Deals with Google After Failing to Land Zoho

Zoho's product evangelist discusses the deal that never went down, dishing about's corporate practices.

Vegesna said is spending too much on marketing and not enough on R&D.'s fortified integration with Google could bolster both companies' strategies to tackle Microsoft in the applications market.

But the deal might not have happened if acquired Zoho two years ago. That's what Zoho Evangelist Raju Vegesna told eWEEK in a phone interview April 14 following the publication of a controversial blog post by Sridhar Vembu, CEO of Zoho parent company AdventNet.

Vegesna told eWEEK that as late as 2007, and Zoho were in negotiations to be at least partners, if not to consummate an outright marriage.

The SAAS (software-as-a-service) business applications leader considered buying Zoho, Vegesna said, to leverage the company's collaboration software suite, which Zoho positions as an alternative to Google Apps and Microsoft's Office suite.

Such a deal appears to be all but dead now that has proclaimed Google as its Apps platform of record.

Courtship Before Marriage declined to comment for this report, but Vegesna said and Zoho began discussing a relationship, possibly even an acquisition in 2006.

However, Zoho's concern about cost structure, which according to these estimates includes spending eight times more on marketing than research and development, prompted Zoho to offer to partner first.

"Let's date first before we get married," Vegesna said he recalled thinking. "We thought we'd experiment as an AppExchange partner, and if it goes well, maybe we'll take it up to the next step."

Zoho, one of the first customers back in 1999 before it started using and selling its own Zoho CRM product, worked to integrate with AppExchange in 2007.

But pulled the plug a few days before it could go live, telling Zoho it could not work with AppExchange any longer because it had a competing product in Zoho CRM.

Later in 2007, Vegesna said and Zoho rekindled conversations, discussing a possible acquisition. Financials were not discussed, and the talks didn't go well.

A deal was long dead even before April 14's bond, according to Vegesna, who echoed Vembu's blog when he said the company's corporate cultures were at odds.