Mark Smith's Analyst Perspectives

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class="minimal-mobile-menu-link"><span>Natural Language Processing</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/customerexperience" class="minimal-mobile-menu-link"><span>Customer Experience</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/agentmanagement" class="minimal-mobile-menu-link"><span>Agent Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/contactcenter" class="minimal-mobile-menu-link"><span>Contact Center</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/customerexperiencemanagement" class="minimal-mobile-menu-link"><span>Customer Experience Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/fieldservice" class="minimal-mobile-menu-link"><span>Field Service</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/intelligentselfservice" class="minimal-mobile-menu-link"><span>Intelligent Self-Service</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/voiceofthecustomer" class="minimal-mobile-menu-link"><span>Voice of the Customer</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/digitalbusiness" class="minimal-mobile-menu-link"><span>Digital Business</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/digital-applications" class="minimal-mobile-menu-link"><span>Digital Applications</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/digitalcommunications" class="minimal-mobile-menu-link"><span>Digital Communications</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/digital-intelligence" class="minimal-mobile-menu-link"><span>Digital Intelligence</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/digital-operations" class="minimal-mobile-menu-link"><span>Digital Operations</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/experiencemanagement" class="minimal-mobile-menu-link"><span>Experience Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/generative-ai" class="minimal-mobile-menu-link"><span>Generative AI</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/performancemanagement" class="minimal-mobile-menu-link"><span>Performance Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/sustainabilityandesg" class="minimal-mobile-menu-link"><span>Sustainability & ESG</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/workmanagement" class="minimal-mobile-menu-link"><span>Work Management</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/digitaltechnology" class="minimal-mobile-menu-link"><span>Digital Technology</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/businesscontinuity" class="minimal-mobile-menu-link"><span>Business Continuity</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/cloudcomputing" class="minimal-mobile-menu-link"><span>Cloud Computing</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/devops" class="minimal-mobile-menu-link"><span>DevOps and Platforms</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/digitalsecurity" class="minimal-mobile-menu-link"><span>Digital Security</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/intelligentautomation" class="minimal-mobile-menu-link"><span>Intelligent Automation</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/internetofthings" class="minimal-mobile-menu-link"><span>IoT and Edge Computing</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/itops" class="minimal-mobile-menu-link"><span>ITOps</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/it-service-management" class="minimal-mobile-menu-link"><span>IT Service Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/observability" class="minimal-mobile-menu-link"><span>Observability</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/humancapitalmanagement" class="minimal-mobile-menu-link"><span>Human Capital Management</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/employeeexperience" class="minimal-mobile-menu-link"><span>Employee Experience</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/learningmanagement" class="minimal-mobile-menu-link"><span>Learning Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/payrollmanagement" class="minimal-mobile-menu-link"><span>Payroll Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/talentmanagement" class="minimal-mobile-menu-link"><span>Talent Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/totalcompensationmanagement" class="minimal-mobile-menu-link"><span>Total Compensation Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/workforcemanagement" class="minimal-mobile-menu-link"><span>Workforce Management</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/marketing" class="minimal-mobile-menu-link"><span>Marketing</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/customerdataplatforms" class="minimal-mobile-menu-link"><span>Customer Data Platforms</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/digitalexperienceplatforms" class="minimal-mobile-menu-link"><span>Digital Experience Platform</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/digitalmarketing" class="minimal-mobile-menu-link"><span>Digital Marketing</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/intelligentmarketing" class="minimal-mobile-menu-link"><span>Intelligent Marketing</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/marketingperformancemanagement" class="minimal-mobile-menu-link"><span>Marketing Performance Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/productexperiencemanagement" class="minimal-mobile-menu-link"><span>Product Experience Management</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/officeoffinance" class="minimal-mobile-menu-link"><span>Office of Finance</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/businessplanning" class="minimal-mobile-menu-link"><span>Business Planning</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/digitalfinance" class="minimal-mobile-menu-link"><span>Digital Finance</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/erpandcontinuousaccounting" class="minimal-mobile-menu-link"><span>ERP & Continuous Accounting</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/consolidate-and-close-management" class="minimal-mobile-menu-link"><span>Consolidate & Close Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/procure-to-pay" class="minimal-mobile-menu-link"><span>Procure-to-Pay</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/order-to-cash" class="minimal-mobile-menu-link"><span>Order-to-Cash</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/officeofrevenue" class="minimal-mobile-menu-link"><span>Office of Revenue</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/digitalcommerce" class="minimal-mobile-menu-link"><span>Digital Commerce</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/partnermanagement" class="minimal-mobile-menu-link"><span>Partner Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/revenuemanagement" class="minimal-mobile-menu-link"><span>Revenue Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/revenueperformancemanagement" class="minimal-mobile-menu-link"><span>Revenue Performance Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/salesengagement" class="minimal-mobile-menu-link"><span>Sales Engagement</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/subscriptionmanagement" class="minimal-mobile-menu-link"><span>Subscription Management</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/operationsandsupplychain" class="minimal-mobile-menu-link"><span>Operations & Supply Chain</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/continuousplanning" class="minimal-mobile-menu-link"><span>Continuous Planning</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/continuousupplychainanderp" class="minimal-mobile-menu-link"><span>Continuous Supply Chain & ERP</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/productinformationmanagement" class="minimal-mobile-menu-link"><span>Product Information Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/propertytechnology" class="minimal-mobile-menu-link"><span>Property Technology</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/supplierrelationshipmanagement" class="minimal-mobile-menu-link"><span>Supplier Relationship Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/sustainabilitymanagement" class="minimal-mobile-menu-link"><span>Sustainability Management</span></a></span> </li> </ul> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industries" class="minimal-mobile-menu-link"><span>Industries</span></a></span> <ul class="minimal-mobile-menu-submenu level-2"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/automotive" class="minimal-mobile-menu-link"><span>Automotive</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/banking" class="minimal-mobile-menu-link"><span>Banking</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/consumer-products" class="minimal-mobile-menu-link"><span>Consumer Products</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/financial-services" class="minimal-mobile-menu-link"><span>Financial Services</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/food-beverage" class="minimal-mobile-menu-link"><span>Food & Beverage</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/healthcare" class="minimal-mobile-menu-link"><span>Healthcare</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/hospitality" class="minimal-mobile-menu-link"><span>Hospitality</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/insurance" class="minimal-mobile-menu-link"><span>Insurance</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/manufacturing" class="minimal-mobile-menu-link"><span>Manufacturing</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/media-entertainment" class="minimal-mobile-menu-link"><span>Media & Entertainment</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/real-estate" class="minimal-mobile-menu-link"><span>Real Estate</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/retail" class="minimal-mobile-menu-link"><span>Retail</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/research" class="minimal-mobile-menu-link"><span>Research</span></a></span> <ul class="minimal-mobile-menu-submenu level-2"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/research/market-agendas" class="minimal-mobile-menu-link"><span>Market Agendas</span></a></span> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://blog.ventanaresearch.com/" class="minimal-mobile-menu-link"><span>Analyst Perspectives</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://davidmenninger.ventanaresearch.com/" class="minimal-mobile-menu-link"><span>David Menninger</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://jefforr.ventanaresearch.com/" class="minimal-mobile-menu-link"><span>Jeff Orr</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://keithdawson.isg-research.net" class="minimal-mobile-menu-link"><span>Keith Dawson</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://marksmith.ventanaresearch.com/" class="minimal-mobile-menu-link"><span>Mark Smith</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://mattaslett.isg-research.net" class="minimal-mobile-menu-link"><span>Matt Aslett</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://matthewbrown.isg-research.net" class="minimal-mobile-menu-link"><span>Matthew Brown</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://robertkugel.ventanaresearch.com/" class="minimal-mobile-menu-link"><span>Robert Kugel</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://stephenhurrell.ventanaresearch.com/" class="minimal-mobile-menu-link"><span>Stephen Hurrell</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a 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In writing about marketing management I have observed <u><a href="https://marksmith.ventanaresearch.com/2016/03/31/mastering-marketing-mayhem-in-a-meaningful-meticulous-manner/" target="_blank">the marketing mayhem</a></u> that can occur but also have noted that organizations that <u><a href="https://marksmith.ventanaresearch.com/2016/06/18/the-mastery-of-marketing-performance-management/" target="_blank">take marketing performance management seriously</a></u> are in better position to assess their efforts in relation to goals and outcomes. I have a little experience in having been a CMO and VP Marketing in my career and know how frantic it can be to managing marketing....</p> </div> <a href="https://marksmith.isg-research.net/marksmith-blog/2016/07/01/allocadia-enables-excellence-in-managing-and-operating-marketing"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-research.net/topic/business-analytics">Business Analytics</a>, <a href="https://marksmith.isg-research.net/topic/uncategorized">Uncategorized</a>, <a href="https://marksmith.isg-research.net/topic/cmo">CMO</a>, <a href="https://marksmith.isg-research.net/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-research.net/marksmith-blog/2016/06/18/the-mastery-of-marketing-performance-management">The Mastery of Marketing Performance Management</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-research.net/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">18 June 2016 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/untitled-5.png?width=200&name=untitled-5.png" width="200" !important: srcset="https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/untitled-5.png?width=100&name=untitled-5.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/untitled-5.png?width=200&name=untitled-5.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/untitled-5.png?width=300&name=untitled-5.png 300w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/untitled-5.png?width=400&name=untitled-5.png 400w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/untitled-5.png?width=500&name=untitled-5.png 500w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/untitled-5.png?width=600&name=untitled-5.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Managing marketing performance is anything but simple. It requires establishing a unified approach to assess the outcomes of initiatives and projects and compare results with investments in marketing people and campaigns. In general, while performance management has been conducted effectively at the corporate levels, it has been a challenge for most lines of business, marketing departments included.</p> </div> <a href="https://marksmith.isg-research.net/marksmith-blog/2016/06/18/the-mastery-of-marketing-performance-management"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-research.net/topic/social-media">Social Media</a>, <a href="https://marksmith.isg-research.net/topic/marketing">Marketing</a>, <a href="https://marksmith.isg-research.net/topic/marketing-performance-management">Marketing Performance Management</a>, <a href="https://marksmith.isg-research.net/topic/marketing-planning">Marketing Planning</a>, <a href="https://marksmith.isg-research.net/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://marksmith.isg-research.net/topic/business-analytics">Business Analytics</a>, <a href="https://marksmith.isg-research.net/topic/business-intelligence">Business Intelligence</a>, <a href="https://marksmith.isg-research.net/topic/uncategorized">Uncategorized</a>, <a href="https://marksmith.isg-research.net/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://marksmith.isg-research.net/topic/cmo">CMO</a>, <a href="https://marksmith.isg-research.net/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://marksmith.isg-research.net/topic/demand-generation">Demand Generation</a>, <a href="https://marksmith.isg-research.net/topic/sales-performance-management-spm">Sales Performance Management (SPM)</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-research.net/marksmith-blog/2016/05/24/next-generation-of-product-information-management-empowers-digital-business">Next Generation of Product Information Management Empowers Digital Business</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-research.net/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">24 May 2016 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_ngpim_benchmarkresearch-250.png?width=200&name=ventanaresearch_ngpim_benchmarkresearch-250.png" width="200" !important: srcset="https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_ngpim_benchmarkresearch-250.png?width=100&name=ventanaresearch_ngpim_benchmarkresearch-250.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_ngpim_benchmarkresearch-250.png?width=200&name=ventanaresearch_ngpim_benchmarkresearch-250.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_ngpim_benchmarkresearch-250.png?width=300&name=ventanaresearch_ngpim_benchmarkresearch-250.png 300w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_ngpim_benchmarkresearch-250.png?width=400&name=ventanaresearch_ngpim_benchmarkresearch-250.png 400w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_ngpim_benchmarkresearch-250.png?width=500&name=ventanaresearch_ngpim_benchmarkresearch-250.png 500w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_ngpim_benchmarkresearch-250.png?width=600&name=ventanaresearch_ngpim_benchmarkresearch-250.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Organizations in all industries face various difficulties in managing product information. The most serious is providing complete, engaging information to consumers and customers on the internet. Newly developed products, mergers and acquisitions, changes to pricing and promotions in online commerce spur business growth, but these factors also increase the amount and complexity of product-related data and content. In addition the digital economy offers a new generation of services that are sold...</p> </div> <a href="https://marksmith.isg-research.net/marksmith-blog/2016/05/24/next-generation-of-product-information-management-empowers-digital-business"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-research.net/topic/big-data">Big Data</a>, <a href="https://marksmith.isg-research.net/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://marksmith.isg-research.net/topic/pim-product-information-management-sales-marketing">PIM, Product Information Management, Sales, Market</a>, <a href="https://marksmith.isg-research.net/topic/business-analytics">Business Analytics</a>, <a href="https://marksmith.isg-research.net/topic/cloud-computing">Cloud Computing</a>, <a href="https://marksmith.isg-research.net/topic/uncategorized">Uncategorized</a>, <a href="https://marksmith.isg-research.net/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://marksmith.isg-research.net/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://marksmith.isg-research.net/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://marksmith.isg-research.net/topic/information-management-im">Information Management (IM)</a>, <a href="https://marksmith.isg-research.net/topic/information-optimization">Information Optimization</a>, <a href="https://marksmith.isg-research.net/topic/sales-performance-management-spm">Sales Performance Management (SPM)</a>, <a href="https://marksmith.isg-research.net/topic/supply-chain-performance-management-scpm">Supply Chain Performance Management (SCPM)</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-research.net/2016/05/21/mr-president-and-department-of-labor-move-aside-let-employees-work-and-learn">Mr. President and Department of Labor: Move Aside; Let Employees Work and Learn</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-research.net/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">21 May 2016 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-research.net/hs-fs/hubfs/Homepage_Slider/Slider_3.png?width=200&name=Slider_3.png" width="200" !important: srcset="https://marksmith.isg-research.net/hs-fs/hubfs/Homepage_Slider/Slider_3.png?width=100&name=Slider_3.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/Homepage_Slider/Slider_3.png?width=200&name=Slider_3.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/Homepage_Slider/Slider_3.png?width=300&name=Slider_3.png 300w, https://marksmith.isg-research.net/hs-fs/hubfs/Homepage_Slider/Slider_3.png?width=400&name=Slider_3.png 400w, https://marksmith.isg-research.net/hs-fs/hubfs/Homepage_Slider/Slider_3.png?width=500&name=Slider_3.png 500w, https://marksmith.isg-research.net/hs-fs/hubfs/Homepage_Slider/Slider_3.png?width=600&name=Slider_3.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Through a federal rule referred to as “Overtime Rule” and part of Title 29 regulations was issued on May 18<sup>th</sup>, 2016 by the Department of Labor (DOL), the Obama administration now mandates that unless they meet criteria for exemption, employees paid less than $47,476 ($22.825 per hour) are entitled to overtime pay when they work more than 40 hours per week. The rule change, which goes into effective on December 1, 2016, is intended to apply to executive, administrative and professional...</p> </div> <a href="https://marksmith.isg-research.net/2016/05/21/mr-president-and-department-of-labor-move-aside-let-employees-work-and-learn"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-research.net/topic/governance">Governance</a>, <a href="https://marksmith.isg-research.net/topic/human-capital">Human Capital</a>, <a href="https://marksmith.isg-research.net/topic/human-capital-management">Human Capital Management</a>, <a href="https://marksmith.isg-research.net/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://marksmith.isg-research.net/topic/overtime-rule">Overtime Rule</a>, <a href="https://marksmith.isg-research.net/topic/part-541">Part 541</a>, <a href="https://marksmith.isg-research.net/topic/potus">POTUS</a>, <a href="https://marksmith.isg-research.net/topic/wage-and-labor">Wage and Labor</a>, <a href="https://marksmith.isg-research.net/topic/business-analytics">Business Analytics</a>, <a href="https://marksmith.isg-research.net/topic/cloud-computing">Cloud Computing</a>, <a href="https://marksmith.isg-research.net/topic/governance-risk-compliance-grc">Governance, Risk & Compliance (GRC)</a>, <a href="https://marksmith.isg-research.net/topic/uncategorized">Uncategorized</a>, <a href="https://marksmith.isg-research.net/topic/contingent-labor">Contingent Labor</a>, <a href="https://marksmith.isg-research.net/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://marksmith.isg-research.net/topic/department-of-labor">Department of Labor</a>, <a href="https://marksmith.isg-research.net/topic/final-rule">Final Rule</a>, <a href="https://marksmith.isg-research.net/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://marksmith.isg-research.net/topic/flsa">FLSA</a>, <a href="https://marksmith.isg-research.net/topic/president-obama">President Obama</a>, <a href="https://marksmith.isg-research.net/topic/sales-performance-management-spm">Sales Performance Management (SPM)</a>, <a href="https://marksmith.isg-research.net/topic/supply-chain-performance-management-scpm">Supply Chain Performance Management (SCPM)</a>, <a href="https://marksmith.isg-research.net/topic/workforce-management">Workforce Management</a>, <a href="https://marksmith.isg-research.net/topic/workforce-performance-management-wpm">Workforce Performance Management (WPM)</a>, <a href="https://marksmith.isg-research.net/topic/workforce-planning">Workforce Planning</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-research.net/2016/05/14/can-we-trust-salesforce-for-business-in-the-cloud">Can We Trust Salesforce for Business in the Cloud?</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-research.net/author/mark-smith"> Mark Smith </a> on <span class="post-date">14 May 2016 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/salesforce-no-software-1.png?width=200&name=salesforce-no-software-1.png" width="200" !important: srcset="https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/salesforce-no-software-1.png?width=100&name=salesforce-no-software-1.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/salesforce-no-software-1.png?width=200&name=salesforce-no-software-1.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/salesforce-no-software-1.png?width=300&name=salesforce-no-software-1.png 300w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/salesforce-no-software-1.png?width=400&name=salesforce-no-software-1.png 400w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/salesforce-no-software-1.png?width=500&name=salesforce-no-software-1.png 500w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/salesforce-no-software-1.png?width=600&name=salesforce-no-software-1.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>I have been meaning to write about Salesforce since its Dreamforce 2015 conference. Salesforce provides a platform, tools and applications for business and IT who claims to be the ‘no software’ company which as you will read is exactly what happened on May 10<sup>th</sup>. Heck, Salesforce is making a lot of advances on its platform, its applications and even with Analytics and the Internet of Things. These changes are at the center of what at <a href="https://blog.ventanaresearch.com/2016/03/10/digital-technology-agenda-for-business-in-2016/"><u>our analyst firm calls digital business innovation</u></a>. Much of...</p> </div> <a href="https://marksmith.isg-research.net/2016/05/14/can-we-trust-salesforce-for-business-in-the-cloud"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-research.net/topic/sales">Sales</a>, <a href="https://marksmith.isg-research.net/topic/salesforce-com">Salesforce.com</a>, <a href="https://marksmith.isg-research.net/topic/marketing">Marketing</a>, <a href="https://marksmith.isg-research.net/topic/na14">NA14</a>, <a href="https://marksmith.isg-research.net/topic/analytics">Analytics</a>, <a href="https://marksmith.isg-research.net/topic/business-analytics">Business Analytics</a>, <a href="https://marksmith.isg-research.net/topic/business-collaboration">Business Collaboration</a>, <a href="https://marksmith.isg-research.net/topic/business-mobility">Business Mobility</a>, <a href="https://marksmith.isg-research.net/topic/cloud-computing">Cloud Computing</a>, <a href="https://marksmith.isg-research.net/topic/customer-service">Customer Service</a>, <a href="https://marksmith.isg-research.net/topic/iot">IOT</a>, <a href="https://marksmith.isg-research.net/topic/crm">CRM</a>, <a href="https://marksmith.isg-research.net/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://marksmith.isg-research.net/topic/sales-performance-management-spm">Sales Performance Management (SPM)</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-research.net/marksmith-blog/2016/05/11/digital-business-innovation-and-enterprise-messaging-work-well-together">Digital Business Innovation and Enterprise Messaging Work Well Together</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-research.net/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">11 May 2016 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_iot_benchmarkresearch.png?width=200&name=ventanaresearch_iot_benchmarkresearch.png" width="200" !important: srcset="https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_iot_benchmarkresearch.png?width=100&name=ventanaresearch_iot_benchmarkresearch.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_iot_benchmarkresearch.png?width=200&name=ventanaresearch_iot_benchmarkresearch.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_iot_benchmarkresearch.png?width=300&name=ventanaresearch_iot_benchmarkresearch.png 300w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_iot_benchmarkresearch.png?width=400&name=ventanaresearch_iot_benchmarkresearch.png 400w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_iot_benchmarkresearch.png?width=500&name=ventanaresearch_iot_benchmarkresearch.png 500w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_iot_benchmarkresearch.png?width=600&name=ventanaresearch_iot_benchmarkresearch.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Organizations are facing a digital transformation, <u><a href="https://marksmith.ventanaresearch.com/2016/03/10/digital-technology-agenda-for-business-in-2016/" target="_blank">as I have written</a></u>, that is rapidly changing the applications and services that businesses use to operate and deliver information. This new digital generation addresses the expectations of consumers and business partners for information and service in real time. One example of it is enterprise messaging. Recently <u><a href="https://marksmith.ventanaresearch.com/2016/05/09/new-generation-of-enterprise-messaging-supports-digital-transformation/" target="_blank">I wrote about</a></u> the shift to this technology and the challenges it poses for organizations that lack sufficient skills. However, new...</p> </div> <a href="https://marksmith.isg-research.net/marksmith-blog/2016/05/11/digital-business-innovation-and-enterprise-messaging-work-well-together"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-research.net/topic/big-data">Big Data</a>, <a href="https://marksmith.isg-research.net/topic/social-media">Social Media</a>, <a href="https://marksmith.isg-research.net/topic/enterprise-messaging-internet-of-things-iot-middle">Enterprise messaging, Internet of Things, IoT, mid</a>, <a href="https://marksmith.isg-research.net/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://marksmith.isg-research.net/topic/business-analytics">Business Analytics</a>, <a href="https://marksmith.isg-research.net/topic/business-collaboration">Business Collaboration</a>, <a href="https://marksmith.isg-research.net/topic/cloud-computing">Cloud Computing</a>, <a href="https://marksmith.isg-research.net/topic/governance-risk-compliance-grc">Governance, Risk & Compliance (GRC)</a>, <a href="https://marksmith.isg-research.net/topic/uncategorized">Uncategorized</a>, <a href="https://marksmith.isg-research.net/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://marksmith.isg-research.net/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://marksmith.isg-research.net/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://marksmith.isg-research.net/topic/information-management-im">Information Management (IM)</a>, <a href="https://marksmith.isg-research.net/topic/sales-performance-management-spm">Sales Performance Management (SPM)</a>, <a href="https://marksmith.isg-research.net/topic/supply-chain-performance-management-scpm">Supply Chain Performance Management (SCPM)</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-research.net/marksmith-blog/2016/04/28/zuora-enables-subscriptions-to-engage-customers-for-revenue-results">Zuora Enables Subscriptions to Engage Customers for Revenue Results</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-research.net/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">28 April 2016 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ngce_research_01_impetus_for_improving_engagement-1.png?width=200&name=vr_ngce_research_01_impetus_for_improving_engagement-1.png" width="200" !important: srcset="https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ngce_research_01_impetus_for_improving_engagement-1.png?width=100&name=vr_ngce_research_01_impetus_for_improving_engagement-1.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ngce_research_01_impetus_for_improving_engagement-1.png?width=200&name=vr_ngce_research_01_impetus_for_improving_engagement-1.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ngce_research_01_impetus_for_improving_engagement-1.png?width=300&name=vr_ngce_research_01_impetus_for_improving_engagement-1.png 300w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ngce_research_01_impetus_for_improving_engagement-1.png?width=400&name=vr_ngce_research_01_impetus_for_improving_engagement-1.png 400w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ngce_research_01_impetus_for_improving_engagement-1.png?width=500&name=vr_ngce_research_01_impetus_for_improving_engagement-1.png 500w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ngce_research_01_impetus_for_improving_engagement-1.png?width=600&name=vr_ngce_research_01_impetus_for_improving_engagement-1.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>As the global economy transforms into a world of digital services that cross industries, including those that provide value-added services for physical products, managing the complications that arise from digital browsing, selection and purchasing of goods, as well as activation, billing and servicing of accounts, becomes a challenge. Organizations have to not just engage customers but provide satisfying experiences that keep them coming back. <u><a href="//www.ventanaresearch.com/NextGenCustomerEngagement/" target="_blank">Our benchmark research on next-generation customer...</a></u></p> </div> <a href="https://marksmith.isg-research.net/marksmith-blog/2016/04/28/zuora-enables-subscriptions-to-engage-customers-for-revenue-results"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-research.net/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://marksmith.isg-research.net/topic/subscription-recurring-revenue-zuora">Subscription, Recurring Revenue, Zuora</a>, <a href="https://marksmith.isg-research.net/topic/business-analytics">Business Analytics</a>, <a href="https://marksmith.isg-research.net/topic/uncategorized">Uncategorized</a>, <a href="https://marksmith.isg-research.net/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://marksmith.isg-research.net/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://marksmith.isg-research.net/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://marksmith.isg-research.net/topic/sales-performance-management-spm">Sales Performance Management (SPM)</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-research.net/marksmith-blog/2016/04/14/docebo-innovates-learning-management-systems-for-employees-and-customers">Docebo Innovates Learning Management Systems for Employees and Customers</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-research.net/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">14 April 2016 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_nglearning_06_mobile_learning_goes_mainstream1.png?width=200&name=vr_nglearning_06_mobile_learning_goes_mainstream1.png" width="200" !important: srcset="https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_nglearning_06_mobile_learning_goes_mainstream1.png?width=100&name=vr_nglearning_06_mobile_learning_goes_mainstream1.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_nglearning_06_mobile_learning_goes_mainstream1.png?width=200&name=vr_nglearning_06_mobile_learning_goes_mainstream1.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_nglearning_06_mobile_learning_goes_mainstream1.png?width=300&name=vr_nglearning_06_mobile_learning_goes_mainstream1.png 300w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_nglearning_06_mobile_learning_goes_mainstream1.png?width=400&name=vr_nglearning_06_mobile_learning_goes_mainstream1.png 400w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_nglearning_06_mobile_learning_goes_mainstream1.png?width=500&name=vr_nglearning_06_mobile_learning_goes_mainstream1.png 500w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_nglearning_06_mobile_learning_goes_mainstream1.png?width=600&name=vr_nglearning_06_mobile_learning_goes_mainstream1.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>The learning management system (LMS) offers opportunity for organizations to progressively enhance the effectiveness of their workforce. An advanced LMS can be more than a digital version of an organization’s training programs for specific jobs or to achieve compliance with policies and regulations. It can provide dynamic yet informal learning that business units can create, deploy and sustain through their own efforts. <u><a href="//marksmith.ventanaresearch.com/2015/02/04/new-generation-of-learning-management-systems-delivers-business-value/" target="_blank">Last year I outlined</a></u> the benefits of this new generation of learning...</p> </div> <a href="https://marksmith.isg-research.net/marksmith-blog/2016/04/14/docebo-innovates-learning-management-systems-for-employees-and-customers"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-research.net/topic/human-capital">Human Capital</a>, <a href="https://marksmith.isg-research.net/topic/lms">LMS</a>, <a href="https://marksmith.isg-research.net/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://marksmith.isg-research.net/topic/business-analytics">Business Analytics</a>, <a href="https://marksmith.isg-research.net/topic/business-collaboration">Business Collaboration</a>, <a href="https://marksmith.isg-research.net/topic/cloud-computing">Cloud Computing</a>, <a href="https://marksmith.isg-research.net/topic/uncategorized">Uncategorized</a>, <a href="https://marksmith.isg-research.net/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://marksmith.isg-research.net/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://marksmith.isg-research.net/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://marksmith.isg-research.net/topic/sales-performance-management-spm">Sales Performance Management (SPM)</a>, <a href="https://marksmith.isg-research.net/topic/supply-chain-performance-management-scpm">Supply Chain Performance Management (SCPM)</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-research.net/marksmith-blog/2016/03/31/mastering-marketing-mayhem-in-a-meaningful-meticulous-manner">Mastering Marketing Mayhem in a Meaningful, Meticulous Manner</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-research.net/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">31 March 2016 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_06_dedicated_applications_help_users_look_ahead.png?width=200&name=vr_ngbp_06_dedicated_applications_help_users_look_ahead.png" width="200" !important: srcset="https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_06_dedicated_applications_help_users_look_ahead.png?width=100&name=vr_ngbp_06_dedicated_applications_help_users_look_ahead.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_06_dedicated_applications_help_users_look_ahead.png?width=200&name=vr_ngbp_06_dedicated_applications_help_users_look_ahead.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_06_dedicated_applications_help_users_look_ahead.png?width=300&name=vr_ngbp_06_dedicated_applications_help_users_look_ahead.png 300w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_06_dedicated_applications_help_users_look_ahead.png?width=400&name=vr_ngbp_06_dedicated_applications_help_users_look_ahead.png 400w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_06_dedicated_applications_help_users_look_ahead.png?width=500&name=vr_ngbp_06_dedicated_applications_help_users_look_ahead.png 500w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_06_dedicated_applications_help_users_look_ahead.png?width=600&name=vr_ngbp_06_dedicated_applications_help_users_look_ahead.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>I hope this title captures your attention; I’m trying to make a point about the chaos going on in managing and operating marketing. What marketing needs in 2016 is to manage and optimize its efforts in a more unified manner. This perspective kicks off a new series on the challenges for marketing to automate or execute tasks and manage toward maximum performance. We all know that the craft of marketing is in need of significant transformation, from the CMO throughout the entire marketing...</p> </div> <a href="https://marksmith.isg-research.net/marksmith-blog/2016/03/31/mastering-marketing-mayhem-in-a-meaningful-meticulous-manner"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-research.net/topic/big-data">Big Data</a>, <a href="https://marksmith.isg-research.net/topic/predictive-analytics">Predictive Analytics</a>, <a href="https://marksmith.isg-research.net/topic/social-media">Social Media</a>, <a href="https://marksmith.isg-research.net/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://marksmith.isg-research.net/topic/business-analytics">Business Analytics</a>, <a href="https://marksmith.isg-research.net/topic/business-collaboration">Business Collaboration</a>, <a href="https://marksmith.isg-research.net/topic/business-intelligence">Business Intelligence</a>, <a href="https://marksmith.isg-research.net/topic/cloud-computing">Cloud Computing</a>, <a href="https://marksmith.isg-research.net/topic/location-intelligence">Location Intelligence</a>, <a href="https://marksmith.isg-research.net/topic/operational-intelligence">Operational Intelligence</a>, <a href="https://marksmith.isg-research.net/topic/uncategorized">Uncategorized</a>, <a href="https://marksmith.isg-research.net/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://marksmith.isg-research.net/topic/cmo">CMO</a>, <a href="https://marksmith.isg-research.net/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://marksmith.isg-research.net/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://marksmith.isg-research.net/topic/information-applications-ia">Information Applications (IA)</a>, <a href="https://marksmith.isg-research.net/topic/information-optimization">Information Optimization</a>, <a href="https://marksmith.isg-research.net/topic/sales-performance-management-spm">Sales Performance Management (SPM)</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-research.net/marksmith-blog/2016/03/29/supercharging-sales-and-commerce-in-2016">Supercharging Sales and Commerce in 2016</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-research.net/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">29 March 2016 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_scm14_06_spreadsheet_use_impedes_efficiency.png?width=200&name=vr_scm14_06_spreadsheet_use_impedes_efficiency.png" width="200" !important: srcset="https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_scm14_06_spreadsheet_use_impedes_efficiency.png?width=100&name=vr_scm14_06_spreadsheet_use_impedes_efficiency.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_scm14_06_spreadsheet_use_impedes_efficiency.png?width=200&name=vr_scm14_06_spreadsheet_use_impedes_efficiency.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_scm14_06_spreadsheet_use_impedes_efficiency.png?width=300&name=vr_scm14_06_spreadsheet_use_impedes_efficiency.png 300w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_scm14_06_spreadsheet_use_impedes_efficiency.png?width=400&name=vr_scm14_06_spreadsheet_use_impedes_efficiency.png 400w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_scm14_06_spreadsheet_use_impedes_efficiency.png?width=500&name=vr_scm14_06_spreadsheet_use_impedes_efficiency.png 500w, https://marksmith.isg-research.net/hs-fs/hubfs/Imported_Blog_Media/vr_scm14_06_spreadsheet_use_impedes_efficiency.png?width=600&name=vr_scm14_06_spreadsheet_use_impedes_efficiency.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>For several years I have been advocating that sales organizations adapt their processes and applications to optimize both sales performance and the customer experience. For details see <u><a href="//marksmith.ventanaresearch.com/2015/02/18/sales-agenda-for-applications-and-technology-in-2015/" target="_blank">my research agenda for last year</a></u>. However, it appears that not many sales organizations have responded to this challenge; many can barely maintain their quarterly sales forecasts and monthly pipeline, track progress toward quotas and ensure that sales commissions are processed promptly and paid accurately. A...</p> </div> <a href="https://marksmith.isg-research.net/marksmith-blog/2016/03/29/supercharging-sales-and-commerce-in-2016"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-research.net/topic/big-data">Big Data</a>, <a href="https://marksmith.isg-research.net/topic/predictive-analytics">Predictive Analytics</a>, <a href="https://marksmith.isg-research.net/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://marksmith.isg-research.net/topic/business-analytics">Business Analytics</a>, <a href="https://marksmith.isg-research.net/topic/business-collaboration">Business Collaboration</a>, <a href="https://marksmith.isg-research.net/topic/uncategorized">Uncategorized</a>, <a href="https://marksmith.isg-research.net/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://marksmith.isg-research.net/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://marksmith.isg-research.net/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://marksmith.isg-research.net/topic/sales-sfa-spm-sales-performance-management-sales-c">Sales, SFA, SPM, Sales Performance Management, Sal</a> <hr> </div> <script> // Check active classes var checkClass = function() { if ( $('.fil_item').hasClass('hide') ) { $('.fil_item').removeClass('hide'); 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</script></span> <span id="hs_cos_wrapper_module_1495215326694198" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_rich_text" style="" data-hs-cos-general-type="widget" data-hs-cos-type="rich_text"><h3 style="color: var(--light_blue);">Our Analyst Perspective Policy</h3> <ul> <li style="display: none; list-style: none;"> <p>Ventana Research’s Analyst Perspectives are fact-based analysis and guidance on business, <g class="gr_ gr_12 gr-alert gr_gramm gr_inline_cards gr_run_anim Punctuation only-ins replaceWithoutSep" id="12" data-gr-id="12">industry</g> and technology vendor trends. Each Analyst Perspective presents the view of the analyst who is an established subject matter expert on new developments, business and technology trends, findings from our research, or best practice insights.</p> <p>Each is prepared and reviewed in accordance with Ventana Research’s strict standards for accuracy and objectivity and reviewed to ensure it delivers reliable and actionable insights. It is reviewed and edited by research management and is approved by the Chief Research Officer; no individual or organization outside of Ventana Research reviews any Analyst Perspective before it is published. If you have any issue with an Analyst Perspective, please email them to <a href="mailto:ChiefResearchOfficer@isg-research.net">ChiefResearchOfficer@isg-research.net</a></p> </li> </ul> <a class="btn-secondary" href="https://www.isg-research.net/analyst-perspective-policy">View Policy</a></span>  <div id="hs_cos_wrapper_module_168621267066296" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_module" style="" data-hs-cos-general-type="widget" data-hs-cos-type="module"><style> </style> <h3 style="color: #255a89;">Our Analysts</h3>  <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://davidmenninger.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png" alt="David Menninger" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=50&name=Menninger.David%20Pic.Circle.png 50w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=150&name=Menninger.David%20Pic.Circle.png 150w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=200&name=Menninger.David%20Pic.Circle.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=250&name=Menninger.David%20Pic.Circle.png 250w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=300&name=Menninger.David%20Pic.Circle.png 300w"> <h5 class="analyst_name">David Menninger</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://jefforr.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png" alt="Jeff Orr" width="100" data-constrained="true" caption="false" srcset="https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=50&name=Orr.Jeff.Circle.png 50w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=150&name=Orr.Jeff.Circle.png 150w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=200&name=Orr.Jeff.Circle.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=250&name=Orr.Jeff.Circle.png 250w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=300&name=Orr.Jeff.Circle.png 300w" sizes="(max-width: 100px) 100vw, 100px"> <h5 class="analyst_name">Jeff Orr</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://keithdawson.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png" alt="Keith Dawson" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=50&name=Dawson.Keith%20Pic.Circle.png 50w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=150&name=Dawson.Keith%20Pic.Circle.png 150w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=200&name=Dawson.Keith%20Pic.Circle.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=250&name=Dawson.Keith%20Pic.Circle.png 250w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=300&name=Dawson.Keith%20Pic.Circle.png 300w"> <h5 class="analyst_name">Keith Dawson</h5> </a> </div> <div class="span6" style="text-align:center;"> <a href="https://marksmith.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png" alt="Mark Smith" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=50&name=Smith.Mark%20Pic.Circle.png 50w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=150&name=Smith.Mark%20Pic.Circle.png 150w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=200&name=Smith.Mark%20Pic.Circle.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=250&name=Smith.Mark%20Pic.Circle.png 250w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=300&name=Smith.Mark%20Pic.Circle.png 300w"> <h5 class="analyst_name">Mark Smith</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://mattaslett.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png" alt="Matt Aslett" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=50&name=Aslett.Matt%20Pic.Circle.png 50w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=150&name=Aslett.Matt%20Pic.Circle.png 150w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=200&name=Aslett.Matt%20Pic.Circle.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=250&name=Aslett.Matt%20Pic.Circle.png 250w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=300&name=Aslett.Matt%20Pic.Circle.png 300w"> <h5 class="analyst_name">Matt Aslett</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://matthewbrown.isg-research.net/"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=100&name=profile_vr_matthew_brown_circle_900x900.png" alt="Matthew Brown" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=50&name=profile_vr_matthew_brown_circle_900x900.png 50w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=100&name=profile_vr_matthew_brown_circle_900x900.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=150&name=profile_vr_matthew_brown_circle_900x900.png 150w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=200&name=profile_vr_matthew_brown_circle_900x900.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=250&name=profile_vr_matthew_brown_circle_900x900.png 250w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=300&name=profile_vr_matthew_brown_circle_900x900.png 300w"> <h5 class="analyst_name">Matthew Brown</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a 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https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=250&name=Kugel.Robert%20Pic.Circle.png 250w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=300&name=Kugel.Robert%20Pic.Circle.png 300w"> <h5 class="analyst_name">Robert Kugel</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://stephenhurrell.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png" alt="Stephen Hurrell" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=50&name=Hurrell.Stephen%20Pic.Circle.png 50w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=150&name=Hurrell.Stephen%20Pic.Circle.png 150w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=200&name=Hurrell.Stephen%20Pic.Circle.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=250&name=Hurrell.Stephen%20Pic.Circle.png 250w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=300&name=Hurrell.Stephen%20Pic.Circle.png 300w"> <h5 class="analyst_name">Stephen Hurrell</h5> </a> </div> </div>   <div class="row-fluid">  <div style="text-align: center;"> <a href="https://blog.isg-research.net"> <img class="analyst_img" style="width: 100px;" 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href="https://marksmith.isg-research.net/archive/2013/03">March 2013 <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2013/02">February 2013 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2013/01">January 2013 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2012/12">December 2012 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2012/11">November 2012 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2012/10">October 2012 <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2012/09">September 2012 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2012/08">August 2012 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2012/07">July 2012 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2012/06">June 2012 <span class="filter-link-count" dir="ltr">(14)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2012/05">May 2012 <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2012/04">April 2012 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2012/03">March 2012 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2012/02">February 2012 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2012/01">January 2012 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2011/12">December 2011 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2011/11">November 2011 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2011/10">October 2011 <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2011/09">September 2011 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2011/08">August 2011 <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2011/07">July 2011 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2011/06">June 2011 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2011/05">May 2011 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2011/04">April 2011 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2011/03">March 2011 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2011/02">February 2011 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2011/01">January 2011 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2010/12">December 2010 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2010/11">November 2010 <span class="filter-link-count" dir="ltr">(40)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2010/07">July 2010 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2010/06">June 2010 <span class="filter-link-count" dir="ltr">(11)</span></a> </li> </ul> <a class="filter-expand-link" href="#">see all</a> </div> </div> </span> <span id="hs_cos_wrapper_post_filter" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_post_filter" style="" data-hs-cos-general-type="widget" data-hs-cos-type="post_filter"><div class="block"> <h3>Posts by Topic</h3> <div class="widget-module"> <ul> <li> <a href="https://marksmith.isg-research.net/topic/agent-management">agent management <span class="filter-link-count" dir="ltr">(23)</span></a> </li> <li> <a href="https://marksmith.isg-research.net/topic/ai">AI <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li> <a href="https://marksmith.isg-research.net/topic/ai-and-machine-learning">AI and Machine Learning <span class="filter-link-count" dir="ltr">(30)</span></a> </li> <li> <a href="https://marksmith.isg-research.net/topic/alteryx">alteryx 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style="display:none;"> <a href="https://marksmith.isg-research.net/topic/business-continuity">Business Continuity <span class="filter-link-count" dir="ltr">(14)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/business-digital-commerce">business digital commerce <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/business-intelligence">Business Intelligence <span class="filter-link-count" dir="ltr">(169)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/business-intelligence-3">business intelligence <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/business-intelligence-2">business intelligence <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/business-mobility">Business Mobility <span class="filter-link-count" dir="ltr">(106)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/business-performance-management-bpm">Business Performance Management (BPM) <span class="filter-link-count" dir="ltr">(235)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/business-planning">Business Planning <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/business-process-management">Business Process Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/business-technology">Business Technology <span class="filter-link-count" dir="ltr">(29)</span></a> </li> <li style="display:none;"> <a 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href="https://marksmith.isg-research.net/topic/cmo">CMO <span class="filter-link-count" dir="ltr">(25)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/coaching">coaching <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/cognitive-computing">Cognitive Computing <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/cognos">Cognos <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/collaboration">Collaboration <span class="filter-link-count" dir="ltr">(52)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/collaboration-for-business">collaboration for business <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/collaborative-computing">collaborative computing <span class="filter-link-count" dir="ltr">(24)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/commerce">Commerce <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/commission">commission <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/compensation">Compensation <span class="filter-link-count" dir="ltr">(39)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/complex-event-processing">Complex Event Processing <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/compliance">compliance <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/composite-software">Composite Software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/contact-center">Contact Center <span class="filter-link-count" dir="ltr">(46)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/contact-center-analytics">Contact Center Analytics <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/content-management">Content Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/contingent-labor">Contingent Labor <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/continuous-payroll">Continuous Payroll <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/continuous-planning">Continuous Planning <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/continuous-supply-chain">continuous supply chain <span class="filter-link-count" dir="ltr">(24)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/conversational-computing">Conversational Computing <span class="filter-link-count" dir="ltr">(36)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/coo">COO <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/cornerstone-ondemand">Cornerstone OnDemand <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/cpq">CPQ <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/crm">CRM <span class="filter-link-count" dir="ltr">(25)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/cto">CTO <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/customer">Customer <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/customer-analytics">Customer Analytics <span class="filter-link-count" dir="ltr">(27)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/customer-communications">Customer Communications <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/customer-data-management">Customer Data Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/customer-engagement">Customer Engagement <span class="filter-link-count" dir="ltr">(20)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/customer-excellence">Customer Excellence <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/customer-experience">Customer Experience <span class="filter-link-count" dir="ltr">(69)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/customer-experience-management">Customer Experience Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/customer-feedback-management">Customer Feedback Management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/customer-interaction-technology">Customer Interaction Technology <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/customer-performance-management-cpm">Customer Performance Management (CPM) <span class="filter-link-count" dir="ltr">(159)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/customer-service">Customer Service <span class="filter-link-count" dir="ltr">(24)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/cybersecurity">Cybersecurity <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/dashboards">Dashboards <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/data">Data <span class="filter-link-count" dir="ltr">(61)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/data-discovery">Data Discovery <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/data-governance">Data Governance <span class="filter-link-count" dir="ltr">(32)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/data-integration">Data Integration <span class="filter-link-count" dir="ltr">(26)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/data-integrity">data integrity <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/data-lake">Data Lake <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/data-lakes">data lakes <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/data-management">Data Management <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/data-mart">data mart <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/data-mining">Data Mining <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/data-operations">data operations <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/data-preparation">Data Preparation <span class="filter-link-count" dir="ltr">(15)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/data-quality">Data Quality <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/data-science">Data Science <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/data-virtualization">Data Virtualization <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/data-warehousing">Data Warehousing <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/database">Database <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/database-as-a-service">Database as a Service <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/database-com">database.com <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/datameer">Datameer <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/datawatch">Datawatch <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/dayforce">dayforce <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/decision-management">Decision Management <span 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class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/digital-applications">Digital Applications <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/digital-business">Digital Business <span class="filter-link-count" dir="ltr">(21)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/digital-commerce">Digital Commerce <span class="filter-link-count" dir="ltr">(46)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/digital-communications">Digital Communications <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/digital-intelligence">Digital Intelligence <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/digital-interviewing">Digital Interviewing <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/digital-marketing">Digital Marketing <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/digital-operations">Digital Operations <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/digital-publishing">Digital Publishing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/digital-security">Digital Security <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/digital-technology">Digital Technology <span class="filter-link-count" dir="ltr">(81)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/digital-transformation">Digital transformation <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/discovery">Discovery <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/document-management">Document Management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/domestic-payroll">Domestic Payroll <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/domo">Domo <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/dreamforce">Dreamforce <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/eg-solutions">eg Solutions <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/eloqua">Eloqua <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/embedded-analytics">embedded analytics <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/emc">EMC <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/employee-experience">employee experience <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/enterprise-applications">Enterprise Applications <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/enterprise-data-strategy">Enterprise Data Strategy <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/enterprise-messaging-internet-of-things-iot-middle">Enterprise messaging, Internet of Things, IoT, mid <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/enterprise-resource-planning">Enterprise Resource Planning <span class="filter-link-count" dir="ltr">(25)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/enterprise-software">Enterprise Software <span class="filter-link-count" dir="ltr">(14)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/enterworks">Enterworks <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/equifax">Equifax <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/erp">ERP <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/erp-and-continuous-accounting">ERP and Continuous Accounting <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/esri">ESRI <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/ethority">eThority <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/event-discovery">Event discovery <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/event-stream">Event Stream <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/exacttarget">ExactTarget <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/excentive">Excentive <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/experience-management">Experience Management <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/expert-systems">Expert Systems <span class="filter-link-count" 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href="https://marksmith.isg-research.net/topic/fpa">FP&A <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/fraud">Fraud <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/gartner">Gartner <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/generative-ai">Generative AI <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/geographic-information-systems">Geographic Information Systems <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/gis">GIS <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/globoforce">Globoforce <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/golden-records">Golden Records. <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/gooddata">Gooddata <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/google">Google <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/governance">Governance <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/governance-risk">Governance & Risk <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a 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style="display:none;"> <a href="https://marksmith.isg-research.net/topic/hrms">HRMS <span class="filter-link-count" dir="ltr">(29)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/html5">HTML5 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/hubspot">HubSpot <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/human-capital">Human Capital <span class="filter-link-count" dir="ltr">(16)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/human-capital-analytics">Human Capital Analytics <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/human-capital-management">Human Capital Management <span class="filter-link-count" 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class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/performance">Performance <span class="filter-link-count" dir="ltr">(21)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/performance-analytics">Performance Analytics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/performance-management">Performance Management <span class="filter-link-count" dir="ltr">(20)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/pervasive">Pervasive <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/pim">PIM <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/pim-product-information-management-sales-marketing">PIM, Product Information Management, Sales, Market <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/pitney-bowes">Pitney Bowes <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/pivotal-hd">Pivotal HD <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/planning">Planning <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/planview">Planview <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/plateau">Plateau <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/playbook">Playbook <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/portfolio-management">Portfolio Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/portrait-software">Portrait Software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/potus">POTUS <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/powercenter">PowerCenter <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/predictive">Predictive <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/predictive-analytics">Predictive Analytics <span class="filter-link-count" dir="ltr">(18)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/predictive-planning">Predictive Planning <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/president-obama">President Obama <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/price-and-revenue-management">Price and Revenue Management <span class="filter-link-count" dir="ltr">(23)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/pricing-and-promotion-management">Pricing and Promotion Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/process-mining">Process Mining <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/product-experience-management">product experience management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/product-information-management">Product Information Management <span class="filter-link-count" dir="ltr">(46)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/pxm">PXM <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/qlikview">QlikView <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/quotas">Quotas <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/qvidian">Qvidian <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/r">R <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/ransomware">Ransomware <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/recruiting">Recruiting <span class="filter-link-count" dir="ltr">(24)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/recurring-revenue">Recurring Revenue <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/reporting">Reporting <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/research">Research <span class="filter-link-count" dir="ltr">(14)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/retail-analytics">Retail Analytics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/revenue">Revenue <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/revenue-performance">Revenue Performance <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/revolution">Revolution <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/rim">RIM <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/risk">Risk <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/risk-compliance-grc">Risk & Compliance (GRC) <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/riversand">Riversand <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/roambi">Roambi <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/robotic-automation">robotic automation <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/robotic-finance">robotic finance <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/robotic-process-automation">Robotic Process Automation <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/rypple">Rypple <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/saas">SaaS <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sab-miller">SAB Miller <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/saba">Saba <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales">Sales <span class="filter-link-count" dir="ltr">(73)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-and-operations-planning">Sales and Operations Planning <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-cloud">Sales Cloud <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-coaching">Sales Coaching <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-commission">Sales Commission <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-compensation">Sales Compensation <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-effectiveness">Sales Effectiveness <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-enablement">sales enablement <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-enablement-and-execution">Sales Enablement and Execution <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-force-automation">Sales Force Automation <span class="filter-link-count" dir="ltr">(14)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-forecasting">Sales Forecasting <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-operations">Sales Operations <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-performance">Sales Performance <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-performance-management">Sales Performance Management <span class="filter-link-count" dir="ltr">(47)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-performance-management-spm">Sales Performance Management (SPM) <span class="filter-link-count" dir="ltr">(182)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-planning">Sales Planning <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-planning-and-analytics">Sales Planning and Analytics <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-sfa-spm-sales-performance-management-sales-c">Sales, SFA, SPM, Sales Performance Management, Sal <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/salescloud">SalesCloud <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/salesforce-com">Salesforce.com <span class="filter-link-count" dir="ltr">(24)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sap">SAP <span class="filter-link-count" dir="ltr">(28)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sap-epm">SAP EPM <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sap-hana">SAP HANA <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sap-lumira">SAP Lumira <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sap-netweaver">SAP NetWeaver <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sapphire">SAPPHIRE <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sas">SAS <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/savi">Savi <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/scribe-software">Scribe Software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/search">Search <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/security">Security <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/service-supply-chain">Service & Supply Chain <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/service-cloud">Service Cloud <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sfa">SFA <span class="filter-link-count" dir="ltr">(26)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sfdc">SFDC <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/silverpop">SilverPop <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/simba">Simba <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/smart-phones">Smart Phones <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/smarter-analytics">Smarter Analytics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/smarter-workforce">Smarter Workforce <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/snaplogic">SnapLogic <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/social-business">Social Business <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/social-collaboration">Social Collaboration <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/social-crm">Social CRM <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/social-media">Social Media <span class="filter-link-count" dir="ltr">(119)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/social-media-intelligence">Social Media Intelligence <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/social-recognition">Social Recognition <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/socialtext">SocialText <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/softscape">Softscape <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/software-as-a-service">Software as a Service <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/spatial-data-quality">Spatial Data Quality <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/speech-analytics">Speech Analytics <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/splunk">Splunk <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/spm">SPM <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sql-h">SQL-H <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sqlstream">SQLstream <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/stibo-systems">Stibo Systems <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/strata-conference">Strata Conference <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/stratahadoop">Strata+Hadoop <span class="filter-link-count" dir="ltr">(26)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/streaming-analytics">Streaming Analytics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/subscription-management">Subscription Management <span class="filter-link-count" dir="ltr">(18)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/subscription-recurring-revenue-zuora">Subscription, Recurring Revenue, Zuora <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/successfactors">SuccessFactors <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sumo-logic">Sumo Logic <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sumtotal-systems">SumTotal Systems <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/supply-chain">Supply Chain <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/supply-chain-performance-management-scpm">Supply Chain Performance Management (SCPM) <span class="filter-link-count" dir="ltr">(109)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sustainability">Sustainability <span class="filter-link-count" dir="ltr">(26)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sustainability-and-esg">Sustainability and ESG <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sustainability-management">Sustainability Management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sybase">Sybase <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sybase-mobile-industry">Sybase. 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{}; hsVars['language'] = 'en-us'; </script> <script src="/hs/hsstatic/cos-i18n/static-1.53/bundles/project.js"></script> <script src="https://marksmith.isg-research.net/hs-fs/hub/2035844/hub_generated/module_assets/90531062927/1702386872146/module_90531062927_Header-Global.min.js"></script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Allocadia Enables Excellence in Managing and Operating Marketing", "mainEntityOfPage": "https://marksmith.isg-research.net/marksmith-blog/2016/07/01/allocadia-enables-excellence-in-managing-and-operating-marketing", "datePublished": "01/07/2016", "dateModified": "01/07/2016", "articleBody": "The relevance of marketing to an organization depends on planning and performance measured against it. In writing about marketing management I have observed the marketing mayhem that can occur but also have noted that organizations that take marketing performance management seriously are in better position to assess their efforts in relation to goals and outcomes. I have a little experience in having been a CMO and VP Marketing in my career and know how frantic it can be to managing marketing. Taking it seriously requires more effective technology than spreadsheets and presentations; we recommend using a dedicated application that supports management of both marketing operations and processes that contribute to optimal performance. Allocadia is a vendor of such software. Its core principles can help every marketing executive, CMO or not, engage with and lead marketing effectively. Its founders brought passion to the pursuit of marketing excellence that inspired the organization to advance performance management in this discipline. In 2014 our firm recognized its purpose and approach with a Ventana Research Technology Innovation Award. Its software enables marketing departments to take a more methodical approach that manages operations in line with the budget and plan and measures progress toward goals. Allocadia’s products help organizations define the marketing budget and plan how to use it, and then track actuals to the budget and link it to strategy and goals. In recent releases Allocadia has advanced its applications in planning and analytics to derive further insights from marketing operations and performance. Its impact modeler helps users see how plans will contribute to revenue goals. In the past year the company has increased flexibility in modeling input and currencies and enables more granular time intervals for months and quarters. For example, marketing professionals can model complexities in accounting of the budget through purchase orders that might be split across time periods and projects. Allocadia also has made the applications easy to integrate with project management tools such as that from Workfront in which projects created within Allocadia are linked to the budget and plan. Allocadia has an aggressive product schedule that releases new advances almost monthly; this helps marketers incrementally improve their flexibility. It is continuing to advance its visualization capabilities while simplifying presentation of data so marketers can understand and act on insights. Under the covers Allocadia ensures that analytics applied to the model can be linked to ongoing activities and projects. This approach to analytics empowers marketing organizations to directly link strategy, goals, budgets and plans to resources. I know from engagements with marketing leaders that many are unable to unify their operations in such a manner and still use ad hoc approaches. Allocadia is continuing to improve its modeling so it can fully allocate spend and results from top to bottom and also from the bottom up to represent marketing activities and their attributed results. Marketing organizations can get started with Allocadia by focusing on the marketing planning process. I recently articulated the relevance of marketing planning in a perspective that outlines best practices and steps forward. By aligning the budget to goals and projects, marketing teams can work collaboratively to optimize the actual spend. This is something that many need to do: Our benchmark research into marketing planning finds that only 10 percent of organizations are able to accurately measure the plan’s impact. I would like to see Allocadia add more workflow, approval and collaboration in the context of budgeting and planning to eliminate the painful inefficiencies of management by email, spreadsheets and presentations. Allocadia must also further deepen its unique support for marketing and approach to projects and spend so that it is not easily compared to planning and budgeting tools that are deployed by finance. This will not be easy as many of them can provide fairly sophisticated modeling, analytics and presentation for use across business today. Ensuring Allocadia can further its methodical approach to marketing performance management should be music to the ears of finance departments and corporate executives looking for visibility to ensure that the organization derives full value from the overall marketing spend but also the investment into people and projects. In terms of Allocadia products it offers simple pricing and easy, cost-effective deployment of its applications through subscription and software as a service approach to cloud computing. After assessing how organizations use Allocadia’s products, in 2015 we awarded Juniper Networks the Ventana Research Leadership Award in marketing excellence for its work in utilizing Allocadia to develop and apply metrics to manage its spend in the budget to goals. Marketing organizations that do not use a dedicated application risk both their success and the careers of those who work there; everyone should be able to see the results of their efforts and work as a team to achieve their goals. Used properly Allocadia helps enable a sense of accomplishment and pride in both management and operations. There are many in the industry who like to talk about what marketing needs to do, but that have not experienced it or have advice marketing executives like I have in the last 15 years to understand what specifically needs to be done to reduce the mayhem and master marketing successfully. If you have not seen marketing performance management at work, I recommend evaluating Allocadia in the context of establishing inspiration and teamwork in your marketing efforts to achieve the outcomes you and your organization deserve. Regards, Mark Smith CEO and Chief Research Officer Follow Me on Twitter and Connect with me on LinkedIn", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr2014_techinnovation_awardwinner-7.jpg", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://marksmith.isg-research.net/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "The Mastery of Marketing Performance Management", "mainEntityOfPage": "https://marksmith.isg-research.net/marksmith-blog/2016/06/18/the-mastery-of-marketing-performance-management", "datePublished": "18/06/2016", "dateModified": "18/06/2016", "articleBody": "Managing marketing performance is anything but simple. It requires establishing a unified approach to assess the outcomes of initiatives and projects and compare results with investments in marketing people and campaigns. In general, while performance management has been conducted effectively at the corporate levels, it has been a challenge for most lines of business, marketing departments included. Almost 15 years ago, our firm introduced PerformanceCycle, a framework that enables businesses not only to measure performance but to manage it across the organization and within departments. This approach continues to help organizations think through what it means to manage performance and how to do it. PerformanceCycle is a three-step process of understanding, optimizing and aligning performance to specific goals and objectives. We find that many organizations do well at understanding performance, usually through use of analytics represented in dashboards and reports, but struggle with the two steps that follow. It is possible to utilize planning processes to optimize performance to specific goals and objectives, but doing it effectively requires capable software rather than desktop spreadsheets and presentations that are not integrated into the enterprise. For marketing organizations, the focus has been on managing budgets and people through projects and in many cases campaigns to achieve specific goals that are aligned to basic expectations of particular groups, such as demand generation based on the number of leads or in social media based on the number of impressions. These steps are necessary but not sufficient. Managing marketing resources is only part of what is needed for effective performance management. As well as tracking people and tasks, managers should monitor activities, their results and the progress they represent toward goals, not the least of which is revenue augmentation. Viewed this way, marketing performance management is both a commitment and a process that goes well beyond reaching goals that are not intrinsically linked to the outcomes expected of marketing by management. It also supports an initiative for continuous process improvement by using software that facilitates managing goals, plans and metrics. In beginning a marketing performance management initiative that should inevitably be a continuous process, we recommend setting goals that clearly identify in functional terms what marketing must achieve, establishing context by comparing the goals to the existing situation. As part of this planning process, take time to understand the roles and activities that will be involved, establish for each of them ways to measure their efforts, and provide flexible software that is accessible to everyone in marketing. Educate yourself about executives’ view of marketing performance, which typically is framed in terms of its cost and thus its cost effectiveness as applied to achieving targeted outcomes. Be sure to examine whether to include aspects such as the relation of marketing performance to corporate objectives, sales efforts and new product introductions. Also be aware of the impacts of marketing activities and outcomes on other departments. Ensure that the process being developed to manage marketing performance is visible to all stakeholders in marketing and in upper management. With their buy-in, develop a centralized common budget and plan for the entire marketing organization. Before launching the program, develop or acquire a methodology to manage spend vs. results and adjust iteratively. Also plan to standardize and integrate activities and results data supplied by marketing systems and team members. Identify relevant data from sales systems to integrate with marketing data; for example, use data on closed deals to track results of lead-generation efforts. Understand that you will need to have analytics software to analyze and interpret data for decision-makers. Our benchmark research finds that up to 10 information sources can be important for building marketing analytics. These begin with data from internal marketing operations such as budgets, goals and objectives and external online marketing activities, but they also include enterprise sources such as finance, sales, HR, ERP and billing and perhaps data from partners who might be involved in marketing activities. The next step is to select software designed to manage marketing performance. It should be able to automate and centralize management of initiatives, goals, projects, budgets, resources, plans and analytics. Be sure that it provides analytics that will yield performance management metrics and enable you to derive key performance indicators. Both historical and current plan metrics are critical for comparing actuals to budget. Key process and people-related indicators are essential to determine if marketing activities are on track to achieve performance goals. The software also should have a common dashboard for marketing operations and management. Use it to devise a consistent approach for presenting metrics that represent spend used and value generated. Analytics also can generate metrics and indicators to help determine the value of investments and the contribution of marketing to enterprise revenue. Such a data-driven approach can improve decisions by providing facts and removing biases from the process. Note, however, that analytics must be useful to nonspecialists. In our marketing analytics research more than two-thirds (68%) of organizations said it is very important to simplify marketing analytics and metrics. But for more advanced marketing departments applying predictive analytics has helped provide insight to potential future outcomes. As I’ve said, measuring performance alone will not enable you to manage marketing performance. Having defined goals that cascade across marketing and metrics linked to them is critical to determine whether the organization is on path to reach the goals and whether resources and budgets are allocated effectively. Visualization capabilities in the software enable planners to see the allocation over future time periods and to compare actuals vs. budget in the marketing plan. This can’t be done using spreadsheets and presentations, which are not centralized or readily available and are not designed to manage marketing performance. A managed approach to marketing performance management can save time and resources, both of which may be in short supply, according to our research. Lack of resources is both the most common process barrier (for 44%) and the most common technology barrier (for 55%) to making changes in marketing analytics. This approach also can provide the ongoing visibility into marketing performance that the organization needs. Almost one-fourth (23%) of organizations want to compare actuals vs. budget during meetings, and nearly as many (18%) want to do so within an hour or two after meetings, according to our research on next-generation business planning. However, organizations that rely on spreadsheets often find themselves stuck in a perpetual cycle of chasing data and performing mashups to develop the metrics required to manage marketing performance. The ability to quantify results using ROI and benefits metrics enables marketing leaders to demonstrate the department’s value to the business. It is very important to more than half (54%) of organizations to assess impacts of marketing spend on their goals and objectives, and important to an additional two in five (39%). Almost two-thirds (64%) of research participants said that marketing’s contribution to the sales pipeline is a very important way to determine that impact. Our research delineates the challenges for marketing departments in justifying their expenditures and demonstrating the business value of their activities. Adopting software that analyzes and tracks the relations between spending and revenue can help them make processes more transparent and prove their worth to executives. It also can help marketing teams focus on revenue generation as the goal of all their projects. Thus, in assessing applications with which to manage marketing performance, don’t settle for those that only help you execute demand and lead generation or track social media; search for dedicated software that can help you understand, optimize and align expenditures and activities to desired outcomes. In all, marketing performance management enables organizations to make better-informed decisions on plans for future initiatives and campaigns. It can enable marketing to increase productivity, improve performance and take a more central role in the enterprise. It establishes a foundation to understand and plan for a positive impact from marketing and quantify the value it delivers to an organization. Excellence in marketing requires managing to expected outcomes. Proper use of data and analytics can enable you to reach the goals outlined in plans and provide visibility into the use of budgets and resources. Analytics can provide metrics and key indicators that help you manage performance daily, weekly and monthly. If you take these steps, your marketing department will be more agile and adaptive in achieving the outcomes expected from its efforts. Regards, Mark Smith CEO and Chief Research Officer Follow Me on Twitter www.twitter.com/marksmithvr and Connect with me on LinkedIn https://www.linkedin.com/in/markallensmith", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/untitled-5.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://marksmith.isg-research.net/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Next Generation of Product Information Management Empowers Digital Business", "mainEntityOfPage": "https://marksmith.isg-research.net/marksmith-blog/2016/05/24/next-generation-of-product-information-management-empowers-digital-business", "datePublished": "24/05/2016", "dateModified": "24/05/2016", "articleBody": "Organizations in all industries face various difficulties in managing product information. The most serious is providing complete, engaging information to consumers and customers on the internet. Newly developed products, mergers and acquisitions, changes to pricing and promotions in online commerce spur business growth, but these factors also increase the amount and complexity of product-related data and content. In addition the digital economy offers a new generation of services that are sold by subscription and packaged in various options and price points. As well, global diversification of suppliers, customers and business partners forces organizations to manage data quality and consistency in multiple locations, currencies and languages. Many organizations have successfully implemented applications to manage manufacturing, the supply chain and other processes involved in building and shipping products, but ineffective information management hampers these processes and slows the pace at which organizations can introduce products. The rapid pace of bringing products into new channels and distributors, as well as seasonal dynamics, makes it harder to synchronize and update products in timely fashion throughout supply chains and to customer outlets. Some organizations have attempted to address these challenges by building custom systems to integrate and distribute product information. Our previous research on product information management (PIM) found more than one-third (37%) of organizations using custom code and almost half (45%) using manual processes; both these approaches limit the adaptability and efficiency of product information management. Another complicating factor is the use of spreadsheets for PIM: One in three (34%) said they use them heavily, and almost half (46%) use them moderately. We think it is no coincidence that almost half (46%) of these organizations reported finding major errors in their product information. Thus it is not surprising that more than half (57%) said they plan to change the way they manage product information in 12 to 18 months. I have written about the current state of PIM software in a perspective on our upcoming Value Index, in which we are busy assessing the technology for 2016 and preparing guidance on vendor selection. To understand our unique methodology, please review our latest PIM Value Index. Forward-looking organizations are deploying PIM processes and technologies to establish product information that is complete, relevant, dynamic and constantly available. They are using PIM systems to manage product relationships throughout the enterprise and improve business performance by automating cross-functional processes such as sourcing, new product introductions and electronic commerce. Using PIM technology, a company can put in place and then manage processes that make each line of business accountable for its product or item data and enforce common business practices and rules for conducting business and analyzing information. Conversely, we have found that other systems including ERP, PLM and e-commerce cannot support the full range of needs in PIM. Having a set of common definitions of product information across the organization promotes efficiency of business processes, which in turn can improve the customer experience. Product information includes attributes and definitions specific to customers, suppliers and the enterprise. Like product-related master data management (MDM), PIM provides a way to automatically produce a complete, reliable view of all products without forcing every department and business unit to use the same application or format. For IT groups, it provides a way to ensure accuracy and consistency of data across the organization and to give all departments confidence in the reliability of the data they create, receive from and pass to other business units. But unlike product MDM, as I have written, product information management is about managing the “information supply chain,” which includes capture, assimilation, synchronization and publication. In capture and assimilation, PIM seeks to assemble complete, standardized product information from many sources (such as global data synchronization, manufacturers or content feeds). Through publication, PIM seeks to optimize information structures and content based on the downstream usage requirements of, for example, websites, catalog systems and e-commerce services. Growing competition in online channels puts pressure on organizations to synchronize updates to product information across all channels and make it available directly for commerce and websites so that all sources agree and no information is released inadvertently (which, for example, might give competitors advance notice of product introductions, new pricing or other strategic changes). In addition, organizations that must track thousands or even millions of products or stock-keeping units (SKUs) need to reduce the burden of managing all this product information. Some are implementing new cloud-based interchanges; others are using industry standards like GDSN and GS1, and data transformation services to replace systems and routines based on older, more proprietary standards and manual code. Others are implementing MDM to improve integration of cross-functional and external information. In these ways, organizations can increase their flexibility to make changes as needed throughout the information supply chain. To be able to provide consistent, accurate and actionable product information for consumers, customers and partners as well as throughout the supply chain, organizations must optimize the processes they use to develop and disseminate product information. Today’s businesses must manage a continually expanding variety of content and data as well as the expectations of audiences demanding comprehensive product information with a few clicks. Addressing these challenges requires unified processes and automated systems. However, our previous benchmark research on PIM found that many organizations are not up to these tasks. Fewer than one-fifth of them are innovative in their use of product information, while the large majority have plenty of room for improvement. Many organizations assign the core responsibility for PIM to the marketing function, which has its own set of challenges to deal with, as I have pointed out. Managing product information can be difficult when industries, companies and even individuals within them use different names and attributes for the same things. Disparities often exist across departments with different orientations, including marketing, sales, commerce, the supply chain and finance. Additionally, organizations regularly add suppliers to their business networks and increase the number and variety of products they offer. Furthermore, many customers expect to be able to access product information on their mobile devices, and e-commerce introduces complexities in unifying information to invoke a purchase or recommendation. Also, product content now includes images and video linked to social ratings and comments. For all these reasons selling products and services, from business to business or to customers, requires a solid base of product information management, which I outlined in thoughts on supercharging sales and commerce. These advances not only bring additional data into the organizations’ information systems, they often introduce new inconsistencies in how products and attributes are combined. Yet competitive pressures require that the information presented is not only up-to-date and accurate but engaging in its presentation. Organizations also need systems that enable operational processes to run uninterrupted and make timely data available for analysis and guidance in decision-making. PIM affects all lines of business and thus should be a shared responsibility across the front office and others responsible for the creation and maintenance of products and services. This means that PIM must interface to or support collaboration and workflow systems to ensure that the tasks and oversight engage all responsible individuals in the organization. In light of these issues, it is not surprising that in our previous research the most important evaluation criterion for PIM software is adaptability, which almost half (49%) of organizations said is very important. Only one-fifth of organizations in that research said they are very satisfied with their current efforts in managing product information. To address these concerns, mature organizations embrace product processes that use PIM software to manage content and data about products, items or materials across the enterprise and for supplier networks and business-to-business (B2B) exchanges. PIM applications and tools are designed to produce and enable access to complete and reliable product records. If properly deployed, PIM systems can synchronize all the attributes and definitions used in the identification, description, marketing, sales, commerce and fulfillment of products across all channels that customers, suppliers, trading partners and employees use. PIM can provide competitive business advantages by helping organizations address these information management issues: Inconsistent product definitions in product content and data, which many organizations find difficult to improve Limited feedback from customers on product information and its relevance to their purchase and use Insufficient control of the flow of product information due to use of multiple applications, file systems, spreadsheets and systems dedicated to only portions of the data Lack of integrated information to perform operational processes, execute workflows and provide automated data services Scattered information sources for analytics and business intelligence (BI) for financial and operational analysis, in which data is incomplete, inconsistent and out of date. In our previous research little more than one-quarter (28 percent) of organizations reported that they manage PIM as part of master data management, an approach that can help improve the consistency and quality of an organization’s data. PIM and MDM projects typically include use of tools for data discovery, profiling and quality to deepen understanding of the data, including relationships and associations between data items. Most organizations have not integrated PIM into their overall business processes to optimize use of the information, but two in five or more of those that have implemented a dedicated approach to PIM reported gaining benefits such as eliminating errors and mistakes (47%), improving cross-sell and up-sell opportunities (44%) and improving the customer experience (41%). Against this background, Ventana Research will undertake new benchmark research to determine awareness and adoption of a new generation of product information management software that enables business and customer-focused processes that meet today’s challenges. The new research will explore organizations’ experiences with deployment of PIM systems and issues they have faced in efforts to align business and IT resources and spending with organizational information management objectives. It will examine how many organizations are operating PIM in cloud computing environments or are considering it. The research also will examine the importance of presenting such digital assets effectively on mobile devices. Those efforts often require integration of supplier and customer information, increased use of online channels and synchronization of updates to product information that may be spread across global markets. The new research will investigate the market performance and maturity of organizations’ implementations of PIM and their use of or intentions for new technologies in mobility, cloud computing, collaboration, big data and interaction across social media. Our previous research found analytics, big data and mobility to be the top three technology trends for PIM improvement, and we will determine if these remain the priorities. The new research will examine how and to what extent organizations have addressed the people, process, information and technology aspects of improving data quality, integration and consistency, enabling B2B and supplier integration through online channels and service orientation, providing a single view of products, materials and attributes for business intelligence and analytics, and establishing a central resource for better control and security of product information. Please take the survey now and let us know what your organization needs from product information management. We look forward to sharing the results of this research on an issue of primary importance for all businesses. Regards, Mark Smith CEO and Chief Research Officer", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/ventanaresearch_ngpim_benchmarkresearch-250.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://marksmith.isg-research.net/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Mr. President and Department of Labor: Move Aside; Let Employees Work and Learn", "mainEntityOfPage": "https://marksmith.isg-research.net/2016/05/21/mr-president-and-department-of-labor-move-aside-let-employees-work-and-learn", "datePublished": "21/05/2016", "dateModified": "21/05/2016", "articleBody": "Through a federal rule referred to as “Overtime Rule” and part of Title 29 regulations was issued on May 18th, 2016 by the Department of Labor (DOL), the Obama administration now mandates that unless they meet criteria for exemption, employees paid less than $47,476 ($22.825 per hour) are entitled to overtime pay when they work more than 40 hours per week. The rule change, which goes into effective on December 1, 2016, is intended to apply to executive, administrative and professional employees; it has exemptions for teachers, lawyers and other specific jobs and industries. The new limit, which is detailed in a DOL summary and further described in a distributable document and a set of frequently asked questions (FAQ), is a 100.7 percent increase over the previous overtime trigger salary level of $23,660 ($11.375 per hour), set in 2004. According to the administration the new rule affects 4.23 million workers (which by the way at this writing references “white college workers” rather than “white collar workers”) among an estimated 8.9 million overtime-eligible salaried employees in the U.S. According to the DOL, 17.5 percent of the newly eligible workers are over 55 years of age, 21.2 percent from 45 to 54, 22.4 percent from 35 to 44, 31.3 percent from 25 to 34 and 7.4 percent under the age of 25. The new rule also establishes an automatic update every three years to the maximum qualifying salary. The rule permits up to 10 percent of the salary to come from nondiscretionary bonuses, incentives and commissions or through an end-of-quarter catchup payment. The new rule is part of a set of regulations that specify how the minimum wage and overtime pay protections of the Fair Labor Standards Act (FSLA) are to be administered. Originally intended to eliminate potential sweatshops that resulted from the great depression are part of protections for “white collar” workers. President Obama embraced this agenda when he signed his directive in 2014. But the president’s good intentions can have side effects – in this case, the increase could limit options entry-level workers, whether college graduates or those heading into a new career path, who might want to invest time learning beyond standard training to better their value to the organization. In fact, it even could limit those who work in human resources who seek to be able to spend extra time understanding this DOL legislation and its impact – they could find themselves in an overtime situation despite the fact that it is an opportunity to better their skills to the benefit of their organization. Spending more time to learn skills for a white collar position should not be prohibited but encouraged. Let me make this more personal. I began my career 28 years ago by relocating to a major metropolitan area to take a technical operations position at a significantly low salary. I accepted the salaried position knowing that I would barely be able to maintain a living because the opportunity was more than worth it, enabling me to break into a company so I could establish the experience and skills not available anywhere else. I was not a college graduate, did not have specialized or advanced knowledge but was willing to apply myself – to use my place of work as a place of education to the benefit of both the organization and myself. Over a number of years I was a hard and dedicated worker, sacrificing a personal life to work 50 to 60 hours per week so that I could advance my job level and salary. Under this new rule the company could easily have been in violation of DOL regulations, and the employer probably would have required that employees not work more than 40 hours. Three decades later, how much has changed for a broad range of private-sector white collar employees who might not have either a college education or skills in the industry they want to work in? They may well be trying to restart their career but now will not be able to spend time at work at or related to the job that could be construed as overtime. The new rule will force employers to establish new employee handbook guidelines and agreements that direct employees and maybe not just the non-exempt ones not to work more than 40 hours or be in violation of employment rules and subject to termination. And employees trying to show a commitment to advance their potential in a range of white collar positions may well find themselves facing the proposition of being dealt with as an hourly employee with what I would define as a transaction level relationship with the company. The Department of Labor suggests that to accommodate the new regulations businesses of all sizes can raise salaries to maintain the overtime exemption, pay overtime beyond 40 hours, reorganize workloads, adjust schedules or spread work hours – or, of course, adjust wages. The last recommendation in practice means the employer, to compensate for extra time worked beyond a 40 hour work week, might well have to have a difficult conversation with its employee to induce him or her to accept a lower salary plus overtime pay. With no exemption for size or location of business, this new rule will mean that considerably more time will be spent, unproductively from the company’s point of view, renegotiate its employer-employee relationship. The DOL states it will not be difficult for employers to track workers’ hours as “employer already has systems and policies in place for dealing with overtime eligible employees so the rule isn’t introducing any new obligations for employers or requirement them to adopt new systems.” Well, the DOL does not realize that many organizations will not have had employees making less than the previous salary threshold but do now under the new level. Moreover, in many cases they were not paying attention to the exemptions because in a small and medium sized business the time required and cost of paying attention to every regulation is prohibitive. For employers, it now becomes a smart move to assess the use of software that employees use to track their hours daily so that managers and management have direct, centralized visibility to time worked. If your organization already uses workforce management software to track hourly workers, it might be able to be used for time worked by salaried employees. In addition, a new generation or human resources management systems (HRMS) have begun to add ability to track time worked by day and projects. Doing what the DOL appears to be recommending – leaving it to employees to track – is a recipe for disaster. Employers and managers should not leave any potential issues or violations in the hands of employees who may or may not track diligently every day. The government in this case has increased the cost of business by inserting the need for business to acquire and deploy software to support tracking hours. Employers can also examine moving to the use of contingent workers, shifting the responsibility to a third party to deal with the compliance. These contingent labor organizations already have the processes and software to ensure compliance to regulations. A significant number of larger corporations already do this today to eliminate the burdens of hiring and maintaining a workforce. This is in addition to looking at using part-time employees who might work only 32 hours or less and do not fall into other regulatory requirements that increase the cost to a business. The federal government should also have recognized the geographic diversity of businesses, with many located in areas where the cost of living is less than half what it might be in a metropolitan area. If you read the regulations, it is clear that some areas negotiated exceptions – American Samoa, for example, which has a lower standard test at 84 percent of the $47,476 salary. While exemptions on type of workers like outside sales, computer-related occupations, field of science and learning. Also, there’s a “learned professional exemption” where the “Customarily Acquired by a Prolonged Course of Specialized Instruction” could be the loophole for a large class of employees who can cite some level of related instruction or a degree that’s close enough to the content of their job. The regulations provide a significant number of exemptions to the overtime rule in executive, administrative and professional areas that include some educators, those in law or medicine and outside sales, computer employees and highly compensated employees. Employers should make sure they are fully examining the available exemptions, even in situations where salaries are above the new threshold at $47,476. Interestingly, the legal and medicine fields are exempt from the salary tests for compliance; why did entry-level lawyers get an exemption? Or those that work to help take care of humans? I could be cynical and say they had great lobbyists. To me, one of the saddest parts of the legislation is where bona fide teachers are exempt where they actually should have salary increases. But the biggest question the regulations raise is why does the overtime rule not apply to these industries? Should the salary range that triggers overtime have been increased? Yes. But this doubling of the salary level came with little notification to enables businesses to adjust through policies, processes and potential systems; now the regulations will go into effect on Dec. 1, 2016. The DOL did provide notification in July 2015 on the potential changes, so if you were keeping track of the details – which I can guarantee the majority of businesses weren’t doing – you know what’s coming. But since the government lacks any technological sophistication in business registration and notification, it’s not until now that business leaders including CEO, COO, CFO and head of human resources are learning of this and starting to take action. Of course those in larger corporations that have dedicated resources and retained labor lawyers are probably on top of the changes and implementing changes. Remember, though, that the number of small to medium-sized businesses far outnumber the larger ones that typically have more a $1billion in revenue and the DOL did just publish a specific guide to help these smaller-sized organizations. The federally mandated minimum wage in the United States is $7.25 per hour. It should increase, and many states are already advancing it. In the face of these changes, businesses will have to make some difficult decisions on their ability to operate at current levels and determine the path forward to address increased payroll. Most organizations have budgets and this new regulation will have a direct impact on the budget in the calendar fourth quarter. Clearly, discussion involving at least the CFO and head of human resources will have to happen to develop a plan and determine a course of action. Organizations will need to review job levels and salaries as part of compensation planning to see if they should raise them to the federally mandated minimum to minimize the impact to any issues on the exemptions and requirement to track hours. Many HR organizations might also need to determine if their HRMS is effective at tracking hours worked and compensation processes as our latest human resources research found is one of the top uses of a HRMS and is one of the key factors motivating organizations to change technology providers. There will need to be updates to the employee handbook on overtime, communications to managers and inevitably new agreements or statements to salaried workers within this pay bracket. Employers should seek labor-related legal counsel to ensure they have assessed their workforce and the situation with respect to exemptions and have plans to mitigate risk. As the new regulation goes into effect some employees may find themselves with a salary increase for the holiday season, or they may find themselves being informed they are no longer able to work extra hours related to their job to improve their career or performance. Some may find their salary reduced to incorporate overtime or may be asked to go to an hourly rate. While I would agree it is appropriate and necessary for the DOL to establish a salary framework that keeps employers from creating sweatshops and working their employees too extensively, this doubling of the salary level appears to me to be excessive. Employees are always free to decide that they should find a new place of employment, but in this instance the government has taken an action that will force businesses to expend time, resources and money to ensure they stay in compliance. This regulation will impact employers whether they decide to hire college graduates only part-time or as hourly employees at compliant levels or skip them entirely and look for workers with more experience. College graduates are not well prepared by universities or colleges in their degree related to a job opportunity they are applying for in the private sector will require significant training that is not offered by the employer. For those college graduates applying for a job position not related to their degree will need even more training and a larger desire to learn about the position that in both examples will not be possible after December 1st. The DOL has published its overview of the Overtime rule which portrays the new rule in a positive light: It puts more money into the pockets of many middle class workers or gives them more free time, prevents a future erosion of overtime protections and ensures greater predictability, strengthens overtime protections for salaried workers already entitled to overtime and provides greater clarity and security for workers and employers, improves work-life balance, increases employment by spreading work, improves worker health and increases productivity. All of this may well prove to be true. But all of it could be driven by choices employees make when they take a position and determine the employer they want to work for, rather than constraining employees who want to focus on their career and work hard at their employer. It is clear that President Obama and Department of Labor have no real understanding of the impact of this change and how it will alter the dynamic of employer-employee relations and impact the employee’s right to work hard, learn more about his or her profession on the job and thus have the opportunity to move up and advance his or her career. If the president and DOL think that employers are going to pay overtime to support an employee’s desire to further training beyond existing ones offered, they are really disconnected from the way business operates. The federal government has now tied the hands of employers and instead created overhead for the private sector. This action is eliminating opportunity at a time where any aging individual who needs to retrain to switch careers will not be able to do so unless employers increase their budget for the workforce. Of course, the money for this will have to come from steps such as increasing margins on products and services that which translate to increased prices that the public may or not choose to pay, reduced benefits to employees like health insurance coverage, increased time off, matching 401k and continuing educational reimbursement, or reducing operational expenses or growth through eliminating new positions and employees. While the president and DOL view this updated regulation as protection of employees and an expression of the president’s commitment to fair compensation for hard work, in my opinion it is a move that could have the opposite effect. Disrupting the private sector and forcing business to reassess its workforces, salaries and overtime patterns at a time when the focus should be on growth and new hires is really a bad step. Not everyone wants to be forced only work 40 hours on salary and should not be constrained by a federal regulation that forces employers to prevent it from happening. Mr. President and Department of Labor, after working in small, medium, large and very large business in the private sector from entry-level to executive positions, after having hired or been responsible for hiring hundreds of people, and after starting and leading a small business as CEO over the last 13 years, I have a little more experience on this matter than those who developed the position you and your departments have taken. This action will change the dynamics of the workplace for the worse and have stepped on the potential opportunities of millions of Americans, from college graduates to those who are being forced to transition from trades that are no longer able to provide jobs in this country due to globalization. The view that this new regulation communicates of employers, generalizing that we are not treating our employees properly with fair salaries and so the government needs to wield a stick that is these regulations is incorrect. If you ever want a dose of reality on business and the private sector, let me know; I am more than able to provide some opinion and perspective. Regards, Mark Smith CEO and Chief Research Officer", "image": { "@type": "ImageObject", "url": "", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://marksmith.isg-research.net/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Can We Trust Salesforce for Business in the Cloud?", "mainEntityOfPage": "https://marksmith.isg-research.net/2016/05/14/can-we-trust-salesforce-for-business-in-the-cloud", "datePublished": "14/05/2016", "dateModified": "14/05/2016", "articleBody": "I have been meaning to write about Salesforce since its Dreamforce 2015 conference. Salesforce provides a platform, tools and applications for business and IT who claims to be the ‘no software’ company which as you will read is exactly what happened on May 10th. Heck, Salesforce is making a lot of advances on its platform, its applications and even with Analytics and the Internet of Things. These changes are at the center of what at our analyst firm calls digital business innovation. Much of what it’s doing is very good, but now I am questioning whether the company’s foundation of business processes and technology platform has reached a point at which it can’t grow any further without impacting its own customers’ operations and success. That may be a harsh statement, but I think my reasoning will become clear as you read this perspective. This is not my usual focus, but it comes from a customer-centric perspective since we have been a customer of Salesforce since 2012. You’ll find this is different from most of my analyst perspectives, which take the approach of a technology insider; after all, as an industry analyst in 2011 I was the top-rated enterprise software analyst (if you don’t mind a little self-promotion). In this case, however, I won’t go into the research and best practices that show what Salesforce needs to do to be an effective provider of CRM and other business tools that help companies succeed in serving their customers and delivering the best possible overall experience. The stimulus for this piece was something that caught the whole industry’s attention: the all-day #NA14 outage on May 10, 2016. What is #NA14? Organizations that rent Salesforce applications that are housed and served from the #NA14 cluster of servers (one of 37 clusters around North America) know what it is. On that date it experienced what I believe was the largest-scale outage in Salesforce’s history and maybe ever in the industry based on number of companies and users. While other clusters also had some shorter outages at the same data centers, it was #NA14 that went out for the entire day. So impactful that the humor of having a t-shirt that those affected can purchase. You might say, it was just one day, so what is the big deal? Well, thousands of companies that have hundreds or thousands of users each were abruptly denied access to their applications for marketing, sales, customer service, messaging and to analytics and any custom applications and all their interactions with prospects and customers. This means everything was down, and for businesses that operate on Salesforce’s platform – like ours does – across marketing, sales, customer service, operations, customer engagement and even accounting, this was a major inconvenience. Much of the #NA14 fiasco has been documented and reported by Information Week and eWeek. As well as the outage, customers lost five hours of data (according to their Salesforce Trust website) and I can imagine at least millions of dollars in worker productivity and potential new sales. The customer interactions that could not occur had a direct impact on the customer experience that companies were trying to deliver, and you can bet those customers were not happy. Making it even worse, Salesforce did not substantively communicate to customers and users while all business using Salesforce was at a complete standstill. The company did nothing to relieve the internal confusion and panicky communications within organizations that wanted to know what was going on. Why this lack of communication? After a little investigation I found that the customer information Salesforce needed to communicate with its customers resides on the same servers that were offline and so was inaccessible to the Salesforce account and customer service teams! This means that Salesforce does not have a centralized customer information store that is a replica or master of the data stored on its server clusters around the world. How is this possible for a company of its size and reputation? A lack of investment in process and infrastructure that has led to a brittle foundation for its cloud computing empire must be at the root of the situation. Any organization that depends on customer relationships should have its customer information available even when key software is not operational and should know how to communicate to its customers across any channel, voice, text or email. My colleague Richard Snow outlined this in his guidance for 2016, and Salesforce should heed his advice and apply what he has written about the innovations it provides to its customers to its own business. When I look at the information Salesforce has about our organization, I see that it does not have fields to tell them how they should communicate urgent notifications and by what channel. Would it be most useful to call, text or email? Here are some serious places for improvement. Salesforce eventually got past its consistently uninformative responses on Twitter to check its trust.salesforce.com site. CEO Marc Benioff personally replied to some people’s tweets like mine with this: “I am sorry for our service disruption on NA14, please email me at ceo@salesforce.com so we can call you @parkerharris.” It revealed that the company does not link Twitter handles to customers and store centrally. The Twitter mob launched a flood of obnoxious, sometimes hilarious memes on the situation, like pictured here, and very quickly it became too late for Salesforce to recover. I did email and tried to follow up with Marc but got no response, so that gesture on his part was worse than nothing. I got basic responses to direct messages on Twitter but nothing that improved my confidence or trust in Salesforce’s ability to resolve the situation. Something that was not mentioned at all during this service disruption and data loss is that Salesforce uses Oracle’s database technology under its Force.com platform. Salesforce stated on its Trust website, “The service disruption was caused by a database failure on the NA14 instance, which introduced a file integrity issue in the NA14 database.” Salesforce was careful not to mention Oracle in any communications, though it noted during the crisis communications that it was a database failure. It is known that Salesforce has built its own abstraction layer as part of its platform, along with its own query interface; maybe that is the root cause of the integrity issues that eventually led to the five hours of data loss. If Salesforce was not able to shift successfully to backup data centers, let alone ensure against a power failure to a data center itself, we wonder whether its data centers are configured properly for fail over and disaster recovery. As a side point it is well known that placing data centers in major metropolitan areas like Chicago and Washington, D.C., is not a best practice; Google, Facebook and others have selected locations in Oregon that are remote and geographically stable and have lower energy costs and less risk of failure for power or human mistakes. During the crisis, individuals at several levels of management in the support and services team tried to salvage the situation, but since Salesforce could not provide real updates online about service restoration, companies were left with their employees who depend on Salesforce sitting around, and many turned to Twitter for laughter. Two days’ later customers received a formal apology letter from Keith Block, Salesforce’s vice chairman, president and COO, that stated that a power distribution failure in a data center forced the company to switch to a backup data center, but there was also a database failure that created file integrity issues that led to the disruption. The letter apologized for the poor quality of service and encouraged companies like ours to contact him or our account team or even file a support ticket, which showed some humility. But it did not mention the lost five hours of data that was acknowledged on its Trust website, so you would have to do your own investigation to determine whether you had data being entered during that time. And no reference in the email or direction communications to customers that “#NA14 instance continues to operate in a degraded state that can impact the reliability from a performance and scalability perspective, or that they are planning a four-hour shutdown on Sunday, May 15th to attempt to do what they have stated as “bring the NA14 instance back to full functionality”. I guess that customer communication on the operations of its applications and software is still not a priority for Salesforce and making customers go and check the website is what they believe is a great customer experience. What would you do to make up for a #NA14 situation if this was your company? I probably would offer incentives for future services or even apology incentives in the form of gift cards for every user – something to show you care about the customer experience beyond an apology letter that does nothing to help individuals who are on performance plans for quotas to customer engagement interactions. And the email was followed up by another email inviting customers of #NA14 to a special executive team conference call to probably further apologize on the situation. If I was any customer of Salesforce, I would want to be listening to this phone call and communications from executives to determine what might happen to them. Let’s hope that the time since the #NA14 crash has placed a level of seriousness and reconciliation with Salesforce executives. All of this comes back to the overall customer experience in subscribing to software from Salesforce. Salesforce has become difficult to work with for businesses, especially small and midsize ones. Our own business made three changes to our subscription over the last 9 months to upgrade and purchase more licenses – changes that it should be simple and straightforward to make. But if you have experienced the Salesforce Checkout, you know it is anything but pleasant to review quotes, contracts, orders, statements and invoices, and the billing and payment system is even worse. You cannot pay for your subscribed changes by credit card and ACH like you can with any other software as a service on the Internet from, say, Microsoft, Adobe or even SAP or the range of services that a business pays for in healthcare, insurance, contractors and online banking. Salesforce asks you to mail a check because it is more expensive for it to provide online payment. Really? This is the most inefficient way to conduct commerce and make payments. When we refused to pay by check, Salesforce collections generated a new invoice with ACH/Wire information that a customer can manually use; but I refused to waste my company time and I called collections who took my credit card number over the phone. The company at this point doesn’t have an online payment system managed by the customer as is standard in the industry. Even worse, communications to customers come from what is called the collections department, which is an insulting word, as if you were a deadbeat; why not call this team Customer Payment? My experience in three incidents suggests this team needs training in effective customer communications to maintain a quality customer experience. Salesforce’s customer engagement approach for requesting and paying for software is ludicrous, and it comes from a company that markets itself as providing a “customer success platform empowering companies to connect with their customers in a whole new way” – that’s in the About Salesforce statement in its press releases and website, and it could not be further from the truth when it comes to the experience it actually provides to customers. All of this could be fixed by using subscription and recurring revenue software from Salesforce’s partners and ensure the focus is on the subscriber experience like its partner Zuora provides today, and as Richard Snow has pointed out. Another nagging issue stands as the largest impediment for companies that try to gain access to the latest innovations from Salesforce. I mean its new user experience, Salesforce Lightning. It was announced to customers in 2014 and begun to be released in 2015, but it is still not widely used. I have learned that thousands of companies have yet to migrate to Lightning as organizations have determined it is not ready for prime time in large and small deployments. Our experience has been that it is slow and not responsive to quick changes in the layout of information you are viewing and for getting to previous functionality requires switching to the classic interface. Plus not all of the entire suite of functionality from Salesforce has been upgraded to support this user experience, including the Console, Contracts, Data.com., Forecasts, Orders and even Getting Started. Yes, that’s right: Salesforce is struggling to get its own new user experience software up and running on all of its own applications, but it insists that it will be pretty much complete by the end of 2016. While this would be a good first step, Salesforce also has yet to make Lightning compatible with Windows Touch, which is now the standard method for the tens of millions of professionals who got a new notebook in the last year to scroll up and down, engage with the application and gesture through information. Today if you try to touch your way through Salesforce, it just does not work like it was turned off or not enabled. My inquiry on the situation to Salesforce found that my assessment was indeed true. As an analyst firm that covers business applications that relate to the customer experience, from marketing, sales, service and operations all the way to finance, we conclude that Salesforce is not adhering to best practices. Any organization that cannot get access to its customer information to communicate to them in the midst of a crisis because it does not have a centralized customer database is set up to fail. It is a fact that systems will fail, and an organization should be prepared to have centralized backup of all of its customer information. When it comes to communications, an organization should not rely on a condescending top-down approach that some believe is a superhero type effort but be sensitive to how it communicates with customers and be honest in the information within the communication. Salesforce should be sensitive to other communications it is sending out during sensitive times like #NA14. For example, on the day of the #NA14 crash, Salesforce cloud services sent me an email message saying that “simple configuration changes improve business outcomes.” On the following day an email from customersuccessspecialist@salesforce.com invited me to explore how to best utilize my subscription, and this message had been assembled by copying and pasting text with different fonts and sizes of type. How embarrassing. All of which says to me that spinning out communications designed to learn more about me and get me to spend more with Salesforce is more important than my experience with the situation on hand. I had to reach out to our account executive to inquire about the #NA14 crash, but the rep was not able to offer any enlightenment beyond checking the trust.salesforce.com site. In addition we’ve received no communication from the analyst relations group who should be proactively in dialogue with those that recommend and research their company; sadly, that’s not surprising, as getting information or updates on Salesforce is nearly impossible unless you go and find it yourself at Dreamforce. Salesforce is investing massively in new real estate for its office towers around the world, and the largest of all is the new headquarters in San Francisco. Being the tallest and reaching into the clouds is a heavily marketed message. I hope that Salesforce is not falling victim to what my colleague Robert Kugel calls the headquarters effect. Unfortunately the reality of a cloud infrastructure is that it still operates on Planet Earth, and Salesforce needs to pay significant attention to that. I have pointed out issues in Salesforce’s cloud computing approach – in its processes, technology and people – that make it more difficult to work with from my viewpoint than hundreds of other technology providers. To provide customer relationship management (CRM), which is the stock ticker (NYSE:CRM) of Salesforce, how the processes are instrumented and people are empowered and enabled to communicate is more important than the technology itself. I hope Salesforce will assess its people, processes, information and technology to ensure it can deliver the great customer experience that it espouses as the main value in working with it. From our point of view, as Robert Kugel has written on Salesforce and midsize company opportunity, it is clear that depending too much on one provider may not be the best recipe for success. Even Salesforce is rumored to be shifting away from its own cloud computing environment for its Internet of Things (IoT) and will operate on Amazon Web Services (AWS). Our organization is reassessing whether Salesforce is the right provider to support our marketing, sales, service, operations and customer management for the future. In addition, over the coming months we as analysts will assess Salesforce’s advances in marketing, sales, service, analytics and platform and write about them to help you make your own decisions on whether to reassess or invest with Salesforce for your future in the cloud. It is a serious question whether this company can be trusted to effectively support the business success of its users and customers and whether it can rebuild confidence that it can respond to the critical situations that happen to any technology provider. Is Salesforce able to communicate with and engage customers for the best possible experience? Can Salesforce listen to its customers and improve their product as I have pointed out? Will it improve its business communications to its customers? Time will tell what Salesforce does and how it will recover from #NA14 and prepare itself for the future and how it communicates its plans to mitigate the risk of similar failures in the future. Regards, Mark Smith CEO and Chief Research Officer", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/salesforce-no-software-1.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-research.net/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Digital Business Innovation and Enterprise Messaging Work Well Together", "mainEntityOfPage": "https://marksmith.isg-research.net/marksmith-blog/2016/05/11/digital-business-innovation-and-enterprise-messaging-work-well-together", "datePublished": "11/05/2016", "dateModified": "11/05/2016", "articleBody": "Organizations are facing a digital transformation, as I have written, that is rapidly changing the applications and services that businesses use to operate and deliver information. This new digital generation addresses the expectations of consumers and business partners for information and service in real time. One example of it is enterprise messaging. Recently I wrote about the shift to this technology and the challenges it poses for organizations that lack sufficient skills. However, new messaging appliances and virtualized messaging can carry some of this burden. By interconnecting them, organizations can be more confident in their ability to support the range of information and applications that operate in real time, not only for people but on devices and machines. There are four key areas in which digital business innovation for enterprise messaging is essential to the future of almost every organization. Let’s look at each of them. The Internet of Things (IoT) is a rapidly evolving technology segment, in which real-time messages are transmitted from machines, devices and sensors to other points or gateways for processing through a messaging infrastructure. The conventional approach to connecting devices and sensors uses various proprietary system interfaces and protocols that do not always provide sufficient security and flexible interoperability and may not be designed for the scale that large organizations require. Major corporations in most industries now have internal groups led by digitally proficient officers at the C or VP level who are responsible for investigating and selecting new technology tools like the ones that my colleague has pointed out. They are most common in companies that provide services but also in manufacturing and product-related ones. IoT devices range from appliances in the home to wearables such as watches or clothing to sensors in factories and warehouses. The Internet of Things is gaining momentum and will support a range of services for both business-to-consumer and business-to-business interactions. It tracks and reports on activity or usage of devices or services (electricity, for example), and connected sensors can indicate the need for maintenance or impending failure. To transmit information efficiently across the internet, messages can communicate with servers of service providers or manufacturers. Efficiency requires real-time processing and capabilities to utilize information in the messages for further actions, monitoring or analysis. This range of requirements is at the center of our new research into IoT, which is currently under way. The second key area is the new generation of consumer and customer applications and services that has emerged through social media, virtualized contact centers or customer portals, and commerce systems that require real-time information and action. Existing methods of digital engagement do not exist or are too slow, so many organizations are investing in new applications that can drive customer growth and retention. These systems rely on enterprise messaging across the internet and company networks. The huge volume of customer data and the rapid velocity of its flow could overwhelm networks and databases that are not architected to handle them. In addition these applications in many cases are operating on mobile devices. Their uses include finding and subscribing to new services and communicating customer demands. Again, they must run in real time to communicate from individuals to services on the internet. Our research into next-generation customer engagement reveals benefits of these types of investments, most often improved customer service, increased customer satisfaction and improved customer choice. These applications often operate in cloud computing environments or use enterprise messaging that is hosted on the internet. Cloud computing, already widespread, is the third area. The advent of platform or infrastructure as a service (PaaS or IaaS) has changed the overall software market as many organizations now prefer to subscribe to or rent software rather than purchase it and pay for maintenance on-premises. Over the past five years the markets for business applications, tools and now databases have shifted to the cloud. Organizations can choose to be a single tenant in a private cloud or one among multiple tenants operating in a public cloud, and most ISVs have shifted new software development to cloud platforms. An even more transformational trend is application development done in the cloud; Amazon, IBM, Microsoft, Oracle and others offer PaaS or IaaS for this purpose. These platforms feature embedded messaging that can run within the applications or connect to enterprise messaging systems. The fourth area, big data and analytics, deals with the volume, velocity, variety and granularity of data that organizations must manage and derive value from. The latest big data management technology appears in commercialized versions of the open source Apache Hadoop from providers such as Cloudera, Hortonworks and MapR. Established data management providers such as IBM, Microsoft, Oracle and Teradata have embraced Hadoop and expanded their architectural and technological approaches to a new generation of big data technologies. All these developments increase the need for directly connecting data management technologies and avoiding the silos of so-called data lakes. The most dynamic aspect of big data is transferring it in real time, which requires tremendous computing power and sophisticated messaging. Big data is not new to messaging providers, nor is streaming of events in real time; this is often referred to as big data in motion. But most Hadoop-based technologies have not been able to scale their processing and compute operations sufficiently to deal with the rapid velocity of such data in motion. Some hope lies in an open source project called Kafka, which is a part of the Hadoop architecture designed to process streams of data. Fairly primitive in its initial design, it is now seen in the Apache and open source developer community as the path to handle real-time data with Hadoop. However, it will have to be connected via messaging to support the uses discussed above. The need for it is shown in our research into big data integration, which finds that business improvement initiatives are the top reason for investment in more than half (54%) of organizations. These examples emphasize the importance of real-time processing and messaging in digital business innovation. Organizations that do not have the skills for enterprise messaging but know they need to advance their support and responsiveness to consumers, services and their own operations should assess what it will take to make this critical technology part of their future. Regards, Mark Smith CEO and Chief Research Officer", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/ventanaresearch_iot_benchmarkresearch.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://marksmith.isg-research.net/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Zuora Enables Subscriptions to Engage Customers for Revenue Results", "mainEntityOfPage": "https://marksmith.isg-research.net/marksmith-blog/2016/04/28/zuora-enables-subscriptions-to-engage-customers-for-revenue-results", "datePublished": "28/04/2016", "dateModified": "28/04/2016", "articleBody": "As the global economy transforms into a world of digital services that cross industries, including those that provide value-added services for physical products, managing the complications that arise from digital browsing, selection and purchasing of goods, as well as activation, billing and servicing of accounts, becomes a challenge. Organizations have to not just engage customers but provide satisfying experiences that keep them coming back. Our benchmark research on next-generation customer engagement shows that improving the customer experience is the most widespread impetus to improve engagement, for almost three-quarters (74%) of organizations. Few however have established business processes and applications that support these efforts, which today involve marketing, sales, customer service, operations and accounting departments. We also find that some of the largest suppliers of cloud computing software provide the worst experiences when it comes to billing for and changing existing subscriptions. Ventana Research tracks these dramatic changes in how business is conducted. I have written analyst perspectives on digital transformation in business overall and specifically in sales and commerce and marketing. My colleague Richard Snow has commented on customer engagement, and Robert Kugel has discussed finance. Organizations that do not take these challenges seriously will find their customers expressing their dissatisfaction directly or through social media. Yet this does not have to happen. A range of vendors now offer products that can ease the difficulties of navigating the digital business environment. One of them is Zuora, which has been growing rapidly in providing what it calls relationship business management applications to address needs in subscriber management and recurring revenue. Zuora provides subscriber management, pricing and packaging, billing, payment, quoting, revenue management and analytics on its cloud-based platform. A key distinction of Zuora’s approach is a common foundation for all data related to the demographics, behavior and financial aspects of subscribers’ identity to provide insights about customers and enable interactions across the lines of business. Zuora’s platform and applications can help organizations adapt their business functions, including marketing, sales, customer engagement, operations, finance and even IT, to subscription-based processes. Unlike ERP approaches that are designed around products and invoicing, Zuora’s focuses on the subscriber from engagement to fulfilling services and supports the full range of recurring revenue processes. At Subscribed, its annual customer and industry event, the company introduced Zuora ’17, the latest release of its platform. Its primary aim is to help sales and marketing, product management, finance, IT and business leaders work in a synchronous manner to maximize the potential of subscription-related services. CEO Tien Tzuo addressed the need for a unified approach that is efficient and can drive better results. It provides an alternative to “stove pipe” approaches that isolate front-office functions and finance and accounting processes. Zuora’s latest product roadmap, articulated at Subscribed, describes a series of new products coming to market over the next year. The company plans to come out with incremental improvements on a monthly basis that its customers can take advantage of as part of continuous optimization efforts. In its Zuora community it releases details and collaboration between company and customers occurs. For example, in the April 2016 release, the product is localized for more languages around the world. It supports invoice creation through a template and assists finance groups in foreign currency conversion and processing of exchange rates, as well as tracking and reconciling currency gains and losses. The platform is designed to be integrated with using SOAP API and interface using WSDL. The previous March 2016 enhanced product pricing and bundling through business rules. It also expanded reporting through a drag-and-drop report builder that includes scheduling and interactive slicing of data. The goal is to enable incremental improvements that organizations can take advantage of easily. Last year Zuora identified a need to use analytics to advance the subscriber experience. Its first step was the acquisition of Frontleaf in 2015. Combining their products it created Z-Insights and a collection of modules that use analytics to gain insights on the life cycle of subscribers. Now that has evolved into a metrics-driven approach that aims not just to understand subscribers but to segment subscribers and interact with them in a personalized manner. Z-Insights enables users to see the lifetime value of customers, their level of engagement and the health of the relationship – a unique approach to what we call continuous optimization. This advancement led us to award Zuora our 2015 Technology Innovation Award in Customer Excellence. Our research on recurring revenue finds that analytics is the top priority for new technology in 82 percent of organizations. Zuora’s focus on analytics-driven subscription processes can facilitate continuous optimization in recurring revenue. For sales, Zuora can help through its Quotes module and its interface with salesforce.com’s sales force automation (SFA) to manage needs for more configurable products, and its fulfills what many organizations are looking for in configure price quote (CPQ) software. Organizations do not need to use a separate product that has not been well integrated with its SFA or subscription processes. This shift to embed capabilities is evident elsewhere, as Oracle bought and integrated Big Machines and more recently salesforce.com acquired Steelbrick; that can already be done within Zuora for subscription processes. For flexibility in packaging and pricing it can handle a catalog of pricing models, even those that require prepaid addressing, draw-down methods and real-time updates of billing. For finance, Zuora has worked on managing invoices and billing through a subledger that can interface with and post to an organization’s accounting and ERP system. This helps Finance manage subscriptions and general ledger postings as they occur if necessary or in batches for routine updates. Zuora interfaces to ERP systems from providers used by small and midsize business such as Intacct and NetSuite and larger, more complicated ones such as SAP. While CFOs may be willing to examine a dedicated approach to recurring revenue, many are still fixated on manual processing through ERP and miss the point that automation in finance is only a small part of the value of new technology. My colleague Robert Kugel pointed out many of these challenges. The larger value for finance that Zuora provides is immediate access to subscription metrics and analytics to understand how existing business will impact future revenue and in having visibility into subscription processes across the organization. Zuora also has advanced what it calls Data Connect, which integrates the applications and data of its platform to key third-party application areas including payment, ERP and accounting GL, CRM, tax and Web systems for commerce. It also provides event-based notifications and interfaces to make it easy to adapt to the platform from other environments. Such integration points are essential for subscription processes across business, and Zuora will have to continue to invest in connecting to a growing number of critical systems, at some point also supporting third-party integration systems. Zuora is addressing a key limitation often found in recurring revenue: lack of integration, which our research finds is an issue for almost two-thirds (62%) of organizations. Last year Zuora launched RBM Connect Marketplace where extensions are provided as applications by Zuora and its customers. These partner applications include capabilities to process sales taxes and provide invoice notifications. Partners including Xactly can help organizations pay incentives on subscription-based revenue. Zuora also has been expanding its Zuora University to expeditiously train customers and partners on its platform and products. This sort of facility is becoming increasingly important, as is certification to ensure quality of deployment and use of its applications. Zuora has three key editions of its software, called Growth, Enterprise and Nine, to meet the diverse needs of companies by industry and size. Zuora has scaled its platform to ensure it can meet the largest deployments and has been validated by major companies using it, including Ford, IBM, Schneider Electric and Symantec. At the conference it presented what it calls BRISM (build run insane mode), which can handle any burst requirements for billing that happen to customers on its platform. It also supports the range of security for customer and financial information and complies with PCI, SOC, ISO, HIPAA, FIPS and other methods. In addition control of the platform is accomplished through roles and permissions, along with audit trails. The newest announcement is support for multiple-entity deployment in its Nine edition, which will help organizations that want a common approach to managing separate divisions of subscriber operations in diverse deployments. The Subscribed conference presented customer validation on the diversity of what is possible with Zuora. Gerber Technology offers product life cycle management to large clothing providers including Levi’s, Nike and REI and more than 17,000 customers in 130 countries. The Seattle Times newspaper is transitioning its print and digital services to a fully automated subscription approach using Zuora. Another customer, Surf Air, has introduced on-demand membership to its fleet of airplanes flying in California. Overall Zuora is blazing new ground to expand the possibilities of subscription processes and recurring revenue applications in cloud computing. In the end organizations need to expand their engagement with new and existing customers and ensure that the experience is seamless. Our research finds that customer engagement throughout the life cycle (55%) and cross-selling and up-selling (46%) are top challenges for organizations using these models. Zuora is focused on helping organizations in any industry succeed with recurring revenue and maximize subscription-focused efforts. Organizations that are interested in the value of using a dedicated approach to managing and optimizing subscriptions to engage customers and optimize financial results should check out Zuora. Regards, Mark Smith CEO and Chief Research Officer", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_ngce_research_01_impetus_for_improving_engagement-1.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://marksmith.isg-research.net/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Docebo Innovates Learning Management Systems for Employees and Customers", "mainEntityOfPage": "https://marksmith.isg-research.net/marksmith-blog/2016/04/14/docebo-innovates-learning-management-systems-for-employees-and-customers", "datePublished": "14/04/2016", "dateModified": "14/04/2016", "articleBody": "The learning management system (LMS) offers opportunity for organizations to progressively enhance the effectiveness of their workforce. An advanced LMS can be more than a digital version of an organization’s training programs for specific jobs or to achieve compliance with policies and regulations. It can provide dynamic yet informal learning that business units can create, deploy and sustain through their own efforts. Last year I outlined the benefits of this new generation of learning management systems. One vendor focused on a comprehensive approach to learning management is Docebo, which with 930 customers in 70 countries has been expanding globally to deliver its products to its customers and their own communities of customers. Recently I had a chance to get familiar with the company through briefing and an online trial of its cloud-based software and then more deeply with its organization, products and customers at Docebo’s analyst summit in Italy. Although its origins and headquarters are in Italy, the company has a global presence that includes Canadian investment and more than half of its revenue derived from the United States; it has customers and local sales, support and services spanning Europe, the Middle East and Asia. That’s impressive for a software company of this size and representative of its commitment to meeting the needs of global organizations for learning software available anywhere at any time. Docebo has an ambitious strategy that not only shifts focus from formal to informal learning that is flexible in its configuration and deployment but also aims to maximize its potential in modules for coaching and sharing of learning-related assets to increase workforce engagement. CEO Claudio Erba intends to use artificial intelligence and predictive technology to make learning more intelligent in its interactions with workers. This ambition is reflected in adapting its product roadmap and design to be more direct and engage with individuals in a manner that might be found in Netflix or YouTube. Those consumer-centric sites rely on video that is promoted generally but also personalized for individual users. Docebo’s roadmap for 2016 and 2017 includes advances in its existing products but also begins its evolution of releases to support its CEO’s vision of more intelligent learning management systems used throughout an organization. Docebo Learn, its core LMS product, is easily identifiable through a user experience that makes it easy to understand and administer. It enables companies to brand and adapt the LMS to their own look and feel. Its instructor-led training (ILT) integrates with Web conferencing technology such as Adobe Connect, BigBlueButton, Cisco WebEx and Citrix GoToMeeting and will include Zoom in its upcoming release in 2016. It also provides a range of APIs for embedding its technology with content management systems such as Drupal, Joomla and WordPress that are free or for a charge through salesforce.com; it also supports single signon (SSO) technology. Customers are asking for direct URL access to specific learning assets that can be embedded and used outside of a learning path or a course for replay as the individual needs. Docebo’s LMS also supports structured certification, retraining and learning plans. It supports e-commerce capabilities for organizations looking to charge third parties such as customers and partners for use. For these types of expanded deployments it supports multiple but unified administration and domain management and a range of authentications across deployments such as portals or secure URLs. The LMS also supports access from mobile devices from smartphones to browsers and shortly will do so through native applications and HTML5. Our next-generation learning management benchmark research finds that use of mobile devices is going mainstream as nearly half (43%) of companies plan to use it or will in the near future. Docebo supports the MOOC, SCORM and XAPI standards to help with access, tracking and learning objects. I like that it has an offline player for users who are not connected to the Internet or may have a slow connection at a location. Docebo offers in-depth information about additional features on its website along with documentation and incremental pricing. One of its layered-on capabilities is gamification that provides badges and awards to create a sense of achievement and pride among the workforce. Such recognition is increasingly important to engage the workforce and support finding of experts and knowledge to increase their responsiveness and effectiveness. Docebo is enhancing its portfolio with two new modules currently in beta version. Docebo Coach uses a collaborative approach to provide expert sourcing, help in getting answers, creation of new knowledge assets and tracking and rewards. I like its question-and-answer collaborative environment, an “ask the expert” approach that can make it easy to get human assistance in the learning process. Its other new module is Docebo Share, which can capture and upload video recordings from smartphones or files on computers that then can be placed in what the vendor calls its Knowledge Hub. The content can be validated through a peer review process and edited, curated and published to its Knowledge Library. It is easy for any business person to perform this process and add comments or tips to video content. Our research into next-generation learning management finds that sharing courses and content is the most common need in more than three-quarters (77%) of organizations. The learning assets can be categorized, tagged and shared in specific channels including courses, libraries and content management systems. The content can then be tracked and individuals rewarded for their contributions. Both of the new modules will be released in 2016 with incremental releases later this year and in 2017. Docebo Coach and Share are responding to the need to support communities of practice around courses and topics and the ability to have discussion forums with moderated content, which our learning management research finds to be top needs from an LMS. At the Docebo analyst summit, I had a chance to view examples of its global deployments. Appian, a business process management vendor that has millions of users, has adopted Docebo to invigorate its training and learning that is part of formal certification and also for informal learning to expand skills in its organization. Appian’s users of Docebo include its employees, customers and partners. Presentations from Sealed Air and Optimizely demonstrated the importance of usability in an LMS and blending of it with business processes in their organizations. All three are examples of the need for an adaptable LMS that can be embedded and used for multiple purposes. Docebo as a dedicated LMS has great potential as most of the main providers have been acquired and absorbed into human capital management (HCM) portfolios. Its Coach and Share modules make it possible to engage into learning anywhere in the organization and engage the workforce in the process in a self-sustaining manner; both should contribute to the company’s growth. Docebo is part of a broader HCM strategy that encompasses learning as I have pointed out. Today’s organizations need an LMS that is easy to use and adaptable to a community of customers, partners and third parties. The company has enthusiasm for learning software and has demonstrated its success through customers and continued innovation in its products. Its focus on the user experience is validated in our research, which finds that this is the evaluation criterion most-often very important, to 61 percent of organizations, compared to functionality at 50 percent. Our research finds a variety of reasons to invest in this new generation of social learning, the most common being to improve employee engagement, increase collaboration among employees and increase effectiveness of learning management. Docebo should be part of any consideration of learning management software to meet business, human capital management and needs of extended communities of customers and partners. Regards, Mark Smith CEO and Chief Research Officer", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_nglearning_06_mobile_learning_goes_mainstream1.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://marksmith.isg-research.net/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Mastering Marketing Mayhem in a Meaningful, Meticulous Manner", "mainEntityOfPage": "https://marksmith.isg-research.net/marksmith-blog/2016/03/31/mastering-marketing-mayhem-in-a-meaningful-meticulous-manner", "datePublished": "31/03/2016", "dateModified": "31/03/2016", "articleBody": "I hope this title captures your attention; I’m trying to make a point about the chaos going on in managing and operating marketing. What marketing needs in 2016 is to manage and optimize its efforts in a more unified manner. This perspective kicks off a new series on the challenges for marketing to automate or execute tasks and manage toward maximum performance. We all know that the craft of marketing is in need of significant transformation, from the CMO throughout the entire marketing organization and all the way out to the experience of consumers and customers. But this may be a fanciful mission, as applications and technology does not really automate marketing let alone manage it. Most marketing automation products are specialized applications that are not used by marketing management, let alone front-line marketing managers; they are for specialized needs in demand generation or digital marketing that personalizes inbound and outbound interactions with contacts for the purpose of advancing dialogue and creating relationships. Marketing automation, like its cousin sales force automation, has been a placeholder category that describes only a narrow slice of marketing, and the term has been co-opted by the industry for its own purposes. Though some observers predict that CMOs will outspend CIOs and other leaders of the business in technology investments, I have debunked this ludicrous idea; even if it were true, that would not make marketing departments much more efficient in their management and operations. To counterbalance the silliness of the marketing automation dialogue, I plan to bring you a series on key areas for investment to start the conversation. Evaluating them should help Marketing demonstrate its commitment to promoting effectively its organization and its products and services. Here is an overview of the many issues in the landscape. Marketing encompasses a complex set of functions that have been and continue to be separate operations rather than methodically aligned to a common set of goals. Few organizations have an integrated plan that measures these efforts with a common set of metrics or key indicators of marketing performance. Recently, however, newer vendors have begun to advance marketing performance management (MPM) and focus on using a common departmental budget with historical spend and focus on creating forward-looking plans that can integrate a common library of metrics. But there is still much to do to manage Marketing’s portfolio of resources and assets to achieve desired goals and expected outcomes. The first step in such a transformation is to establish a common set of goals and objectives with a continuous plan that links to metrics and monitors progress and becomes the basis for a common dialogue on achievements and utilization of the budget. So far few marketing organizations have taken this step, most are adopting software for marketing analytics yet without it they cannot demonstrate the level of governance and commitment required for marketing excellence. Finding software that can provide consistency and a shared environment for metrics and collaboration is critical; it also should be easy to integrate with marketing budgeting and planning systems. This will be worth the effort: In our next-generation business planning benchmark research more than half (55%) of organizations said that a dedicated application enables them to explore all implications of scenarios; many fewer (40%) said this of spreadsheets. In addition only one-fifth (22%) of marketing organizations are able to drill down to details during a meeting. Thus a capable tool can help optimize execution and facilitate collaboration in the marketing team. At this point, however, only 15 percent of participants said that they manage the marketing planning process very well. It also is time for Marketing to embrace the digital experience in which consumers and customers interact with websites, communities and even commerce on the Internet. This must be done carefully, as lack of consistency in the digital experience can lead to bad customer experiences and degrade customer satisfaction. Over the past year in reviewing technologies (even the ones we at Ventana Research use) I have been amazed to find how little they are interconnected; lack of integration creates significant impediments to streamlined user experiences in accessing information about products and services along with their supporting content. It impedes not just personalization of the experience but the ability to go from browsing to purchasing of goods and services. Obviously this impacts a company’s revenue and bottom line. The disconnect is not easy to resolve. Some website software includes a content management system (CMS), and demand generation systems offer digital marketing capabilities. Vendors of these technologies talk about simple integration and their partnerships, but almost all require significant customization and consulting resources to actually work. And for organizations building a community and looking to reduce the inbound load of inquiries and sometimes confusion with their FAQ, the use of a learning management system (LMS) can help their marketers communicate information related to products and services. Our next-generation learning management system research shows that an LMS can help in responding to customer service complaints and issues, which more than one-third (35%) of organizations said is important. Innovative new approaches that use virtualization and video can enable an actual employee to converse with customers are now available and can help reduce questions into the organization. Underlying the marketing investments for website and community or commerce environment must be intelligence for supporting the inbound and outbound digital marketing efforts that have evolved from demand generation systems and engaging visitors to the sites. Part of which is to directly link to active promotion and targeting of pay-per-click (PPC) and ensure effective search engine optimization (SEO). In practice many organizations interact with customers through separate systems that each manage their own environments such as Bing and Google; Facebook, LinkedIn, Twitter and other social media channels take specialized approaches to create presence and lure visitors into the marketing channels. But we are beginning to see more integrated approaches to digital marketing to simplify automation and oversight, to extract data to apply analytics to and to create metrics to determine effectiveness and return on investment. This is important because, according to our data and analytics in the cloud benchmark research, social media is the second-most important external data source in almost half (48%) of organizations, following cloud-based business applications (61%). And for many organizations they are beginning to use social media ratings of individuals to determine their relevance and for establishing a better approach to responding to consumers and customers as part of multi-channel contact center efforts. The amount of time and resources companies spend should motivate them to look for more efficient methods to manage digital interactions, especially across social media channels. This point also applies to demand generation, which tries to turn suspects into prospects that can be passed along to sales and is a key part of what Sales expects from Marketing. While marketing organizations have experimented with a variety of email and automation-based approaches over the past few years, not many have succeeded in finding full value from their efforts, often losing some trust from sales and even corporate and finance management in their ability to generate the quantity of viable marketing qualified leads. For this activity many marketing organizations depend on a key person or two who may not have the experience in best practices or systems to know how to apply continuous improvement or when to ditch one technological approach for a better one. This often results in stale legacy approaches that produce a decline in the quantity of quality leads being generated by the marketing organization. Lacking target personas and aligned positioning and messaging embedded in automated nurturing, demand generation is part of why they are not fulfilling its promise. In some cases, sales organizations seeing this decline have been slowly taking responsibility for achieving the quotas for which they are compensated and evaluating a new generation of inside sales that nurture and interact with prospects directly. I highlighted this in my recent diatribe on the state of sales organizations that outlines the increasing divide between marketing and sales in many organizations. If we expect marketing teams to be more progressive, then it probably will be necessary to link a portion of their incentives and rewards to revenue objectives. In addition most demand generation systems as systems of record are ineffective in applying and presenting analytics and metrics; it requires more software capabilities and people skills to get the appropriate data into the marketing analytics and performance management. Marketing will have to turn elsewhere for analytics; it is one the largest users of data and analytics in the cloud, as more than one-third (37%) use them today, according to that research. Similarly our recent next-generation predictive analytics research finds that Marketing is most often the user of these advanced analytics in almost half (48%) of organizations, and almost one-third (29%) are evaluating it for use into 2017. Predictive analytics for example can help determine the probability of individuals to respond to offers or becoming customers, and it can be articulated in the form of a score or a grade that can be useful for helping nurture or directly engage particular individuals. Marketing information is used by 44 percent of organizations for predictive analytics, and one-third (32%) plan to use it which indicates its potential. A positive digital experience is not complete without consistent information about products and services available across the website and commerce systems to other channels of marketing, sales and operations that could range from print, store and channel efforts to the demand and supply chain. Product information management (PIM) systems can support these efforts and can be managed by the marketing and product teams without depending on IT, even though these information assets must be shared and in many cases syndicated across business channels. In organizations where IT has established master data management, this is an infrastructure function and not the focal point of PIM efforts, which require a product master that can be managed within the application environment. For more detail on this issue, see my perspective on PIM Trumps MDM. Having a diverse set of product information that can include images, videos, descriptions, diagrams and even feedback and ratings from others is essential to a full digital experience that can facilitate answers to questions or accelerate browsing to purchasing in commerce or other channels. Many organizations have instituted digital asset management (DAM) to support their website and commerce, but usually these systems are not flexible for managing the entirety of product information. This issue has led to a new generation of PIM applications that blend the technologies. The unification of PIM and commerce systems was critical to almost two-thirds (63%) of organizations participating in our previous PIM benchmark research. It makes sense for commerce and PIM providers to forge partnerships since they have common customers in marketing organizations and businesses. PIM is necessary to eliminate errors and mistakes in product information as well to improve the customer experience; these were two key benefits of a dedicated approach to PIM in our previous research. We expect it to be a key point in the new research we are conducting this year on the next generation of PIM, which must adapt to the roles and specific business processes of marketing and sales organizations. As business models evolve, many industries need to find ways to support subscription billing and recurring revenue processes. Most commerce systems are good at single transactions and shopping basket experiences but not as good at renting and periodic licensing of services that require subscriptions. In recurring revenue effective dating of when the service begins or fees change and when additional services are added can be complex. Customers also may have a variety of billing methods that can be applied differently for services. Even the largest software companies providing software as a service often lack effective billing to support online payment transfer, which half of organizations (52%) use, second only to credit cards (77%), as found in our recurring revenue benchmark research. Improving the customer experience is the second-most important business objective (68%) of recurring revenue, and half (51%) of organizations see it as a driver for introducing recurring revenue. But once you engage customers, you must continue to engage and promote other relevant services that can enhance the customer relationship and potential revenue contributions. Our research finds that Marketing is interacting with customers in almost two-thirds (63%) of organizations that use recurring revenue, and 20 percent or more of marketing organizations are involved with defining, identifying or evaluating subscription billing systems. Overall the research finds integrating systems to be the top technology challenge to recurring revenue business in half (51%) of organizations. For organizations seeking to renovate their digital commerce environment in the presentation of information related to the organization and its specific products and services, addressing many of the previous points is essential. Rather than simply replacing the current system, I recommend considering the needs of the consumer in terms of PIM and the potential of subscription billing and recurring revenue. Organizations that have not developed a refined plan and unified approach to the digital experience before selecting technology may find themselves involved in customization chores and consulting expenses; they should rather look for applications designed to adapt to each other. It is clear to me that marketing leaders will need to be vocal and lead in demanding better approaches to support this mission, as many vendors are focused less on what is needed to simplify their systems than on selling their add-on modules and work with only a few products that come from vendors with whom they have relationships. I have pointed out how the digital technology disruption is changing business processes and methods for operating, and this is true for marketing. In fact, the majority of new systems operate as software as a service in a cloud computing approach that is rented and available on the Internet. Almost all new software for marketing released in the past five years, including analytics, operates in the cloud. The large numbers of users and data sources in dispersed locations are best served with this approach, especially compared to copying and pasting in spreadsheets: More than half (58%) of organizations see them as unreliable for analytics. Marketing cannot afford to overlook the advances in mobile technologies and the need to make the digital experience operate seamlessly and responsively for users of smartphones and tablets. This might seem simple, but variances across Apple and Android devices and across three or four browsers make it complex for digital experiences in marketing. In efforts to make Internet-based efforts more responsive, marketing organizations should explore developing native applications on the mobile devices or how to operate across a variety of social and digital platforms, which is important for cross-promotion and -selling. To offer a complete digital experience requires using all internal and external information assets about visitors and customers, including third-party big data sources combined with analytics to provide market intelligence and cryptic data that was not previously available to integrate with marketing data. To manage such a large portfolio will require project management that can encompass all the assets and resources and make them accessible for the entire marketing organization. It’s obvious that Marketing has a lot to do to compete and prosper in the digital age. My analysis is that CMOs and other marketing leaders will have to get more engaged, take risks and even step outside their comfort zones in exploring and learning. Take a broad view of the processes, information and technology for the entire organization and its people and identify where working together and having consistency of projects, plans, analytics and results will help engage employees and inspire the best possible performance. Marketing is a team sport, and CMO need to not just be a captain but also equip the team to work together and be effective in their roles. As I noted in beginning, Marketing is under pressure to excel in performance and provide tangible value to the business. These steps can help it do that. Regards, Mark Smith CEO and Chief Research Officer", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_ngbp_06_dedicated_applications_help_users_look_ahead.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://marksmith.isg-research.net/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Supercharging Sales and Commerce in 2016", "mainEntityOfPage": "https://marksmith.isg-research.net/marksmith-blog/2016/03/29/supercharging-sales-and-commerce-in-2016", "datePublished": "29/03/2016", "dateModified": "29/03/2016", "articleBody": "For several years I have been advocating that sales organizations adapt their processes and applications to optimize both sales performance and the customer experience. For details see my research agenda for last year. However, it appears that not many sales organizations have responded to this challenge; many can barely maintain their quarterly sales forecasts and monthly pipeline, track progress toward quotas and ensure that sales commissions are processed promptly and paid accurately. A great many are still using spreadsheets for these critical activities. Yet our benchmark research finds that more than half (61%) who use them for commissions said this makes the effort more difficult. Elsewhere, I have seen B2B sales organizations continue down the old path of annoying prospects with direct cold calling and email instead of nurturing real relationships. For B2C sales, the digital age of search engine optimization (SEO) and pay-per-click (PPC) has begun to haunt prospects by inserting ads in our personal social media channels. My research suggests that these practices are not due to bad intentions but to force of habit and lack of desire, time and resources to develop a modern strategy and plan. Most are just managing the basics of their sales processes and relying on sales force automation (SFA) systems, reporting and dashboards, which will only produce more of the same, less than optimal results. This won’t do in 2016 as many factors have changed. Strong emphasis on achieving revenue targets and increasing pressure by and on sales management to provide complete and useful information and satisfying experiences to their prospects and customers. Those that don’t succeed are likely to fall further behind the competition in their pursuit of sales excellence. For those serious about improving all aspects of sales, from planning to result, I offer some suggestions. Organizations that generate revenue through sales to consumers and business with digital commerce often continue to use systems that do not include capabilities to optimize the customer experience. Our preliminary research finds a number of them examining their systems to determine whether the “click to order” paradigm is not very efficient and able to engage customers and provide all the product information they want. Most digital commerce systems are ineffective in managing product information let alone being able to replicate product records from an enterprise master source. Antiquated commerce systems cannot support the latest digital attributes of products such as images, videos, reviews and feedback that motivate customers to go from browsing to purchase. Having consistent product information across all channels of interaction is now a necessity that requires product information management (PIM) processes and systems. This is not primarily a responsibility of the sales group but of marketing and the product organization, but it affects all of them. To address it we see partnerships developing between PIM and commerce providers who have realized the need for better support that results in purchases. A growing approach to sales is recurring revenue and subscription methods of payment. Our research on the topic finds good reasons for this change, the most common (for 51%) being to increase revenue and improve the customer experience. But most organizations are not well equipped to make this shift. They must integrate new processes with their digital commerce systems to support a variety of subscriptions and charges that require effective dating and billing methods. We will track the momentum of recurring revenue in new benchmark research on next-generation product information management and determine best practices in building a unified commerce approach that blends management of products and customer experience to energize sales. We will also assess the vendors and products that best fit these requirements in our 2016 PIM Value Index. Continuous optimization of existing processes is not feasible using conventional sales activities and tools, as I have pointed out. It is common to find a disparate collection of sales applications, usually loosely coupled, centered on the SFA or sales compensation system and expanding into forecasting, opportunity management, quota and territory management, analytics and reporting. Today, however, sales compensation systems are available that do more than automate and integrate sales operations with finance and include sales performance management with quota, territory, learning and analytics designed to improve sales outcomes. Such sales compensation systems are more effective in managing incentives and rewards than are using spreadsheets. Some vendors have added internal compensation benchmarking to ensure equal pay is provided for equal work across genders and ethnicities. Innovative but not widely used yet are automation of sales contests and team-based scoreboards that, using gamification, can rally a whole sales organization toward individual, group or overall objectives. Similarly providing continuous recognition of the sales force can be part of broad- or narrowcast communications. Our sales compensation management benchmark research finds that providing recognition to top performers is critical to more than half (53%) of organizations. For the majority in sales the ability to see their progress toward quota, commissions earned and available potential territory is not readily available in the business intelligence software managed by IT, and analytics designed for visual discovery will not meet the full sales organization’s needs. In most cases the analytics and visualization is too complicated and is not able to be narrated and contextualized through text let alone be able to collaborate on the information. Now a new generation of analytics and sales performance applications are beginning to fill the void. In many cases the analytics are simpler and more informative and already interpreted and in the form of notification or natural language that you can read and are easily accessible on mobile devices. And for some of the elites in sales management who are getting notifications on their smart watches like the Apple Watch. For its part sales management needs to be able to continuously plan sales efforts by performing what-if scenarios and assessing trade-offs on promotions and incentives; this cannot be done with spreadsheets. Our next-generation business planning research finds that spreadsheets make it difficult to manage sales and operations planning (S&OP) processes in more than half (51%) of organizations. Additionally only 10 percent of organizations said they have all the numbers needed to understand trade-offs in S&OP, and fewer than half (43%) are satisfied with their process. This sort of dissatisfaction is leading organizations to assess new systems for S&OP and not much is different in sales forecasting. Our research into business planning finds that sales is less than effective and operate below average compared to all areas of the organizations. Also available today are sophisticated analytics-driven sales forecasting and pipeline optimization applications that provide visibility into the impacts of sales efforts; these could help the one-quarter of organizations that take two weeks or longer to compare actuals to the forecast to find variances. Other advances include applications to support the full order-to-cash sales process, and some evolving from configure price quote (CPQ) efforts are demonstrating a more effective process-centric approach that provides the workflow and extensibility missing in SFA. And CPQ has been a critical application that is absorbed through vendor acquisition into larger sales application suites. For B2B organizations this approach can help reduce friction and delays in closing deals and support revenue recognition that acknowledges delivery of goods or receipt of services. For others, contract automation software can help ensure consistency of legal terms and authorize signatures that historically have been delayed by email and stages in the sales pipeline. Sales groups should expect more from their marketing colleagues in the development of quality product information and materials to support the sales process. Many industry efforts in sales asset management aimed at gaining more consistency in materials have fallen short but are essential to sales effectiveness. For many sales organizations more direct coaching and working with account managers can help guide them on the path to their objectives. More than one-third of organizations are planning to use or are evaluating collaborative coaching, according to our sales compensation benchmark research. But marketing, not sales, should be responsible for nurturing suspects into becoming prospects and tracking the interactions that properly prepare leads for sales to manage into its funnel. Experimentation with sales lead nurturing is a response to marketing’s inability to fulfill on its demand-generation efforts. It will take time to see whether these new applications for sales can help increase productivity and ultimately sales. In any case, continuing separate efforts of the marketing and sales functions can only pull these organizations farther apart and undermine the success of the enterprise. I recently pointed out the digital technology agenda and resulting disruptions to business that led to a new generation of sales applications and tools available from the vendors serving this market segment. In particular we have begun to see better use of predictive analytics to score sales leads on the probability of purchase within a given time period, which brings sales more valuable insights than dashboards and reports do. Our next-generation predictive analytics research reveals that more sales organizations than I realized (38%) are already using them. We will publish more research on next-generation sales analytics in 2016, and I have already given a look at this focus. Elsewhere, time in sales operations spent on tasks like data preparation can be reduced by new tools or applications that have these capabilities built in. In another disruptive area advances in social collaboration enable digital interaction across an organization to share opportunities and address issues. Using video to provide training through learning management systems (LMS) or real-time exchange of information is critical for sales, too. It is clear that all systems and information that people in sales use should be readily available on mobile devices; look for products that do not require frequent pinching in and out of the user experience. Keep in mind that all of these applications for sales can be accessed through software as a service and cloud computing, which may be easier to deploy and less costly than doing it in-house. People outside of sales also should realize the need for investments in core applications including digital commerce, product information management and sales performance management. In 2016 we will release our value index on sales performance management that will assess and rate vendors and products. Our research shows that in more than half (59%) of organizations Finance plays a key role to influence and sponsor investments for the sales organization. Heads of sales organizations likewise should know that their sales operations team needs time and resources to better support the sales force. Putting applications on mobile devices with an easy and familiar user experience can further engages sales reps to get out and accomplish what they are chartered to do: sell. Furthermore, to stay strong sales organizations will have to invest in developing their talent and make recruiting efforts more effective. The alternative is less than promising. Sales organizations should be active in taking control of their destiny and supercharging their efforts in 2016. 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