3_2734c4f mdc-u-align-center"></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-8 mck-u-links-inline mck-u-links-inline--secondary mdc-u-mt-5"><div><p><strong><a href="/our-people/chandra-gnanasambandam">Chandra Gnanasambandam</a></strong> is a senior partner in McKinsey’s Bay Area office. <strong><a href="/our-people/ari-libarikian">Ari Libarikian</a></strong> is a senior partner in the New York office, where <strong>Cem Turkeli</strong> is an associate partner.</p> <p>The authors wish to thank Todd Horst, Ayush Jain, and Sid Tandon for their contributions to this article.</p></div></div></div></section><section class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-screen-only"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-5 mdc-u-grid-col-lg-end-9"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-c-heading--title___5qyOB_2734c4f mdc-c-heading--border___K8dj3_2734c4f mdc-u-align-center">Explore a career with us</h5><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--align-center___ar3mu_2734c4f"><a data-component="mdc-c-link" href="/careers/search-jobs" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--secondary___Boipq_2734c4f mdc-c-button--size-large___jwpUy_2734c4f" aria-label="Search Openings" 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href="/capabilities/mckinsey-digital/our-insights/2021-global-report-the-state-of-new-business-building" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link___lBbY1_2734c4f"><div>2021 global report: The state of new-business building</div></a></h6></div></div></div></div></div></div></div></main></div><script id="__NEXT_DATA__" type="application/json">{"props":{"pageProps":{"locale":"en","dictionary":{},"sitecoreContext":{"route":{"name":"The SaaS factor Six ways to drive growth by building new SaaS businesses","displayName":"The SaaS factor Six ways to drive growth by building new SaaS businesses","fields":null,"databaseName":"web","deviceId":"fe5d7fdf-89c0-4d99-9aa3-b5fbd009c9f3","itemId":"c8c58d12-26e8-423e-bb46-2f1a66bdb5ec","itemLanguage":"en","itemVersion":1,"layoutId":"ae753eb4-a035-40b4-83bf-4b4438df6742","templateId":"683910db-02ba-40ba-92e7-726c880160a9","templateName":"ArticleJSS","placeholders":{"jss-main":[{"uid":"232bb7e9-289f-492d-a916-2b6185e44a84","componentName":"ArticleTemplate","dataSource":"","fields":{"data":{"articleTemplate":{"title":{"jsonValue":{"value":"The SaaS factor: Six ways to drive growth by building new SaaS businesses"}},"sEOTitle":{"value":"Drive growth by building new SaaS businesses"},"description":{"jsonValue":{"value":"Software as a service (SaaS) can be an impressive source of revenue growth for nontech companies that follow these six key principles for developing SaaS products."}},"sEODescription":{"value":"Software as a service (SaaS) can be an impressive source of revenue growth for nontech companies that follow six key principles."},"displayDate":{"jsonValue":{"value":"2022-07-19T00:00:00Z"}},"body":{"value":"[[DownloadsSidebar]]\n[[MostPopularArticles 5]]\n\n\u003cp\u003e\u003cstrong\u003eMany companies\u003c/strong\u003e have a growth challenge: They expect to get as much \u003ca href=\"/capabilities/mckinsey-digital/our-insights/2021-global-report-the-state-of-new-business-building\"\u003eas 50 percent of their revenue from new businesses and products by 2026\u003c/a\u003e but are not on a path that will take them there. Among the strategies nontech incumbents should consider is taking a close look at developing software-as-a-service (SaaS) products.\u003c/p\u003e\n\n\u003cp\u003eWe know from our previous work that one of the most important factors in driving growth is operating in a sector or area that\u0026rsquo;s growing. SaaS checks that box. The global SaaS market is currently worth about $3 trillion, and our estimates indicate it could surge to $10 trillion by 2030. The median revenue growth rate of 100 public SaaS companies in the United States with revenues above $100 million was \u003ca href=\"/industries/technology-media-and-telecommunications/our-insights/saas-and-the-rule-of-40-keys-to-the-critical-value-creation-metric\"\u003e22 percent as of mid-2021, with the top quartile\u0026rsquo;s growth rates above 40 percent\u003c/a\u003e.\u003c/p\u003e\n\n\u003cp\u003eThere\u0026rsquo;s a lot to like about SaaS beyond its revenue potential. For one thing, the asset-light nature of SaaS means it has lower overhead and logistical costs than physical products. Second, it frees traditional companies from doing some of the most complicated technical work by themselves\u0026mdash;they can partner with major cloud service providers. And third, since software at its core is a series of 1s and 0s, it\u0026rsquo;s easy to scale, especially when combined with the cloud\u0026rsquo;s extensibility and elasticity.\u003c/p\u003e\n\n\u003cp\u003eAs exciting as the SaaS new-business-building opportunity is, however, nontech incumbents aren\u0026rsquo;t set up to transform themselves quickly into SaaS operators. In fact, these companies\u0026rsquo; long-standing practices in product management, funding, governance, and performance management may be hindrances to launching SaaS businesses.\u003c/p\u003e\n\n\u003cp\u003eOur experience in helping more than 20 nontech incumbents build new SaaS businesses highlights six key areas they should focus on to succeed.\u003c/p\u003e\n\n\u003ch2\u003e1. Innovate through rapid test-and-learn cycles\u003c/h2\u003e\n\n[[sidebar 1]]\n\n\u003cp\u003eLarge incumbents have for years honed tried-and-true processes for product development that have served many of them well. But those approaches are not always well suited for the faster learn-and-adapt cycles that are the foundation of innovation at successful software companies and core to SaaS product development. Like any good product or service development, it\u0026rsquo;s crucial to start with the customer.\u003c/p\u003e\n\n\u003cp\u003eWhile many incumbents have a strong understanding of their customers, they often lack the creativity to translate that understanding into innovation. Their approaches often focus on \u0026ldquo;how to improve X\u0026rdquo; rather than on completely rethinking \u0026ldquo;how to create Y.\u0026rdquo; This is partly why they have proven so vulnerable to start-ups. Incumbents often treat customer data as \u0026ldquo;inputs\u0026rdquo; that are translated into requirements and only infrequently consult the customers themselves. Innovators, however, go deep on understanding pain points and work much more closely with customers along the development journey, from testing and adjusting minimal viable products (MVPs) with real customers to co-creating products with them. For B2B solutions, getting feedback from the first four to five customers is particularly valuable because it amplifies the customer voice in shaping the product by defining customer needs before the product is launched broadly.\u003c/p\u003e\n\n\u003cp\u003eThe key point in enabling this more iterative and collaborative approach is to bring software engineers, data scientists, and designers into the ideation process from the very beginning. They are then on hand to not only get a much deeper appreciation of customer needs but also rapidly adjust the prototypes based on real customer feedback. These test-and-learn cycles can take as little as a day and should be driven by a \u0026ldquo;fail-fast\u0026rdquo; ethos.\u003c/p\u003e\n\n\u003cp\u003eThe Washington Post Company embraced this co-creation approach when it decided to offer its proprietary content-management system, Arc XP, as a SaaS product. It first offered it for free to about ten universities, both to understand how they each wanted to use it and to determine what would be required to support it for each institution. As it learned how to support multitenant architectures and resolve customer issues, it started working with increasingly larger players, including Canada\u0026rsquo;s \u003cem\u003eGlobe and Mail\u003c/em\u003e, which committed to working with the Post\u0026rsquo;s developers to improve the product.[[footnote 1]] The Arc XP platform now powers more than 1,900 sites around the world, reaching more than 1.5 billion unique users each month.\u003c/p\u003e\n\n[[disruptor1up learnmore]]\n\n\u003ch2\u003e2. Capitalize on existing digital and data assets\u003c/h2\u003e\n\n\u003cp\u003eOne of the biggest assets nontech incumbents have is their own data and digital tools. However, they are not always aware of this and, indeed, sometimes take quite a narrow view of the value potential in digital assets they own. A maker of construction equipment, for example, might see its data as merely an aid to internal reporting instead of as a proprietary asset that can generate significant revenue. An insurance company may send out ad hoc reports or analyses that could instead be enhanced, automated, and turned into a SaaS product.\u003c/p\u003e\n\n\u003cp\u003eThis too-narrow focus is reflected in the fact that most nontech companies don\u0026rsquo;t have a clear and comprehensive view of their data. Some of it may be under the control of IT teams, while, in other cases, operations manages it. This is a missed opportunity. Top companies look across all their digital and \u003ca href=\"/capabilities/quantumblack/our-insights/the-data-driven-enterprise-of-2025\"\u003edata\u003c/a\u003e assets to identify those that aren\u0026rsquo;t readily available in the marketplace but meet a specific customer need. This review is a creative business process\u0026mdash;not finding something that already exists but imagining something completely new\u0026mdash;to identify possibilities and courses of action. In some cases, for example, it requires assessing data gaps and how to fill them by adding data from the outside, or implementing smart devices to generate the data that\u0026rsquo;s missing. The leadership of a data strategist and product manager is generally necessary to get to this level of sophistication.\u003c/p\u003e\n\n\u003cp\u003eAnheuser-Busch InBev (AB InBev) saw an opportunity to create a new SaaS business on the back of its existing millions of data points, from its logistics and distribution networks to its customers\u0026rsquo; purchasing habits. It launched a B2B SaaS e-commerce platform called BEES, a partner portal that small and medium-size retailers can access by an app to do a range of tasks, from ordering products to tracking customer preferences locally to monitoring the delivery of their orders. BEES also uses machine learning based on customers\u0026rsquo; previous interactions with AB InBev to provide personalized recommendations through \u0026ldquo;suggested order\u0026rdquo; features. Launched in 2020, the platform is live in 17 markets, with 2.7 million monthly active users as of Q1 2022.\u003c/p\u003e\n\n\u003ch2\u003e3. Plan for scale from day one\u003c/h2\u003e\n\n\u003cp\u003eWhile the digital nature of a SaaS product allows it to scale much more quickly than other products, that advantage can be captured only when companies put in place two key elements:\u003c/p\u003e\n\n\u003cul\u003e\n\u003cli\u003e\u003cem\u003eA dynamic and detailed road map.\u003c/em\u003e SaaS product road maps differ from the typical road map in that they incorporate much more flexibility and rapid turnarounds. Tracking progress happens daily in many cases, with leaders reviewing what pivots, if any, are necessary and what to test next. This allows teams to course correct quickly and build momentum. SaaS product road maps also have explicit plans for feature innovation based on specific key performance indicators (KPIs), an important element for customers who want to know that the product they\u0026rsquo;re buying will not just be supported but will continually get better.\u003cbr /\u003e\u003cbr /\u003e\nThe road map should also explicitly lay out how to grow beyond the first five or ten customers, which are often existing relationships and might not provide a full representation of the larger marketplace. That means identifying multiple new customer segments, based on feature and functionality needs as well as their willingness to pay.\u003cbr /\u003e\u003cbr /\u003e\nJohnson Controls has taken this approach with OpenBlue, the digital platform that it launched in 2020. The 137-year-old company created a road map that laid out a vision for launching a suite of connected solutions that enable services, including clean air, energy optimization, and advanced safety monitoring. By thoughtfully and deliberately sequencing the solutions it rolls out so that it can build on previously developed capabilities, the company has been able to expand the range of services it offers to customers.[[footnote 2]]\u003c/li\u003e\n\u003cli\u003e\u003cem\u003eFlexible technology architecture.\u003c/em\u003e For a SaaS product to be able to continually evolve and grow, companies need to put in place a technology architecture that scales. Human-capital-management software provider Workday focused from the beginning on separating out its platform development from its application development so it could scale. This allowed it to continue to iterate on applications even when it had to make changes at the platform level, enabling the business to grow and scale quickly.\u003cbr /\u003e\u003cbr /\u003e\nThis means building around microservices and \u003ca href=\"/capabilities/mckinsey-digital/our-insights/tech-forward/the-right-apis-identifying-antipatterns-of-api-usage\"\u003eAPIs\u003c/a\u003e that create simple and well-defined interfaces to data, algorithms, and processes. This is what enables teams to quickly swap out features. Partnering with the right hyperscaler to take advantage of platform as a service (PaaS), including services such as data and AI, and infrastructure as a service (IaaS) is a critical component of scaling the infrastructure.\u003cbr /\u003e\u003cbr /\u003e\nTo take advantage of \u003ca href=\"/capabilities/mckinsey-digital/cloud/cloud-insights/all-insights\"\u003ecloud\u003c/a\u003e, nontech companies must develop capabilities in \u0026ldquo;CloudOps\u0026rdquo; (cloud operations) to deliver, adjust, optimize, and manage the performance of workloads and services that run in the cloud. Incumbents will also need to master \u003ca href=\"/capabilities/mckinsey-digital/our-insights/cloud-economics-and-the-six-most-damaging-mistakes-to-avoid\"\u003eFinOps\u003c/a\u003e (financial operations) to track and manage consumption, storage, and network costs, which can vary significantly from on-premises models.\u003c/li\u003e\n\u003c/ul\u003e\n\n[[disruptor1up readnext]]\n\n\u003ch2\u003e4. Target talent by going deeper and wider\u003c/h2\u003e\n\n\u003cp\u003eFinding good SaaS \u003ca href=\"/capabilities/mckinsey-digital/our-insights/tech-talent-tectonics-ten-new-realities-for-finding-keeping-and-developing-talent\"\u003etalent\u003c/a\u003e is a well-known challenge, especially for critical roles such as product managers, software developers, and data scientists. There is simply not enough supply to keep up with accelerating demand, which is driven by competition from software companies and nontech companies going through digital transformations.\u003c/p\u003e\n\n\u003cp\u003eTo better compete for talent, nontech incumbents can shift and expand their current talent sources. Getting involved with communities such as GitHub or \u003ca href=\"/capabilities/mckinsey-digital/our-insights/open-source-e-commerce-the-next-wave-of-value-for-the-enterprise\"\u003eopen-source\u003c/a\u003e communities and arranging hackathons, for example, can attract different kinds of tech talent. Some companies have turned successfully to coding competitions to identify prospective job applicants.\u003c/p\u003e\n\n\u003cp\u003eOthers are combining databases of talent information (such as those from colleges and career portals) and using analytics to help identify trends in skills to better anticipate needs. Still others are identifying relevant current employees for upskilling, while the most progressive firms are partnering with workforce-development companies to identify often overlooked workers who have aptitude and ambition but lack access to traditional pathways.\u003c/p\u003e\n\n\u003cp\u003eThe other important factor in finding the right talent is to target traits, not just skills. Our research has shown that successful software developers are mission driven and have a passion to build things that end users want rather than just \u0026ldquo;work on platforms.\u0026rdquo; Nontech companies have found success by focusing on candidates with a deep interest in the company\u0026rsquo;s sector\u0026mdash;healthcare, aerospace, or energy, for example\u0026mdash;and the work the company does. This approach helps avoid direct competition with Silicon Valley businesses.\u003c/p\u003e\n\n\u003cp\u003eTo make themselves more attractive to the best talent, companies need to update their employee value proposition to emphasize, for example, variable and tailored career paths, use of advanced cloud-based coding practices, and opportunities for people to build their skills and networks.\u003c/p\u003e\n\n\u003ch2\u003e5. Orient pricing and selling around product usage\u003c/h2\u003e\n\n\u003cp\u003eThe ability to integrate tracking mechanisms at almost every feature level in a SaaS product allows companies to understand the value of a given feature based on how it\u0026rsquo;s used, which is a big difference from the typical product or service. With these insights, companies can then be much more targeted and flexible about pricing based on customers\u0026rsquo; feature needs and usage\u0026mdash;essentially, on how much the customer values that feature. That brings possibilities of subscription pricing, cost per use, cost by volume of usage, cost by time of day, cost based on value the customer captures, and so on. By the same token, companies can tailor or create SaaS product features to be responsive to customers, even easily testing and trialing them to see how customers actually respond. Some human-capital software providers, for example, tie their pricing to employee satisfaction or experience.\u003c/p\u003e\n\n\u003cp\u003eIn this way, companies can be much more responsive to their customers\u0026rsquo; actual needs while also opening up new revenue streams. In fact, leading SaaS businesses put as much attention into caring for existing customers as they do into acquiring new ones. For this reason, they also invest heavily in customer-success managers, who provide their customers with support throughout the entire sales process and help ensure a successful customer experience.\u003c/p\u003e\n\n\u003cp\u003eTo support this more flexible model, companies need to train their sales reps to sell differently. Many sales reps are offered incentives to sell products, but compensation instead needs to be tied to actual software consumption by their customers. New training, product collateral, support, and digital-product demos need to be developed with a clear eye on customer preferences. \u003ca href=\"/capabilities/growth-marketing-and-sales/our-insights/survey-global-b2b-decision-maker-response-to-covid-19-crisis\"\u003eMcKinsey research\u003c/a\u003e indicates, for example, that eight in ten B2B decision makers say that omnichannel is as or more effective than traditional methods, which means salespeople need to know when to engage with customers directly and when to offer them digital options.\u003c/p\u003e\n\n\u003ch2\u003e6. Protect the funding, and focus on leading growth metrics\u003c/h2\u003e\n\n\u003cp\u003eEvery new business needs dedicated funding. Companies tend to expect particularly fast results from SaaS businesses, however, and when they don\u0026rsquo;t materialize, the temptation is great to pull back funding. Patience and continued support are needed, which is why it is crucial to protect funding and tie it to performance.\u003c/p\u003e\n\n\u003cp\u003eMaking this work requires companies to step away from some of their established capital-commitment yardsticks, which are usually focused on lagging indicators, such as margin and revenue. In SaaS, in order to avoid stifling the budding business line, it\u0026rsquo;s crucial to use growth-oriented \u003cem\u003eleading\u003c/em\u003e indicators, such as number of interested partners, the volume of interested leads, and the success rates of concept tests. One of the most important metrics to track, in fact, is \u003ca href=\"/industries/technology-media-and-telecommunications/our-insights/saas-and-the-rule-of-40-keys-to-the-critical-value-creation-metric\"\u003enet retention\u003c/a\u003e.\u003c/p\u003e\n\n\u003cp\u003eSome companies have turned to external partners for capital and expertise. Besides helping to spread risk, this approach brings in an external voice with additional experience to push the SaaS business forward and guard against loss of focus.\u003c/p\u003e\n\n\u003chr /\u003e\n\n\u003cp\u003eLaunching new SaaS businesses needs to become a priority for nontech incumbent companies looking for new sources of growth. Their existing capabilities, expertise, and position in their own markets give them a great head start. To succeed, however, incumbents need to understand and embrace the unique needs of SaaS products.\u003c/p\u003e"},"isFullScreenInteractive":{"boolValue":false},"hideStickySocialShareBar":{"boolValue":false},"desktopID":{"value":""},"mobileID":{"value":""},"desktopURL":{"value":""},"mobileURL":{"value":""},"desktopPaddingPercentage":{"value":""},"mobilePaddingPercentage":{"value":""},"desktopOverrideHeight":{"value":""},"mobileOverrideHeight":{"value":""},"cerosOembedURL":{"value":""},"cerosRenderMode":{"targetItem":null},"cerosBackgroundColor":{"targetItem":null},"hideByLine":{"boolValue":false},"tableOfContentsTitle":{"value":"TABLE OF CONTENTS"},"accessStatus":{"targetItem":{"key":{"value":"RegisteredUsers"},"value":{"value":"Registered Users"}}},"articleType":{"targetItem":{"displayName":"Article"}},"hasSpecialReport":{"boolValue":false},"contentType":{"targetItem":{"displayName":"Article"}},"sourcePublication":{"targetItem":null},"externalPublication":{"value":""},"mobileReady":{"boolValue":true},"forClientsOnly":{"boolValue":false},"excludeFromClientLink":{"boolValue":false},"originalPublishDate":{"jsonValue":{"value":"2022-07-19T00:00:00Z"}},"footnotes":{"value":"\u003col\u003e\n \u003cli\u003ePeter High, \u0026ldquo;How the Washington Post made its publishing platform a revenue driver,\u0026rdquo; \u003cem\u003eForbes\u003c/em\u003e, April 29, 2019.\u003c/li\u003e\n \u003cli\u003e\u0026ldquo;Johnson Controls launches OpenBlue,\u0026rdquo; Johnson Controls, July 31, 2020.\u003c/li\u003e\n\u003c/ol\u003e"},"contributoryPractice":{"targetItems":[{"displayName":"Leap by McKinsey"}]},"aboutTheAuthors":{"value":"\u003cp\u003e\u003cstrong\u003e\u003ca href=\"/our-people/chandra-gnanasambandam\"\u003eChandra Gnanasambandam\u003c/a\u003e\u003c/strong\u003e is a senior partner in McKinsey\u0026rsquo;s Bay Area office. \u003cstrong\u003e\u003ca href=\"/our-people/ari-libarikian\"\u003eAri Libarikian\u003c/a\u003e\u003c/strong\u003e is a senior partner in the New York office, where \u003cstrong\u003eCem Turkeli\u003c/strong\u003e is an associate partner.\u003c/p\u003e\n\n\u003cp\u003eThe authors wish to thank Todd Horst, Ayush Jain, and Sid Tandon for their contributions to this article.\u003c/p\u003e"},"authors":{"targetItems":[{"template":{"id":"3FBABDB63A094F68B1F8E1BBE1BA124E","name":"Author"},"id":"95DB5E2449DC4FE69C04C34EBFD416AD","name":"Chandra Gnanasambandam","authorTitle":{"value":"Chandra Gnanasambandam"},"description":{"value":""},"thumbnailImage":{"alt":"","src":null},"profile":{"targetItems":[{"standardImage":{"src":"/~/media/mckinsey/our people/chandra gnanasambandam/gnanasambandam_chandra_fc_mask_profile_1536x1152.jpg","alt":"Chandra Gnanasambandam"},"emailLinks":{"value":"Chandra_Gnanasambandam@mckinsey.com"},"linkedInUrl":{"value":"https://www.linkedin.com/in/chandra-gnanasambandam-733213"},"description":{"value":"Helps high-tech companies transform performance by setting business, product, and go-to-market strategies that create sustainable value"},"locations":{"targetItems":[{"name":"Bay Area","displayName":"Bay Area"}]},"firmTitle":{"value":"Senior Partner"},"thumbnailImage":{"alt":"Chandra Gnanasambandam","src":"/~/media/mckinsey/our people/chandra gnanasambandam/gnanasambandam_chandra_fc-mask_headshot_988x741.jpg"},"url":{"path":"/our-people/chandra-gnanasambandam"}}]}},{"template":{"id":"3FBABDB63A094F68B1F8E1BBE1BA124E","name":"Author"},"id":"0DE1F5DCFDEA49FB96C6CEF08C7A3658","name":"Ari Libarikian","authorTitle":{"value":"Ari Libarikian"},"description":{"value":""},"thumbnailImage":{"alt":"","src":null},"profile":{"targetItems":[{"standardImage":{"src":"/~/media/mckinsey/our people/ari libarikian/ari_libarikian_fc_mask_profile_1536x1152-v2.jpg","alt":"Ari Libarikian"},"emailLinks":{"value":"ari_libarikian@mckinsey.com"},"linkedInUrl":{"value":"https://www.linkedin.com/in/ari-libarikian-b8720b/"},"description":{"value":"Advises companies on building thriving businesses, helping organizations to grow, improve business processes, and strengthen digital capabilities"},"locations":{"targetItems":[{"name":"New York","displayName":"New York"}]},"firmTitle":{"value":"Senior Partner"},"thumbnailImage":{"alt":"Ari Libarikian","src":"/~/media/mckinsey/our people/ari libarikian/ari_libarikian_fc-mask_headshot_988x741-v2.jpg"},"url":{"path":"/our-people/ari-libarikian"}}]}},{"template":{"id":"3FBABDB63A094F68B1F8E1BBE1BA124E","name":"Author"},"id":"0E8EFD218F53410C962BD97205B4A17B","name":"Cem Turkeli","authorTitle":{"value":"Cem Turkeli"},"description":{"value":""},"thumbnailImage":{"alt":"","src":null},"profile":{"targetItems":[]}}]},"nonPartnerAuthors":{"targetItems":[]},"interactiveToUse":{"targetItem":null},"enableArticleComponents":{"boolValue":false},"relatedArticles":{"targetItems":[{"sourcePublication":{"targetItem":null},"publicationSource":null,"externalPublication":{"value":""},"title":{"value":"SaaS and the Rule of 40: Keys to the critical value creation metric"},"url":{"path":"/industries/technology-media-and-telecommunications/our-insights/saas-and-the-rule-of-40-keys-to-the-critical-value-creation-metric"},"eyebrow":{"targetItem":{"name":"Article"}},"articleType":{"targetItem":{"name":"Article"}},"contentType":{"targetItem":{"name":"Article"}},"description":{"value":"Investors reward SaaS companies that hit this operating performance marker, yet a surprisingly small number have been able to do so. 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