Exactly, that's why most Saas companies are in a very tough position.
You have to bring value that goes beyond the source code and hosting, otherwise your clients are going to vibe code a custom solution instead of paying you.
> otherwise your clients are going to vibe code a custom solution instead of paying you.
How many things do you want to be responsible for? How many vibe coded projects do you want to maintain?
I think this line of reasoning is overblown. Just because you can doesn't mean a significant number of people will. I think the 3D printer comparison is apt.
Same story as always, writing the code in the easy part. Requirement gathering, analysis, consensus, direction, those are all the hard parts. Enterprises have a business to run and don’t want to run a software shop on top of everything else.
The story is usually that businesses don't want to commit to indefinitely expending their limited efforts maintaining software which isn't part of the company's core competencies. Most of the cost and effort of software happens after the first release is delivered.
> Enterprises have a business to run and don’t want to run a software shop on top of everything else.
It sounds like you mostly understand here. The biggest part of "running a software shop" they want to avoid is responsibility for support, bugs, fires, ongoing maintenance, and legal issues, of post-release software.
Dave's Pizza around the corner doesn't make a social media app, not because Dave can't figure it out, not because he can't vibe code one, not because he can't contract someone to do it, but because running a social media site isn't a core competency of Dave's Pizza. Instead, Dave uses existing social media sites, and focuses his efforts and passions on making pizza.
They are, and always have. Looking over "software engineer" roles in my local area, I see folks at companies in a variety of industries: finance, health, logistics, health care, and the local power utility, all well outside the software industry.
Most enterprise companies don't develop everything in house, but usually do have a varied mix of in-house infrastructure, IaaS and PaaS solutions, and SaaS products. Large organizations across varied industries often have multiple internal dev teams, and the availability of increasingly sophisticated AI tools is going to enable the same teams to be effective at more, and more complex, projects. AI will definitely start shifting make-or-buy decisions, especially for mature, commodity use cases, to 'make'.
I don't think it's much cheaper. Writing some code to do some CRUD has always been easy. Getting to a proof of concept is definitely quicker. But creating something that can be relied upon in production? That's as difficult and time consuming as it has ever been.
They won’t, because specialization is a key aspect of capitalism.
This is why companies outsource anything. Google, Inc. is big enough to own farms and ranches to grow the food eaten in its cafeterias. They could make trucks to transport that food. They could operate factories to make cutlery, etc. Why do they instead choose to pay layers of margins to layers of middlemen?
Absurd example? How about Apple? They outsource production of their chips, instead of capturing the margin they are currently gifting to their partners. Why?
Delta Airlines doesn’t operate oil fields or even refineries even though a major cost of their operations is jet fuel. Why?
Once you can reason through these very simple examples, you will understand why enterprises are unlikely to walk away from SaaS.
s/Delta/United/ or s/Delta/Southwest/ or s/Delta/Lufthansa/. Or if you prefer, s/refinery/oilfield, or s/refinery/pipeline. Or even s/refinery/farm/ because Delta also buys food in vast quantities (I would not be surprised to find they have interests in ag producers that offset a small % of their food purchases, which does not diminish the argument).
Delta also does not make airplanes, jet engines, seats, radios, GPS, glass, or even wires. They don't distill the spirits they serve on their flights. They don't own and operate a satellite Internet capability. They don't even make movies for in-flight entertainment.
The point is that Delta, like most successful firms, outsources key aspects of core service delivery.
The second article you linked says plainly that the refinery is an offset/hedge. QED Delta still outsources the vast majority of its fuel costs. (They could, for example, own large swathes of the Permian and do E&P as well. They choose to leave that to others.)
> How many vibe coded projects do you want to maintain?
here comes the next SaaS idea - vibe coded services as a service. You tell what service you want, may be point out a couple examples, and you get that service vibe coded and hosted for you for a small monthly fee!
I agree with the other poster that mention this is likely a publicity stunt but all it's really showing is that VC is still incredibly stupid with their money. All the more reason to seize it from them then properly fund useful software and not subsidize vanity projects for stanford grads.
About the friction, not the capabilities...I haven't switched off my biz calendar/appointment provider I'm paying for even though I've kinda outgrown it.
Email is actually a excellent example of something with network dependence. Changing email providers requires that you change your email address too (unless you own and use your own domain). An address change causes friction from having to update the network of contacts and services which used your old email address.
You have to bring value that goes beyond the source code and hosting, otherwise your clients are going to vibe code a custom solution instead of paying you.