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/billingplatform-bolsters-the-rise-of-subscription-services">BillingPlatform Bolsters the Rise of Subscription Services</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">22 September 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_BillingPlatform%20Bolsters%20the%20Rise%20of%20Subscription%20Services.png?width=200&name=AP_SH_BillingPlatform%20Bolsters%20the%20Rise%20of%20Subscription%20Services.png" width="200" !important: srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_BillingPlatform%20Bolsters%20the%20Rise%20of%20Subscription%20Services.png?width=100&name=AP_SH_BillingPlatform%20Bolsters%20the%20Rise%20of%20Subscription%20Services.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_BillingPlatform%20Bolsters%20the%20Rise%20of%20Subscription%20Services.png?width=200&name=AP_SH_BillingPlatform%20Bolsters%20the%20Rise%20of%20Subscription%20Services.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_BillingPlatform%20Bolsters%20the%20Rise%20of%20Subscription%20Services.png?width=300&name=AP_SH_BillingPlatform%20Bolsters%20the%20Rise%20of%20Subscription%20Services.png 300w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_BillingPlatform%20Bolsters%20the%20Rise%20of%20Subscription%20Services.png?width=400&name=AP_SH_BillingPlatform%20Bolsters%20the%20Rise%20of%20Subscription%20Services.png 400w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_BillingPlatform%20Bolsters%20the%20Rise%20of%20Subscription%20Services.png?width=500&name=AP_SH_BillingPlatform%20Bolsters%20the%20Rise%20of%20Subscription%20Services.png 500w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_BillingPlatform%20Bolsters%20the%20Rise%20of%20Subscription%20Services.png?width=600&name=AP_SH_BillingPlatform%20Bolsters%20the%20Rise%20of%20Subscription%20Services.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Subscription management and billing services help organizations offer unique benefits and enhance delivery to customers. By making services more personalized, organizations can acquire – and retain – more customers.</p> </div> <a href="https://stephenhurrell.isg-research.net/billingplatform-bolsters-the-rise-of-subscription-services"><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/office-of-finance">Office of Finance</a>, <a href="https://stephenhurrell.isg-research.net/tag/continuous-planning">Continuous Planning</a>, <a href="https://stephenhurrell.isg-research.net/tag/business-intelligence-3">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/business-planning">Business Planning</a>, <a href="https://stephenhurrell.isg-research.net/tag/dell-boomi">Dell Boomi</a>, <a href="https://stephenhurrell.isg-research.net/tag/product-information-management">Product Information Management</a>, <a href="https://stephenhurrell.isg-research.net/tag/vocalcom-and-zeacom">Vocalcom and Zeacom</a>, <a href="https://stephenhurrell.isg-research.net/tag/financial-performance-management">Financial Performance Management</a>, <a href="https://stephenhurrell.isg-research.net/tag/digital-commerce">Digital Commerce</a>, <a href="https://stephenhurrell.isg-research.net/tag/operations-supply-chain">Operations & Supply Chain</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/revenue-and-lease-accounting">revenue and lease accounting</a>, <a href="https://stephenhurrell.isg-research.net/tag/continuous-supply-chain">continuous supply chain</a>, <a href="https://stephenhurrell.isg-research.net/tag/subscription-management">Subscription Management</a>, <a href="https://stephenhurrell.isg-research.net/tag/partner-management">partner management</a>, <a href="https://stephenhurrell.isg-research.net/tag/process-mining">Process Mining</a>, <a href="https://stephenhurrell.isg-research.net/tag/streaming-analytics">Streaming Analytics</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/sales-forecasting-have-the-process-and-technology-for-a-true-revenue-forecast">Sales Forecasting: Have the Process and Technology for a True Revenue Forecast?</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">22 June 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_Sales%20Forecasting_Have%20the%20Process%20and%20Technology%20for%20a%20True%20Revenue%20Forecast.png?width=200&name=AP_SH_Sales%20Forecasting_Have%20the%20Process%20and%20Technology%20for%20a%20True%20Revenue%20Forecast.png" width="200" !important: srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Sales%20Forecasting_Have%20the%20Process%20and%20Technology%20for%20a%20True%20Revenue%20Forecast.png?width=100&name=AP_SH_Sales%20Forecasting_Have%20the%20Process%20and%20Technology%20for%20a%20True%20Revenue%20Forecast.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Sales%20Forecasting_Have%20the%20Process%20and%20Technology%20for%20a%20True%20Revenue%20Forecast.png?width=200&name=AP_SH_Sales%20Forecasting_Have%20the%20Process%20and%20Technology%20for%20a%20True%20Revenue%20Forecast.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Sales%20Forecasting_Have%20the%20Process%20and%20Technology%20for%20a%20True%20Revenue%20Forecast.png?width=300&name=AP_SH_Sales%20Forecasting_Have%20the%20Process%20and%20Technology%20for%20a%20True%20Revenue%20Forecast.png 300w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Sales%20Forecasting_Have%20the%20Process%20and%20Technology%20for%20a%20True%20Revenue%20Forecast.png?width=400&name=AP_SH_Sales%20Forecasting_Have%20the%20Process%20and%20Technology%20for%20a%20True%20Revenue%20Forecast.png 400w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Sales%20Forecasting_Have%20the%20Process%20and%20Technology%20for%20a%20True%20Revenue%20Forecast.png?width=500&name=AP_SH_Sales%20Forecasting_Have%20the%20Process%20and%20Technology%20for%20a%20True%20Revenue%20Forecast.png 500w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Sales%20Forecasting_Have%20the%20Process%20and%20Technology%20for%20a%20True%20Revenue%20Forecast.png?width=600&name=AP_SH_Sales%20Forecasting_Have%20the%20Process%20and%20Technology%20for%20a%20True%20Revenue%20Forecast.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>There has been a lot of market activity around vendors offering sales-forecasting products (or functionality to address sales forecasting) as part of a wider technology offering for sales and revenue management. As I have discussed in my 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>, the pandemic accelerated the prior trends that are now forcing sales leaders and sales teams to reexamine traditional notions of how B2B sales are conducted. In addition, with the rise of...</p> </div> <a href="https://stephenhurrell.isg-research.net/sales-forecasting-have-the-process-and-technology-for-a-true-revenue-forecast"><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/office-of-finance">Office of Finance</a>, <a href="https://stephenhurrell.isg-research.net/tag/analytics">Analytics</a>, <a href="https://stephenhurrell.isg-research.net/tag/business-planning">Business Planning</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/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-pricing-changing-for-sustained-customer-growth">Subscription Pricing Changing for Sustained Customer Growth</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">20 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_Subscription%20Pricing%20Changing%20for%20Sustained%20Customer%20Growth.png?width=200&name=AP_SH_Subscription%20Pricing%20Changing%20for%20Sustained%20Customer%20Growth.png" width="200" !important: srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Subscription%20Pricing%20Changing%20for%20Sustained%20Customer%20Growth.png?width=100&name=AP_SH_Subscription%20Pricing%20Changing%20for%20Sustained%20Customer%20Growth.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Subscription%20Pricing%20Changing%20for%20Sustained%20Customer%20Growth.png?width=200&name=AP_SH_Subscription%20Pricing%20Changing%20for%20Sustained%20Customer%20Growth.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Subscription%20Pricing%20Changing%20for%20Sustained%20Customer%20Growth.png?width=300&name=AP_SH_Subscription%20Pricing%20Changing%20for%20Sustained%20Customer%20Growth.png 300w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Subscription%20Pricing%20Changing%20for%20Sustained%20Customer%20Growth.png?width=400&name=AP_SH_Subscription%20Pricing%20Changing%20for%20Sustained%20Customer%20Growth.png 400w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Subscription%20Pricing%20Changing%20for%20Sustained%20Customer%20Growth.png?width=500&name=AP_SH_Subscription%20Pricing%20Changing%20for%20Sustained%20Customer%20Growth.png 500w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Subscription%20Pricing%20Changing%20for%20Sustained%20Customer%20Growth.png?width=600&name=AP_SH_Subscription%20Pricing%20Changing%20for%20Sustained%20Customer%20Growth.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Subscription pricing models are no longer new. Many companies have experience with this pricing model even if there has not been complete adoption across their entire product and service offerings. Companies that use this model, or have spent time looking at the approach, understand the approach of a recurring revenue stream based on a repeating flat fee.</p> </div> <a href="https://stephenhurrell.isg-research.net/subscription-pricing-changing-for-sustained-customer-growth"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://stephenhurrell.isg-research.net/tag/performance-management">Performance Management</a>, <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/marketing">Marketing</a>, <a href="https://stephenhurrell.isg-research.net/tag/office-of-finance">Office of Finance</a>, <a href="https://stephenhurrell.isg-research.net/tag/financial-performance-management">Financial 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/digital-commerce">Digital Commerce</a>, <a href="https://stephenhurrell.isg-research.net/tag/predictive-planning">Predictive Planning</a>, <a href="https://stephenhurrell.isg-research.net/tag/subscription-management">Subscription 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/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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Chain <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/partner-management">partner management <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/payroll-management">Payroll Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/performance-management">Performance Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/predictive-planning">Predictive Planning <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/price-and-revenue-management">Price and Revenue Management <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/pricing-management">pricing management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/process-mining">Process Mining <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/product-information-management">Product Information Management <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/profitability-management">profitability management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/revenue-and-lease-accounting">revenue and lease accounting <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/revenue-management">revenue management <span class="filter-link-count" dir="ltr">(29)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/revenue-performance-management">Revenue Performance Management <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/robotic-finance">robotic finance <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/sales">Sales <span class="filter-link-count" dir="ltr">(30)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/sales-enablement">sales enablement <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/sales-engagement">sales engagement <span class="filter-link-count" dir="ltr">(22)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/sales-performance-management">Sales Performance Management <span class="filter-link-count" dir="ltr">(17)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/sales-performance-management-spm">Sales Performance Management (SPM) <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/streaming-analytics">Streaming Analytics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/subcription-management">subcription management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/subscription-billing">Subscription Billing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/subscription-management">Subscription Management <span class="filter-link-count" dir="ltr">(26)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/total-compensation-management">Total Compensation Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/vocalcom-and-zeacom">Vocalcom and Zeacom <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/voice-of-the-customer">Voice of the Customer <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/work-and-resource-management">Work and Resource Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> </ul> <a class="filter-expand-link" href="#">see all</a> </div> </div> </span> <br><br> <h3 style="color: var(--light_blue);padding-top:40px;">Analyst Perspectives Archive</h3> <p><a class="btn-secondary" href="https://stephenhurrell.isg-research.net/all">See All</a></p>   </div> </div> </div> <div id="hs_cos_wrapper_Footer" 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"> <footer class="tf-footer Footer tf-footer-04 bg-dark tf-padding-half ventana-footer text-white Footer" id="ventana-footer"> <div class="tf-footer-nav" style="position: relative;z-index: 999;"> <div class="container"> <div class="row"> <div class="col-lg-4 col-12"> <div class="footer-logo text-"> <div class="footer__logo"> <span id="hs_cos_wrapper_Footer_" 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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": "BillingPlatform Bolsters the Rise of Subscription Services", "mainEntityOfPage": "https://stephenhurrell.isg-research.net/billingplatform-bolsters-the-rise-of-subscription-services", "datePublished": "22/09/2021", "dateModified": "22/09/2021", "articleBody": "Subscription management and billing services help organizations offer unique benefits and enhance delivery to customers. By making services more personalized, organizations can acquire – and retain – more customers. Many business-to-business companies are shifting to a subscription business model to remain competitive, imposing new requirements on vendors to support pricing models that address individually negotiated contracts. The need for flexible and responsive monetization models and reduced billing errors is equally important, leading to improved customer retention and relationships. These benefits explain the growing interest in subscription management and billing systems. My view is that by 2023, one-fifth of B2B organizations will deploy a usage-based billing system with uniquely negotiated pricing to preserve competitiveness. Less well known than other providers in this space, BillingPlatform is a cloud-based subscription management and billing platform that was founded in 2012. It provides a platform for communication between systems, customers and workers. In addition, BillingPlatform integrates with any type of external equipment interface, payment gateway or information system. It also offers products for configuring, pricing, quoting (CPQ), subscription and billing analytics, usage mediation and revenue recognition. Platform Cloud is BillingPlatform’s primary solution, with core billing and subscription management capabilities, augmented with the ability to create workflows for process orchestration as well as connectors and application programming interfaces (APIs) for integrating with third-party systems, security and audit, compliance needs, and internationalization and localization. The platform can be extended with no-code configuration and can automate the entire billing process. Billing for subscription services has long been a complex and arduous task, often resulting in errors, which in turn can lead to dissatisfied customers and lost revenue. BillingPlatform’s focus on billing automation eliminates manual tasks through a point-and-click configuration that automates any process – billing, invoicing, payments, collections, etc. Eliminating manual tasks greatly reduces errors in the system, increasing customer relationships and retention. In addition, BillingPlatform’s packaged and extensible rating forms are especially important for customers who need to price based on usage, where the actual price to be charged can only be computed on receipt of the necessary transactions and usage data. I discuss the importance and challenges of usage-based pricing in my analyst perspective addressing Subscription and Usage Management Technology Needs for the Modern Economy. Usage transactions typically come from disparate sources and often require normalization and aggregation of raw data before processing. In general, customers have options to utilize an in-house developed mediation system, a third-party specialist application, or, as in the case of BillingPlatform, a system integrated with the core platform. This has the added benefit of supporting “pass through” usage data, i.e., data that is not rated or priced, but nonetheless can be used for analytic purposes to better understand how products and services are being used. Another area of interest to subscription service organizations is what I’ve called seamless billing. Since the only regular interaction between a customer and vendor is often billing and plan or order adjustment, the need to mask the integrations of multiple systems from the end customer is important to ensure a positive experience that results in renewal, expansion and upsell opportunities. My analyst perspective with more detail on this topic can be found here. Whereas BillingPlatform is strong in supporting usage business models, orchestrating multiple back-end processes, and insulating the customer from complex integrations, it is less convincing when it comes to subscription and billing analytics. This is often the case where analytic capabilities form part of a demonstration, but in reality, are better conducted using specialist analytics tools, potentially already in use within an organization. BillingPlatform enables organizations to add subscription management and usage to current business models. The platform supports orchestration between existing systems, enabling traditional businesses to incorporate new subscription models while preserving existing investments in enterprise resource planning and customer relationship management systems. The net result is a continued positive customer experience important to preserving and building on an existing customer base. Regards, Stephen Hurrell", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_SH_BillingPlatform%20Bolsters%20the%20Rise%20of%20Subscription%20Services.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": "Sales Forecasting: Have the Process and Technology for a True Revenue Forecast?", "mainEntityOfPage": "https://stephenhurrell.isg-research.net/sales-forecasting-have-the-process-and-technology-for-a-true-revenue-forecast", "datePublished": "22/06/2021", "dateModified": "22/06/2021", "articleBody": "There has been a lot of market activity around vendors offering sales-forecasting products (or functionality to address sales forecasting) as part of a wider technology offering for sales and revenue management. As I have discussed in my Analyst Perspective: The Art and Science of Sales from the Inside Out, the pandemic accelerated the prior trends that are now forcing sales leaders and sales teams to reexamine traditional notions of how B2B sales are conducted. In addition, with the rise of the subscription business model and digital e-commerce, a more holistic approach to identify where revenue is coming from and how to manage and optimize a predictable revenue stream is becoming a pressing need. I cover the basic premise of this management of revenue streams in my Analyst Perspective: Revenue Management: The Opportunity for Innovation and Optimization. These market trends will have a significant impact on what organizations will need to think about when it comes to sales forecasting and should persuade many organizations to reevaluate their current processes and software to ensure they are more scientific than not. The traditional process by which organizations understand where they may land in terms of expected revenue is the sales forecast. Based on judgment and experience, the sales forecast process focuses on salespersons and management’s view of the likelihood of a deal being closed “won” within a defined period, typically the current quarter. Management takes a salesperson’s committed deal and applies their own judgment not just in whether it will be closed won but also the size of the deal. Whereas there is much commentary on how to conduct a sales forecast and, from vendors, why their functionality is best to get to a more accurate number, very few address whether this approach is fundamentally the right approach. Apart from the need to know the value and content of an individual deal, even the best efforts in using a top-down approach based on the monthly historical performance of open pipeline to closed deals is insufficient. Top-down forecasting cannot capture the short-term variability in deal flow but can use the historical conversion rate against a bottom-up individual sales professional historical pipeline conversion to average between the two to get a projection. But, even then, it is a crude approximation at best. A sales forecast is often not, in fact, a forecast at all. It is not an attempt at an accurate projection of revenue at the end of the forecast period. In fact, when I see accuracy statistics quoted, I wonder exactly how they are being measured. Given that most deals are not committed until they are well advanced, it leaves out many opportunities that could close win from being counted in the forecast. In addition, what is being forecasted? Final product mix, volume, price or revenue? Often an early-stage deal either does not contain product level info or, if it does, the final outcome is very different from the initial view. This difference was best summed up by a sales operations leader who told me (and I am paraphrasing), “Yes, I know you can probably automate the Sales Forecast process, but if you do that, and the sales manager misses, they will turn around and say that it was the machine’s number, not mine. I want that contract with the sales organization, so we can hold their feet to the fire.” When it comes to a revenue forecast (new sales, sales to existing customers, renewals), the typical sales forecast excludes as much as it includes. If only a small percentage of deals are committed at the beginning of a forecast period, what about the others? What about deals for which there are not current opportunities, bluebirds or smaller deals? Are upsell and cross deals to existing customers included? What about renewals? What about partner sales? Self-service digital sales? In addition, there is potentially useful data that is not typically sourced from a SFA system. Such data could be firmographic data or regional economic data. When it comes to including subscription-based business models, the relevant information is more than likely to be in the subscription-management and billing system. Likewise, digital commerce information and partner information is likely to be found elsewhere. All this data is needed to derive the necessary revenue forecast as needed by the revenue operations team and the office of the CFO. In conversations with finance or supply chain leaders, the general consensus is that sales forecasts are unreliable. Finance and supply chains are looking for a forecast that delivers an expected outcome so they can plan ahead to assess the impact to cash positions and income statement projection. What goods and services need to be positioned when and where, in the case of supply chain? What resources are required for delivery or implementation? Where and what sales engineering or technical resources are needed, and when and where? So, the difficulty here is that both groups are motivated by differing uses of the outcomes of this sales-forecasting process. Increasingly, I see companies wanting to have both a sales forecast and a revenue forecast. Going back to the different components of the forecast process, we can use that same list of sales forecast component parts but this time show where artificial intelligence (AI) can be used to replace judgement-driven adjustments with adjustments based on data and the historical record. For example, AI can assess whether an opportunity is a good fit for early-stage deals, estimate bluebirds and smaller deals, indirect sales and digital commerce sales. In addition, AI can be used to estimate product mixes and level of discounts to predict what the eventual deal volume, price and product mix could look like and the level of add-on support and services. You can also use an AI-generated forecast to help validate the sales forecast; convergence is good, divergence needs further analysis. We assert that by 2023, less than one in five organizations will utilize AI-assisted sales forecasts to help validate bottom-up projections continuing the lack of confidence in sales projections. While there is certainly overlap between a sales and a revenue forecast, because of the different motivations behind the use and purpose of these forecasts, companies should employ both approaches – one for the sales organization and one for the rest of the company. Make sure that when you are thinking of reevaluating your sales and revenue forecasting approach, you include all aspects of revenue. Question claims of accuracy: what is being measured to derive accuracy? How important are product and service mixes to your organization? Think about separating sales forecasting for the direct sales team’s purposes from the company’s need for revenue forecasts. Any new approach and tools should support all your revenue-forecasting needs, not just the sales team. Look to vendors who recognize this and do not focus solely or predominately on a traditional bottom’s up sales forecast. Leading forecasting applications will help you blend techniques: bottom up, top down and AI assisted. Better applications will enable revenue sources not directly linked to individual salesperson activity to be used in AI-assisted projections. A good AI-assisted forecast should not be a black box but should instead explain why the results are projected to be as they are with the ability to allow overlay judgment, but one supported with evidence and not just as “plug”. Combining attributes of the seller with opportunities, external data and machine learning (ML) can begin to guide the likelihood of all types of deals closing and thus can provide a more evidence-based means to a unified forecast across all types and channels of revenue. Regards, Stephen Hurrell", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_SH_Sales%20Forecasting_Have%20the%20Process%20and%20Technology%20for%20a%20True%20Revenue%20Forecast.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 Pricing Changing for Sustained Customer Growth", "mainEntityOfPage": "https://stephenhurrell.isg-research.net/subscription-pricing-changing-for-sustained-customer-growth", "datePublished": "20/05/2021", "dateModified": "20/05/2021", "articleBody": "Subscription pricing models are no longer new. Many companies have experience with this pricing model even if there has not been complete adoption across their entire product and service offerings. Companies that use this model, or have spent time looking at the approach, understand the approach of a recurring revenue stream based on a repeating flat fee. By 2025, over one-fifth of organizations will have part of their business conducted via subscriptions and recurring revenue rather than one-time sales as companies adjust business models to remain competitive. This model is in heavy use within the digital economy - especially for software-as-a-service (SaaS) delivery models, for both B2B and B2C - and it is being adopted across more and more industries. But this model can lead to an unintended consequence. Because it encourages the maximization of initial revenue through incentivizing the selling or buying of the greatest number of units (of what is being purchased) to maximize that initial purchase value for the vendor, the buyer may find they have overpurchased. The downside of this is that, come renewal time, if the initial sale was oversold, then there is every likelihood of the renewal being downsized, if not cancelled. So why does this matter? If the vendor’s revenue projections incorporate a renewal at the initial value, that may result in an unanticipated downward adjustment at renewal. This also means an assumed run rate and resource allocation may not be enough to hit the revenue target and will require additional sales to make up the shortfall. From the customer side, the desire is to effectively pay for only what is used. The seller’s approach to maximize initial revenue is potentially at odds with the customer’s intention to purchase only what they will use. As the impact of a downsized renewal is negative for the vendor, it suggests that a different approach should be used. An alternative approach is to move to a “usage” pricing model, or perhaps less confusing, a “consumption” pricing model to differentiate against “user” models. This mode is prevalent in many different industries and markets and is most typical where there are countable individual transactions that can be priced and billed. Examples are how many miles have been driven, or how many credit card transactions were recorded. Unlike the typical sale that seeks to promote the purchase of the maximum number of units prior to deployment via value discounts or other incentives, the consumption model enables usage and value of the products or service to drive revenue growth. This satisfies the need for the buyer to align their perception of cost more closely with the delivered value, offering an opportunity for the vendor to develop adoption plans that work with the new customer to ensure sustained adoption. To a certain extent, these de-risks the overall financial exposure for the customer and allows for the buyer to work in conjunction with the vendor to develop adoption plans and get advice and input toward understanding how sustained adoption is achieved through much more than typical one-size-fits-all, feature-function training, but rather is linked to individual personas and the roles they perform. From the vendor’s point of view, this will require a change of approach by sales and finance. Even in companies with a somewhat longer adoption of the subscription and usage-based business models, the de facto target is to maximize the initial revenue commitment by the prospective buyer. It would be against type to think more strategically with a view toward building a customer-centric sustained business growth model, where the impetus is on working with the customer to inform and advise as to how maximize the value the customer derives from the product for the initial users in order to demonstrate the value of expansion, either through more users or additional options for the initial user community, or both. From the vendor’s point of view, although reducing the potential initial revenue, this should be preferable to the potential for a large downsizing (or worse, cancellation) at renewal time. And it is an opportunity to actually be customer centric. However, this model does not work if there is no way to count interactions, transactions or apply some other concept of measurement that enables the overall product or service to be divisible. Even digital products or SaaS applications are rarely developed with reducible divisibility in mind, hence the fallback to such items as user counts. And consequently, the risk for mismatched motivations in the buying/selling process. For organizations, the recommendation is to have conversations with vendors to build a buyer journey that de-risks overall adoption and sustained-value delivery by structuring the buying contract to reflect a linkage between value and consumption, not necessarily number of users. For vendors’ sales and revenue teams, it is an opportunity to build a relationship based on sustained growth potential over time rather than front loading the sales opportunity and assigning all the risk to the buyer. For companies providing subscription management and billing platforms, there is an opportunity to partner with vendors to develop a mechanism by which they can move to consumption pricing. For revenue management platform vendors, this is an opportunity to more fully develop functionality and messaging around building sustained growth among their customers. Regards, Stephen Hurrell", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_SH_Subscription%20Pricing%20Changing%20for%20Sustained%20Customer%20Growth.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: '9992', 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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