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Seventy six American Nobel Prize winners endorsed Barack Obama in a strongly worded letter rebuking the Bush Administration's contempt for science.
During the administration of George W. Bush, vital parts of our country's scientific enterprise have been damaged by stagnant and declining federal support. The government's scientific advisory process has been distorted by political considerations. As a result, our once dominant position in the scientific world has been shaken and our prosperity has been placed at risk. We have lost time critical for the development of new ways to provide energy, treat disease, reverse climate change, strengthen our security, and improve our economy.
American Nobel Prize winners endorse Obama
Seventy six American Nobel Prize winners endorsed Barack Obama in a strongly worded letter rebuking the Bush Administration's contempt for science.
U.S. Treasury Program Shuns Banks That Need Cash Most
The U.S. government's $160 billion handout to banks from Niagara Falls to Beverly Hills is going mostly to lenders that need it least, putting weaker rivals at risk of being shut down or taken over, analysts say.
``This has the unintended effect of making the strong stronger and the weak weaker,'' said Gray Medlin, founder of Carson Medlin Co., a Raleigh, North Carolina, investment bank focused on banking deals. ``Banks that are getting bad exams and are under intense pressure from regulators won't be successful in applying.''
Tough times: Congress grew 13 percent richer in 2007
Times are tough, but don't worry about most members of Congress making ends meet.
Their collective wealth grew by 13 percent last year, leaving them in better shape than most Americans to make it through an economic downturn, according to a new analysis of personal financial reports.
Overall, nearly two of every three senators are millionaires.
The "Dirty Little Secret" Of the US Bank Bailout
In an unusually frank article published in Saturday's New York Times, the newspaper's economic columnist, Joe Nocera, reveals what he calls "the dirty little secret of the banking industry"--namely, that "it has no intention of using the government bailout money to make new loans."
As Nocera explains, the plan announced October 13 by Treasury Secretary Henry Paulson to hand over $250 billion in taxpayer money to the biggest banks, in exchange for non-voting stock, was never really intended to get them to resume lending to businesses and consumers--the ostensible purpose of the bailout. Its essential aim was to engineer a rapid consolidation of the American banking system by subsidizing a wave of takeovers of smaller financial firms by the most powerful banks.
As Nocera notes: "Read that answer as many times as you want--you are not going to find a single word in there about making loans to help the American economy."
Massive UN vote in support of lifting US embargo on Cuba
The UN General Assembly on Wednesday voted overwhelmingly for the 17th year in a row in favor of lifting the 46-year-old US trade embargo on communist-ruled Cuba, as Havana hoped for better ties with a new US administration.
Some 185 of the assembly's 192 members approved a resolution, which reiterated a "call upon all states to refrain from promulgating and applying laws and measures (such as those in the US embargo) in conformity with their obligations under the Charter of the United Nations and international law."
Did Your Representative Cause the Financial Crisis?
In 2000, Congress passed a law barring states from regulating credit default swaps under their gambling and "bucket shop" laws. This set the stage for the market in "financial derivatives" that are a big part of what is causing the economic meltdown today.
F.D.A. Criticized for Assurances on Chemical in Plastic
A scientific panel has issued a blistering report against the Food and Drug Administration, saying the agency ignored important evidence in reassuring consumers about the safety of the controversial chemical bisphenol-A.
The panel, in a report issued this week, did not draw any conclusions about the safety of the chemical, known as BPA. But it criticized the F.D.A. for ignoring crucial studies and using what it said were flawed methods in reaching its conclusions.
Defence of free speech must be absolute: advocate
Borovoy has been particularly vocal in denouncing what he views as misuse of the country's human rights commissions.
He notes two Alberta cases that have attracted media attention -- that of Ezra Levant, who is appearing this month before the Alberta Human Rights and Citizenship Commission for publishing the Danish cartoons of the Prophet Muhammad, and that of Rev. Stephen Boissoin, who wrote to a Red Deer newspaper claiming that gays, among other things, are "just as immoral" as pedophiles, drug dealers and pimps.
Levant and Boissoin are accused of promoting hatred towards Muslims and gays, respectively.
Borovoy believes neither case belongs in front of a human rights commission. He speaks from a position of intimacy on the issue, since he helped establish the commissions in the 1960s to stop discrimination against minority groups in the employment and housing sectors.
Earth on course for eco 'crunch'
The document contends that our demands on natural resources overreach what the Earth can sustain by almost a third.
It says that more than three quarters of the world's population lives in countries where consumption levels are outstripping environmental renewal.
This makes them "ecological debtors", meaning that they are drawing - and often overdrawing - on the agricultural land, forests, seas and resources of other countries to sustain them.
TVNL Comment: Keep having kids!
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Crystal Renn Appears in a Chanel Ad From the Shoulders Up
Baptiste's torso made the cut, however.
Plus-size model Crystal Renn appears in an ad for the Chanel store reopening on Spring Street in September. (The image is not to be confused with the fall Chanel campaign, which does not include any plus-size models.) Renn, who walked in the last Chanel resort show, appears to have just had a romp in bed with Karl Lagerfeld's favorite young man, Baptiste Giabiconi, whose torso noticeably made the cut. But why, in a situation that begs for nakedness, was Renn's famous body cropped out? Jean Paul Gaultier included her entire figure in his fall campaign. [Design Scene]

subset: commoncrawl


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Claiborne Sets 2017 Stud Fees
International success at the highest levels and strong commercial results allow War Front's fee to rise to $250,000 from $200,000 in 2016.
International success at the highest levels and strong commercial results allow War Front's fee to rise to $250,000 from $200,000 in 2016.
Amerman Racing Stables' Infinite Wisdom, lightly raced when compared with others in the field, seeks his third win in a row and first in a stakes in the $150,000 Oceanport (gr. IIIT) July 31 at Monmouth Park.
Following is information on incoming stallions to Kentucky standing for $10,000 and up and on select leaders in other markets:
Liam's Map, who typically races on the lead, rallied to win Friday's $1 million Las Vegas Breeders' Cup Dirt Mile (gr. I) at Keeneland.
There will be several longshots that come in, some at huge prices. The toughest past of the Breeders' Cup is finding them among the morass of top-class horses who will be competing. read blog
The Breeders' Cup Mile (gr. IT) has a rich history of female winners, and this year three distaffers will attempt to add to that legacy against a strong male lineup.
The son of Unbridled's Song drew post 3 of 11 in the Dirt Mile (gr. I) and will look to use his swift turn of foot in the shorter race rather than throwing in with American Pharoah and Beholder in the Classic (gr. I).
After Lea's strong :47 2/5 half-mile work Oct. 26 at Keeneland, trainer Bill Mott said the horse will run in the Breeders' Cup Dirt Mile (gr. I).
On the tab as well was Sticksstatelydude, who went a half in :47 4/5 for trainer Greg Burchell and will be pre-entered in the Sentient Jet Breeders' Cup Juvenile (gr. I).
Claiborne Farm and Adele Dilschneider's Lea, a grade I winner and earner of $2,182,398, will be retired following the upcoming Breeders' Cup World Championships and be retired to Claiborne Farm for the 2016 breeding season.
Race Day, a multiple graded stakes winner in 2015 by leading sire Tapit, will stand at B. Wayne Hughes' Spendthrift Farm in 2016 and participate in the farm's Share The Upside program.
Sitting eighth at the three-sixteenths pole, Mondialiste unleashed a furious stretch run and found just enough to win the $1 million Ricoh Woodbine Mile (Can-IT) Sept. 13.
The Ricoh Woodbine Mile (Can-IT) won't include Wise Dan after the two-time winner's retirement, but runners who dwelt in his shadow will have a chance to shine Sept. 13 at Woodbine.
Honor Code caught early leader Liam's Map in the final strides to win the $1.25 million Whitney Stakes (gr. I) Aug. 8 at Saratoga Race Course.
J. Keeler Johnson handicaps the Whitney Stakes (gr. I) at Saratoga. read blog
Off a scintillating Metropolitan Handicap (gr. I) win on the Belmont Stakes (gr. I) undercard, Honor Code was installed as the 3-1 favorite for the Whitney Stakes (gr. I) Aug. 8 at Saratoga Race Course.
Grade I winner Lea worked four furlongs in :49 3/5 on the main track at Saratoga Race Course Aug. 2 in preparation for the Aug. 8, $1.25 million Whitney Stakes (gr. I) that will be televised on NBC.
Twice grade III-placed Uncle Sigh breezed four furlongs in :49.54 on the Oklahoma training track Tuesday, July 21, at Saratoga Race Course as the son of Indian Charlie prepares for his first start in more than a year.
John Oxley's Noble Bird claimed his first graded stakes in style June 13, outlasting favored Lea in the $500,000 Stephen Foster Handicap (gr. I) at Churchill Downs to punch his ticket to the Breeders' Cup Classic (gr. I).
Claire Novak and Tom LaMarra preview the Stephen Foster Handicap (gr. I) June 13 at Churchill Downs. Watch Video
Grade I winner Lea will return to the races and a U.S. campaign when the son of First Samurai starts in the $500,000 Stephen Foster Handicap (gr. I) Saturday, June 13 at Churchill Downs.
It's back to the main track for Gallant Stables' Majestic Harbor, who will bid to return to the winner's circle June 13 in the $500,000 Stephen Foster Handicap (gr. I) at Churchill Downs.
Millionaire Willcox Inn had his stallion career cut short when he had to be euthanized after being injured in a paddock accident May 24.
Surprise Charles Town Classic (gr. II) winner Moreno will return to Santa Anita Park May 30 for the $200,000 Californian Stakes (gr. II).
Winning Cause made amends for a runner-up finish in last year's Red Bank Stakes (gr. IIIT) at Monmouth Park when getting up late to edge Heart to Heart and win in this year's edition May 16.
|Breeder / Owner
|William I. Mott
|Nikki's Sandcastle
|David C. Kassen
|Ol Army
|Chuck Peery
|Set the Sail
|Charles LoPresti
|David M. Carroll
|Willcox Inn
|Michael Stidham
|Winning Cause
|Todd A. Pletcher
|You Know I Know
|John W. Sadler
|Lexus Raven Run S. (gr. II)
|Rood and Riddle Dowager S. (gr. IIIT)


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A family run business founded in 1977 Cumberland Construction
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An attack takes down retailer, social media and other sites
A second wave of attacks began midday Friday after much of the eastern United States was affected in the morning. Sites affected included Etsy, ...
An attack takes down retailer, social media and other sites
A second wave of attacks began midday Friday after much of the eastern United States was affected in the morning. Sites affected included Etsy, ...
Facebook ads pay off for retailers in Q3
The average return on Facebook ad spend rises 26% in Q3, according to social media advertising firm Nanigans.
Sign up for IRNewsLink and get daily reports delivery to your inbox. Sign Up Now
Sponsored by 2013 Social Media 300
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Decision Aimed at Improving Communications to Military Service Members Worldwide INDIANAPOLIS (March 27, 2009) – ExactTarget, a leading provider of on-demand email and one-to-one marketing solutions, announced today that the Navy Exchange Service Command (NEXCOM) has selected the company to power the email marketing campaigns for all Navy Exchange retail stores worldwide. NEXCOM, which operates more than 100 Navy Exchanges on Navy bases around...
Posted 04/08/2009
Jeff Kraatz, previously managing director of North Asia for Lucent and Octel Communications in the voice messaging industry, is Keynote's new vice president and managing director for the Asia Pacific region.
Posted 11/07/2005Kurt PetersPost a comment
Largest Performance-Based Advertising Network Expands Board and Adds Two to Senior Staff SAN JOSE, Calif. – MAY 9, 2005 – BlueLithium, Inc., the Internet's largest performance- based advertising network, today announced that it has made two new strategic senior staff member hires and recruited its fifth board member. Tim Mahlman has become BlueLithium's chief revenue officer, Kit Simon has joined the company as vice president of MidWest sales,...
Posted 05/09/2005
ITXC Integrates Patented Push to TalkSM Service with Expression Engines Email Marketing Platform NEW YORK, NY AND PRINCETON, NJ- March 12, 2001 - Clients of Expression Engines can now add the convenience, immediacy and power of live voice communications to their direct email marketing campaigns thanks to ITXC Corp (NASDAQ:ITXC), the leading provider of worldwide Internet voice services. The two companies today announced that they are integrating...
Posted 03/12/2001


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More Bang, Less Muck
Patient: Black Hawk Down
Profile: Movie about disastrous American military operation in Somalia that's terrific when it's about the military operation and disastrous when it's about being the kind of movie every other movie is. Think Platoon meets The Out-of-Towners meets A Bridge Too Farmeets The Warriors meets Rambo meets Wots Somalia U?Symptoms: A terrific two-hour movie that is almost two and a half hours long. Ridley Scott has produced the most amazing, sustained and character-revealing battle scenes I've seen since I doubled with Frank and Ava. Problem is that the battle scenes don't get under way for 45 minutes. In that time, we are subjected to pedestrian storytelling techniques (the call home to the wife who picks up just as the GI is hanging up, the idealist soldier) and the kind of subtle foreshadowing (soldiers told not to bring water because they won't be gone that long—et tu, Gilligan?) that usually accompanies Congolese lava flows and the Academy Awards. Then there's the rationalization for us even being there: "Three hundred thousand dead, Mr. Atto. That's not war. That's genocide!" (Note to General Self-Righteous' speechwriter: total dead in U.S. Civil War—364,511.) Diagnosis: Less talk, more rock(et launchers).
Prescription: I think it was Hemingway who said, "If you talk, you ruin it," or maybe it was Frank to Ava. The point is there are some stories, operations if you will, whose action is compelling enough to carry the movie. Consider All the President's Men. We never hear the characters talk about their lives; it's all about the work because the work is fascinating and important, and we follow them captivated even though we know how the thing turns out. Instead of a 45-minute lead-in to the battle, how about beginning with an informational scroll—quickly explaining where we are and why—and then fading into soldiers readying themselves for the mission. Instead of trying to explicate characters, show us the mood. Your movie's characters are not American soldiers; they are The American Soldier. Once the fighting starts, you make this clear, pointing out that a solider doesn't fight for geopolitics but the brother next to him, even if the brother is dead—especially if the brother is dead. That tells us a lot more than some piano-tinkle talk about girls left behind. What you end up with is a compelling two hours. Don't worry about giving us things to like about these guys; just let us see them in action. Their actions are what matter. We're going to root for them no matter what. Not just because they're American, but because it's a war story told from their perspective. Or am I the only one who rooted for the Nazis in Das Boot?
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London, June 17 : Victoria Beckham has undergone an operation to reduce her double D boobs, according to sources.
Fed up of her 'busty' look, Posh Spice, felt her mega chest didn''t fit in with her new role as an upmarket fashion designer and mum of three.
This is her third boob job, where a set of implants has been removed to make her a smaller 34B.
She is now recovering in France with hubby David, 34, and their sons Brooklyn, ten, Romeo, six, and four-year-old Cruz.
"Victoria has wanted her implants taken out for a while. She felt that was part of her old WAG image - the big hair, big boobs, fake tan - and that she has moved on since those days," the Sun quoted a source as saying.
"She had the op three weeks ago and is very pleased with the results. After the op she came to London for business then went to France to heal properly in private," the source added.
Victoria had her first boob job in 1999, when a London clinic increased her bust from its natural size of 34A to 34D and two years later she increased it to a 34DD. (ANI)
Check out More news from Telecom Sector :: Pharmaceutical Sector :: Auto Sector :: Infrastructure :: Real Estate
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US News
- Scientists say death of a partner may cause an actual 'heartbreak'
- Trump Criticizes Ford's Move of Building a New Assembly Plant in Mexico
- Reportedly Pfizer and Allergan Plan to End Merger Deal with New Stricter Tax Rules
- Dollar Close to Its Seventeen Month Low Against the Yen
- Iceland's Prime Minister Resigns after Panama Paper Leak


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"Whatever happens, we have got/ The Maxim gun, and they have not."
The Great Debate
How this pre-World War One weapon changed the world
Participants: Jason Fields, Matthew Gault, Ian McCollum
Which past is prologue for Putin's Russia?
As Russia moved into Crimea in March, annexed it and then began to create, promote and support separatist movements in eastern Ukraine, commentators and citizens alike worried about a "new Cold War." Others compared Russian President Vladimir Putin's land grab to Nazi Germany's 1938 annexation of Czechoslovakia's Sudetenland.
from Anatole Kaletsky:
World War One: First war was impossible, then inevitable
Why does the assassination of Archduke Franz Ferdinand -- the event that lit the fuse of World War One 100 years ago Saturday -- still resonate so powerfully? Virtually nobody believes World War Three will be triggered by recent the military conflicts in Ukraine, Iraq or the China seas, yet many factors today mirror those that led to the catastrophe in Sarajevo on June 28, 1914.


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The post What Will SaaS Valuations Look Like Next Year? appeared first on OPEXEngine.]]>
Forward multiples have rebounded for companies maintaining strong revenue growth at respectable margins. Back in February, public SaaS companies had fallen 57% from their highs. The enterprise value to forward revenue more than halved from 7.7x to 3.3x. The Bessemer Venture Partners cloud index, which tracks more than 40 publicly traded cloud software companies, plunged 35 percent in the first six weeks of 2016.
This valuation correction triggered a flurry of consolidation in software, with nearly $70B+ worth of exits year to date in 2016. Over the last six months, however, forward multiples have reverted to the mean, according to analysis published by Tomasz Tunguz, a venture capitalist at Redpoint in his blog. In addition, Tunguz shows that valuations for companies maintaining good revenue growth with a respectable profit structure, have rebounded. For SaaS companies in the top quartile, enterprise value to forward revenue reached a multiple of 7.6 in August.
PE's Infatuation with SaaS
PE firms have jumped into the SaaS space with unbridled enthusiasm in the first half of 2016 as an undervalued sector showing stronger growth than pretty much any other sector with a market forecast of 20% for the near to mid-term. The huge PE buy-outs like Marketo, Cvent, and Ping Identity by Vista Equity Partners and Qlik Technologies by Thoma Bravo for $3B get a lot of attention, but mask the fact that PE firms have been multiplying (something like 6,500 now worldwide) and moving downstream to buy hundreds of mid-market, mid-sized firms.
Two dynamics that we think SaaS companies should be watching as they start 2017 planning are:
A Quickie or a Relationship of Mutual Respect and Growth?
It is safe to say that PE firms aren't investing $70B in SaaS companies to supply more ping pong tables and daily catered lunches. At the same time, given the SaaS business model by investing in new customer acquisition and building long-term valuable customer relationships (and thereby achieving two to three digit growth rates), PE's traditional slash and burn approach won't improve enterprise value in a competition to hold customer loyalty year over year.
The key for everyone building and growing SaaS companies going forward will be to see how increasing numbers of PE-run companies affect the balance in operational metrics for costs & expenses versus growth in 2017. Benchmarking these ratios and how they are changing is what OPEXEngine does.
One thing is for sure – companies offering daily catered lunches to all employees will have to document increasing employee productivity to justify the expense.
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The post Why Benchmark Your SaaS Sales Compensation? appeared first on OPEXEngine.]]>
About 3/4ths of Sales expense is spent on compensation. Companies have always spent huge amounts of time and resource fine tuning their sales structure and organization but in the SaaS world, it is even more complex. SaaS companies have to compensate for recurring revenues, renewals, find the right mix of incentives, targets and sales support for their market, as well as to achieve maximum performance. Constantly fine-tuning all these moving parts can lead companies to miss the forest for the trees and lose sight of how it all adds up.
At the end of the day, what matters is whether your Sales organization and compensation structures are as efficient and high performing as possible.
Can you answer the question of whether you are paying more or less than you should or could for the revenue growth, productivity and customer acquisition that you are getting? How do you compare yourself to peers, especially as every tech company views itself as unique and different from the rest? What kind of performance could you expect, for your size company, selling to the same kinds of markets, with roughly the same capital funding?
Benchmarks give you the discipline to focus on the aggregate result of all your complex sales compensation and organizational structures. Benchmarking helps you define the best return on your investments in sales.
Let's look at some specific benchmarks for SaaS Sales expense, compensation and productivity. In the chart above, while overall Sales compensation is roughly 75% of total sales expense, we see that newer, smaller companies are spending less on compensation as a percent of their total sales budget. Many of these companies are investing in systems and tools to make their sales personnel more productive, reducing the overall amount spent on compensation.
In addition, we also see that different business models tend to have different compensation and expense benchmarks. Businesses selling a lower priced product with a low average contract value have lower average expenses and total compensation for their sales personnel than companies selling a larger product. Low average contract values tend to have short sales cycles and a more transactional sales process, as compared to the investment in the sales personnel required from a higher valued product sold into large enterprises with a longer sales cycle. In the chart below, you can see also the productivity of these different models compared to each other. This data came from benchmarks for FY 2014 and we are seeing added efficiencies reflected in the sales compensation benchmarks for 2016.
Notice also that the average sales compensation for selling very small subscriptions and for selling the next tier of mid-sized subscriptions is roughly the same, but the revenue growth rates for those companies was 60% of the growth rate of the companies selling the smallest products.
More importantly from a cost and productivity stand-point was the fact that the reps selling the smallest subscriptions had almost 3 times the average bookings attainment. Some of that is explained by the fact that those companies are the most likely to highly automate their lead generation and sales funnel conversion process, but also notice that the fully loaded sales expense per person is higher. Too often, when we feel that sales is not performing as well as we'd like, we tend to focus on the reps themselves instead of on the structures around them and tools provided by the company to make them productive.
This is just one example of how companies can dig into efficiency and productivity by focusing on key benchmarks. Benchmarking compares the aggregate results of sales structures, incentives and compensation overall in SaaS sales, where it is often easy to get lost in the complexity of all the details.
By identifying where you are inefficient, you can help improve productivity. By identifying where you are more efficient or performing better than your peer benchmark, you can decide if you want to invest more. And by regularly benchmarking, you can continue to update your structures and management to the current best practices before you are left behind.
Perhaps just as valuable, it is a lot easier to discuss inefficiencies in Sales when you have good 3rd party benchmarks to provide a context for the discussion.
In the tech industry, we all love to talk about individual companies, the high flyers, the unicorns and the highly visible companies. For private companies, the comparisons tend to fall flat as those are all public companies. And for public companies, it still doesn't make sense to compare yourself to another company with a different business structure.
The best way to get a meaningful, apples-to-apples, comparison is to compare yourself to your peers with similar business models. We are currently conducting the 2016 SaaS benchmarking for B-2-B vendors with revenues between $1M and $400M. We are a member-based benchmarking community with a data platform which anonymizes individual company data and aggregates it by over 50 peer groups. In addition, the community meets biannually in Boston and San Francisco to discuss metrics and benchmark trends. Please contact us now at firstname.lastname@example.com if you would like to become a member. Or get a quick demo and overview of the benchmarking here.
Companies need to participate by July 15 in order to receive the 2016 benchmarking data and analysis.
The post Why Benchmark Your SaaS Sales Compensation? appeared first on OPEXEngine.]]>
The post Are G&A Expenses Increasing for SaaS? appeared first on OPEXEngine.]]>
Every CFO conference that I've been to in the past 5 years stressed the emergence of the CFO as a strategic leader of the company. Study after study affirms that today's CEOs expect CFOs, especially in the tech sector, play a strategic role driving company growth rather than just accounting for past performance and policing company spending.
For SaaS companies, it is required that the CFO be a strategic leader, deliver one source of truth for all the myriad levers driving the SaaS model and accurately predict the company's financial performance, customer acquisition and retention. In addition, they must precisely forecast cash flows, provide unit economics analysis, and do scenario planning with different variables. At the same time, CFOs are expected to diagnose issues and operational weaknesses across the company while delivering the data analysis to change problem areas. Today's CFOs typically need to either control or have access to all the company's business systems and produce one source of one truth on the company's current and future path – translated, that means a lot of work to get at one source of truth.
But Does It Cost More to Deliver More?
In all of these discussions, I've never heard mention that this might cost more and require more headcount in typical G&A cost centers like Finance or FP&A. In general, most CFOs are loath to spend when they are holding down expenses for the rest of the company. But has spending changed as the requirements have changed?
We looked at G&A spending over the past 15 years for both software companies in general and for pure SaaS companies over the past 5-6 years to see if there is any increase in G&A expense ratios and if there is any association with revenue growth rates.
Separating traditional software companies into 3 revenue size buckets shows that G&A expense as a % of revenue goes down as revenues go up, which most everyone would expect. For the two groups of companies in the $100M to $$1B and the over $1B range, G&A spending as a ratio of revenue hasn't changed much since 2005.
The group of traditional software companies under $100M, though, have seen G&A ratios go up dramatically as of 2015. The data for these companies which have remained under $100M in revenues for the past 15 years reflects an unusual situation of stalled growth and should be considered outliers for traditional software companies as a whole.
We compared the traditional software companies to 47 public pure SaaS companies. In general, SaaS G&A expense ratios for 2010 and 2015 is higher than traditional software. Mid-sized SaaS companies median G&A spend was 18.1% in FY 2015 as compared to 11.4% for traditional software companies in this revenue range.
There is only one SaaS company in the over $1B group – SalesForce – with almost double the G&A spending of traditional software companies like Microsoft and Oracle.
Next, we took a group of recent SaaS IPOs and looked at their individual G&A spend in 2015.
Average G&A spend for this group was 21.4% with HortonWorks leading the pack at 38.3%.
Member-based Annual Software and SaaS Benchmarking – 2016
We are currently benchmarking member companies for 2016 as we have for the past 10 years. G&A expense for private and public software and SaaS companies, G&A headcount and cost center expenses are included.
Contact us if you'd like to see more.
Free Expense Allocations Survey
We are also currently running a survey through May 20 to understand and share information with our benchmarking community about how companies are allocating expenses, particularly in G&A. We developed the survey together with the Finance group at Castlight Health. If you'd like to see the results and are in a software or SaaS company, take the survey and we'll send you the results.
The post Are G&A Expenses Increasing for SaaS? appeared first on OPEXEngine.]]>
The post Participate in the 2016 Software and SaaS Benchmarking! appeared first on OPEXEngine.]]>
Join your peers now, spend a few hours benchmarking your company, take advantage of OPEXEngine's extensive database of financial and operating results for software and SaaS companies. Get invaluable returns for the whole year. OPEXEngine's 10th annual benchmarking of software and SaaS companies with revenues between $1M and $400M launched April 15. We also launched the BenchmarkEngine™ v.3 with new functionality and reporting. Get a demo now and find out how you can better instrument your company's performance.
Comprehensive Financial and Operational Benchmarks
Participating in a benchmarking community of peers helps companies plan better, manage to targets better and iterate on their growth model better. Join the Metrics and Benchmarking Community today.
Contact us at: email@example.com or call 617-674-4218
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The post Getting the Most Out of Benchmarking Your Sales and Marketing Operations appeared first on OPEXEngine.]]>
It is enough to make your head spin, especially as you often have a vague sense that somehow, the comparisons aren't quite right. Your company doesn't look like Box, isn't as big or mature as SalesForce, and has a completely different sales model than the latest hot company proclaimed to have the best model for success. The key is that in order for benchmarks to be useful and provide important comparisons to plan for changes at different stages of growth, they must reflect your company's size and business model.
In the same way that you know houses in an expensive suburb are going to be higher than in a low cost part of town, when you go to actually buy a house, you need to know specifically how much comparable houses sold for recently in order to set your budget and fine tune your purchase negotiation. Your negotiation will be more effective, your budgeting will be more careful and your planning (how much money you should spend on your renovations and upgrades) will be more accurate. You always perform better with more information. Same thing with operating benchmarks.
Sales Cycle Benchmark Vary by Average Contract Size
Most everyone knows that sales cycles for low priced products are shorter than sales cycles for high priced products. Customers make purchase decisions faster for small ticket items than for large purchases.
Companies selling a low priced subscription, usually have a low touch, highly automated sales and marketing model, with a cost structure reflecting an in-bound marketing model. Companies selling a high priced subscription, typically to large enterprises – not many SMBs will buy $100k+ subscriptions – usually have a high touch sales and marketing model with different costs than you'd have if you were selling to SMBs.
However, it makes a difference to your revenues and expenses if you can sell a large ticket item in 12 months or in 9 months. If the same sales team took 9 months on average to sell products, they could sell 25% more than doing it in 12 months, all other things being equal.
Sales Cycle Benchmarks
Let's look at these this example of a benchmark for 2 groups of private, SaaS companies, with average recognized revenue of approximately $28M. At OPEXEngine, we define Sales Cycle duration as the number of days from the time that a Marketing Qualified Lead (MQL) is registered to the time of deal close.
So, the companies inputting their data into our member-based benchmarking platform follow a consistent definition. Companies frequently use other sales cycle metrics internally. When you are benchmarking, you need to use the benchmark definition in order to a meaningful comparison.
Source: OPEXEngine BenchmarkEngine™
How long, on average, does your sales team take to close a deal? First thing you should look at whether you have good data to calculate your average sales cycle duration. Then, looking at the chart above, you see that comparable companies are currently selling large subscription contracts in 6 months. Next step is to dig into what you can do to improve sales cycles.
The benchmark is a spur to action. A shorter sales cycle will increase revenues as you can close more deals in the same period of time without any additional expense.
In the same way that high performance athletes are constantly benchmarking their performance, both in terms of final result, as well as by breaking down the component parts that go into achieving the final result, high performance companies use benchmarking to accelerate their performance.
At OPEXEngine, we track Sales ops benchmarks with clear definitions like:
For more information about benchmarking, contact us for a free demo of our benchmarking platform at email@example.com or www.opexengine.com
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The post The Shifting Role of Sales Ops appeared first on OPEXEngine.]]>
Who does sales ops report to within your organization?
According to Lauren Kelley, your company's sales ops may be sitting in the wrong department. Kelley is the CEO and Founder of OPEXEngine, a member-based SaaS benchmarking company. She was previously the SVP of sales and operations at ATG, later acquired by Oracle, and also spent two years at a Boston-area venture fund evaluating potential investments. She often had trouble accessing the metrics she needed in her past positions. Because of this void in the market, Kelley founded OPEXEngine to help data-driven, high performing software and SaaS companies benchmark their own growth.
Kelley explained that as data became more central to the success of software companies, so did the role of sales ops. In this exclusive conversation with InsightSquared, Kelley shared her insights into the growing role of sales ops today, and how you can organize and operate your own SaaS team most effectively.
Lauren: OPEXEngine is member-based benchmarking community for software and SaaS companies. We develop benchmarks by SaaS revenues and by business model. More and more, we're seeing sales ops organizations using this benchmarking data to identify areas of underperformance, and also areas of over-performance. If you see that your company is under-performing in a certain area, whether it's sales cycle or bookings per rep or quota attainment, it helps focus on an area where you can dig into the data that you have at hand in sales ops, and try to identify where the problem is coming from and improve it.
And conversely, if you see that your company is more efficient at turning marketing-qualified leads into bookings than the best in breed companies that are similar to you, it might be an area you could highlight to management, saying "This is an area where we're really good and we should be investing more because we're getting good efficiency from the dollars that we're investing here."
Benchmarks are an incredibly important tool for sales ops – not only for looking at your own data, but also for comparing to outside data to see what other companies are doing, and get a sense of where you can find both deficiencies and greater performance.
Benchmarks also help you plan for how you are going to have to evolve as you grow by looking at benchmarks for larger companies or different business models.
I spent about 25 years building up some fairly large businesses. I've run sales organizations and I've had sales ops reporting to me directly. I built OPEXEngine because I believe strongly in the data-driven enterprise and because data helps you make better decisions.
It's impossible not to be passionate about using good data to improve your sales performance. With better insights into the data, you can shorten sales cycles, help improve overall sales productivity, and forecast revenue more accurately. Sales ops should be the hub for making this happen and driving consistency. When the sales process becomes more consistent, management has more confidence in results and that has myriad benefits for the company. The good news is that with the right tools, personnel and management focus, it isn't that hard to do.
In the pre-Cloud days, sales ops was mostly used to administer compensation plans. Companies didn't have very good raw data or analytical tools to understand their own processes like funnel management or forecasting. If you asked most VP Sales how long their sales cycle was, you'd generally get an informed guess "about 6 months." Or if you wanted to know how long it took to ramp the average new sales person, the VP of Sales probably had a seat of the pants answer like "oh, it takes about 8 months to ramp a new rep."
Over the past 10-15 years, companies have gotten better and better about tracking their own data by using and maintaining CRM systems. Today, sales ops has more data to work with and management knows better how to use that data. Sales ops can deliver analysis on where there are problems in converting leads to customers, analyze weaknesses in the sales force, test incentive programs, and forecast bookings and revenues with great accuracy.
Companies are even starting to use the data for predictive sales. Not just predicting your forecast, but defining the characteristics of the customers most likely to close quickly, the customers most likely to renew and most likely to expand.
When sales ops is helping sales deliver more revenue faster and more efficiently, it is no longer just an overhead expense to manage sales compensation.
Traditionally, sales ops has always sat in sales. This came at a time when organizations were typically run by silo'ed management — sales ran sales, and marketing ran marketing, and so on. That made sense, especially when sales ops was managing sales compensation plans and owned the forecast, because sales had the data.
Nowadays, these systems are all integrated. The SaaS model has many more moving pieces than a traditional product sales model. Those moving pieces need to be coordinated and you need to have one source of truth in terms of what the numbers are, so that the pipeline, the forecast, the billing, the invoicing, and the cash of the company are all coming from one source of data.
Then it becomes a question of where should sales ops sit? Who owns the systems and who's best to administer them and pull the data out? There's so much more data to deal with and there's so much more cleaning of the data and analyzing of the data than before. When you consider it from that perspective, most sales organizations would rather focus on their key competency, which is sales and sales management, and let someone else manage the data analysis.
Finance typically has the experience to manage analytical people and has access to all the raw data. So you're seeing more and more companies transfer or start up this sales ops function within the finance organization. But that's not to say that it should be silo'ed within finance — obviously it's very tightly integrated with the sales organization. Finance should manage sales ops to serve the sales organization with better information and better analysis in order to grow the company. The sales organization can then spend their time acting on the data, rather than trying to put it together. And while finance is putting the data and analysis together, sales can focus on selling.
I think it expands the role. However, it can give rise to concern on the part of sales that this role is being taken away. Sales, in a sense, is losing control over sales compensation, which is obviously a big deal in the sales world. People perceive finance as wanting to cut costs, and that can give rise to worries that they're not going to understand the need to compensate salespeople for the work they're doing. Finance needs to approach the management of sales ops as a way to help sales achieve more revenue, rather than as a way to cut costs in sales.
Obviously, it all depends on how the transition is managed. The CFO and VP Sales need to work together collaboratively and focus on the growth of the company. Sales ops management should do everything possible to support sales management's use of the data.
Start-ups and early stage companies are all about figuring out the target customer and a repeatable sales process. Sales ops at this stage needs to support these goals. You don't want to boil the ocean when you have small revenues to figure out that starfish can have up to 23 legs. At a later stage, when a company has achieved some momentum and run rate, there's more data and more opportunity to fine tune the sales process. Plus, with more data, sales ops will spend a lot of time just cleaning the databases and making sure that the company has good processes for keeping the data clean.
Sales management hasn't always prioritized cleaning data when they are under daily pressure to make sales. Whereas finance is used to making sure that data is clean or the books wouldn't get closed. So as companies get bigger and bigger with more and more at stake, that's just another reason why it makes sense for sales ops to sit inside Finance.
In terms of different industries, I can't really speak for industries outside of the tech industry. The tech industry is very much influenced by the expansion of the SaaS business model. And again, SaaS is a numbers-driven business with many levers across the business impacting results. Because of that, the SaaS model requires a more collaborative management style among the various departments.
I think any company with a sales organization of more than 10 sales professionals should have sales ops, but in the early days, you can leverage other resources. Can someone in finance do it as a part time role? Depending on how fast the company is growing and how clean your funnel and the funnel data are, it is hard to imagine not having a dedicated function soon after hitting 10 sales people.
First and foremost, spend as much time as you can getting to know your colleagues and your peers in sales, in finance and in marketing, because you're sitting at the confluence of those three organizations. Depending on the model of your company, you may also spend time with customer success, customer support, and professional services. Talk to those colleagues and don't just email them.
This helps makes sure that you are not just focused on the numbers, but really understand what the other departments need to do their jobs better. As a sales ops professional, it's your job to help them. As you spend time with the managers of those departments to understand how you can help them use the data better, find out a few things:
Ultimately, sales ops should drive consistency in the sales process and among sales reps. A new sales ops professional should focus on driving consistency and if they do that, they will be successful.
Having a very clearly laid out role and deliverables is important for any job function. It is also basic good management to regularly review expectations for a role and evolve. A good sales ops person should prioritize efficiency. You should look at the process and the workflow today, and figure out ways to make that process more efficient tomorrow. Any time spent creating efficiencies is absolutely worth it.
The biggest difference is whether you're building the role from the ground up, coming in as the first person to build the sales ops function in a company vs. taking over an existing sales ops role. If you're joining an existing team, take time to understand how things are being done today and then try and figure out how you can make it easier, more automated, and cleaner. Make sure you're not burning out your audience with too much reporting that will quickly become meaningless. The whole point is always to think about how you can drive change and help improve the company's position and performance.
You have to start with the end goal in mind. The goal is to help the company grow and sales ops is in a terrific position to do that. Sales ops can help senior management have greater confidence in the sales process by helping the sales organization evolve towards more consistency in activities and results. Sales ops can help sales management decrease sale cycles, improve their lead conversion rates, reduce the cost of customer acquisition, and make the sales organization more tightly incentivized to the goals of the company. You can drive a lot of that by studying benchmarks of successful peer organizations, and bringing that credible justification to the C-suite. They will be very happy because that's exactly what they're looking for. The goal of leadership is to grow revenue, build the asset of the company, and be more efficient while doing it — and sales ops, again, is in a great position to support those goals.
I think sales ops will become more iterative, delivering an analysis feedback loop to sales to help sales iterate on the sales process and constantly improve. Just like development has moved to agile development, sales will become more agile about fine tuning its assumptions and processes based on data provided by sales ops. In addition, sales ops will continue to develop greater capabilities to do predictive analysis for sales and marketing. By applying basic statistical modelling to the raw data, sales ops can predict conversion rates, sales cycles, quota attainment, and forecasts with more accuracy than ever before. As I said before, SaaS is a numbers driven business and the companies using the data to their advantage will be the most successful.
If you'd like to learn more about Lauren Kelley and OPEXEngine, visit https://www.opexengine.com/.
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The post Increase Revenue with Simple Math appeared first on OPEXEngine.]]>
There's a fair amount written on SaaS sales cycle lengths and the factors impacting them, for example, here and here. We definitely see from our benchmarking that smaller ACVs have shorter sales cycles than large ACVs. In addition, the maturity of the market impacts sales cycles, ie., selling to early adopters (who may not have clear budgetary or purchasing authority) takes longer than selling into a more mature market. Too often, though, we've heard from companies that there is nothing they can do to shorten sales cycles because whatever their sales cycle is, it is normal for their product, market, price level, etc. which can be a self-fulfilling prophecy.
Sales Cycle Benchmark for Fast Growth SaaS Companies
Since we deal with hundreds of small and mid-sized companies, we took another tack of looking at the sales cycle benchmark by results, ie., if you sort private companies by annual revenue growth rates, we see some pretty clear trends. Bottom line, the fastest growth companies (we took the top 25% of all the private SaaS companies in our 2015 annual benchmarking in terms of annual revenue growth rate – about 20 companies with a median revenue growth rate of about 100% on close to an average of $20M recognized revenue) had on average 44% shorter sales cycles as a group than companies with slower revenue growth. Median average contract size was about $15k ARR. Sales cycle is defined as the number of days from the time a Marketing Qualified Lead (MQL) is created.
It seems pretty intuitive that fast growth companies are achieving a faster turn around than slow growth companies. Combine the fact that the fastest growth companies have not only the shortest sales cycles, but also the highest investment in sales and marketing and you get the highest growth rates.
Benchmarking the numbers helps focus both the operations analysis on the factors affecting sales cycles, and the financial planning projections of revenues and cash if sales cycles were shortened, which then supports greater confidence to invest in the sales and marketing needed to shorten sales cycles and grow revenue.
2016 Software and SaaS Benchmarking
Want to learn more about how to compare your company's performance and operations in order to drive growth and efficiency? Contact us to learn about the 2016 software and SaaS benchmarking.
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The post Is the SaaS market a voting machine or weighing machine? appeared first on OPEXEngine.]]>
Let's first unpack the machines. Graham's voting machine illustrates the markets as popularity contests. The market participants are using the share prices to vote which companies they like the best. Just as important, the market is not seriously using the assets, income, dividends, or any other financial metrics to value a company's stock. Graham is making the point that the markets are not rational, but subject to the messy emotional ebbs and flows of its human participants. (Economist John Maynard Keynes was making similar comments at the time, about the markets being "beauty contests.")
Warren Buffett, Graham's most famous pupil, would expand his teacher's metaphor and add that over longer terms, the market becomes a weighing machine. This is where Buffett breaks from Graham, who seems to have believed that the market was always a fickle popularity contest. Buffet believes that over time, the market begins to weigh a company's revenue, earning power, strategic position, and other key attributes when determining value. Buffett explains to his shareholders how he exploits this potential inefficiency when buying stock; a company loosing the short term popularity contest but accumulating lots of "weight" is a good potential target for purchase. Buy a "weighty" company when the market is a voting machine and watch the stock price rise as the company's tangible business values count more and more in the marketplace.
I started thinking about this whole voting weighing machine thing while reading a recent article in Venture Beat about Box a year after their IPO. Sure, Box has lost $1.7 billion of market cap since its peak, which was also their opening day. But Mike Trigg does a good job digging into Box's numbers, and he finds a lot to like. Mr. Trigg finds a company with a $1.2 billion market cap (still a unicorn) that is backed by good, solid financials. "Box has successfully transitioned from an arguably over-valued unicorn to a publicly-traded company that has grown into its own fact-based valuation." Bingo. Voting to weighing.
Now I see this shift from voting to weighing all over the place. This weighing machine SaaS market coming into effect is skeptical of Jack Dorsey's ability to get Square settled into a nice profitable business model. This new market is also loving Atlassian, because they have a powerful and organically growing business with good profits and loyal customers. The public market is unsure how much weight Square can gain, but they can clearly see that Atlassian came to the public market already bulked-up and growing strong.
Private unicorns generated so much hype that they became ultra-popular and their valuations spiked high in the voting contest. But the public market has already started to turn into a weighing machine, and those companies hoping to attract public capital had better focus on tangible weight, like efficiently growing revenue and strong profits or a clear and obvious trajectory to those profits.
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The post 2016 – How SaaS Vendors Will Adjust to the Investment Climate appeared first on OPEXEngine.]]>
With Twitter, Box and a host of other unicorns wobbling, and overall stock market volatility – possibly towards a bear market (20+ drop from the peak) – business-to-business SaaS vendors, for the most part, appear to be doing what they ought to: growing revenue and subscribers as fast as possible. And that is paying off in terms of stock prices continuing to rise. Look at few successful SaaS companies compared to the NASDAQ 100:
While any SaaS model is first and foremost about signing up users and subscribers, the comparison between Twitter's model, which requires a vast number of users for Twitter to monetize its business, the value of a B-t-B product is delivered to the first customer and builds with every additional customer. So, given that a large part of the stock market volatility is driven by externalities like the Chinese economy, a contentious US presidential election year, and dramatic changes in the oil and gas world, the fact that we are living in interesting times doesn't mean SaaS vendors need to run for the hills. For the most part, if the change is mostly around the availability of investment dollars, operating metrics may look more like 2009 than anything new.
2016 will probably bring tighter cash management and an incremental shift towards better profit metrics (or at least a clear path to better metrics), plus a deeper scrutiny and fine tuning of key SaaS measurements like CAC, CLV/LTV and churn/renewal rates so that spending over revenues is less a leap of faith and more closely correlated with expected future results.
As we saw in 2009 and 2010, we expect that the companies will tighten up cash management as they did following the '08 crash and ease up on the spending over revenues that has been creeping up since then.
Source: 2016 OPEXEngine Benchmarking Data. All Rights Reserved
We expect that operating profits or lack thereof will also be of slightly higher focus than the last few years where valuations were almost totally driven by revenue growth. Average revenue growth for private SaaS companies continually increased (with a slight dip in 2012) over the past 6 -7 years for the sector overall, and we saw the highest median revenue growth among the top quartile of private growth companies – 150% median revenue growth on an average of $20M in FY 2014. Once final 2015 numbers are in, it will be interesting to see if the trend direction continued up or flattened by the end of the year.
Source: 2016 OPEXEngine Benchmarking Data. All Rights Reserved
The global SaaS market is projected to grow from $49B in 2015 to $67B in 2018, attaining a CAGR of 8.14% over the next several years. SalesForce.com alone is over $6B. One specific segment, the cloud analytics market, is expected to grow from $7.5B in 2015 to $23.1B in 2020, with a CAGR of 25.1%. Even if investment tightens up, it doesn't look like the market opportunity is going away.
Bottom line, the past few years since the market turned around after 2008 have been hot markets for SaaS vendors to access growth capital and achieve (buy?) hyper growth rates of 100-150%. There's been a direct correlation between revenue growth and valuations, and that will probably continue, but we expect to also see a greater focus on operating income and cash management, depending on how the year unfolds. Of course, the best companies are always tightly managed and metrics-driven. We expect that companies will be paying increased attention to changes in the trends in the following areas:
We are a benchmarking community with 10 years' experience working with some of the most successful software and SaaS companies. Our members trust our benchmarks of CAC, renewal rates, Sales productivity and dozens of other metrics, plus detailed financial benchmarks, for making informed management decisions every day. Contact us if you would like to join us and make better informed decisions, too.
The post 2016 – How SaaS Vendors Will Adjust to the Investment Climate appeared first on OPEXEngine.]]>
The post SaaS Experience from the M&A Trenches appeared first on OPEXEngine.]]>
Key Takeaways:
Know your numbers, how they are defined, and where they came from, so you can clarify any discrepancies that the buyer finds. Address issues proactively, so the price isn't affected and time to sell isn't affected. Each issue that the buyer discovers in the due diligence process can reduce the selling price. Multiple issues can indicate systemic problems which leads the buyer to offer a dramatically lower price, or even canceling the acquisition.
Here's a couple of specific examples where knowing your key metrics and how they are computed, as well as being able to compare to industry benchmarks, puts you in a position of strength.
Renewal Rates
Example: During the initial presentation of the seller, the seller shows a 95% renewal rate. The buyer is excited and sends a letter of intent. Then, the buyer begins doing due diligence and analyzes the billings files. The buyer finds a 90% renewal rate, based on billings, which means that churn is double or 100% higher than represented.
Potential outcome: Findings lead buyer to drop initial purchase price by 20%.
Buyers will typically look at billings and calculate churn based on billings. If your company's renewal data isn't reconciled to billings and financials, then the buyer's due diligence may not produce the same result. Be sure to document any file adjustments.
Tip: Stratifying renewal rate analysis by channel, product or average contract size or size of customer may give the buyer a way to see how focusing on "better" customers, renewal rates would improve. Comparing your company's actual renewals to peer benchmarks for churn can help you position your company in the most advantageous light, and downplay customer segments that have higher churn.
Example: The seller says that company's leadership is committed for the long term.
Due Diligence: The buyer finds that the company's compensation and benefits are below market, leaving it open to competitor's efforts to poach talent.
Outcome: The likelihood of key defections erodes the purchase price by 20% due to risk of losing key players.
Tip: Track key benchmarks for compensation and benefits for peer companies and position your compensation correctly vis-à-vis the benchmarks. Then, during the due diligence process, identify key employees – both from the standpoint of value creation and IP – and ensure they are kept in the loop. Manage expectations through robust communications. Employees often leave companies not only for better compensation but due to uncertainty and/or a desire to impact strategy.
Synching up the CEO and CFO
During the M&A process, the CEO and CFO need to be synched up. The CEO is selling a business model and opportunity, which the CFO has to validate. The CFO has to be able to reign in the CEO if he/she is a bit too optimistic about the numbers and opportunity for the buyer. One experienced CFO suggested working with the CEO to do several different scenarios with some risk analysis, show baseline projections, and upside. If there are a lot more risks than upside to the actual numbers, then it is easier for the CEO to see that the baseline numbers just might have too much optimism in them.
Buyers will be looking at how the CEO and CFO work together. They want to see if the CFO is at odds with the CEO's projections and if the numbers can be validated.
Several CFOs spoke about selling to strategic or very large tech companies that may not deeply understand the operations of a pure SaaS company, nor are they very familiar with non-financial SaaS metrics. These companies typically use traditional financial models to evaluate acquisitions, and will try to force a SaaS company into their model.
Detailed SaaS operating benchmarks help SaaS companies position their company, educate buyers to the value of their business model, and improve the buyer's evaluation of the purchase opportunity.
The software and SaaS sector is rapidly evolving, metrics and benchmarks from a few years ago have evolved or changed. Acquirers typically are doing deep dives into many companies, and while they may not understand your business model as well as you do, you need to understand what else they see in the market, and position your company against other opportunities.
For detailed SaaS and software financial and operating benchmarks, as well as a community of finance peers, subscribe to OPEXEngine's Metrics and Benchmark Community.
Happy Holidays!
The post SaaS Experience from the M&A Trenches appeared first on OPEXEngine.]]>


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As his own star continues to rise in the Urban universe, August Alsina has taken the time to praise another's this week. Another, belonging to R&B Princess Sevyn Streeter.
Yes, in a short video message just hours ago, the Def Jam Prince showers lover on Streeter and her new EP 'Call Me Crazy, But…'
Peep his message below…
Your thoughts?


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All hotels in Saint-Georges-sur-Cher, France
1 room, 2 adults
1 La Chauverie, Saint-Georges-sur-Cher, Loir-et-cher, 41400, France, 1-877-214-4288
Les Pierres d'Aurèle - Saint-Georges-sur-Cher
Lowest price$82
available on 11/01/16
Searching for Saint-Georges-sur-Cher B&Bs? Check out Les Pierres d'Aurèle located 5.4 mi (8.7 km) from Chateau de Chenonceau and 5.6 mi (9 km) from Chateau de Montrichard. Caves du Pere Auguste and Caves Champignonnieres are also within 9 mi (15 km).
This bed & breakfast offers free self parking, gift shops/newsstands and a garden. Relax in the seasonal outdoor pool and enjoy the sun loungers. If you want low-key dining options, you will be pleased to find barbecue grills and a picnic area.
This bed & breakfast offers free self parking, gift shops/newsstands and a garden. Relax in the seasonal outdoor pool and enjoy the sun loungers. If you want low-key dining options, you will be pleased to find barbecue grills and a picnic area.
Staff can provide tour/ticket assistance. Free WiFi is provided.
See all 46 Venere.com reviews
Awesome vibe
Delicious food
Value for money
Best value for money
Rather comfortable
TripAdvisor Traveller Rating: 4.5
From 138 reviews
Les Pierres d'Aurèle - Saint-Georges-sur-Cher
Hotel Info: 1-877-214-4288from $82
- Cottage, Terrace, Vineyard View (2 pax)
- Superior Room (2 to 4 people)
- Family Suite (3 to 5 people)
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- Double Room
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Also popular with travelers from the USA
At a glance
Key facts
Hotel size
- This hotel has 5 rooms
- Check-in time 5 PM-8:30 PM
- Check-out time is 11 AM
Required at check in
- Credit card or cash deposit required
- Government-issued photo ID required
Travelling with others
- Pets allowed (dogs only) *
- Free WiFi in public areas
- Free self parking
In the hotel
Food and drink
- Buffet breakfast daily (surcharge)
- Barbecue grills
Things to do
- Outdoor seasonal pool
- Outdoor pool
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- Tours/ticket assistance
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In the room
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Les Pierres d'Aurèle - Saint-Georges-sur-Cher's small print
Also known as
- Les Pierres D'Aurele France/Loire Valley
- Pierres d'Aurèle
- Pierres d'Aurèle B&B
- Pierres d'Aurèle B&B Saint-Georges-sur-Cher
- Pierres d'Aurèle Saint-Georges-sur-Cher
Mandatory fees
You'll be asked to pay the following charges at check in or check out:
- A tax is imposed by the city: EUR 0.80 per person, per night
Optional extras
Rollaway beds are available for EUR 20 per night
Buffet breakfast is offered for an extra charge of EUR 7.5 per person (approximately)
Cribs/Infant beds are available for EUR 10 per night
Pets are allowed for an extra charge of EUR 15 per accommodation, per stay
We have included all charges provided to us by this hotel. However, charges can vary, for example, based on length of stay or the room you book.


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The International Society for Plant Pathology promotes
the world-wide development of plant pathology and the dissemination of knowledge
about plant diseases and plant health management.
Call for bids to host the 12th International Congress of Plant
Pathology, ICPP2023
Associated Societies of ISPP are invited to present bids to host the 12th
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Mark Wortman didn't sweat the fact he'd designed a predictable offense.
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2016 Annual Institute: September 20-23
The Brushy Fork Annual Institute is Appalachia's premier skill building and networking event hosted each September on the campus of Berea College, just off I-75 in Central Kentucky.
Our event brings together community and non-profit leaders, entrepreneurs, elected officials, students and educators, citizen activists, artists, volunteers, and grassroots practitioners from all across Appalachia to work and learn together.
This year's theme is focused on participation, prosperity, and potential. Building on this theme, our track sessions will emphasize the values of inclusion, collaboration, nurturing creativity, and expanding leadership.
This pivotal moment in Appalachia's history poses some challenging questions for us all:
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To learn more about this event, please use the navigation panel to the left.
If you would like to be added to our mailing list so that you will receive additional updates, please complete our information form.


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Note: Supplemental materials are not guaranteed with Rental or Used book purchases.
Purchase Benefits
What is included with this book?
Introduction to Networks Companion Guide is the official supplemental textbook for the Introduction to Networks course in the Cisco® Networking Academy® CCNA® Routing and Switching curriculum.
The course introduces the architecture, structure, functions, components, and models of the Internet and computer networks. The principles of IP addressing and fundamentals of Ethernet concepts, media, and operations are introduced to provide a foundation for the curriculum. By the end of the course, you will be able to build simple LANs, perform basic configurations for routers and switches, and implement IP addressing schemes.
The Companion Guide is designed as a portable desk reference to use anytime, anywhere to reinforce the material from the course and organize your time.
The book's features help you focus on important concepts to succeed in this course:
Related Title:
Introduction to Networks Lab Manual
This book is part of the Cisco Networking Academy Series from Cisco Press®. Books in this series support and complement the Cisco Networking Academy curriculum.
Mark A. Dye
Mark is the lead network engineer for Kwajalein Range Services at Ronald Reagan Ballistic Missile Defense Test Site on Kwajalein, Marshall Islands. He is responsible for the network team that provides design, deployment, and operation of all the missile test range data networks across ten islands as well as three continental U.S. locations.
He has previously worked as subject matter expert and content team lead for the Cisco Academy Program as well as an author for multiple Cisco Network Academy Fundamentals online courses. He worked to develop and review courseware and assessments for both the Academy and certification programs.
For more than 20 years, Mark served as technology manager for The Bevill Center for Advanced Manufacturing Technology of Alabama Technology Network. He developed and implemented comprehensive network strategies for intranet and Internet, including policies, administrative procedures, network security, and interconnectivity. He also implemented and taught Cisco Networking Academy Fundamentals of Wireless LANs, Fundamentals of Network Security, and CCNA and CCNP courses at The Bevill Center for instructors and students.
Allan D. Reid
Allan is a professor and program supervisor at Centennial College in Toronto, Ontario, Canada, where he teaches courses in networking, network security, virtualization, and cloud computing. He is the lead for the Centennial College ASC/ITC and has been teaching the academy curriculum since one of the earliest versions.
Allan has authored multiple books and online courses for the Cisco Academy program, where he is a subject matter expert and content team lead. He works as part of the core team to develop state-of-the-art assessments and courseware.
Outside of his academic responsibilities, Allan has been active in the computer and networking fields for more than 30 years and is currently a principal in a company involved in the design, installation, and management of network solutions for small to medium-sized companies.
Chapter 1 Exploring the Network
Chapter 2 Configuring a Network Operating System
Chapter 3 Network Protocols and Communications
Chapter 4 Network Access
Chapter 5 Ethernet
Chapter 6 Network Layer
Chapter 7 Transport Layer
Chapter 8 IP Addressing
Chapter 9 Subnetting IP Networks
Chapter 10 Application Layer
Chapter 11 It's a Network


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Jody Williams
- 3 total posts
- 1 review
- 1 comment
- 1 question
Reviews by Jody Williams
TCA Peel - Worthless for Atrophic Scars.
For atrophic acne scarring. The plastic surgeon convinced me that it would be sufficient for my level of scarring. The actual procedure was bearable, recovery was not fun- it was a deep chemical burn all over my face. That's fine- no pain, no gain right? Unfortunately it did nothing at all... READ MORE
Questions from Jody Williams
Botox for Poor Skin Texture from Pores, Oil, and Scars?
I've heard that you can get intradermal Botox specifically to refine the look of oily, open pored, and bad textured skin. Is this true? Or is this a waste of money? Does it... READ MORE
Recent comments from Jody Williams
I was actually warned that dermabrasion can sometimes have the side effect of making pores appear LARGER, not smaller, but that it's a risk worth taking for many of us who are trying to get rid of scarring. I'm sorry, but if you were... READ COMMENT


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One of the odd things about the joint canonization on Divine Mercy
Sunday is the fact that Pope John XXIII, acting on the (wrong) advice
he received, signed the prohibition of the Divine Mercy Devotion—even
the picture had to be removed. It was the future John Paul II who
battled to get this decision reversed and managed to succeed just
shortly before he was elected. Certainly there is a lesson to be learned
there. In fact, the next Pope after John XXIII withdrew any requirement for prior Church approval for the diffusion of private revelations.
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