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"> <br> <h1 class="analyst-header-title">Mark Smith's Analyst Perspectives</h1> <!-- <h1><span id="hs_cos_wrapper_name" class="hs_cos_wrapper hs_cos_wrapper_meta_field hs_cos_wrapper_type_text" style="" data-hs-cos-general-type="meta_field" data-hs-cos-type="text" >Mark Smith</span>123tests</h1>--> </div> </div> </div> </div> <div class="content-wrapper-listing blog-single"> <div class="blog-content-wrapper"> <div> <!-- class="blog-index" --> <!----> <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-one.com/marksmith-blog/2016/07/01/allocadia-enables-excellence-in-managing-and-operating-marketing">Allocadia Enables Excellence in Managing and Operating Marketing</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">01 July 2016 </span> </div> <!-- <hr> --> <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr2014_techinnovation_awardwinner-7.jpg?width=200&name=vr2014_techinnovation_awardwinner-7.jpg" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr2014_techinnovation_awardwinner-7.jpg?width=100&name=vr2014_techinnovation_awardwinner-7.jpg 100w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr2014_techinnovation_awardwinner-7.jpg?width=200&name=vr2014_techinnovation_awardwinner-7.jpg 200w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr2014_techinnovation_awardwinner-7.jpg?width=300&name=vr2014_techinnovation_awardwinner-7.jpg 300w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr2014_techinnovation_awardwinner-7.jpg?width=400&name=vr2014_techinnovation_awardwinner-7.jpg 400w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr2014_techinnovation_awardwinner-7.jpg?width=500&name=vr2014_techinnovation_awardwinner-7.jpg 500w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr2014_techinnovation_awardwinner-7.jpg?width=600&name=vr2014_techinnovation_awardwinner-7.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>The relevance of marketing to an organization depends on planning and performance measured against it. 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-one.com/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-one.com/topic/business-analytics">Business Analytics</a>, <a href="https://marksmith.isg-one.com/topic/uncategorized">Uncategorized</a>, <a href="https://marksmith.isg-one.com/topic/cmo">CMO</a>, <a href="https://marksmith.isg-one.com/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-one.com/marksmith-blog/2016/06/27/marketing-planning-improves-performance">Marketing Planning Improves Performance</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">27 June 2016 </span> </div> <!-- <hr> --> <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_12_performing_marketing_planning_updated1.png?width=200&name=vr_ngbp_12_performing_marketing_planning_updated1.png" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_12_performing_marketing_planning_updated1.png?width=100&name=vr_ngbp_12_performing_marketing_planning_updated1.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_12_performing_marketing_planning_updated1.png?width=200&name=vr_ngbp_12_performing_marketing_planning_updated1.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_12_performing_marketing_planning_updated1.png?width=300&name=vr_ngbp_12_performing_marketing_planning_updated1.png 300w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_12_performing_marketing_planning_updated1.png?width=400&name=vr_ngbp_12_performing_marketing_planning_updated1.png 400w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_12_performing_marketing_planning_updated1.png?width=500&name=vr_ngbp_12_performing_marketing_planning_updated1.png 500w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ngbp_12_performing_marketing_planning_updated1.png?width=600&name=vr_ngbp_12_performing_marketing_planning_updated1.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>As global business increases competitive pressures, marketing departments face new challenges. They must anticipate and respond to frequently changing customer preferences and produce effective programs and campaigns to attract them. In the online world where customers can jump instantly from one company to another, Marketing must develop new ways to catch and hold their attention. Doing this well requires systematic, flexible planning that begins with the CMO and engages the entire department...</p> </div> <a href="https://marksmith.isg-one.com/marksmith-blog/2016/06/27/marketing-planning-improves-performance"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://marksmith.isg-one.com/topic/uncategorized">Uncategorized</a>, <a href="https://marksmith.isg-one.com/topic/cmo">CMO</a>, <a href="https://marksmith.isg-one.com/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://marksmith.isg-one.com/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-one.com/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-one.com/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">18 June 2016 </span> </div> <!-- <hr> --> <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/untitled-5.png?width=200&name=untitled-5.png" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/untitled-5.png?width=100&name=untitled-5.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/untitled-5.png?width=200&name=untitled-5.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/untitled-5.png?width=300&name=untitled-5.png 300w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/untitled-5.png?width=400&name=untitled-5.png 400w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/untitled-5.png?width=500&name=untitled-5.png 500w, https://marksmith.isg-one.com/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-one.com/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-one.com/topic/social-media">Social Media</a>, <a href="https://marksmith.isg-one.com/topic/marketing">Marketing</a>, <a href="https://marksmith.isg-one.com/topic/marketing-performance-management">Marketing Performance Management</a>, <a href="https://marksmith.isg-one.com/topic/marketing-planning">Marketing Planning</a>, <a href="https://marksmith.isg-one.com/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://marksmith.isg-one.com/topic/business-analytics">Business Analytics</a>, <a href="https://marksmith.isg-one.com/topic/business-intelligence">Business Intelligence</a>, <a href="https://marksmith.isg-one.com/topic/uncategorized">Uncategorized</a>, <a href="https://marksmith.isg-one.com/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://marksmith.isg-one.com/topic/cmo">CMO</a>, <a href="https://marksmith.isg-one.com/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://marksmith.isg-one.com/topic/demand-generation">Demand Generation</a>, <a href="https://marksmith.isg-one.com/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-one.com/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-one.com/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">24 May 2016 </span> </div> <!-- <hr> --> <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/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-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_ngpim_benchmarkresearch-250.png?width=100&name=ventanaresearch_ngpim_benchmarkresearch-250.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_ngpim_benchmarkresearch-250.png?width=200&name=ventanaresearch_ngpim_benchmarkresearch-250.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_ngpim_benchmarkresearch-250.png?width=300&name=ventanaresearch_ngpim_benchmarkresearch-250.png 300w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_ngpim_benchmarkresearch-250.png?width=400&name=ventanaresearch_ngpim_benchmarkresearch-250.png 400w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_ngpim_benchmarkresearch-250.png?width=500&name=ventanaresearch_ngpim_benchmarkresearch-250.png 500w, https://marksmith.isg-one.com/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-one.com/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-one.com/topic/big-data">Big Data</a>, <a href="https://marksmith.isg-one.com/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://marksmith.isg-one.com/topic/pim-product-information-management-sales-marketing">PIM, Product Information Management, Sales, Market</a>, <a href="https://marksmith.isg-one.com/topic/business-analytics">Business Analytics</a>, <a href="https://marksmith.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://marksmith.isg-one.com/topic/uncategorized">Uncategorized</a>, <a href="https://marksmith.isg-one.com/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://marksmith.isg-one.com/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://marksmith.isg-one.com/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://marksmith.isg-one.com/topic/information-management-im">Information Management (IM)</a>, <a href="https://marksmith.isg-one.com/topic/information-optimization">Information Optimization</a>, <a href="https://marksmith.isg-one.com/topic/sales-performance-management-spm">Sales Performance Management (SPM)</a>, <a href="https://marksmith.isg-one.com/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-one.com/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-one.com/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">21 May 2016 </span> </div> <!-- <hr> --> <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/Homepage_Slider/Slider_3.png?width=200&name=Slider_3.png" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/Homepage_Slider/Slider_3.png?width=100&name=Slider_3.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/Homepage_Slider/Slider_3.png?width=200&name=Slider_3.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/Homepage_Slider/Slider_3.png?width=300&name=Slider_3.png 300w, https://marksmith.isg-one.com/hs-fs/hubfs/Homepage_Slider/Slider_3.png?width=400&name=Slider_3.png 400w, https://marksmith.isg-one.com/hs-fs/hubfs/Homepage_Slider/Slider_3.png?width=500&name=Slider_3.png 500w, https://marksmith.isg-one.com/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-one.com/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-one.com/topic/governance">Governance</a>, <a href="https://marksmith.isg-one.com/topic/human-capital">Human Capital</a>, <a href="https://marksmith.isg-one.com/topic/human-capital-management">Human Capital Management</a>, <a href="https://marksmith.isg-one.com/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://marksmith.isg-one.com/topic/overtime-rule">Overtime Rule</a>, <a href="https://marksmith.isg-one.com/topic/part-541">Part 541</a>, <a href="https://marksmith.isg-one.com/topic/potus">POTUS</a>, <a href="https://marksmith.isg-one.com/topic/wage-and-labor">Wage and Labor</a>, <a href="https://marksmith.isg-one.com/topic/business-analytics">Business Analytics</a>, <a href="https://marksmith.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://marksmith.isg-one.com/topic/governance-risk-compliance-grc">Governance, Risk & Compliance (GRC)</a>, <a href="https://marksmith.isg-one.com/topic/uncategorized">Uncategorized</a>, <a href="https://marksmith.isg-one.com/topic/contingent-labor">Contingent Labor</a>, <a href="https://marksmith.isg-one.com/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://marksmith.isg-one.com/topic/department-of-labor">Department of Labor</a>, <a href="https://marksmith.isg-one.com/topic/final-rule">Final Rule</a>, <a href="https://marksmith.isg-one.com/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://marksmith.isg-one.com/topic/flsa">FLSA</a>, <a href="https://marksmith.isg-one.com/topic/president-obama">President Obama</a>, <a href="https://marksmith.isg-one.com/topic/sales-performance-management-spm">Sales Performance Management (SPM)</a>, <a href="https://marksmith.isg-one.com/topic/supply-chain-performance-management-scpm">Supply Chain Performance Management (SCPM)</a>, <a href="https://marksmith.isg-one.com/topic/workforce-management">Workforce Management</a>, <a href="https://marksmith.isg-one.com/topic/workforce-performance-management-wpm">Workforce Performance Management (WPM)</a>, <a href="https://marksmith.isg-one.com/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-one.com/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-one.com/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">11 May 2016 </span> </div> <!-- <hr> --> <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_iot_benchmarkresearch.png?width=200&name=ventanaresearch_iot_benchmarkresearch.png" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_iot_benchmarkresearch.png?width=100&name=ventanaresearch_iot_benchmarkresearch.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_iot_benchmarkresearch.png?width=200&name=ventanaresearch_iot_benchmarkresearch.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_iot_benchmarkresearch.png?width=300&name=ventanaresearch_iot_benchmarkresearch.png 300w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_iot_benchmarkresearch.png?width=400&name=ventanaresearch_iot_benchmarkresearch.png 400w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_iot_benchmarkresearch.png?width=500&name=ventanaresearch_iot_benchmarkresearch.png 500w, https://marksmith.isg-one.com/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-one.com/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-one.com/topic/big-data">Big Data</a>, <a href="https://marksmith.isg-one.com/topic/social-media">Social Media</a>, <a href="https://marksmith.isg-one.com/topic/enterprise-messaging-internet-of-things-iot-middle">Enterprise messaging, Internet of Things, IoT, mid</a>, <a href="https://marksmith.isg-one.com/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://marksmith.isg-one.com/topic/business-analytics">Business Analytics</a>, <a href="https://marksmith.isg-one.com/topic/business-collaboration">Business Collaboration</a>, <a href="https://marksmith.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://marksmith.isg-one.com/topic/governance-risk-compliance-grc">Governance, Risk & Compliance (GRC)</a>, <a href="https://marksmith.isg-one.com/topic/uncategorized">Uncategorized</a>, <a href="https://marksmith.isg-one.com/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://marksmith.isg-one.com/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://marksmith.isg-one.com/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://marksmith.isg-one.com/topic/information-management-im">Information Management (IM)</a>, <a href="https://marksmith.isg-one.com/topic/sales-performance-management-spm">Sales Performance Management (SPM)</a>, <a href="https://marksmith.isg-one.com/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-one.com/marksmith-blog/2016/05/09/new-generation-of-compensation-software-enhances-human-capital-management">New Generation of Compensation Software Enhances Human Capital Management</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">09 May 2016 </span> </div> <!-- <hr> --> <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_ngtcm_benchmarkresearch.png?width=200&name=ventanaresearch_ngtcm_benchmarkresearch.png" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_ngtcm_benchmarkresearch.png?width=100&name=ventanaresearch_ngtcm_benchmarkresearch.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_ngtcm_benchmarkresearch.png?width=200&name=ventanaresearch_ngtcm_benchmarkresearch.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_ngtcm_benchmarkresearch.png?width=300&name=ventanaresearch_ngtcm_benchmarkresearch.png 300w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_ngtcm_benchmarkresearch.png?width=400&name=ventanaresearch_ngtcm_benchmarkresearch.png 400w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_ngtcm_benchmarkresearch.png?width=500&name=ventanaresearch_ngtcm_benchmarkresearch.png 500w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_ngtcm_benchmarkresearch.png?width=600&name=ventanaresearch_ngtcm_benchmarkresearch.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Compensation management is a key activity for engaging all employees and thus for human capital management. <u><a href="https://marksmith.ventanaresearch.com/2016/03/18/unifying-human-capital-management-in-2016/" target="_blank">I discussed this connection</a></u> in my perspective on unifying human capital management. In a further step in that direction, <u><a href="//www.ventanaresearch.com/VRLaunchesNext-GenerationCompensationManagement2016Research/" target="_blank">I am excited to announce the launch</a></u> of our <u><a href="//www.ventanaresearch.com/tcm/" target="_blank">next-generation compensation management benchmark research</a></u>. Determining and providing the appropriate compensation for each person, whether it involves base pay, merit pay, variable pay and incentives or bonuses, or a...</p> </div> <a href="https://marksmith.isg-one.com/marksmith-blog/2016/05/09/new-generation-of-compensation-software-enhances-human-capital-management"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/human-capital-management">Human Capital Management</a>, <a href="https://marksmith.isg-one.com/topic/uncategorized">Uncategorized</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-one.com/marksmith-blog/2016/05/09/new-generation-of-enterprise-messaging-supports-digital-transformation">New Generation of Enterprise Messaging Supports Digital Transformation</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">09 May 2016 </span> </div> <!-- <hr> --> <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_iot_benchmarkresearch-250.png?width=200&name=ventanaresearch_iot_benchmarkresearch-250.png" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_iot_benchmarkresearch-250.png?width=100&name=ventanaresearch_iot_benchmarkresearch-250.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_iot_benchmarkresearch-250.png?width=200&name=ventanaresearch_iot_benchmarkresearch-250.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_iot_benchmarkresearch-250.png?width=300&name=ventanaresearch_iot_benchmarkresearch-250.png 300w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_iot_benchmarkresearch-250.png?width=400&name=ventanaresearch_iot_benchmarkresearch-250.png 400w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_iot_benchmarkresearch-250.png?width=500&name=ventanaresearch_iot_benchmarkresearch-250.png 500w, https://marksmith.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/ventanaresearch_iot_benchmarkresearch-250.png?width=600&name=ventanaresearch_iot_benchmarkresearch-250.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Enterprise messaging is the technology backbone of communications for applications and systems within and between organizations. Both its importance and its complexity are growing as organizations increasingly have to provide real-time responses to business customers and consumers as well as their own business professionals who support them and their internal supply chains. The variety of use cases for enterprise messaging also is growing rapidly, expanding to the Internet of Things (IoT)...</p> </div> <a href="https://marksmith.isg-one.com/marksmith-blog/2016/05/09/new-generation-of-enterprise-messaging-supports-digital-transformation"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/big-data">Big Data</a>, <a href="https://marksmith.isg-one.com/topic/social-media">Social Media</a>, <a href="https://marksmith.isg-one.com/topic/enterprise-messaging-internet-of-things-iot-middle">Enterprise messaging, Internet of Things, IoT, mid</a>, <a href="https://marksmith.isg-one.com/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://marksmith.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://marksmith.isg-one.com/topic/governance-risk-compliance-grc">Governance, Risk & Compliance (GRC)</a>, <a href="https://marksmith.isg-one.com/topic/operational-intelligence">Operational Intelligence</a>, <a href="https://marksmith.isg-one.com/topic/uncategorized">Uncategorized</a>, <a href="https://marksmith.isg-one.com/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://marksmith.isg-one.com/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://marksmith.isg-one.com/topic/information-management-im">Information Management (IM)</a>, <a href="https://marksmith.isg-one.com/topic/information-optimization">Information Optimization</a>, <a href="https://marksmith.isg-one.com/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-one.com/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-one.com/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">28 April 2016 </span> </div> <!-- <hr> --> <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/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-one.com/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-one.com/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-one.com/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-one.com/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-one.com/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-one.com/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-one.com/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-one.com/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://marksmith.isg-one.com/topic/subscription-recurring-revenue-zuora">Subscription, Recurring Revenue, Zuora</a>, <a href="https://marksmith.isg-one.com/topic/business-analytics">Business Analytics</a>, <a href="https://marksmith.isg-one.com/topic/uncategorized">Uncategorized</a>, <a href="https://marksmith.isg-one.com/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://marksmith.isg-one.com/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://marksmith.isg-one.com/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://marksmith.isg-one.com/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-one.com/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-one.com/author/isg-software-research"> ISG Software Research </a> on <span class="post-date">14 April 2016 </span> </div> <!-- <hr> --> <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/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-one.com/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-one.com/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-one.com/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-one.com/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-one.com/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-one.com/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-one.com/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-one.com/topic/human-capital">Human Capital</a>, <a href="https://marksmith.isg-one.com/topic/lms">LMS</a>, <a href="https://marksmith.isg-one.com/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://marksmith.isg-one.com/topic/business-analytics">Business Analytics</a>, <a href="https://marksmith.isg-one.com/topic/business-collaboration">Business Collaboration</a>, <a href="https://marksmith.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://marksmith.isg-one.com/topic/uncategorized">Uncategorized</a>, <a href="https://marksmith.isg-one.com/topic/business-performance-management-bpm">Business Performance Management (BPM)</a>, <a href="https://marksmith.isg-one.com/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://marksmith.isg-one.com/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://marksmith.isg-one.com/topic/sales-performance-management-spm">Sales Performance Management (SPM)</a>, <a href="https://marksmith.isg-one.com/topic/supply-chain-performance-management-scpm">Supply Chain Performance Management (SCPM)</a> <hr> </div> <script> // Check active classes var checkClass = function() { if ( $('.fil_item').hasClass('hide') ) { $('.fil_item').removeClass('hide'); 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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 class="about-author-sec row-fluid"> <div class="span12"> <h3 style="color: var(--light_blue);">About the Analyst</h3> <h4>Quincy Valencia</h4> <p>Quincy brings over two decades of experience in human capital management covering the span of engaging the workforce and value of people in the organization. </p><p style="text-align: center;"><a class="author-link fancy-btn" href="https://quincyvalencia.isg-research.net/author/quincy-valencia">Read more</a></p> </div> </div> --> <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> <!--start row--> <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-one.com/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-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=50&name=Menninger.David%20Pic.Circle.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=150&name=Menninger.David%20Pic.Circle.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=200&name=Menninger.David%20Pic.Circle.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=250&name=Menninger.David%20Pic.Circle.png 250w, https://marksmith.isg-one.com/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-one.com/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-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=50&name=Orr.Jeff.Circle.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=150&name=Orr.Jeff.Circle.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=200&name=Orr.Jeff.Circle.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=250&name=Orr.Jeff.Circle.png 250w, https://marksmith.isg-one.com/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> <!--end row--> <!--start row--> <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-one.com/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-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=50&name=Dawson.Keith%20Pic.Circle.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=150&name=Dawson.Keith%20Pic.Circle.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=200&name=Dawson.Keith%20Pic.Circle.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=250&name=Dawson.Keith%20Pic.Circle.png 250w, https://marksmith.isg-one.com/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-one.com/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-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=50&name=Smith.Mark%20Pic.Circle.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=150&name=Smith.Mark%20Pic.Circle.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=200&name=Smith.Mark%20Pic.Circle.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=250&name=Smith.Mark%20Pic.Circle.png 250w, https://marksmith.isg-one.com/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> <!--end row--> <!--start row--> <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-one.com/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-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=50&name=Aslett.Matt%20Pic.Circle.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=150&name=Aslett.Matt%20Pic.Circle.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=200&name=Aslett.Matt%20Pic.Circle.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=250&name=Aslett.Matt%20Pic.Circle.png 250w, https://marksmith.isg-one.com/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-one.com/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-one.com/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-one.com/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-one.com/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-one.com/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-one.com/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-one.com/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> <!--end row--> <!--start row--> <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://robertkugel.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png" alt="Robert Kugel" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=50&name=Kugel.Robert%20Pic.Circle.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=150&name=Kugel.Robert%20Pic.Circle.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=200&name=Kugel.Robert%20Pic.Circle.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=250&name=Kugel.Robert%20Pic.Circle.png 250w, https://marksmith.isg-one.com/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-one.com/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-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=50&name=Hurrell.Stephen%20Pic.Circle.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=150&name=Hurrell.Stephen%20Pic.Circle.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=200&name=Hurrell.Stephen%20Pic.Circle.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=250&name=Hurrell.Stephen%20Pic.Circle.png 250w, https://marksmith.isg-one.com/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> <!--end row--> <!--start row--> <div class="row-fluid"> <!-- <div class="span6" style="text-align: center;"> <a href="https://robertkugel.isg-research.net"> <img class="analyst_img" style="display:inline;" src="https://blog.isg-research.net/hs-fs/hubfs/Images/Analyst_Photos/Rob_2016_Circle_Zoomed.png?width=100&name=Rob_2016_Circle_Zoomed.png" alt="Robert Kugel" width="100" style="width: 100px;" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px"> <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="display:inline;" src="https://blog.isg-research.net/hs-fs/hubfs/Images/Analyst_Photos/Stephen-Hurrell-Bio-Photo-Circle-1-1.png?width=100&name=Stephen-Hurrell-Bio-Photo-Circle-1-1.png" alt="Stephen Hurrell" width="100" style="width: 100px;" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px"> <h5 class="analyst_name">Stephen Hurrell</h5> </a> </div> --> <div style="text-align: center;"> <a href="https://blog.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=100&name=ISG_Bug_Reverse_Transparent.png" alt="ISG Software Research" width="100" data-constrained="true" caption="false" srcset="https://marksmith.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=50&name=ISG_Bug_Reverse_Transparent.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=100&name=ISG_Bug_Reverse_Transparent.png 100w, 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data-hs-cos-general-type="widget" data-hs-cos-type="form"><h3 id="hs_cos_wrapper_module_1552944263900179_title" class="hs_cos_wrapper form-title" data-hs-cos-general-type="widget_field" data-hs-cos-type="text"><span style="color: var(--light_blue);">Subscribe to Email Updates</span></h3> <div id="hs_form_target_module_1552944263900179"></div> </span> </div> <!-- <span id="hs_cos_wrapper_top_posts" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_post_listing" style="" data-hs-cos-general-type="widget" data-hs-cos-type="post_listing" ><div class="block"> <h3>Recent Posts</h3> <div class="widget-module"> <ul class="hs-hash-1078391896-1740773990358"> </ul> </div> </div> </span> --> <span id="hs_cos_wrapper_module_147975372439311792" 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 Month</h3> <div class="widget-module"> <ul> <li> <a 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src="/hs/hsstatic/content-cwv-embed/static-1.1293/embed.js"></script> <script src="https://marksmith.isg-one.com/hs-fs/hub/2035844/hub_generated/template_assets/94278782902/1725882474552/Ventana_Research_2023/Ventana_Research_2023_child.min.js"></script> <script> var hsVars = hsVars || {}; hsVars['language'] = 'en-us'; </script> <script src="/hs/hsstatic/cos-i18n/static-1.53/bundles/project.js"></script> <script src="https://marksmith.isg-one.com/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-one.com/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-one.com/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "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": "Marketing Planning Improves Performance", "mainEntityOfPage": "https://marksmith.isg-one.com/marksmith-blog/2016/06/27/marketing-planning-improves-performance", "datePublished": "27/06/2016", "dateModified": "27/06/2016", "articleBody": "As global business increases competitive pressures, marketing departments face new challenges. They must anticipate and respond to frequently changing customer preferences and produce effective programs and campaigns to attract them. In the online world where customers can jump instantly from one company to another, Marketing must develop new ways to catch and hold their attention. Doing this well requires systematic, flexible planning that begins with the CMO and engages the entire department to utilize the full portfolio of resources and act as one to serve their mission. In this fast-changing environment, Marketing itself must modernize with the times, adjusting its efforts to shifts in markets and keeping up with the accelerating pace of change. Aligning the department’s activities with strategic corporate goals is more than ever an essential activity for Marketing, and to do that requires planning. And marketing planning is a required part of what every CMO should have established in what is called marketing performance management that I have recently discussed. However, our research finds that many marketers aren’t satisfied with their department’s ability to do effective planning. Fewer than half (48%) of marketing organizations participating in our recently completed benchmark research on next-generation business planning said they are satisfied with their organization’s current process of creating marketing plans. More than 40 percent said the marketing planning process is too slow, has too few skilled resources and lacks readily available data; more than one in three (36%) said their technology is inadequate. In addition the frequency in how often organizations create, review and revise their marketing plans is in half of organizations done annually or quarterly. Clearly not as frequently as they should be reviewed and revised to adapt to changing requirements. Overall only 15 percent of research participants said they manage their marketing planning process very well. Executive management expects Marketing’s allocations of budget and people to align with the organization’s strategic goals and correlate directly to sales and revenue results, but it can be a challenge to connect marketing spend to planning, execution and outcomes. A major reason is that marketing business planning requires data to enable comparisons between actual spending and the budget and results. Many organizations lack complete information about their marketing and sales environments and activities; without it, developing plans and setting objectives is difficult. For example, most marketing plans can’t compare actual spend information to the budget without time-consuming manual effort. A further complication is what is goes into plans. One-third of our research participants reported that the accuracy of their plans depends on having accurate and timely data from other parts of the organization. Thus effective marketing organizations must integrate data about sales, customers, operations, suppliers and accounting to develop a complete picture of activities. Only with such a picture can the organization improve the accuracy of the marketing plan. In addition, having data on marketing activities is essential to determine how fully goals have been achieved. To achieve this level of integration, organizations should build a single repository for all marketing-related information. Doing so will enable them to use analytics to measure the results of marketing efforts and track alignment between spending and execution. Such an information repository can help marketers accelerate the review process, which most departments need to do. According to our benchmark research, more than one-third (36%) of marketing organizations currently take 10 days or longer to review marketing spend vs. budgeted amounts, and nearly three-fourths (73%) take at least seven days. To manage strategy in today’s business environment, this is too long. Furthermore, rather than being done once and remaining untouched thereafter, planning should be a continuous process designed to manage marketing performance to achieve objectives. More than half (53%) of organizations in our research create a marketing plan annually or semiannually. Fewer than that review it quarterly (28%) or revise it quarterly (34%). In our view, greater frequency improves effectiveness in management. Organizations that perform these activities less often are likely to struggle in aligning marketing spend to the budget. Marketing should be able to update plans when changes necessitate it, but the research finds that organizations have difficulty in developing such flexibility. When major changes take place from the original plan, the largest percentage (34%) do a shorter revised plan while only one in five (22%) do a complete revision. In large measure that’s because most organizations use inadequate technology tools, primarily spreadsheets, for planning. For example, in linking their plan to the budget, 38 percent consolidate individual spreadsheets manually, and one-fourth (24%) each link them on the server or paste information from systems and spreadsheets into other systems and spreadsheets. Two in five (39%) use a spreadsheet by itself for marketing planning, and one-fourth (25%) use spreadsheets in conjunction with another application. Yet among those that use spreadsheets almost half (42%) admitted that those tools make it difficult to manage the marketing planning process. To determine the impact of the budget on marketing and business, most organizations copy and paste data into spreadsheets and manually update it. Very few (5%) use a dedicated business planning application. To develop flexible, accurate marketing plans is a complex challenge that requires focusing on all aspects of planning: people, process, information and technology. It is a challenge well worth taking on. Toward that end we offer the following five suggestions for practices that if instituted can provide an advantage over competitors. First, Marketing should align plans to business objectives – and keep them aligned. Marketing should have the ability to use what-if scenarios to determine investment priorities and be able to conduct collaboration to establish and maintain Marketing’s alignment with other functions. To perform what-if requires ability to conduct trade-off analysis and scenario planning are key tools for discovering the best opportunities and deciding where to shift investment priorities if necessary. Yet when trying to assess potential trade-offs, fewer than one-third (30%) of organizations said they have all or most of the numbers needed to measure their impacts on the plan’s alignment to strategy. This will require the adoption of purpose-built technology that supports marketing planning processes and users and can measure how well current marketing investments optimize spending. Second, in today’s fierce competition for customers and market share, marketing groups must be able to judge immediately the effectiveness of their spending and its impact on sales and business results. In our research just 10 percent of organizations said they can accurately measure their marketing plan’s effect on the rest of the company; the largest percentage (45%) have only a general idea of the impact. Third, Marketing should plan routinely. Groups that do this are more able to track alignment to goals than those plan sporadically. Frequent planning can ensure that necessary changes are made promptly. However, doing this requires appropriate processes and tools that most organizations don’t have. Marketing leaders must take responsibility for the accuracy of their plans, but our research shows that many cannot assure this. Only 37 percent said their marketing plans are accurate or very accurate; most (48%) are only somewhat accurate. In addition only a slight majority (56%) measure the accuracy of their plans. Even fewer (10%) can accurately measure their plan’s impact on the rest of the company. Fourth, managing marketing planning effectively requires applications that support these efforts. It’s never too soon to modernize marketing practices and improve the department’s contribution to the company’s competitiveness. Implementing a dedicated tool for marketing planning can alleviate a number of issues, such as those mentioned above, that hinder productivity and diminish the department’s importance to the business. An effective tool can enable the organization to move beyond sporadic, partial reviews and manual tasks that waste time, and use that time for core functions that add value to the business. Finally, we urge marketing leaders to take steps to achieve excellence in their organizations. They should assess current marketing performance and its alignment to corporate objectives; review the portfolio of assets and resources that are managed by the CMO or head of marketing. Identify areas where small improvement can have a large impact, and select systems that can help realize the improvements. Use the new systems to track progress toward objectives. Focus on efforts that can optimize spending to reach revenue goals. Review planning to adjust marketing activities to reach performance goals. If marketing planning is taken seriously as a process and has a dedicated application to support, the CMO and marketing department can improve outcomes from its budget and resources and add value to the enterprise and do what I have written and master the marketing mayhem in a meaningful manner. Regards, Mark Smith CEO & 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/vr_ngbp_12_performing_marketing_planning_updated1.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://marksmith.isg-one.com/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "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-one.com/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-one.com/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "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-one.com/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-one.com/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "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-one.com/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-one.com/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "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-one.com/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-one.com/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "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": "New Generation of Compensation Software Enhances Human Capital Management", "mainEntityOfPage": "https://marksmith.isg-one.com/marksmith-blog/2016/05/09/new-generation-of-compensation-software-enhances-human-capital-management", "datePublished": "09/05/2016", "dateModified": "09/05/2016", "articleBody": "Compensation management is a key activity for engaging all employees and thus for human capital management. I discussed this connection in my perspective on unifying human capital management. In a further step in that direction, I am excited to announce the launch of our next-generation compensation management benchmark research. Determining and providing the appropriate compensation for each person, whether it involves base pay, merit pay, variable pay and incentives or bonuses, or a combination of these, is critical to being able to attract and retain productive members of the workforce – full- or part-time employees, contingent workers and contractors alike. Incentive compensation tied to objectives often is critical in business areas such as call centers, sales and field service. The complexities of compensation make more difficult the core challenge faced by human resources departments: keeping employees productive, satisfied and motivated. The activities and systems that support compensation plans for executives and variable pay and rewards for those in sales, field service and contact centers, as well as stock grants and other incentive programs, are diverse and complex. As organizations consider advanced practices such as pay for performance and talent management, many are finding they need a comprehensive and more strategic approach to compensation. As a result, what we call total compensation management is gaining interest from organizations that seek to streamline their compensation processes and fully use the information they have to derive optimal performance from their workforce investments. Improvement of compensation processes has become a part of business strategy and planning conversations in executive-level management meetings. However, this does not mean that many organizations have succeeding in doing it. In our previous compensation research the largest percentage of participants (47%) cited inconsistent execution across divisions and departments as an impediment motivating investments in compensation management. Many don’t know which process and systems changes will make their compensation practices more strategic and effective. Executive managers need help to determine the set of capabilities that could help them re-engineer the organization’s approach to compensation management. Our experience in this field indicates several directions worth pursuing. Automating compensation processes and improving the efficiency of managing them will help, but the greatest value of a new approach to compensation, for both HR and corporate management, lies in tying compensation more closely to performance by evolving it into a unified or pay-for-performance system. In addition a range of types of compensation should be available for deployment at the managerial levels where interactions and incentives and rewards matter the most. Another current trend is making an employee’s own information easily accessible to him or her through self-service applications. Only recently have tools to provide this access become readily available, including through mobile devices such as smartphones and tablets. These capabilities are not found in a conventional human resources management system (HRMS) or in many human capital management application suites, which typically have not evolved beyond salary budgeting. Those outdated systems cannot help motivate and manage the workforce at any level. Most HR departments aren’t equipped to manage sophisticated programs that extend beyond the annual review process for establishing and communicating the components of base and merit pay. Progressive HR departments acknowledge the importance of having an end-to-end compensation management approach, and many of them have reviewed or are currently reassessing their established processes and underlying systems. But this important step is merely the first in building a mature enterprise compensation management process. In our view, an investment in total compensation management software is a strategic step toward advancing human capital management, and our previous benchmark research on this topic found some progress in modernizing compensation practices. Almost three-fourths (72%) of organizations said that it is important or very important to have a total compensation management system rather than a piecemeal approach. Moreover, nearly half (49%) told us they are confident or very confident that their organization currently manages its compensation processes effectively. Though compensation management is maturing, breakdowns in the process and underlying systems still occur. Many organizations have pockets of compensation-related functions situated outside HR. Most of these have neither a complete view of compensation information nor an understanding of the strategic implications of compensation options and factors beyond base and merit pay. Moreover, applying analytics to complete and accurate compensation data is critical for developing metrics and performance indicators that can guide decisions on compensation policies and for individuals. This, too, is not widely done. Such analysis is important as organizations decide that they need to benchmark their internal history and compensation policies and practices against those of comparable organizations. Doing so can ensure awareness of potential diversity issues and fairly compensation for all individuals regardless of gender and ethnicity. The topic of equal pay for equal work is an issue that organizations need to address, and to do that they must have data and analytic skills that enable comparisons of skills and experience along with the roles and responsibilities of individuals at common job levels. At this point, however, most vendors in the compensation software market have yet to provide the required modeling and analytics capabilities that enable organizations to answer this key question: “Are we on average paying people fairly at every level of the organization no matter their gender or ethnicity?” It can be difficult to address these needs in the short term, and customers should demand that their software vendors invest in it and energize their efforts to simplify it. Some software vendors are moving to provide new total compensation management systems that integrate with talent management, workforce management and HR management systems. But our previous research found that fewer than one in five (17%) have integrated compensation with talent management although almost one-quarter (23%) were planning to. Equipped with advanced systems, organizations can make compensation processes and systems more robust as planning and management tools and use them to increase productivity and satisfaction among managers and workers alike and to facilitate collaborative interactions among them. While an integrated approach is desirable, organizations should not allow vendors to force them to buy an entire suite to start the relationship; it is often a better practice to select a single specific application and, if it meets requirements, add on other applications in the suite. Complicating the situation is widespread use of ad hoc planning tools, especially spreadsheets that cannot be integrated easily into a total compensation management process and are difficult to audit or control. Many organizations use a heterogeneous mix of applications and services inside and outside of the enterprise to manage compensation; this complicates even the most basic tasks. In our previous research 26 percent of participants identified inadequate software as the largest barrier to effective workforce planning. More than one-fourth of organizations said they use only spreadsheets for tracking and managing compensation, and 35 percent said they use them extensively in conjunction with their compensation systems. A range of other applications, including some dedicated to this purpose, were named less frequently. Spreadsheets are designed as personal productivity tools. Our research has found repeatedly that using them for an enterprise process such as compensation management undermines productivity and increases financial risk. Our previous total compensation management research confirms this: 38 percent of participants said they have found errors in payments to employees in the past 18 months. Yet fewer than one-fourth perform audits to locate errors in calculations in spreadsheets. It comes as no surprise then that only 42 percent said they are satisfied with their current software for managing compensation. This situation constitutes for any performance-oriented organization a mandate to examine new systems that will address the complete span of compensation management needs and support financial and operational management as well. Regarding the latter our previous research found that the finance department plays an essential role in assessing and adopting new compensation software with many influencing (31%), needing access to (23%) or sponsoring and funding (13%) the investment. The advent of cloud computing and software as a service, which can be easily deployed and configured, makes compensation management more readily available to any size of organization. To manage compensation effectively for both salaried talent and the hourly workforce is critical, but to do so requires more than better administrative systems; the capabilities must be available to all levels of the organization, from management and managers to the range of workers. As noted earlier, being able to benchmark and evaluate compensation within the organization and to compare that data to the industry at large is now a requirement; software should be able to help users do this. In recent years some vendors have more tightly coupled compensation management with talent management capabilities, making it available not only during the recruiting and hiring processes but also throughout performance reviews and appraisals. Our previous research found that only one-fifth of organizations have such a system, but more than three-quarters (76%) of participants said such linkage is important or very important. As organizations consider a comprehensive approach for all employees rather than just salaried ones, they need to integrate compensation information related to hourly pay and incentives with workforce management systems. Further, integrating with sales compensation systems is essential to ensure that all forms of compensation information are brought into a uniform view for determining fair and effective compensation plans. It also is important to integrate such information with the HRMS, which is the source of policies established to provide a more uniform approach to all compensation information. We add that integration across a variety of systems was the second-most often cited barrier impacting compensation management, for two-thirds of organizations in our previous research. Total compensation management is poised to become a powerful component of all phases of human capital management; used properly, it will help organizations understand how to get full value from all of the talent in their workforce. It can even deliver a competitive advantage to engage and retain employees. But understanding the changing processes and related application needs requires in-depth market research. Ventana Research’s Next-Generation Compensation Management research will help us provide best practices and guidance for human resources, finance and compensation professionals. More information and access to participation are at http://www.ventanaresearch.com/tcm/. We are also assessing vendors and products that provide compensation management in our Value Index. Please join us in following and contributing to these efforts. Regards, Mark Smith CEO and Chief Research Officer", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/ventanaresearch_ngtcm_benchmarkresearch.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://marksmith.isg-one.com/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "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": "New Generation of Enterprise Messaging Supports Digital Transformation", "mainEntityOfPage": "https://marksmith.isg-one.com/marksmith-blog/2016/05/09/new-generation-of-enterprise-messaging-supports-digital-transformation", "datePublished": "09/05/2016", "dateModified": "09/05/2016", "articleBody": "Enterprise messaging is the technology backbone of communications for applications and systems within and between organizations. Both its importance and its complexity are growing as organizations increasingly have to provide real-time responses to business customers and consumers as well as their own business professionals who support them and their internal supply chains. The variety of use cases for enterprise messaging also is growing rapidly, expanding to the Internet of Things (IoT) market of sensors and devices including wearable technology; to new generations of applications and services for consumers and customers; to cloud computing and the shift to platform or infrastructure as a service (PaaS or IaaS); and to real-time big data and analytics. All of these innovations will enable these types of transformation to digital business that is impacting organizations around the world. Enterprise messaging is closely related to message-oriented middleware (MoM) technology that consumes and publishes messages as part of applications and services as well as to other middleware and integration technologies. Through acquisitions and partnerships many middleware and some integration technology providers have blended their interfaces with enterprise messaging to ensure they are part of real-time networks across IT and business. As for their customers, our previous research into operational intelligence found that almost half (48%) of organizations evaluated alternatives in their messaging middleware throughout 2015. Our new research into The Internet of Things and Operational Intelligence, currently under way, is assessing the role of enterprise messaging in the changing technology landscape. Today’s enterprise messaging is advancing beyond the design of message-oriented middleware; those queuing or brokering approaches are struggling to keep pace with millisecond and even faster transmission of data across internal and external fiber networks that in some cases needs to support guaranteed delivery like that found in financial trades and other commerce. The decades-old technology in existing enterprise messaging systems and MoM spans multiple generations of brokering and queuing approaches, a range of protocols and standards, and dozens of vendors. This technology enables exchange and transport of messages between applications and systems. The messages can be processed asynchronously or synchronously, in the publish and subscribe method and in secure encrypted formats. The variance across approaches ranges in level of latency from low to very low, which performs in subsecond times between points across a network. In recent years the necessity of processing messages fast has placed extreme pressure on message queue and broker approaches that were not designed to meet such low latency demands or efficiently process the huge volumes of data found in the emerging generation of enterprise and consumer-focused applications and services. The diversity of these new systems challenges the most experienced enterprise architects, who have to rationalize complex legacy environments and determine where to simplify them to become more cost-effective and in some cases more secure. These challenges push many organizations to reassess their architectures for messaging and examine alternative approaches. The middleware technology approach to messaging is challenged further by the externalization of enterprise systems from on-premises to private and public cloud computing. As middleware-related markets have consolidated, the transition to platform or infrastructure as a service has necessitated new middleware for enterprise architectures as messaging and APIs are becoming more virtual, in what is called microservices. Simultaneously, businesses demand more real-time functionality as they discover that their underlying transaction and information architectures are ineffective for rapid communications and processing of data to meet new requirements. Reliability, performance and scalability of the messaging technology and the infrastructure and resources required to support it are focus points of re-evaluation for organizations. Part of that review involves addressing the requirement that messaging must interface to the middleware or PaaS that is being used to develop new applications. For many organizations the messaging API they use depends on the middleware they’re using for applications; it may be provided by IBM, Microsoft, Oracle, Red Hat or another vendor that has a stake in binding the organization’s infrastructure to its technology. At minimum these providers influence developers to look first at the messaging that is part of their middleware or PaaS. Further complicating the issue, messaging between applications and systems is not controlled by one vendor, and depending on the history, biases or preferences of individuals and the use case, evaluations may not make it to the RFP or RFI stage. That could be risky for organizations that are not keeping up with the technological and architectural changes that have occurred. In addition, standards often play a role in selecting technologies. One recent standard is Advanced Message Queuing Protocol (AMQP), which evolved from financial markets and operates across the wire on TCP to facilitate a robust approach to messaging. Another, Message Queue Telemetry Transport (MQTT), is being used for IoT and connecting machines to messaging on the internet. Other approaches such as Java Message Service (JMS) have gained traction through enterprise familiarity with Java and middleware such as Red Hat’s. Even the cloud computing offerings from Amazon, IBM, Microsoft and Oracle have added integrated messaging to their environment. Architecturally, organizations are also examining microservices, which embed independent services that bind into applications, typically through an API that separates logic and communications from messaging. This technology approach provides a pattern for development and does not preclude the interface to APIs and messages that communicate with enterprise messaging. The new focus on enterprise messaging has organizations examining their legacy approaches for messaging middleware. Users of IBM and Tibco, for example, have had to increase spending on hardware and resources to scale out and support the reliability required for their growing messaging volumes. It is no surprise that our research has found that messaging middleware is insufficient in almost one-quarter (23%) of organizations that want to use it for other applications and tools in the enterprise. This lack of overall reliability places pressure on the management and monitoring of servers to ensure that they scale adequately; many struggle to meet the requirements for very low latency and guaranteed messaging. Many organizations feel forced to re-evaluate their architecture and approach to enterprise messaging to find one that is more cost-effective, more efficient and more reliable. Some organizations are working with commercialized open source messaging approaches such as Apache ActiveMQ, RabbitMQ and StormMQ. The next generation of enterprise messaging now in the market includes virtualized messaging across cloud-based platforms and the internet and the use of appliances and related tools for networking. Enterprise messaging appliances are attractive because they are able to handle extremely large volumes of messaging but can be managed by software already in operation at data centers and network operations centers. These appliances can be placed into the data center or hosted on the internet in a distributed computing approach. One such enterprise messaging appliance provider is Solace Systems, which has been operating its appliances for years in large global deployments. More recently IBM and Tibco introduced appliances into the market to address the shortcomings in their software-based approaches, which, as I have already mentioned, are challenging and costly for companies to maintain. The advances in intelligent communications across devices and machines demand reliable throughput, which enterprise messaging can provide. Messaging appliances and virtualized messaging are part of the emerging future in which digital technologies operate in real time and support how consumers and business operate. I will write more about these tools in 2016. If you have not examined your organization’s messaging and infrastructure, look into enterprise messaging to better understand what you will need to be successful in the new digital business that is interconnected and happens in real time. Regards, Mark Smith CEO and Chief Research Officer", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/ventanaresearch_iot_benchmarkresearch-250.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "ISG Software Research", "url": "https://marksmith.isg-one.com/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "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-one.com/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-one.com/author/isg-software-research", "sameAs": "https://www.linkedin.com/company/ventana-research" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "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-one.com/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. 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