Stephen Hurrell's Analyst Perspectives

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class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/agentmanagement" class="minimal-mobile-menu-link"><span>Agent Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/contactcenter" class="minimal-mobile-menu-link"><span>Contact Center</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/customerexperiencemanagement" class="minimal-mobile-menu-link"><span>Customer Experience Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/fieldservice" class="minimal-mobile-menu-link"><span>Field Service</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/intelligentselfservice" class="minimal-mobile-menu-link"><span>Intelligent Self-Service</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/voiceofthecustomer" class="minimal-mobile-menu-link"><span>Voice of the Customer</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/digitalbusiness" class="minimal-mobile-menu-link"><span>Digital Business</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/digital-applications" class="minimal-mobile-menu-link"><span>Digital Applications</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/digitalcommunications" class="minimal-mobile-menu-link"><span>Digital Communications</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/digital-intelligence" class="minimal-mobile-menu-link"><span>Digital Intelligence</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/digital-operations" class="minimal-mobile-menu-link"><span>Digital Operations</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/experiencemanagement" class="minimal-mobile-menu-link"><span>Experience Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/generative-ai" class="minimal-mobile-menu-link"><span>Generative AI</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/performancemanagement" class="minimal-mobile-menu-link"><span>Performance Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/sustainabilityandesg" class="minimal-mobile-menu-link"><span>Sustainability & ESG</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/workmanagement" class="minimal-mobile-menu-link"><span>Work Management</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/digitaltechnology" class="minimal-mobile-menu-link"><span>Digital Technology</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/businesscontinuity" class="minimal-mobile-menu-link"><span>Business Continuity</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/cloudcomputing" class="minimal-mobile-menu-link"><span>Cloud Computing</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/devops" class="minimal-mobile-menu-link"><span>DevOps and Platforms</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/digitalsecurity" class="minimal-mobile-menu-link"><span>Digital Security</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/intelligentautomation" class="minimal-mobile-menu-link"><span>Intelligent Automation</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/internetofthings" class="minimal-mobile-menu-link"><span>IoT and Edge Computing</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/itops" class="minimal-mobile-menu-link"><span>ITOps</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/it-service-management" class="minimal-mobile-menu-link"><span>IT Service Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/observability" class="minimal-mobile-menu-link"><span>Observability</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/humancapitalmanagement" class="minimal-mobile-menu-link"><span>Human Capital Management</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/employeeexperience" class="minimal-mobile-menu-link"><span>Employee Experience</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/learningmanagement" class="minimal-mobile-menu-link"><span>Learning Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/payrollmanagement" class="minimal-mobile-menu-link"><span>Payroll Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/talentmanagement" class="minimal-mobile-menu-link"><span>Talent Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/totalcompensationmanagement" class="minimal-mobile-menu-link"><span>Total Compensation Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/workforcemanagement" class="minimal-mobile-menu-link"><span>Workforce Management</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/marketing" class="minimal-mobile-menu-link"><span>Marketing</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/customerdataplatforms" class="minimal-mobile-menu-link"><span>Customer Data Platforms</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/digitalexperienceplatforms" class="minimal-mobile-menu-link"><span>Digital Experience Platform</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/digitalmarketing" class="minimal-mobile-menu-link"><span>Digital Marketing</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/intelligentmarketing" class="minimal-mobile-menu-link"><span>Intelligent Marketing</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/marketingperformancemanagement" class="minimal-mobile-menu-link"><span>Marketing Performance Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/productexperiencemanagement" class="minimal-mobile-menu-link"><span>Product Experience Management</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/officeoffinance" class="minimal-mobile-menu-link"><span>Office of Finance</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/businessplanning" class="minimal-mobile-menu-link"><span>Business Planning</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/digitalfinance" class="minimal-mobile-menu-link"><span>Digital Finance</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/erpandcontinuousaccounting" class="minimal-mobile-menu-link"><span>ERP & Continuous Accounting</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/consolidate-and-close-management" class="minimal-mobile-menu-link"><span>Consolidate & Close Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/procure-to-pay" class="minimal-mobile-menu-link"><span>Procure-to-Pay</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/order-to-cash" class="minimal-mobile-menu-link"><span>Order-to-Cash</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/officeofrevenue" class="minimal-mobile-menu-link"><span>Office of Revenue</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/digitalcommerce" class="minimal-mobile-menu-link"><span>Digital Commerce</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/partnermanagement" class="minimal-mobile-menu-link"><span>Partner Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/revenuemanagement" class="minimal-mobile-menu-link"><span>Revenue Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/revenueperformancemanagement" class="minimal-mobile-menu-link"><span>Revenue Performance Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/salesengagement" class="minimal-mobile-menu-link"><span>Sales Engagement</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/subscriptionmanagement" class="minimal-mobile-menu-link"><span>Subscription Management</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/operationsandsupplychain" class="minimal-mobile-menu-link"><span>Operations & Supply Chain</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/continuousplanning" class="minimal-mobile-menu-link"><span>Continuous Planning</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/continuousupplychainanderp" class="minimal-mobile-menu-link"><span>Continuous Supply Chain & ERP</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/productinformationmanagement" class="minimal-mobile-menu-link"><span>Product Information Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/propertytechnology" class="minimal-mobile-menu-link"><span>Property Technology</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/supplierrelationshipmanagement" class="minimal-mobile-menu-link"><span>Supplier Relationship Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/sustainabilitymanagement" class="minimal-mobile-menu-link"><span>Sustainability Management</span></a></span> </li> </ul> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industries" class="minimal-mobile-menu-link"><span>Industries</span></a></span> <ul class="minimal-mobile-menu-submenu level-2"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/automotive" class="minimal-mobile-menu-link"><span>Automotive</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/banking" class="minimal-mobile-menu-link"><span>Banking</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/consumer-products" class="minimal-mobile-menu-link"><span>Consumer Products</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/financial-services" class="minimal-mobile-menu-link"><span>Financial Services</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/food-beverage" class="minimal-mobile-menu-link"><span>Food & Beverage</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/healthcare" class="minimal-mobile-menu-link"><span>Healthcare</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/hospitality" class="minimal-mobile-menu-link"><span>Hospitality</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/insurance" class="minimal-mobile-menu-link"><span>Insurance</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a 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We offer a portfolio of advisory, research, thought leadership and digital education services to help optimize market strategy, planning and execution.</p> <p><strong><a href="https://www.ventanaresearch.com/services/vendors/analyst_relations" rel="noopener">Analyst Relations</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/services/vendors/demand_generation" rel="noopener">Demand Generation</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/services/vendors/product-marketing" rel="noopener">Product Marketing</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/vendor-coverage" target="_self" role="menuitem">Market Coverage</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/briefing" target="_self" role="menuitem">Request a Briefing</a></strong><br><br><br></p></div> <span id="hs_cos_wrapper_dnd_area-module-2_" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_simple_menu" style="" data-hs-cos-general-type="widget" data-hs-cos-type="simple_menu"><ul></ul></span> <div class="bottom_rich_text"> </div> </div> </div> </div> </div> </div> <script src="https://stephenhurrell.isg-research.net/hs-fs/hub/2035844/hub_generated/template_assets/90531223305/1725882478811/Ventana_Research_2023/js/mmenu.min.js"></script> </div> </div> </div> </div> </div> </div> </div> </div> <div id="hs_cos_wrapper_Structured_data" 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"></div> <div class="body-container-wrapper"> <div class="blog-header background-image post_page_2" data-bg-color="secondary" style=" background-size:cover; background-position:50%; background-repeat:no-repeat; background-image:url(https://stephenhurrell.isg-research.net/hubfs/_images/_backgrounds_expertise/Expertise_OoR_185087754_1200px.jpg); ">  <div class="row-fluid"> <div class="blog-header__inner dnd-row"> <div class="blog--post__image dnd-section"> <img class="analyst-header-photo" src="https://stephenhurrell.isg-research.net/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png" style="padding: 10px; "> <br> <h1 class="analyst-header-title">Stephen Hurrell's Analyst Perspectives</h1>  </div> </div> </div> </div> <div class="content-wrapper-listing blog-single"> <div class="blog-content-wrapper"> <div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://stephenhurrell.isg-research.net/value-index-for-revenue-performance-management-rates-vendors">Value Index for Revenue Performance Management Rates Vendors</a></h2> <div class="author-meta"> Posted by <a href="https://stephenhurrell.isg-research.net/author/stephen-hurrell"> Stephen Hurrell </a> on <span class="post-date">31 March 2022 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Value%20Index%20for%20Revenue%20Performance%20Management%20Rates%20Vendors.png?width=200&name=AP_SH_Value%20Index%20for%20Revenue%20Performance%20Management%20Rates%20Vendors.png" width="200" !important: srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Value%20Index%20for%20Revenue%20Performance%20Management%20Rates%20Vendors.png?width=100&name=AP_SH_Value%20Index%20for%20Revenue%20Performance%20Management%20Rates%20Vendors.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Value%20Index%20for%20Revenue%20Performance%20Management%20Rates%20Vendors.png?width=200&name=AP_SH_Value%20Index%20for%20Revenue%20Performance%20Management%20Rates%20Vendors.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Value%20Index%20for%20Revenue%20Performance%20Management%20Rates%20Vendors.png?width=300&name=AP_SH_Value%20Index%20for%20Revenue%20Performance%20Management%20Rates%20Vendors.png 300w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Value%20Index%20for%20Revenue%20Performance%20Management%20Rates%20Vendors.png?width=400&name=AP_SH_Value%20Index%20for%20Revenue%20Performance%20Management%20Rates%20Vendors.png 400w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Value%20Index%20for%20Revenue%20Performance%20Management%20Rates%20Vendors.png?width=500&name=AP_SH_Value%20Index%20for%20Revenue%20Performance%20Management%20Rates%20Vendors.png 500w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Value%20Index%20for%20Revenue%20Performance%20Management%20Rates%20Vendors.png?width=600&name=AP_SH_Value%20Index%20for%20Revenue%20Performance%20Management%20Rates%20Vendors.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Ventana Research is happy to share insights gleaned from the latest Value Index research, an assessment of how well vendors’ offerings meet buyers’ requirements. The 2022 Revenue Performance Management (RPM) Value Index is the distillation of a year of market and product research. Drawing on our Benchmark Research, we apply a structured methodology built on evaluation categories that reflect the real-world criteria incorporated in a request for proposal to vendors supporting the spectrum of...</p> </div> <a href="https://stephenhurrell.isg-research.net/value-index-for-revenue-performance-management-rates-vendors"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://stephenhurrell.isg-research.net/tag/sales">Sales</a>, <a href="https://stephenhurrell.isg-research.net/tag/sales-performance-management">Sales Performance Management</a>, <a href="https://stephenhurrell.isg-research.net/tag/price-and-revenue-management">Price and Revenue Management</a>, <a href="https://stephenhurrell.isg-research.net/tag/sales-enablement">sales enablement</a>, <a href="https://stephenhurrell.isg-research.net/tag/revenue-performance-management">Revenue Performance Management</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://stephenhurrell.isg-research.net/varicent-advances-spm-and-new-revenue-intelligence">Varicent Advances SPM and New Revenue Intelligence</a></h2> <div class="author-meta"> Posted by <a href="https://stephenhurrell.isg-research.net/author/stephen-hurrell"> Stephen Hurrell </a> on <span class="post-date">21 July 2021 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Varicent%20Advances%20SPM%20and%20New%20Revenue%20Intelligence.png?width=200&name=AP_SH_Varicent%20Advances%20SPM%20and%20New%20Revenue%20Intelligence.png" width="200" !important: srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Varicent%20Advances%20SPM%20and%20New%20Revenue%20Intelligence.png?width=100&name=AP_SH_Varicent%20Advances%20SPM%20and%20New%20Revenue%20Intelligence.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Varicent%20Advances%20SPM%20and%20New%20Revenue%20Intelligence.png?width=200&name=AP_SH_Varicent%20Advances%20SPM%20and%20New%20Revenue%20Intelligence.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Varicent%20Advances%20SPM%20and%20New%20Revenue%20Intelligence.png?width=300&name=AP_SH_Varicent%20Advances%20SPM%20and%20New%20Revenue%20Intelligence.png 300w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Varicent%20Advances%20SPM%20and%20New%20Revenue%20Intelligence.png?width=400&name=AP_SH_Varicent%20Advances%20SPM%20and%20New%20Revenue%20Intelligence.png 400w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Varicent%20Advances%20SPM%20and%20New%20Revenue%20Intelligence.png?width=500&name=AP_SH_Varicent%20Advances%20SPM%20and%20New%20Revenue%20Intelligence.png 500w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Varicent%20Advances%20SPM%20and%20New%20Revenue%20Intelligence.png?width=600&name=AP_SH_Varicent%20Advances%20SPM%20and%20New%20Revenue%20Intelligence.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>As mentioned in my Analyst Perspective, <a href="https://blog.ventanaresearch.com/revenue-performance-management-leadership-and-operations-for-optimal-outcomes" style="text-decoration: none;">Revenue Performance Management: Leadership and Operations for Optimal Outcomes</a>, there is continuing pressure on sales leaders to deliver against sales targets in increasingly competitive markets. Among the various levers that sales leadership can use to support these efforts, are applications and processes that best position sales teams to achieve targets, such as planning and allocating territories, establishing quotas and devising incentive compensation...</p> </div> <a href="https://stephenhurrell.isg-research.net/varicent-advances-spm-and-new-revenue-intelligence"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://stephenhurrell.isg-research.net/tag/sales">Sales</a>, <a href="https://stephenhurrell.isg-research.net/tag/analytics">Analytics</a>, <a href="https://stephenhurrell.isg-research.net/tag/sales-performance-management">Sales Performance Management</a>, <a href="https://stephenhurrell.isg-research.net/tag/price-and-revenue-management">Price and Revenue Management</a>, <a href="https://stephenhurrell.isg-research.net/tag/sales-enablement">sales enablement</a>, <a href="https://stephenhurrell.isg-research.net/tag/ai-and-machine-learning">AI and Machine Learning</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://stephenhurrell.isg-research.net/the-science-of-sales-professional-effectiveness">The Science of Sales Professional Effectiveness</a></h2> <div class="author-meta"> Posted by <a href="https://stephenhurrell.isg-research.net/author/stephen-hurrell"> Stephen Hurrell </a> on <span class="post-date">10 May 2021 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_The%20Science%20of%20Sales%20Professional%20Effectiveness.png?width=200&name=AP_SH_The%20Science%20of%20Sales%20Professional%20Effectiveness.png" width="200" !important: srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_The%20Science%20of%20Sales%20Professional%20Effectiveness.png?width=100&name=AP_SH_The%20Science%20of%20Sales%20Professional%20Effectiveness.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_The%20Science%20of%20Sales%20Professional%20Effectiveness.png?width=200&name=AP_SH_The%20Science%20of%20Sales%20Professional%20Effectiveness.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_The%20Science%20of%20Sales%20Professional%20Effectiveness.png?width=300&name=AP_SH_The%20Science%20of%20Sales%20Professional%20Effectiveness.png 300w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_The%20Science%20of%20Sales%20Professional%20Effectiveness.png?width=400&name=AP_SH_The%20Science%20of%20Sales%20Professional%20Effectiveness.png 400w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_The%20Science%20of%20Sales%20Professional%20Effectiveness.png?width=500&name=AP_SH_The%20Science%20of%20Sales%20Professional%20Effectiveness.png 500w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_The%20Science%20of%20Sales%20Professional%20Effectiveness.png?width=600&name=AP_SH_The%20Science%20of%20Sales%20Professional%20Effectiveness.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Observed both here and elsewhere, average sales quota attainments appear to be in an exorable decline. As I discussed in my recent Analyst Perspective, "<a href="https://blog.ventanaresearch.com/the-art-and-science-of-sales-from-the-inside-out" style="text-decoration: none;">The Art and Science of Sales from the 'Inside Out'</a>," vendors of sales technology have reacted to this by adding a slew of new functionality including the potential for artificial intelligence (AI) to be a game changer for sales. One can argue that this use of AI is still relatively immature having been generally available only since 2014, but...</p> </div> <a href="https://stephenhurrell.isg-research.net/the-science-of-sales-professional-effectiveness"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://stephenhurrell.isg-research.net/tag/sales">Sales</a>, <a href="https://stephenhurrell.isg-research.net/tag/human-capital-management">Human Capital Management</a>, <a href="https://stephenhurrell.isg-research.net/tag/business-intelligence-3">business intelligence</a>, <a href="https://stephenhurrell.isg-research.net/tag/analytics">Analytics</a>, <a href="https://stephenhurrell.isg-research.net/tag/sales-performance-management">Sales Performance Management</a>, <a href="https://stephenhurrell.isg-research.net/tag/candidate-engagement">candidate engagement</a>, <a href="https://stephenhurrell.isg-research.net/tag/sales-enablement">sales enablement</a>, <a href="https://stephenhurrell.isg-research.net/tag/ai-and-machine-learning">AI and Machine Learning</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://stephenhurrell.isg-research.net/sugarcrm-brings-the-sweetness-in-ai-driven-sales">SugarCRM Brings the Sweetness in AI Driven Sales</a></h2> <div class="author-meta"> Posted by <a href="https://stephenhurrell.isg-research.net/author/stephen-hurrell"> Stephen Hurrell </a> on <span class="post-date">04 May 2021 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_SugarCRM%20Brings%20the%20Sweetness%20in%20AI%20Driven%20Sales.png?width=200&name=AP_SH_SugarCRM%20Brings%20the%20Sweetness%20in%20AI%20Driven%20Sales.png" width="200" !important: srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_SugarCRM%20Brings%20the%20Sweetness%20in%20AI%20Driven%20Sales.png?width=100&name=AP_SH_SugarCRM%20Brings%20the%20Sweetness%20in%20AI%20Driven%20Sales.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_SugarCRM%20Brings%20the%20Sweetness%20in%20AI%20Driven%20Sales.png?width=200&name=AP_SH_SugarCRM%20Brings%20the%20Sweetness%20in%20AI%20Driven%20Sales.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_SugarCRM%20Brings%20the%20Sweetness%20in%20AI%20Driven%20Sales.png?width=300&name=AP_SH_SugarCRM%20Brings%20the%20Sweetness%20in%20AI%20Driven%20Sales.png 300w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_SugarCRM%20Brings%20the%20Sweetness%20in%20AI%20Driven%20Sales.png?width=400&name=AP_SH_SugarCRM%20Brings%20the%20Sweetness%20in%20AI%20Driven%20Sales.png 400w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_SugarCRM%20Brings%20the%20Sweetness%20in%20AI%20Driven%20Sales.png?width=500&name=AP_SH_SugarCRM%20Brings%20the%20Sweetness%20in%20AI%20Driven%20Sales.png 500w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_SugarCRM%20Brings%20the%20Sweetness%20in%20AI%20Driven%20Sales.png?width=600&name=AP_SH_SugarCRM%20Brings%20the%20Sweetness%20in%20AI%20Driven%20Sales.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>As I have discussed in my Analyst Perspective, <span><a href="https://blog.ventanaresearch.com/the-art-and-science-of-sales-from-the-inside-out" style="text-decoration: underline;">The Art of Sales, from the Inside Out</a></span>, the challenges facing direct sales leaders are not going away. Declining quota attainment, lack of visibility into deal health and difficulty in forecasting quarterly sales remain a challenge for sales leaders, resulting in a continuing reduction in duration of tenure.</p> </div> <a href="https://stephenhurrell.isg-research.net/sugarcrm-brings-the-sweetness-in-ai-driven-sales"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://stephenhurrell.isg-research.net/tag/sales">Sales</a>, <a href="https://stephenhurrell.isg-research.net/tag/analytics">Analytics</a>, <a href="https://stephenhurrell.isg-research.net/tag/sales-performance-management">Sales Performance Management</a>, <a href="https://stephenhurrell.isg-research.net/tag/price-and-revenue-management">Price and Revenue Management</a>, <a href="https://stephenhurrell.isg-research.net/tag/sales-enablement">sales enablement</a>, <a href="https://stephenhurrell.isg-research.net/tag/ai-and-machine-learning">AI and Machine Learning</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://stephenhurrell.isg-research.net/salesforce-sales-cloud-evolving-to-meet-the-360-needs-of-sales">Salesforce Sales Cloud: Evolving to Meet the 360 Needs of Sales</a></h2> <div class="author-meta"> Posted by <a href="https://stephenhurrell.isg-research.net/author/stephen-hurrell"> Stephen Hurrell </a> on <span class="post-date">18 March 2021 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Salesforce%20Sales%20Cloud_Evolving%20to%20Meet%20the%20360%20Needs%20of%20Sales.png?width=200&name=AP_SH_Salesforce%20Sales%20Cloud_Evolving%20to%20Meet%20the%20360%20Needs%20of%20Sales.png" width="200" !important: srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Salesforce%20Sales%20Cloud_Evolving%20to%20Meet%20the%20360%20Needs%20of%20Sales.png?width=100&name=AP_SH_Salesforce%20Sales%20Cloud_Evolving%20to%20Meet%20the%20360%20Needs%20of%20Sales.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Salesforce%20Sales%20Cloud_Evolving%20to%20Meet%20the%20360%20Needs%20of%20Sales.png?width=200&name=AP_SH_Salesforce%20Sales%20Cloud_Evolving%20to%20Meet%20the%20360%20Needs%20of%20Sales.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Salesforce%20Sales%20Cloud_Evolving%20to%20Meet%20the%20360%20Needs%20of%20Sales.png?width=300&name=AP_SH_Salesforce%20Sales%20Cloud_Evolving%20to%20Meet%20the%20360%20Needs%20of%20Sales.png 300w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Salesforce%20Sales%20Cloud_Evolving%20to%20Meet%20the%20360%20Needs%20of%20Sales.png?width=400&name=AP_SH_Salesforce%20Sales%20Cloud_Evolving%20to%20Meet%20the%20360%20Needs%20of%20Sales.png 400w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Salesforce%20Sales%20Cloud_Evolving%20to%20Meet%20the%20360%20Needs%20of%20Sales.png?width=500&name=AP_SH_Salesforce%20Sales%20Cloud_Evolving%20to%20Meet%20the%20360%20Needs%20of%20Sales.png 500w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Salesforce%20Sales%20Cloud_Evolving%20to%20Meet%20the%20360%20Needs%20of%20Sales.png?width=600&name=AP_SH_Salesforce%20Sales%20Cloud_Evolving%20to%20Meet%20the%20360%20Needs%20of%20Sales.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>There is no doubt that the pandemic has accelerated the existing need for new technology that can help sales professionals do their jobs well in this quickly evolving market. In addition, market trends are driving the need for functionality that is aimed at the front-line sales professional and the manager, highlighting the demand for tools that can help arrest the decline in quota attainment, as well as helping salespeople supplement their traditional focus on sales quotas with activities such...</p> </div> <a href="https://stephenhurrell.isg-research.net/salesforce-sales-cloud-evolving-to-meet-the-360-needs-of-sales"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://stephenhurrell.isg-research.net/tag/sales">Sales</a>, <a href="https://stephenhurrell.isg-research.net/tag/analytics">Analytics</a>, <a href="https://stephenhurrell.isg-research.net/tag/internet-of-things">Internet of Things</a>, <a href="https://stephenhurrell.isg-research.net/tag/sales-performance-management">Sales Performance Management</a>, <a href="https://stephenhurrell.isg-research.net/tag/natural-language-processing">natural language processing</a>, <a href="https://stephenhurrell.isg-research.net/tag/sales-enablement">sales enablement</a>, <a href="https://stephenhurrell.isg-research.net/tag/ai-and-machine-learning">AI and Machine Learning</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://stephenhurrell.isg-research.net/oracle-sales-has-priority-on-engagement-and-ai">Oracle Sales has Priority on Engagement and AI</a></h2> <div class="author-meta"> Posted by <a href="https://stephenhurrell.isg-research.net/author/stephen-hurrell"> Stephen Hurrell </a> on <span class="post-date">03 March 2021 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Oracle%20Sales%20has%20Priority%20on%20Engagement%20and%20AI.png?width=200&name=AP_SH_Oracle%20Sales%20has%20Priority%20on%20Engagement%20and%20AI.png" width="200" !important: srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Oracle%20Sales%20has%20Priority%20on%20Engagement%20and%20AI.png?width=100&name=AP_SH_Oracle%20Sales%20has%20Priority%20on%20Engagement%20and%20AI.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Oracle%20Sales%20has%20Priority%20on%20Engagement%20and%20AI.png?width=200&name=AP_SH_Oracle%20Sales%20has%20Priority%20on%20Engagement%20and%20AI.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Oracle%20Sales%20has%20Priority%20on%20Engagement%20and%20AI.png?width=300&name=AP_SH_Oracle%20Sales%20has%20Priority%20on%20Engagement%20and%20AI.png 300w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Oracle%20Sales%20has%20Priority%20on%20Engagement%20and%20AI.png?width=400&name=AP_SH_Oracle%20Sales%20has%20Priority%20on%20Engagement%20and%20AI.png 400w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Oracle%20Sales%20has%20Priority%20on%20Engagement%20and%20AI.png?width=500&name=AP_SH_Oracle%20Sales%20has%20Priority%20on%20Engagement%20and%20AI.png 500w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Oracle%20Sales%20has%20Priority%20on%20Engagement%20and%20AI.png?width=600&name=AP_SH_Oracle%20Sales%20has%20Priority%20on%20Engagement%20and%20AI.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>The current pandemic has disrupted many of the traditional sales methods used by field-sales organizations to engage, and sell to, buyers. In an effort to provide help, many vendors have recently announced new features that focus less on the management of sales organizations and more on tools to help salespeople sell. This has been coupled with a renewed interest in using data to help with the science, alongside the art, of selling, as referenced in my AP: <a href="https://blog.ventanaresearch.com/the-art-and-science-of-sales-from-the-inside-out" style="text-decoration: none;">The Art and Science of Sales from the...</a></p> </div> <a href="https://stephenhurrell.isg-research.net/oracle-sales-has-priority-on-engagement-and-ai"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://stephenhurrell.isg-research.net/tag/sales">Sales</a>, <a href="https://stephenhurrell.isg-research.net/tag/analytics">Analytics</a>, <a href="https://stephenhurrell.isg-research.net/tag/data">Data</a>, <a href="https://stephenhurrell.isg-research.net/tag/product-information-management">Product Information Management</a>, <a href="https://stephenhurrell.isg-research.net/tag/sales-performance-management-spm">Sales Performance Management (SPM)</a>, <a href="https://stephenhurrell.isg-research.net/tag/digital-technology">Digital Technology</a>, <a href="https://stephenhurrell.isg-research.net/tag/sales-enablement">sales enablement</a>, <a href="https://stephenhurrell.isg-research.net/tag/sales-engagement">sales engagement</a>, <a href="https://stephenhurrell.isg-research.net/tag/ai-and-machine-learning">AI and Machine Learning</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://stephenhurrell.isg-research.net/the-necessity-of-sales-performance-management">The Necessity of Sales Performance Management</a></h2> <div class="author-meta"> Posted by <a href="https://stephenhurrell.isg-research.net/author/stephen-hurrell"> Stephen Hurrell </a> on <span class="post-date">06 January 2021 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_The%20Necessity%20of%20Sales%20Performance%20Management_21-01-06.png?width=200&name=AP_SH_The%20Necessity%20of%20Sales%20Performance%20Management_21-01-06.png" width="200" !important: srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_The%20Necessity%20of%20Sales%20Performance%20Management_21-01-06.png?width=100&name=AP_SH_The%20Necessity%20of%20Sales%20Performance%20Management_21-01-06.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_The%20Necessity%20of%20Sales%20Performance%20Management_21-01-06.png?width=200&name=AP_SH_The%20Necessity%20of%20Sales%20Performance%20Management_21-01-06.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_The%20Necessity%20of%20Sales%20Performance%20Management_21-01-06.png?width=300&name=AP_SH_The%20Necessity%20of%20Sales%20Performance%20Management_21-01-06.png 300w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_The%20Necessity%20of%20Sales%20Performance%20Management_21-01-06.png?width=400&name=AP_SH_The%20Necessity%20of%20Sales%20Performance%20Management_21-01-06.png 400w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_The%20Necessity%20of%20Sales%20Performance%20Management_21-01-06.png?width=500&name=AP_SH_The%20Necessity%20of%20Sales%20Performance%20Management_21-01-06.png 500w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_The%20Necessity%20of%20Sales%20Performance%20Management_21-01-06.png?width=600&name=AP_SH_The%20Necessity%20of%20Sales%20Performance%20Management_21-01-06.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>True leadership is the ability to motivate sales organizations to perform at their best. But the demand to do so requires the support of an orchestrated process and tools designed to help sales teams work in a directed manner that can help attain quotas through compensation plans. To manage quotas and resources and optimize sales compensation, everyone in the sales organization, from managers to selling professionals, needs unified and planful sales leadership and operations.</span></p> </div> <a href="https://stephenhurrell.isg-research.net/the-necessity-of-sales-performance-management"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://stephenhurrell.isg-research.net/tag/sales">Sales</a>, <a href="https://stephenhurrell.isg-research.net/tag/sales-performance-management">Sales Performance Management</a>, <a href="https://stephenhurrell.isg-research.net/tag/intelligent-sales">intelligent sales</a>, <a href="https://stephenhurrell.isg-research.net/tag/sales-enablement">sales enablement</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://stephenhurrell.isg-research.net/the-art-and-science-of-sales-from-the-inside-out">The Art and Science of Sales from the “Inside Out"</a></h2> <div class="author-meta"> Posted by <a href="https://stephenhurrell.isg-research.net/author/stephen-hurrell"> Stephen Hurrell </a> on <span class="post-date">25 November 2020 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/Sales_Tech%20%281%29.png?width=200&name=Sales_Tech%20%281%29.png" width="200" !important: srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/Sales_Tech%20%281%29.png?width=100&name=Sales_Tech%20%281%29.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Sales_Tech%20%281%29.png?width=200&name=Sales_Tech%20%281%29.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Sales_Tech%20%281%29.png?width=300&name=Sales_Tech%20%281%29.png 300w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Sales_Tech%20%281%29.png?width=400&name=Sales_Tech%20%281%29.png 400w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Sales_Tech%20%281%29.png?width=500&name=Sales_Tech%20%281%29.png 500w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Sales_Tech%20%281%29.png?width=600&name=Sales_Tech%20%281%29.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>Although historically there has been a hard divide between what are colloquially called “Inside and Field Sales,” changes over the last 10 years have narrowed the distinction. The pandemic has only accelerated the path to unifying sales activities commonly performed to engage buyers and customers. Characterized by a very disciplined and controlled endeavor, inside sales teams have been heavier users of technology. This has enabled more productive engagement including emails and calls, as well...</span></p> </div> <a href="https://stephenhurrell.isg-research.net/the-art-and-science-of-sales-from-the-inside-out"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://stephenhurrell.isg-research.net/tag/sales">Sales</a>, <a href="https://stephenhurrell.isg-research.net/tag/embedded-analytics">embedded analytics</a>, <a href="https://stephenhurrell.isg-research.net/tag/analytics">Analytics</a>, <a href="https://stephenhurrell.isg-research.net/tag/business-intelligence">Business Intelligence</a>, <a href="https://stephenhurrell.isg-research.net/tag/collaboration">Collaboration</a>, <a href="https://stephenhurrell.isg-research.net/tag/internet-of-things">Internet of Things</a>, <a href="https://stephenhurrell.isg-research.net/tag/sales-performance-management-spm">Sales Performance Management (SPM)</a>, <a href="https://stephenhurrell.isg-research.net/tag/natural-language-processing">natural language processing</a>, <a href="https://stephenhurrell.isg-research.net/tag/intelligent-sales">intelligent sales</a>, <a href="https://stephenhurrell.isg-research.net/tag/sales-enablement">sales enablement</a>, <a href="https://stephenhurrell.isg-research.net/tag/ai-and-machine-learning">AI and Machine Learning</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://stephenhurrell.isg-research.net/zuora-and-subscription-management-suite-and-platform-to-address-digital-business">Zuora and Subscription Management: Suite and Platform to Address Digital Business</a></h2> <div class="author-meta"> Posted by <a href="https://stephenhurrell.isg-research.net/author/stephen-hurrell"> Stephen Hurrell </a> on <span class="post-date">28 September 2020 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Zuora_and_Subscription_Management_Suite_and_Platform_to_Address_Digital_Business_20_09_28-1.png?width=200&name=AP_SH_Zuora_and_Subscription_Management_Suite_and_Platform_to_Address_Digital_Business_20_09_28-1.png" width="200" !important: srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Zuora_and_Subscription_Management_Suite_and_Platform_to_Address_Digital_Business_20_09_28-1.png?width=100&name=AP_SH_Zuora_and_Subscription_Management_Suite_and_Platform_to_Address_Digital_Business_20_09_28-1.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Zuora_and_Subscription_Management_Suite_and_Platform_to_Address_Digital_Business_20_09_28-1.png?width=200&name=AP_SH_Zuora_and_Subscription_Management_Suite_and_Platform_to_Address_Digital_Business_20_09_28-1.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Zuora_and_Subscription_Management_Suite_and_Platform_to_Address_Digital_Business_20_09_28-1.png?width=300&name=AP_SH_Zuora_and_Subscription_Management_Suite_and_Platform_to_Address_Digital_Business_20_09_28-1.png 300w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Zuora_and_Subscription_Management_Suite_and_Platform_to_Address_Digital_Business_20_09_28-1.png?width=400&name=AP_SH_Zuora_and_Subscription_Management_Suite_and_Platform_to_Address_Digital_Business_20_09_28-1.png 400w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Zuora_and_Subscription_Management_Suite_and_Platform_to_Address_Digital_Business_20_09_28-1.png?width=500&name=AP_SH_Zuora_and_Subscription_Management_Suite_and_Platform_to_Address_Digital_Business_20_09_28-1.png 500w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Zuora_and_Subscription_Management_Suite_and_Platform_to_Address_Digital_Business_20_09_28-1.png?width=600&name=AP_SH_Zuora_and_Subscription_Management_Suite_and_Platform_to_Address_Digital_Business_20_09_28-1.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>The last decade has seen exponential growth amongst subscription-based business models. Pioneered in the B2C market with cloud-based SaaS offerings, the last decade has seen exponential growth in the share of the economy that is now subscription based. Increasingly, this modern business model is permeating throughout more traditional style industries and companies. But regardless of whether a company is natively subscription based, or is transitioning, maintaining this growth requires...</span></p> </div> <a href="https://stephenhurrell.isg-research.net/zuora-and-subscription-management-suite-and-platform-to-address-digital-business"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://stephenhurrell.isg-research.net/tag/sales">Sales</a>, <a href="https://stephenhurrell.isg-research.net/tag/customer-experience">Customer Experience</a>, <a href="https://stephenhurrell.isg-research.net/tag/office-of-finance">Office of Finance</a>, <a href="https://stephenhurrell.isg-research.net/tag/voice-of-the-customer">Voice of the Customer</a>, <a href="https://stephenhurrell.isg-research.net/tag/business-intelligence-2">business intelligence</a>, <a href="https://stephenhurrell.isg-research.net/tag/embedded-analytics">embedded analytics</a>, <a href="https://stephenhurrell.isg-research.net/tag/analytics">Analytics</a>, <a href="https://stephenhurrell.isg-research.net/tag/collaboration">Collaboration</a>, <a href="https://stephenhurrell.isg-research.net/tag/internet-of-things">Internet of Things</a>, <a href="https://stephenhurrell.isg-research.net/tag/contact-center">Contact Center</a>, <a href="https://stephenhurrell.isg-research.net/tag/product-information-management">Product Information Management</a>, <a href="https://stephenhurrell.isg-research.net/tag/price-and-revenue-management">Price and Revenue Management</a>, <a href="https://stephenhurrell.isg-research.net/tag/digital-commerce">Digital Commerce</a>, <a href="https://stephenhurrell.isg-research.net/tag/enterprise-resource-planning">Enterprise Resource Planning</a>, <a href="https://stephenhurrell.isg-research.net/tag/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://stephenhurrell.isg-research.net/tag/natural-language-processing">natural language processing</a>, <a href="https://stephenhurrell.isg-research.net/tag/robotic-finance">robotic finance</a>, <a href="https://stephenhurrell.isg-research.net/tag/revenue-and-lease-accounting">revenue and lease accounting</a>, <a href="https://stephenhurrell.isg-research.net/tag/agent-management">agent management</a>, <a href="https://stephenhurrell.isg-research.net/tag/intelligent-sales">intelligent sales</a>, <a href="https://stephenhurrell.isg-research.net/tag/sales-enablement">sales enablement</a>, <a href="https://stephenhurrell.isg-research.net/tag/subcription-management">subcription management</a>, <a href="https://stephenhurrell.isg-research.net/tag/ai-and-machine-learning">AI and Machine Learning</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://stephenhurrell.isg-research.net/subscription-and-usage-management-technology-needs-for-the-modern-economy">Subscription and Usage Management Technology Needs for the Modern Economy</a></h2> <div class="author-meta"> Posted by <a href="https://stephenhurrell.isg-research.net/author/stephen-hurrell"> Stephen Hurrell </a> on <span class="post-date">11 September 2020 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/Subscription_Mgmt_2.png?width=200&name=Subscription_Mgmt_2.png" width="200" !important: srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/Subscription_Mgmt_2.png?width=100&name=Subscription_Mgmt_2.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Subscription_Mgmt_2.png?width=200&name=Subscription_Mgmt_2.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Subscription_Mgmt_2.png?width=300&name=Subscription_Mgmt_2.png 300w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Subscription_Mgmt_2.png?width=400&name=Subscription_Mgmt_2.png 400w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Subscription_Mgmt_2.png?width=500&name=Subscription_Mgmt_2.png 500w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Subscription_Mgmt_2.png?width=600&name=Subscription_Mgmt_2.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>Subscription-based business models have seen exponential growth over the last decade. The growth of this recurring revenue business model, where a subscriber commits to repeatedly pay for a good or device for a fixed or indefinite timeline, has been caused by the shift from the one-time selling of physical products to selling digital services on a subscription basis. The first phase of this transformation was led by “digitally native” organizations, typically B2C, that have only ever offered...</span></p> </div> <a href="https://stephenhurrell.isg-research.net/subscription-and-usage-management-technology-needs-for-the-modern-economy"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://stephenhurrell.isg-research.net/tag/sales">Sales</a>, <a href="https://stephenhurrell.isg-research.net/tag/customer-experience">Customer Experience</a>, <a href="https://stephenhurrell.isg-research.net/tag/office-of-finance">Office of Finance</a>, <a href="https://stephenhurrell.isg-research.net/tag/voice-of-the-customer">Voice of the Customer</a>, <a href="https://stephenhurrell.isg-research.net/tag/embedded-analytics">embedded analytics</a>, <a href="https://stephenhurrell.isg-research.net/tag/analytics">Analytics</a>, <a href="https://stephenhurrell.isg-research.net/tag/business-intelligence">Business Intelligence</a>, <a href="https://stephenhurrell.isg-research.net/tag/collaboration">Collaboration</a>, <a href="https://stephenhurrell.isg-research.net/tag/internet-of-things">Internet of Things</a>, <a href="https://stephenhurrell.isg-research.net/tag/contact-center">Contact Center</a>, <a href="https://stephenhurrell.isg-research.net/tag/product-information-management">Product Information Management</a>, <a href="https://stephenhurrell.isg-research.net/tag/price-and-revenue-management">Price and Revenue Management</a>, <a href="https://stephenhurrell.isg-research.net/tag/digital-commerce">Digital Commerce</a>, <a href="https://stephenhurrell.isg-research.net/tag/enterprise-resource-planning">Enterprise Resource Planning</a>, <a href="https://stephenhurrell.isg-research.net/tag/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://stephenhurrell.isg-research.net/tag/natural-language-processing">natural language processing</a>, <a href="https://stephenhurrell.isg-research.net/tag/robotic-finance">robotic finance</a>, <a href="https://stephenhurrell.isg-research.net/tag/revenue-and-lease-accounting">revenue and lease accounting</a>, <a href="https://stephenhurrell.isg-research.net/tag/subscription-management">Subscription Management</a>, <a href="https://stephenhurrell.isg-research.net/tag/agent-management">agent management</a>, <a href="https://stephenhurrell.isg-research.net/tag/intelligent-sales">intelligent sales</a>, <a href="https://stephenhurrell.isg-research.net/tag/sales-enablement">sales enablement</a>, <a href="https://stephenhurrell.isg-research.net/tag/ai-and-machine-learning">AI and Machine Learning</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 id="hs_cos_wrapper_module_168621267066296" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_module" style="" data-hs-cos-general-type="widget" data-hs-cos-type="module"><style> </style> <h3 style="color: #255a89;">Our Analysts</h3>  <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://davidmenninger.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png" alt="David Menninger" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=50&name=Menninger.David%20Pic.Circle.png 50w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=150&name=Menninger.David%20Pic.Circle.png 150w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=200&name=Menninger.David%20Pic.Circle.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=250&name=Menninger.David%20Pic.Circle.png 250w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=300&name=Menninger.David%20Pic.Circle.png 300w"> <h5 class="analyst_name">David Menninger</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://jefforr.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png" alt="Jeff Orr" width="100" data-constrained="true" caption="false" srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=50&name=Orr.Jeff.Circle.png 50w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=150&name=Orr.Jeff.Circle.png 150w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=200&name=Orr.Jeff.Circle.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=250&name=Orr.Jeff.Circle.png 250w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=300&name=Orr.Jeff.Circle.png 300w" sizes="(max-width: 100px) 100vw, 100px"> <h5 class="analyst_name">Jeff Orr</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://keithdawson.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png" alt="Keith Dawson" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=50&name=Dawson.Keith%20Pic.Circle.png 50w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=150&name=Dawson.Keith%20Pic.Circle.png 150w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=200&name=Dawson.Keith%20Pic.Circle.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=250&name=Dawson.Keith%20Pic.Circle.png 250w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=300&name=Dawson.Keith%20Pic.Circle.png 300w"> <h5 class="analyst_name">Keith Dawson</h5> </a> </div> <div class="span6" style="text-align:center;"> <a href="https://marksmith.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png" alt="Mark Smith" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=50&name=Smith.Mark%20Pic.Circle.png 50w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=150&name=Smith.Mark%20Pic.Circle.png 150w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=200&name=Smith.Mark%20Pic.Circle.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=250&name=Smith.Mark%20Pic.Circle.png 250w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=300&name=Smith.Mark%20Pic.Circle.png 300w"> <h5 class="analyst_name">Mark Smith</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://mattaslett.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png" alt="Matt Aslett" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=50&name=Aslett.Matt%20Pic.Circle.png 50w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=150&name=Aslett.Matt%20Pic.Circle.png 150w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=200&name=Aslett.Matt%20Pic.Circle.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=250&name=Aslett.Matt%20Pic.Circle.png 250w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=300&name=Aslett.Matt%20Pic.Circle.png 300w"> <h5 class="analyst_name">Matt Aslett</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://matthewbrown.isg-research.net/"> <img class="analyst_img" style="width: 100px;" src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=100&name=profile_vr_matthew_brown_circle_900x900.png" alt="Matthew Brown" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=50&name=profile_vr_matthew_brown_circle_900x900.png 50w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=100&name=profile_vr_matthew_brown_circle_900x900.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=150&name=profile_vr_matthew_brown_circle_900x900.png 150w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=200&name=profile_vr_matthew_brown_circle_900x900.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=250&name=profile_vr_matthew_brown_circle_900x900.png 250w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=300&name=profile_vr_matthew_brown_circle_900x900.png 300w"> <h5 class="analyst_name">Matthew Brown</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://robertkugel.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://stephenhurrell.isg-research.net/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://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=50&name=Kugel.Robert%20Pic.Circle.png 50w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=150&name=Kugel.Robert%20Pic.Circle.png 150w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=200&name=Kugel.Robert%20Pic.Circle.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=250&name=Kugel.Robert%20Pic.Circle.png 250w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=300&name=Kugel.Robert%20Pic.Circle.png 300w"> <h5 class="analyst_name">Robert Kugel</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://stephenhurrell.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png" alt="Stephen Hurrell" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=50&name=Hurrell.Stephen%20Pic.Circle.png 50w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=150&name=Hurrell.Stephen%20Pic.Circle.png 150w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=200&name=Hurrell.Stephen%20Pic.Circle.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=250&name=Hurrell.Stephen%20Pic.Circle.png 250w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=300&name=Hurrell.Stephen%20Pic.Circle.png 300w"> <h5 class="analyst_name">Stephen Hurrell</h5> </a> </div> </div>   <div class="row-fluid">  <div style="text-align: center;"> <a href="https://blog.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://stephenhurrell.isg-research.net/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://stephenhurrell.isg-research.net/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=50&name=ISG_Bug_Reverse_Transparent.png 50w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=100&name=ISG_Bug_Reverse_Transparent.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=150&name=ISG_Bug_Reverse_Transparent.png 150w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=200&name=ISG_Bug_Reverse_Transparent.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=250&name=ISG_Bug_Reverse_Transparent.png 250w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=300&name=ISG_Bug_Reverse_Transparent.png 300w" sizes="(max-width: 100px) 100vw, 100px"> <h5 class="analyst_name">ISG Software Research</h5> </a> </div> </div>  </div> <div id="hs_cos_wrapper_module_1552944263900179" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_module widget-type-form" style="" data-hs-cos-general-type="widget" data-hs-cos-type="module"> <span id="hs_cos_wrapper_module_1552944263900179_" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_form" style="" 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 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src="/hs/hsstatic/content-cwv-embed/static-1.1293/embed.js"></script> <script src="https://stephenhurrell.isg-research.net/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'; </script> <script src="/hs/hsstatic/cos-i18n/static-1.53/bundles/project.js"></script> <script src="https://stephenhurrell.isg-research.net/hs-fs/hub/2035844/hub_generated/module_assets/90531062927/1702386872146/module_90531062927_Header-Global.min.js"></script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Value Index for Revenue Performance Management Rates Vendors", "mainEntityOfPage": "https://stephenhurrell.isg-research.net/value-index-for-revenue-performance-management-rates-vendors", "datePublished": "31/03/2022", "dateModified": "31/03/2022", "articleBody": "Ventana Research is happy to share insights gleaned from the latest Value Index research, an assessment of how well vendors’ offerings meet buyers’ requirements. The 2022 Revenue Performance Management (RPM) Value Index is the distillation of a year of market and product research. Drawing on our Benchmark Research, we apply a structured methodology built on evaluation categories that reflect the real-world criteria incorporated in a request for proposal to vendors supporting the spectrum of revenue performance management. Using this methodology, we evaluated vendor submissions in seven categories: five relevant to the Product Experience ﹘ Adaptability, Capability, Manageability, Reliability and Usability ﹘ and two related to the Customer Experience ﹘ Total Cost of Ownership or Return on Investment and Vendor Validation. This research-based index evaluates the full business and information technology value of revenue performance management software offerings. We encourage you to learn more about our Value Index and its effectiveness as a vendor selection and request for information/request for proposal tool. This Value Index research evaluates the following vendors that offer products for revenue performance management as we define it: Anaplan, beqom, Board International, Clari, Gong.io, InsightSquared, Oracle, Salesforce, SAP, SugarCRM, Varicent and Xactly. Six of these 12 suppliers responded positively to our request for information and provided completed questionnaires and demonstrations to aid our analysis of applicable RPM products. Along with briefings and information where provided, all online material that was generally available was used for the analysis. This report includes products available as of December 31, 2021. The following vendors declined to participate or did not respond to our invitation: beqom, Clari, Gong.io, InsightSquared, SAP and SugarCRM. To organizations considering products from these vendors, we recommend extra scrutiny in your vendor assessment as the lack of participation in the Value Index impacted our thorough evaluation. Vendors that meet our inclusion criteria and do not participate in our Value Index are not representing their industry and commitment to this topic and are assessed on publicly available information, and this could impact their Value Index rating and ranking. Unlike many IT analyst firms that rank vendors from an IT-only perspective or focus on a specific part of RPM, Ventana Research has designed the Value Index to provide a balanced perspective, rooted in an understanding of business drivers and needs aligned to the organizational requirements. This approach not only reduces cost and time but also minimizes the risk of making a vendor selection that will be negatively impactful to the organization. Using the Value Index will enable your organization to achieve highest levels of readiness needed to support RPM in the most effective manner. We urge organizations to be thorough in evaluating vendors that provide RPM products and offer this Value Index as market research representing this topic and as an RFI evaluation methodology. The Value Index can be used to evaluate existing technology vendors and for evaluating new ones, and use it to be more effective and shorten the cycle time for an RFP to vendor selection. The Value Index for Revenue Performance Management in 2022 finds Oracle first on the list, followed by Salesforce and Xactly. Companies that rated in the top three of any category ﹘ including the product and customer experience dimensions ﹘ earn the designation Value Index Leader. The Value Index Leaders in Product Experience are: Oracle Salesforce Anaplan Leaders in Customer Experience are: Xactly Varicent Oracle Value Index Leaders across any of the seven categories are: Oracle, which has achieved this rating in six of the seven categories. Salesforce, in five categories. Anaplan and Xactly, in three categories. Board International, in two categories. SAP and Varicent, in one category. The overall performance chart provides a visual representation of how vendors rate across product and customer experience. Vendors with products scoring higher in a weighted rating of the five Product Experience categories place farther to the right. The combination of ratings for the two Customer Experience categories determines placement on the vertical axis. As a result, vendors that place closer to the upper-right are “Exemplary” and rated higher than those closer to the lower-left and identified as vendors of “Merit.” Vendors that excelled at Customer Experience over Product Experience have an Assurance” rating, and those excelling instead in Product Experience have an “Innovative” rating. The overall performance chart provides a visual representation of how vendors rate across product and customer experience. Vendors with products scoring higher in a weighted rating of the five Product Experience categories place farther to the right. The combination of ratings for the two Customer Experience categories determines placement on the vertical axis. As a result, vendors that place closer to the upper-right are “Exemplary” and rated higher than those closer to the lower-left and identified as vendors of “Merit.” Vendors that excelled at Customer Experience over Product Experience have an “Assurance” rating, and those excelling instead in Product Experience have an “Innovative” rating. Note that close vendor scores should not be taken to imply that the packages evaluated are functionally identical or equally well-suited for use by every organization or process. Although there is a high degree of commonality in how organizations handle revenue performance management, there are many idiosyncrasies and differences that can make one vendor’s offering a better fit than another. Although this category is new, many of the capabilities were previously developed for the sales department — or sales performance management, as defined and established by Ventana Research in 2004. This includes incentive compensation as well as quota and territory management, which are applicable to the wider definition of revenue and the broader range of individuals and teams now directly related to supporting revenue generation. Likewise, pipeline management, forecasting and analytics combine to give a more insightful view of current and future revenues. When reviewing new technologies, it’s important to understand that the key to successful revenue performance management is choosing a provider that solves not just the issue at hand, but also concerns that will become more apparent as organizations contemplate how to support all sources of revenue and those supporting these sources. Aligning all the different groups to overall objectives — as well as balancing newer revenue channels such as e-commerce and self-service — require that vendors recognize the importance of supporting additional personas beyond the typical sales rep, manager, executive and operations team members. Features, functions and vendor assessments are not the only deciding factors in selecting revenue performance management software. For many organizations, the switch to a wider revenue approach also means that expertise and best practices are also of significance when choosing a vendor, as reflected by capabilities and also customer experience. As cost is rarely not a factor, an organization may face budget constraints such that the TCO evaluation can tip the scale to one vendor or another. This is where the Value Index methodology and appropriate weighting can be applied to determine the best fit of vendors and products to an organization’s specific needs. Our firm has made every effort to encompass in this Value Index the overall product and customer experience from our Revenue Performance Management blueprint, which we believe reflects what a well-crafted RFP should contain. Even so, there may be additional areas that affect which vendor and products best fit an organization’s particular requirements. Therefore, while this research is complete as it stands, utilizing it in your own organizational context is critical to ensure that products deliver the highest level of support for your projects. You can find more details on our site as well as in the Value Index Market Report. Regards, Stephen Hurrell", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_SH_Value%20Index%20for%20Revenue%20Performance%20Management%20Rates%20Vendors.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Stephen Hurrell", "url": "https://stephenhurrell.isg-research.net/author/stephen-hurrell", "sameAs": "https://www.linkedin.com/in/stephenhurrell" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "stephenhurrell.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Varicent Advances SPM and New Revenue Intelligence", "mainEntityOfPage": "https://stephenhurrell.isg-research.net/varicent-advances-spm-and-new-revenue-intelligence", "datePublished": "21/07/2021", "dateModified": "21/07/2021", "articleBody": "As mentioned in my Analyst Perspective, Revenue Performance Management: Leadership and Operations for Optimal Outcomes, there is continuing pressure on sales leaders to deliver against sales targets in increasingly competitive markets. Among the various levers that sales leadership can use to support these efforts, are applications and processes that best position sales teams to achieve targets, such as planning and allocating territories, establishing quotas and devising incentive compensation plans supportive of organizational revenue goals. Once in place, continuous monitoring of lead-to-opportunity progress and pipeline health can aid in identifying areas for improvement as well as solidifying sales forecasts to better indicate gap-to-target issues and necessary adjustments to territories and compensation incentives. One of the most prominent vendors in this market space is Varicent. Spun out of IBM at the beginning of 2020, Varicent offers a variety of products that help optimize sales team effectiveness, including territory, quota and compensation resources as well as lead-to-opportunity and pipeline management, attained through the 2020 acquisition of FunnelCake, now renamed Varicent Lift. In addition, Varicent has a distinct artificial intelligence offering called Symon.AI that connects to multiple platforms, melding historical data with machine learning and data science to provide forward-looking predictions and insights to guide actions and decisions. Symon.AI is used by Varicent’s individual applications and also offered as a standalone AI product with templates that can be applied to other areas of sales, such as predicting sales-person churn. Varicent announced a number of new features and initiatives at its 2021 Spring Summit. Enhancements include more effective territory and quota planning resources for adapting to rapidly shifting market dynamics, speeding response to competitive and market pressures and frequent sales team changes. The organization also announced the launch of the Symon.AI Benchmarking App, released in partnership with the Alexander Group. The app utilizes the Alexander Group’s market data to enable customers to benchmark their own progress compared to similar companies and obtain recommendations to further improve sales performance. The Symon.AI Benchmarking App is available at no additional cost to current customers. Symon.AI — a winner of the Ventana Research Digital Innovation Award for Office of Sales in 2020 — has also been incorporated into Varicent’s Lift product, providing insights as to how companies can improve pricing models, identify early in the sales cycle what is required to win an opportunity and even predict which customers are likely to offer the best opportunities for sustained usage, expansion and growth. Overall, Varicent is positioning itself as a vendor with a well-rounded offering that expands from its original charter of TQP and incentive and compensation management to a revenue operations platform utilizing AI to assist in planning sales performance as well as lead-to-opportunity management, turning plans into results. Like a number of vendors supporting sales and operations teams, Varicent is shifting focus to a broader definition of sales, including more sources of revenue. Applying Symon.AI across a broad range of use cases differentiates Varicent from other organizations since Symon.AI is both embedded in applications and offered as a stand-alone product with pre-built templates to answer questions that affect sales teams, such as sales compensation data validation, payout anomaly detection, opportunity and account scoring and variations in price discount from list across deal size and industry type. Varicent’s TQP solution is one of the industry's most comprehensive — not surprising, considering that is Varicent’s core competency. The lead-to-revenue offering has promise — especially as embedding of Symon.AI is expanded — but is weaker in the areas of sales forecasting and offering next-step recommendations for sellers. The ability to quickly and easily see and address sales trends, problem areas and opportunities as well as predict outcomes and prescribe actions based on that knowledge will ultimately lead to optimized revenue for organizations. My Analyst Perspective on the needs of a good sales and revenue forecasting system go into further detail. The announced partnership with the Alexander Group to share benchmarking data is intriguing, but as this is early days, it remains to be seen whether this translates into useful information for customers that provides long-lasting value, as opposed to a one-off benchmarking exercise. While the Varicent product set is not yet a complete revenue operations platform —not uncommon among SPM vendors — there are many aspects that are worthy of a closer look. The Symon.AI offering is tried and tested, and though no panacea for all challenges facing sales teams, it will enable organizations to improve important aspects of sales and revenue operations as well as provide additional benefits around salesperson churn and revenue leakage through over-aggressive discounting. An application that integrates the territory, quota planning and incentive compensation preparation work of SPM with the reporting, analytics and forecasting capabilities of pipeline management is a prerequisite to enable the modern sales organization to both prepare successfully and be in a position to adjust as circumstances dictate. If the notion expands to include not just sales but renewals as well as indirect sales and digital channels, a dedicated, flexible application will enable the key attributes of SPM without extensive retooling and disruption. However, my assertion is that, by 2023, only one-third of sales organizations will have a unified technology approach to manage planning for and the performance of sales professionals across territories, quotas and incentives, despite this being a key area for improvement for most companies. The modern revenue organization should be looking at applications that will support a flexible and adaptable approach to planning and execution for today and for the future. Regards, Stephen Hurrell", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_SH_Varicent%20Advances%20SPM%20and%20New%20Revenue%20Intelligence.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Stephen Hurrell", "url": "https://stephenhurrell.isg-research.net/author/stephen-hurrell", "sameAs": "https://www.linkedin.com/in/stephenhurrell" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "stephenhurrell.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "The Science of Sales Professional Effectiveness", "mainEntityOfPage": "https://stephenhurrell.isg-research.net/the-science-of-sales-professional-effectiveness", "datePublished": "10/05/2021", "dateModified": "10/05/2021", "articleBody": "Observed both here and elsewhere, average sales quota attainments appear to be in an exorable decline. As I discussed in my recent Analyst Perspective, The Art and Science of Sales from the 'Inside Out', vendors of sales technology have reacted to this by adding a slew of new functionality including the potential for artificial intelligence (AI) to be a game changer for sales. One can argue that this use of AI is still relatively immature having been generally available only since 2014, but that is still over five years of market availability. So why are we still discussing how to arrest the decline? It could be that the focus has only been on the deal or the opportunity. As sales leaders know, deals don’t sell themselves; people do. And yet there has been little focus on the salespeople. Addressing the coaching and skills elements of selling professionals could enable a higher confidence in the sales engagement potential. The answer may lie in the sales organization itself. If we look at most B2B sales organizations or commercial sales arms of B2C organizations, the focus in the last 10 years has been on sales team management, pipeline management and health or sales forecasting. Even when AI was first introduced, the focus was on opportunity scoring, surfacing reasons why a deal was a potentially good or bad fit. The explanation and reasons for these scores were predominantly observational rather than actionable, leading to a metaphorical shrug from salespeople and first line managers. However, this same data — data that is used to help inspect and provide objective judgment as to the fit of an opportunity or as to how the deal is progressing — can also be used by sales organizations to look more closely at who they hire and how they focus sales execution and skills training. Historically, sales leaders typically go to salespeople they have worked with in the past, or look to hire those that have exhibited success elsewhere. In addition, internal sales training is typically one-size-fits-all and often takes place at events such as sales kick off, where distraction is at a maximum. By using data and techniques similar to those used to inspect opportunities, sales organizations can separate the idea of what a good salesperson looks like as distinct from a good deal. Ventana Research asserts that by 2022, less than one in five organizations will utilize advanced analytics to identify skill and coaching needs to help sales professionals engage effectively and mitigate reducing the sales organization’s revenue impact. There are a number of new vendors in the market that combine standardized psychometric testing with sales attainment to ascertain what a “good” salesperson looks like for a particular organization, product set or region. The resultant profile can then be used in several ways: to better understand whom to hire and to profile the existing sales teams. By classifying sales teams into groups through regressing soft and hard skills against attainment, sales leaders can identify their current team’s strengths and weaknesses, and which skills are dominant in predicting success. Microtargeting of individual sales skills training needs supports the potential of moving C players to B players, and B players to A players. This will also enable decisions about team members for whom either the company or the role is not a good fit. This training should not be one and done; properly managed, this becomes a continuous process, enabling monitoring of progress or otherwise with repeated decision points as to whether salespersons are developing in line with expectation. For hiring new reps, rather than relying on past success at a different organization with different products and different buyers, the same analytics and data-driven approach can be used to create a successful seller’s profile — the attributes that make a salesperson successful in a particular company, product set or region — to hire against. Sales leadership should ensure they use more sophisticated insights from analytics and data, supporting a much better understanding of what constitutes the “right” salesperson profile. By doing so, they are able to improve the coaching and skills development of future salespersons, which must be their responsibility if an organization is to have a higher probability for achieving sales effectiveness. Regards, Stephen Hurrell", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_SH_The%20Science%20of%20Sales%20Professional%20Effectiveness.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Stephen Hurrell", "url": "https://stephenhurrell.isg-research.net/author/stephen-hurrell", "sameAs": "https://www.linkedin.com/in/stephenhurrell" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "stephenhurrell.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "SugarCRM Brings the Sweetness in AI Driven Sales", "mainEntityOfPage": "https://stephenhurrell.isg-research.net/sugarcrm-brings-the-sweetness-in-ai-driven-sales", "datePublished": "04/05/2021", "dateModified": "04/05/2021", "articleBody": "As I have discussed in my Analyst Perspective, The Art of Sales, from the Inside Out, the challenges facing direct sales leaders are not going away. Declining quota attainment, lack of visibility into deal health and difficulty in forecasting quarterly sales remain a challenge for sales leaders, resulting in a continuing reduction in duration of tenure. Increasingly, applications and tools that support sales teams are shifting their focus away from standard sales and customer-management functions towards a data-driven response to address these challenges. This shift in emphasis is essential, as we assert that by 2023, one-quarter of sales organizations will replace existing applications with more intelligent ones that focus on optimizing sales performance to guide sales organizations for maximum outcomes. New to this effort is SugarCRM. Sugar has been in existence since 2004, initially all based on open source and offered as on-premises only, primarily to the SMB market. More recently, Sugar completed its shift to the cloud and although they continue to sell on-premises software, their emphasis is on the cloud version and references in this Analyst Perspective are to their cloud version, not the on-premises version. They are also refocusing their sales efforts to larger companies with a sweet spot for customers with revenues between $250 million and $1 billion. Although Sugar offers a platform that extends beyond support the sales organization, the company’s first announced offering using AI technology available with the acquisition of node.io is via the Sugar Sales product. Sugar Predict has been applied to scoring opportunities in an effort to better understand pipeline and deal health. This is similar to applications of AI from other sales platform vendors. In addition, Sugar, through their acquisition of Corvana in 2019, also laid the groundwork for enhancing their overall approach to improving the analytical component of SugarCRM and Sugar Sales. With this acquisition, Sugar is now able to deploy an integrated data model that is oriented to understanding change, a critical element of opportunity and pipeline management. In addition, Sugar is focused on supporting what they term “no touch,” the automatic collection of relevant opportunity data that salespeople and managers typically enter by hand. Combining these three initiatives creates opportunities for SugarCRM's existing and prospective customers. Applying AI to sales data has been around since at least 2014. But one of the many obstacles to full deployment and adoption has been worry about the quality and timeliness of the data being used to build predictive and scoring models. It is no secret that most sales platforms were not viewed as being rep friendly and it has been a battle to get reps and line managers to enter data on time. And with good reason, as reps and managers saw little to help them with all the data they were expected to collate and enter. SugarCRM, like other vendors, recognized this and provides APIs and connectors to third-party tools such as email, calendars and text messaging to automatically update activity data as events happen, without the rep or manager having to manually enter it. This helps solve the real and perceived issues of data accuracy and timeliness which has led to mistrust of AI-based data-driven scores and recommendations. The other major component supporting both Sugar Sell analytics and Sugar Predict is the internal deployment of what Sugar terms “time aware” data. Although perhaps not as unique as claimed by Sugar, it is important to understand how the time aware data model makes the SugarCRM sales application different from other vendors. This time aware data model, sometimes also referred to as a temporal database, enables two very important analytic functions: understanding what has changed and what is the trend between two points in time. Since the information in a sales opportunity changes in a nonlinear way, using a standard transactional model could potentially miss key information such as how sales stages progress, product mixes change or prices and quantities change. In addition, date and time stamping enables the application to recreate how the world looked at a certain point in time, important for sales teams where salespeople move in, out or within a reporting organization, ensuring apples-to-apples comparisons are possible. More importantly, when married with non-CRM data such as firmographic and conversational data, this approach can enhance and improve the predictive capabilities of any AI-based analysis of what “good” looks like versus “bad.” The time aware data model built into the SugarCRM platform extends not just to new business opportunities but also to existing customer information. And although Sugar’s predictive capabilities have been initially targeted at new sales opportunities, this should be extensible to existing customers for retention and upsell and expansion opportunities. This will be important in overall revenue management and not just for focusing on new sales. For more discussion on the need for new thinking when it comes to effective revenue management, please see my recent Analyst Perspective, Revenue Management: The Opportunity for Innovation and Optimization on this topic. Over time, SugarCRM should be planning on using this time-enriched and enhanced contextual data to move their predictive models into all aspects of revenue management, including lead to cash, customer retention and expansion or cross-sell opportunities. When it comes to sales specifically, SugarCRM, like many vendors, tackles the “observational” aspects of AI for opportunities: what is happening and why. To truly become a ubiquitous application, with adoption and use across the entire sales team and not just management or sales operations, Sugar Predict will need to add functionality that helps salespeople sell. An example of this would be “next best action”. In addition, as revenue management becomes an essential imperative for the Chief Revenue Officer, all sources of revenue need to be included in the functional scope of Sugar Sell, to include alternate direct and indirect sales channels as well as an expanded focus on retention and expansion of existing customers. Regards, Stephen Hurrell", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_SH_SugarCRM%20Brings%20the%20Sweetness%20in%20AI%20Driven%20Sales.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Stephen Hurrell", "url": "https://stephenhurrell.isg-research.net/author/stephen-hurrell", "sameAs": "https://www.linkedin.com/in/stephenhurrell" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "stephenhurrell.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Salesforce Sales Cloud: Evolving to Meet the 360 Needs of Sales", "mainEntityOfPage": "https://stephenhurrell.isg-research.net/salesforce-sales-cloud-evolving-to-meet-the-360-needs-of-sales", "datePublished": "18/03/2021", "dateModified": "18/03/2021", "articleBody": "There is no doubt that the pandemic has accelerated the existing need for new technology that can help sales professionals do their jobs well in this quickly evolving market. In addition, market trends are driving the need for functionality that is aimed at the front-line sales professional and the manager, highlighting the demand for tools that can help arrest the decline in quota attainment, as well as helping salespeople supplement their traditional focus on sales quotas with activities such as prospecting. One major criticism of the various sales and selling applications is that, oddly, they actually do very little to help salespeople sell. My assertion is that by 2022, one-half of sales organizations will lack an effective selling environment to engage and motivate buyers to collaborate on purchasing products and services resulting in unrealized sales opportunities. Pipeline management and deal tracking are built into most of these applications, and these are crucial tools, but they’re primarily for managerial purposes, and not for sales professionals designed to help increase potential outcomes. And now, with the pandemic severely restricting traditional sales activities, especially field sales, it’s critically important that developers and vendors focus on delivering new functionality that can directly support salespeople. I cover many of these topics in my recent perspective, The Art and Science of Sales from the “Inside Out”. Salesforce is a leading software as a service (SaaS) provider for small-medium businesses (SMBs), as well as for high-growth and enterprise customers. The vendor has many cloud-based applications, including the newly branded “Sales Cloud 360” offering, which began with a relaunch of what was then Sales Cloud, and is now supplemented with new functionality to help both high-velocity sellers and field sales. Such product innovations indicate that Salesforce is responding to market conditions by consciously building out functionality of Sales Cloud 360 to improve its efforts for virtual selling and collaboration. This means that Salesforce now has tools and software in place to assist sellers during a time when traditional relationship-building human-facing activities are not available. Salesforce’s continues to focus on meeting the needs of sales professionals and managers, and is directly providing more engagement through its High Velocity Sales offering to support virtual sales engagement. While this is an optional offering, this reflects a typically necessary selling method that sales organizations have already been operating. The trend toward virtual selling was evident before the pandemic, continues during and will continue after these unique circumstances are over. The challenge for many sales organizations is that Salesforce editions and pricing are not designed with the individual roles and personas of the sales organization in mind. They are based on what Salesforce wants to package together for its revenue needs. With their most recent releases, Summer ‘20 and Winter ‘21, Salesforce has put more emphasis on support for remote learning and onboarding for new personnel including sales professionals and managers. In addition, Salesforce Sales Cloud High Velocity Sales and the AI-focused Einstein Call Coaching is now available to analyze and learn from voice conversations at both the individual and group levels in the use of keywords, product and customer names (Summer ‘20). Customers will also be able to train Einstein to look for mentions of other words and phrases such as competitor mentions. These models can be used to establish what a good conversation looks like and will aid in coaching and training. In addition, using Einstein with the location-based intelligence of Salesforce Maps, and with the newly integrated Tableau Software analytics features, Salesforce can also now be used for territory and account planning. This is important because it can help ensure that the key salespeople are given achievable targets, which in turn helps avoid demotivation and churn. But Salesforce has yet to address the broader needs of sales operations and leadership teams with Sales Performance Management. An area that its peers already have integrated into their suites, whereas Salesforce depends on partners to help them address these critical sales organization requirements. These recent releases are definitely moving in the right direction, but there is still more that could be done to help salespeople. Salesforce Sales Cloud currently uses AI to model what a successful sale looks like and uses this to provide a win score for a given sales opportunity. As a logical extension, they could also provide a map for a successful sales motion with recommendations and schedule for next best actions. Another area would be in using data to understand the needs of the selling professional in terms of the targeted development and coaching skills. This would also require the identification of key attributes that can be shown to be a marker for enhanced sales execution leading to improvements in quota attainment. This contrasts with the more typical, infrequent, one size fits all training commonly provided today. Opportunities do not close themselves; salespeople and sales teams do. Over time, an ecosystem of software vendors has arisen offering functionality and capabilities not offered in the core Sales Cloud. Salesforce has recognized this and is building out similar capabilities natively in its products. As Salesforce extends its offerings, these ecosystem partners will have to accelerate their own development to continue to offer relevant functionality not available in the Salesforce offering. Salesforce account teams will be keen to sell their own version, of course. At best, this will extend the sales cycle for partners, but at worst it removes the need for these “add-ons.” As Salesforce evolves, regardless of whether this new functionality is at parity, partners feel threatened. Advanced analytics such as AI and machine learning (ML) have been around in the world of sales for the better part of the decade, but adoption has been uneven and slow. If acceptance has been low, that’s because the approach taken is less about selling and more about managing. If salespeople do not easily find that the new functionality helps them sell, sustained adoption will remain a challenge. My assertion is that by 2022, less than 1 in 5 organizations will utilize advanced analytics to identify skill and coaching needs to help sales professionals engage effectively and mitigate reducing the sales organization’s revenue impact. While vendors such as Salesforce are now providing functionality that will specifically help inside and field sales in selling, there is still more to be done to assist managers in better understanding the needs of sales professional in guiding them to close more business. Most organizations already employ software to help manage the sales teams at multiple levels and groups. But they now need to look at the newly available software tools and techniques that can help individuals to sell. To provide sustained value, the next generation of AI-based sales tools needs to be more focused at the individual level, and should identify actionable, rather than informational insights. To get there, organizations using Salesforce should ensure they are getting what they need, and if not, look to alternatives that integrate with Sales Cloud to help aid better sales performance. Salesforce, for its part, should continue to invest in expanding these sales organization-specific offerings as Salesforce targets a more complete offering covering all the differing persona involved across the sales organization, and simplify its packaging and pricing to align with its use. Regards, Stephen Hurrell", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_SH_Salesforce%20Sales%20Cloud_Evolving%20to%20Meet%20the%20360%20Needs%20of%20Sales.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Stephen Hurrell", "url": "https://stephenhurrell.isg-research.net/author/stephen-hurrell", "sameAs": "https://www.linkedin.com/in/stephenhurrell" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "stephenhurrell.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Oracle Sales has Priority on Engagement and AI", "mainEntityOfPage": "https://stephenhurrell.isg-research.net/oracle-sales-has-priority-on-engagement-and-ai", "datePublished": "03/03/2021", "dateModified": "03/03/2021", "articleBody": "The current pandemic has disrupted many of the traditional sales methods used by field-sales organizations to engage, and sell to, buyers. In an effort to provide help, many vendors have recently announced new features that focus less on the management of sales organizations and more on tools to help salespeople sell. This has been coupled with a renewed interest in using data to help with the science, alongside the art, of selling, as referenced in my AP: The Art and Science of Sales from the “Inside Out. Oracle has called this new emphasis “Responsive Selling,” with an aim to harness data and machine learning (ML) to aid sellers in this new, challenging environment. Oracle Sales has evolved over the last 15 years and is now a substantive option for heads of sales organizations to consider. New releases in 2020 not only aim to improve the management of sales, in what we call Sales Performance Management (SPM), which we rate highly as a Value Index Leader, but also to offer tools and services that support the sales representative and front-line manager, which we refer to as Sales Engagement. This shift in emphasis is essential, as we assert that by 2023, one-quarter of sales organizations will replace applications with more intelligent ones that focus on optimizing sales performance to guide sales organizations for maximum outcomes. The focus on helping front-line salespeople, whether field or inside sales, as well as partner selling, is critical, as the market for sales technology has transitioned to improving the selling experience and the level of engagement needed to ensure desired outcomes. This transition has accelerated with the pandemic and the need to provide business continuity, an important imperative that my colleague Mark Smith pointed out in his recent perspective. For Oracle, the most notable new features are targeted at field-sales personnel. Oracle’s own customer research has identified a number of key lessons. Salespeople do not “live” in Customer Relationship Management (CRM) or Salesforce Automation (SFA) systems of the past, but more humdrum applications such as email or where they can engage their customers and prospects. To this end, in a similar fashion to many inside-sales dialing and cadence tools, new email add-in for Microsoft Outlook/Exchange, as well as Google Gmail, allows for users to access relevant information around prospective accounts from within their favored email app. Oracle’s Sales integration with SPM functionality links sales activity to quota, compensation and territory planning. And, although positioned as “of value” to sales management, this feature has particular interest to salespeople and front-line managers as the integration of individual sales opportunities to commission and quota-attainment plans enables individuals to accurately project their potential renumeration. This avoids distorting behavior by eliminating the use of inaccurate, back-of-the-envelope calculations or personal spreadsheet models. All of which is a competitive advantage for Oracle and should be more integral to its marketing and sales to ensure sales organizations recognize the value of this offering for salespersons and line managers. Oracle identifies itself as a “data business”; much of its launch of “Responsive Selling” emphasizes that Oracle is utilizing data, firmographic data such as Dun & Bradstreet, and their own data derived from the acquisition of Datafox in late 2018 and partnerships with location data providers. This enriched data allows for the more targeted prioritization of potential accounts by adding contextual information about prospective leads. This supports additional information about prospective companies through the capture of news and event happenings such as acquisitions, expansion and personnel changes. In addition, for organizations using Oracle ERP, integration with the Oracle Sales ensures that sellers have accurate and up-to-date customer and product information at their fingertips. Moving beyond opportunity and lead scoring, which has proven to be of limited value to salespeople, “next best step” recommendations have the potential to be of real use. An issue holding back a wider adoption of artificial intelligence (AI)-assisted selling technology is concern about poor-quality data about customers and prospects. This has been one of the most frequently cited impediments by customers as to why advanced analytics and AI have failed to deliver improved revenue attainment. Oracle’s Sales integration with applications such as Outlook supports the automatic capture of sales activity data, including emails and calendar entries, removing the need to rely on salespeople to enter relevant data in a timely manner. Oracle is focused on delivering out-of-the-box AI/ML models that address key aspects of the sales process, including the aforementioned lead and opportunity scoring, as well as more advanced steps, such as recommended “best next action.” Oracle is elevating the focus on AI/ML operations that happen on data in situ (no need to extract and load into a different data store), thus reducing latency and effort as well as promising real-time model evaluation against live data. We agree and assert that by 2023, less than one-quarter of organizations will deploy AI-assisted technology to help navigate buyer organizations and improve effectiveness in the focus on sales engagement. In addition, recognizing that one size does not fit all, Oracle is able to accommodate industry-specific features and processes, offering both an out-of-the-box model delivery as well as their ML workbench that enables appropriate customer resource to build, test and deploy custom models that address industry or customer-specific questions. For this to be effective, custom models need to be transparent to an end-user and, in addition, appear to be just part of the application. With a richer data set than many other providers, Oracle has the potential to deliver a truly effective assisted-selling experience. But, as history has shown, there is an inherent bias against machine-assisted selling from within sales organizations. Although AI/ML promises much, recent experience has shown that unless there is a solid adoption strategy undertaken by both vendors and sales organizations, these initiatives will continue to flatter to deceive. Whether through process or via the product itself, Oracle needs to ensure that there is a mechanism by which sales and front-line managers can understand how these aids can help them sell and not just manage accounts, contacts and opportunities. If not, these advancements will not gain the traction needed for helping Oracle gain adoption of its Oracle Sales offering versus the competition. Oracle’s challenge is to continue to provide value to all professionals within the sales organization, and articulate the value for everyone and how individually and working together is better with their approach, or they will not show growth in their market position. Prospects looking for a new approach to applications for sales should take a look at Oracle, not just in the management and operations of the sales organization, but also for tools and aids to help the selling professional. Existing customers should pay attention to the newest developments that are targeted to helping people sell. Regards, Stephen Hurrell", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_SH_Oracle%20Sales%20has%20Priority%20on%20Engagement%20and%20AI.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Stephen Hurrell", "url": "https://stephenhurrell.isg-research.net/author/stephen-hurrell", "sameAs": "https://www.linkedin.com/in/stephenhurrell" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "stephenhurrell.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "The Necessity of Sales Performance Management", "mainEntityOfPage": "https://stephenhurrell.isg-research.net/the-necessity-of-sales-performance-management", "datePublished": "06/01/2021", "dateModified": "06/01/2021", "articleBody": "True leadership is the ability to motivate sales organizations to perform at their best. But the demand to do so requires the support of an orchestrated process and tools designed to help sales teams work in a directed manner that can help attain quotas through compensation plans. To manage quotas and resources and optimize sales compensation, everyone in the sales organization, from managers to selling professionals, needs unified and planful sales leadership and operations. Delivering this is no easy task. To be successful, sales organizations must meet performance demands and ensure consistent results every quarter, month in and month out. However, many sales leaders struggle to implement processes that support overall strategy and growth, and efforts to optimize both sales talent and selling experience frequently fall short. Sales organizations, especially field organizations, are some of the last business departments to embrace technology. Traditionally more art than science, Sales has relied on experiential skills in developing leads, creating relationships and closing business. More than two decades ago, many sales organizations began a series of technology investments to improve sales efficiency and effectiveness. These investments have yielded many benefits, such as better automation and tracking of sales. However, organizations continue to struggle to align activities with performance expectations. Properly managing a sales organization requires effective planning, which in turn requires key transparency to the pipeline of opportunities as well as performance and sales indicators built on a foundation of relevant metrics. The next generation of sales leaders are embracing the need to focus on creating processes to generate and project predictable revenues. Sales Performance Management (SPM) is a coordinated set of sales-related activities, processes and systems that enable organizations to plan and execute effectively to achieve customer, product and revenue targets. Our research finds that organizations that make smart investments in resources and applications have a more effective sales organization and more predictable sales revenue flows. These are also the organizations that understand that misplaced expectations around sales force automation and CRM systems have led to overdependency on reports and dashboards that summarize past sales performance, and on spreadsheets to plan for the future. Today’s cutting-edge SPM applications enable sales planning based not only on compensation, quotas and territories but also on resources. This broadened approach to planning makes it possible to embrace a more strategic approach to recruiting talent, ensuring effective onboarding and achieving targets. Modern sales planning tools also help organizations optimize territory design and identify underdeveloped accounts. Sales organizations should look at the challenges and needs across the range of roles and responsibilities, and the processes to optimize outcomes. The list of priorities that should be driving sales organizations today includes providing a superior mobile experience to both the front-line seller and the sales manager. It also includes adoption of more intelligent applications that incorporate AI and machine learning; for example, those that use performance metrics to provide guidance on accounts and territories. Organizations must address their lack of analytics-based benchmarks using external as well as internal data to guide planning. They also must provide effective collaborative tools to connect team members so they can immediately address critical performance issues and resolve questions. And in the evolving social climate of the modern workplace, business, HR and sales leaders must ensure equitable sales compensation plans and deliver on the promise of a more diverse and inclusive workforce. With the recent change in the selling environment, effective planning becomes even more of an organization’s imperative. From setting achievable goals, optimizing territory and account targets, and designing incentive compensations plans, Sales Performance Management is more than ever a prerequisite for effective selling. Our Benchmark Research into the area of Sales Performance Management (SPM) is designed to elicit changing trends in how technology is being deployed to drive execution, predictability and transparency. Click here to participate in this research and here to learn more about our methodology and large body of research on the Office of Sales, including Digital Commerce, Price and Revenue Management, Product Information Management, Sales Enablement, Sales Performance Management and Subscription Management. Ventana Research offers knowledgeable, research-based guidance on sales to help you build core competencies that will increase your organization’s potential for revenue. To attain excellence in sales it is critical to evaluate investments based on their potential to augment rather than detract from sales processes and to deliver excellence in sales. Regards, Stephen Hurrell", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_SH_The%20Necessity%20of%20Sales%20Performance%20Management_21-01-06.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Stephen Hurrell", "url": "https://stephenhurrell.isg-research.net/author/stephen-hurrell", "sameAs": "https://www.linkedin.com/in/stephenhurrell" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "stephenhurrell.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "The Art and Science of Sales from the “Inside Out", "mainEntityOfPage": "https://stephenhurrell.isg-research.net/the-art-and-science-of-sales-from-the-inside-out", "datePublished": "25/11/2020", "dateModified": "25/11/2020", "articleBody": "Although historically there has been a hard divide between what are colloquially called “Inside and Field Sales,” changes over the last 10 years have narrowed the distinction. The pandemic has only accelerated the path to unifying sales activities commonly performed to engage buyers and customers. Characterized by a very disciplined and controlled endeavor, inside sales teams have been heavier users of technology. This has enabled more productive engagement including emails and calls, as well as provided techniques such as gamification to set competitive internal dynamics that help motivate sales professionals. Over the past decade, the proportion of sales revenue generated via inside sales reps has been rising. Conversely, the overall quota attainment for field sales reps has been falling. There have been many rationales proposed for this, but a major reason is that the breadth and depth of product and review information available via the internet means that many buyers are well-advanced along the buyer journey before they engage with vendors. In addition, there are more people involved in the buying process than in previous years, increasing the level of effort and activity of achieving a successful sale. This again emphasizes the need for sellers of all types to incorporate better sales technology and tools that help both with the efficiency of the sales engagement process, and prospecting and identification of upsell and cross sell opportunities. Now, with the pandemic and travel severely restricted, organizations are asking themselves how much difference really exists between an inside and a field seller? An inside sales group is most typically differentiated by the dependence of the teams on technology to effectively reach out to leads and prospects in a prescribed and repeatable fashion. Typically, the inside sales team have scripts and is playbook driven, where technology is used to: Prioritize lead follow-ups based on qualification that is done manually or through use of rules or AI Provide auto-generated personalized email and texts to create more effective engagement Enhance internal competition through gamification of activities to enable group incentives and challenge Our research has shown that with diminished prospects for new sales and not wishing to lose good salespeople who are unable to make a consistent living, companies are changing how to assess field sales organizations. Moving away from only measuring success—and hence, compensation—based purely on sales and quota attainment, organizations are incorporating prospecting and pipeline activities into incentives. With this focus on prospecting, sales technology more typically deployed for inside sales teams are becoming just as appropriate for field sales teams as well. Our research has also highlighted efforts by many sales applications providers, as well as more specialized organizations that exist in these ecosystems, to provide both labor-saving functionality and sales process enhancement tools to field sales teams in an approach similar to the functionality provided to inside sales teams. Field sales is increasingly able to adopt technology and process from its inside counterparts. One major area of labor savings is the automatic capture of activity data from common tools such as email, calendars, phone calls and texts. Rather than relying on a salesperson manually entering data into the CRM, more modern capabilities enable this information to be dynamically captured and correctly associated with the underlying CRM account, contacts, opportunity and activity data store. This process has the added benefit of improving data hygiene that has often held back the deployment of more predictive analytics, pipeline and opportunity scoring, ultimately leading to AI-driven next-step recommendations Another area of sales technology support is in helping to identify and navigate key buying personnel and influencers in a prospect’s or customer’s organization. The first generation of tools allowed a salesperson to hunt and peck to find key people. The newest generation uses a combination of existing CRM data combined with third-party data to automatically generate relationship and influence maps. Although AI has been available for opportunity scoring for some years now through a variety of different providers, the quality of the scores has often been mistrusted by concern around the quality and timeliness of the data. In addition, when surfacing reasons as to why the scores are what they are, many of the explanations, although statistically correct, are often observational rather than actionable. As CRM data hygiene improves and is combined with third-party data, more prescriptive suggestions will be forthcoming in terms of recommendations of actions. Although most focus today is on supporting analysis of deals and opportunities, we believe that by 2023, more focus will be placed on using sales technology in support of the salesperson, enabling the targeting of individual salespersons and their needs for skills development and coaching. Today, too much of the support provided is once a year, one-size-fits-all training as opposed to really understanding an individual’s data needs. Although by no means downplaying the “art” side of selling, it is clear that data will help with the “science” part of the equation. As sales leadership looks to 2021 and a very changed landscape, successful sales organizations will recognize the importance of using data to help all aspects of selling. This is especially true when data can help identify talent and coaching needs to ensure salespersons develop the necessary skills to take on new roles like prospecting, and to improve the ability to execute sales processes. At the end of the day, deals and opportunities do not close themselves. Salespeople do. Regards, Stephen Hurrell", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Sales_Tech%20%281%29.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Stephen Hurrell", "url": "https://stephenhurrell.isg-research.net/author/stephen-hurrell", "sameAs": "https://www.linkedin.com/in/stephenhurrell" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "stephenhurrell.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Zuora and Subscription Management: Suite and Platform to Address Digital Business", "mainEntityOfPage": "https://stephenhurrell.isg-research.net/zuora-and-subscription-management-suite-and-platform-to-address-digital-business", "datePublished": "28/09/2020", "dateModified": "28/09/2020", "articleBody": "The last decade has seen exponential growth amongst subscription-based business models. Pioneered in the B2C market with cloud-based SaaS offerings, the last decade has seen exponential growth in the share of the economy that is now subscription based. Increasingly, this modern business model is permeating throughout more traditional style industries and companies. But regardless of whether a company is natively subscription based, or is transitioning, maintaining this growth requires organizations to foster long-term relationships with customers and deliver products and services that get better over time. Whether totally subscription and usage-focused or a mixture of the traditional one-time transaction and the new, building and scaling a subscription-based business in this volatile economy requires continuous digital innovation. This includes managing and supporting complex pricing structures for competitive advantage, developing scalable technology infrastructure and personalizing user experience, thereby nurturing customer relationships. Managing subscriptions with Excel sheets is time-consuming, doesn’t allow for coordination between pricing, billing, collection, and accounting software, and can be prone to potentially costly mistakes. Spreadsheets are also difficult to scale. Subscription Management software such as Zuora can help streamline complex operations and prepare an organization to grow in these rapidly changing market conditions. Their recently released next-generation Central Platform utilizes a market-leading suite of Order to Revenue applications including Zuora CPQ, Zuora Billing, Zuora Collect and Zuora Revenue that help manage ongoing subscriber relationships and respond to market demands at scale. The configuration and developer layers enable users to customize, integrate and extend pre-built application functionality into the rest of the ecosystem, which helps orchestrate business processes across all platform data and services. Zuora also gives developers access to specific use cases that include goodwill discounts, applying credits, suspending and resuming subscriptions, and suspending payment collections. The Audit Trail feature provides CFOs a financially compliant system with reporting and monitoring of critical subscription activity to aid both internal and external auditors. Zuora Revenue (also known as RevPro) is an order-to-revenue application that understands the full range of subscription transactions. Built around ASC 606 and IFRS 15, RevPro offers a high degree of automation that enables a subscription business to achieve a faster quarter close, recognize revenue while minimizing compliance risk, and real-time subscription data collection and forecasting. In August, Zuora announced additional capabilities that support more extensive pricing formulas, fully integrated quote-to-revenue flow and new, pre-packaged certified analytics. This step forward is critical, but it is just as important to ensure that insights are dynamically generated and served in a personalized, natural language-based approach that can be acted upon. Analytics without context and collaboration to improve outcomes is insufficient and something Zuora should improve upon. As discussed in my Analyst Perspective on Subscription and Usage Pricing, there is a need to support flexible and often complex models that enable organizations to price for competitive advantage. Whereas pricing for a product or service on a subscription basis is part of the order process, pricing based on usage for a given period can only be evaluated at the end of the cycle. Computing the eventual billing amounts requires calculations based on usage volumes and price formulas negotiated as part of the contract or order. These formulas can be complex and could use such drivers as aggregated volume tiering, period to date, and attributes such as geographic location or time of the year. Organizations should ensure that their subscription management software supports their particular usage pricing models and ensure that customers are not restricted in their ability to price for competitive advantage. Some of the additional challenges facing subscription-based businesses include adapting to the new customer lifecycle, new tax guidelines, dynamic invoicing and revenue recognition. We assert that by 2022, one-half of organizations will determine that the digital experiences they provide are not intelligent or automated and fall short in maintaining business continuity for organizational readiness, resulting in lost customers and workforce instability. These points were articulated by my colleague and Chief Research Officer Mark Smith in his perspective on the dynamics of subscriptions and subscriber experiences, and must be addressed for continuous operations of these essential business processes. As detailed in the perspective on Business Continuity and Subscription Management, managing subscription models can be complex. After the initial subscription engagement and order placement, the customer experience continues. Subscribers may want to upgrade or downgrade, add more team members, or unsubscribe to some and expand other functionalities. All these changes are likely to be off the billing cycle so the system needs to be able to handle these adjustments and prorate accordingly. Likewise, product bundles need to be continually tuned and adjusted to remain competitive. As part of Zuora’s latest release, these changes can now be automated through integration with either their own Configure-Price-Quote (CPQ) process, or other commercially available CPQ offerings. In addition, CPQ flows can include ramp deals where the price increases over time, such as with introductory rates. Ramps can also be triggered on an effective date, enabling price increases for CPI uplift and applied across customers. Zuora has also announced a library of pre-packaged analytics to be delivered as part of the Zuora suite. Certified by the Subscribed Institute, these commonly used metrics include Monthly Recurring Revenue (MRR), Active Subscriber measurements, Churn and Net Retention rates. Future development of analytics on the subscription process and subscriber experience is necessary to help address the entire needs of an organization. We assert by 2022, more than two-thirds of subscriber experiences will be redesigned using technology to better engage customers and monetize opportunities. To further support this is a new feature to create a snapshot of daily data to support trends over time. Having certified analytics ensures a degree of standardization in the measurements, but from what we have seen, the standard dashboards do not contain the ability to create alerts or prescriptive analytics that highlight actionable data about subscribers or areas to be addressed for improving outcomes. My colleague Dave Menninger has written about the need for analytics to be prescriptive and actionable in his perspective. With this latest release, companies that need to support complex pricing to remain competitive, especially with usage-based business, should certainly look anew at Zuora. With its orchestration capabilities and integration with CPQ, Zuora can support traditional companies wanting to transition their business model from one-time only sales to subscription and usage-based pricing and billing while utilizing their existing ERP and CRM systems. Integration with these systems is already established, but the streamlining of the events and data needs to be even further addressed to make the real-time nature of these processes a reality with subscription management platforms. Being able to manage all processes from a single platform makes it easier to launch new services and products and expand into new territories globally. With the addition of pre-packaged analytics (although with the noted caveat as to how actionable these truly are), subscription management vendors can also help with new opportunity identification such as cross-sell and upsell. Product and services performance and trends can now be tracked. And usage forecasts can help with MRR projections for the finance team. Zuora’s commitment to provide a reliable customer and product experience has become an essential part of the company’s approach to the industry, which could be further articulated in its marketing and sales efforts. If your organization is looking for a subscription management suite and platform, or to handle both legacy and subscription business models, Zuora should not be left off your list for evaluation. Regards Stephen Hurrell", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_SH_Zuora_and_Subscription_Management_Suite_and_Platform_to_Address_Digital_Business_20_09_28-1.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Stephen Hurrell", "url": "https://stephenhurrell.isg-research.net/author/stephen-hurrell", "sameAs": "https://www.linkedin.com/in/stephenhurrell" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "stephenhurrell.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Subscription and Usage Management Technology Needs for the Modern Economy", "mainEntityOfPage": "https://stephenhurrell.isg-research.net/subscription-and-usage-management-technology-needs-for-the-modern-economy", "datePublished": "11/09/2020", "dateModified": "11/09/2020", "articleBody": "Subscription-based business models have seen exponential growth over the last decade. The growth of this recurring revenue business model, where a subscriber commits to repeatedly pay for a good or device for a fixed or indefinite timeline, has been caused by the shift from the one-time selling of physical products to selling digital services on a subscription basis. The first phase of this transformation was led by “digitally native” organizations, typically B2C, that have only ever offered services via subscription. Although a large market in its own right, it is still dwarfed by businesses selling physical products. But this market is also changing, as more and more traditional organizations transition some or all of their revenue to the subscription economy. Ventana Research asserts that through 2023, fewer than half of organizations will have the correct technology in place to support such a transition. This Analyst Perspective looks at some of the key implications of this transition and what it means for technology choices as companies move toward a subscription management approach to overseeing the subscribers and usage of their products and services. The need for organizations to adapt their business models is being driven by a variety of factors. As an example, consider technology resellers, who have historically focused on selling the physical products of their suppliers. Now their suppliers are transitioning away from physical products to digital, cloud-based platforms. In addition, resellers can also sell new, alternative approaches such as cloud services from the likes of AWS, Google, IBM and Microsoft. In contrast to familiar and straightforward fixed pricing B2C subscription models such as Netflix, contracts or orders under an average B2B model are custom negotiated with an eye for competitive pricing. In addition, unlike B2C flat fee subscription pricing, B2B is often based on usage, where the price or rate is not known until the periodic usage is evaluated. This pricing strategy is typically formula-based, with the price computed on actual usage. These pricing formulas can be complex, e.g. using data aggregated within tiers, aggregated over time or multiple attributes based on where consumed and when. Customer expectations, including B2B or B2B2C, are being shaped by the personal experiences seen in day-to-day engagements. The distinction between the experience expected as an individual consumer and as a business buyer are blurring. Customers are demanding more flexibility from organizations as their needs change. Failing to adapt quickly to new customer demands and market conditions can result in losing major market share. Often, the sole points of contact between a customer and the vendor after the initial sale are billing, payments and order changes. To preserve long-term customer relationships, these interactions need to be frictionless and easy. Any errors, difficulties or disjointedness are asking for the customer to leave at the time for renewal. While there are similarities on the surface between B2B and B2C, and the expectation of the customer—or what we call the “subscriber experience”—is the same, there are also substantial differences that need to be acknowledged and planned for with the appropriate technology and approach. My colleague, Mark Smith, Ventana Research’s chief research officer, outlined the necessity of subscriber experience in his perspective supporting the business continuity imperative. As he asserts, through 2021, one-half of organizations will realize that digital transformation investments have not met the organizational readiness requirements of business continuity, leading to a new focus on innovative digital technologies that more reliably sustain operations. One of the major challenges faced by B2B customers using either traditional or modern, subscription-based models is how to govern who owns the billing process. For many organizations, orders are handled by a CRM system, while invoicing and bill presentment are handled out of their ERP system. Both ERP and CRM vendors are now rapidly improving their ability to support subscription billing. Whether totally subscription and usage, or a mixture of the traditional and the new, building an agile subscription-based business in this volatile economy requires continuous digital innovation. This includes managing and improving complex pricing structures, personalized user experience, accurate revenue recognition, nurturing customer relationships and developing scalable technology infrastructure. For organizations where product and product bundles increasingly include third-party products and services, there is an additional need to generate accurate partner payments, often on different cycles than billing, and often driven by complex computations requiring aggregation over time and over reporting structures. Trying to manage all this on spreadsheets, along with a lack of synchronization between dedicated software for pricing, billing, collection and accounting is time-consuming, prone to potentially costly mistakes and difficult to scale. One of the most challenging aspects for organizations with mixed business models is how to ensure that you do not end up with two billing systems that are either not integrated or use batch-oriented and periodic updates. As in the above technology reseller example, the customers are ordering from a mix of one-time product sales and recurring services. The customer does not want to receive two invoices or have two points of contact. Any technology approach needs to ensure that the organization is not creating a parallel system, but one that generates relevant billing and payment information, and utilizes the existing accounts receivable and accounts payable processes that already exist with the customer. The solution to most of these challenges is automation. Interconnected systems and processes that adapt to new changes automatically and dynamically can save hundreds of work hours, allowing your organization to focus on scaling its subscription. In addition, the subscriber’s journey needs to be seamless. Any changes should be captured and instantaneously transferred throughout the subscription ecosystem so that the customer is “hidden” from the process. A quality subscriber experience requires the right technology, which we currently don’t find in traditional ERP or CRM applications, or even in digital commerce approaches. We assert that through 2023, only one-third of organizations will have adopted a sustainable, new subscription management strategy. Organizations looking to transition their existing legacy business in whole or in part to a subscription-based model must carefully consider the customer’s subscriber experience. New technology that can sit alongside, integrate and provide relevant billing information to existing systems will be needed to avoid generating two invoices, one for legacy products and one for subscription-based services. Organizations must also examine the synchronization of product, customer and pricing list management to ensure that any changes to a customer’s order can be seamlessly integrated. It is vital that organizations understand their own competitive landscape. This knowledge will determine whether their pricing model needs to support usage-based or flat fee subscription services, and whether the pricing and rating engine is sufficiently flexible to support the necessary rules and formulas that will preserve an organization’s competitive advantage. Regards Stephen Hurrell", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Subscription_Mgmt_2.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Stephen Hurrell", "url": "https://stephenhurrell.isg-research.net/author/stephen-hurrell", "sameAs": "https://www.linkedin.com/in/stephenhurrell" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "stephenhurrell.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script>  <script data-hs-allowed="true" src="/_hcms/forms/v2.js"></script> <script data-hs-allowed="true"> var options = { portalId: '2035844', formId: 'fa276fc9-9a16-4673-a644-1fcbedcc3c24', formInstanceId: '4699', pageId: '33416738894', region: 'na1', inlineMessage: "Thanks for subscribing!", rawInlineMessage: "Thanks for subscribing!", hsFormKey: "68ab003a58c27330fea8362cccce2c67", css: '', target: '#hs_form_target_module_1552944263900179', contentType: "listing-page", formsBaseUrl: '/_hcms/forms/', formData: { cssClass: 'hs-form stacked hs-custom-form' } }; 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