Many technology companies are choosing to deliver their solutions in the form of renewal services like SaaS. The value drivers may not be different, but different metrics need to be implemented to measure value.  For example, traditional software companies (those selling perpetual licenses) collect most of the revenue soon after securing a PO with a small portion of future revenue coming from annual maintenance.  In order to grow sales, these businesses need to outperform each year.  In the case of subscription-based businesses, there is little value delivered up front, so revenue is recognized over time month by month. These businesses have a whole different set of operational issues that have to be addressed: (1) they require more capital to subsidize the delay in payment, (2) they also need to build and operate a network required to provide their services, and (3) since they are providing a service, they are in constant contact with their customers, so processes that improve customer interaction, increase customer loyalty, and result in low attrition need to be implemented.  The engine that drives value for subscription businesses is recurring revenue.  Selling new accounts, securing long term service agreements, accelerating implementations, up-selling to existing clients, eliminating churn, are all critical components to recurring revenue and since they are indicators of future performance they become the metrics to assess value.  Many subscription businesses are still operating like traditional software companies.  These businesses must transition to a service-oriented culture and implement systems and processes that are required to build recurring revenue.