You might consider complementing revenues by selling services until the long slow SAAS Ramp[1] will get better.
* One of the best usage of your business partners might be taking over navigation of the sales cycle -if they're sold on the valueprop, they probably know where it can be sold successfully. If they can't sell it, that's a strong datapoint you need to consider re: viability.
* If the market gap is real, you might want to consider selling consulting solutions to that gap specifically to gain additional understanding to the market.
* As a fallback, you might be able to sell consulting/contracting on other fields until sales gets significantly better
* One of the best usage of your business partners might be taking over navigation of the sales cycle -if they're sold on the valueprop, they probably know where it can be sold successfully. If they can't sell it, that's a strong datapoint you need to consider re: viability.
* If the market gap is real, you might want to consider selling consulting solutions to that gap specifically to gain additional understanding to the market.
* As a fallback, you might be able to sell consulting/contracting on other fields until sales gets significantly better
[1] http://businessofsoftware.org/2013/02/gail-goodman-constant-...