Robert Kugel's Analyst Perspectives

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Blockchains have two basic functions. One is as a method for handling transactions involving property such as land deeds, trademarks or other assets. The second involves <span style="text-decoration: underline;"><a href="https://robertkugel.ventanaresearch.com/self-describing-data-powers-b2b-blockchain-distributed-ledgers-1">exchanges of data</a></span> such as identities of individuals or businesses, the location of an object at a point in time or weather conditions. All interactions...</span></p> </div> <a href="https://robertkugel.isg-one.com/blockchains-come-in-different-shapes-and-sizes"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/big-data">Big Data</a>, <a href="https://robertkugel.isg-one.com/topic/data-science">Data Science</a>, <a href="https://robertkugel.isg-one.com/topic/mobile">Mobile</a>, <a href="https://robertkugel.isg-one.com/topic/marketing-performance-management">Marketing Performance Management</a>, <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/analytics">Analytics</a>, <a href="https://robertkugel.isg-one.com/topic/business-intelligence">Business Intelligence</a>, <a href="https://robertkugel.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://robertkugel.isg-one.com/topic/data-governance">Data Governance</a>, <a href="https://robertkugel.isg-one.com/topic/data-integration">Data Integration</a>, <a href="https://robertkugel.isg-one.com/topic/data-preparation">Data Preparation</a>, <a href="https://robertkugel.isg-one.com/topic/internet-of-things">Internet of Things</a>, <a href="https://robertkugel.isg-one.com/topic/digital-technology">Digital Technology</a>, <a href="https://robertkugel.isg-one.com/topic/digital-marketing">Digital Marketing</a>, <a href="https://robertkugel.isg-one.com/topic/digital-commerce">Digital Commerce</a>, <a href="https://robertkugel.isg-one.com/topic/operations-supply-chain">Operations & Supply Chain</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://robertkugel.isg-one.com/workday-advances-technology-roadmap-for-finance">Workday Advances Technology Roadmap for Finance</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">21 May 2018 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Workday_Advances_Tech_Roadmap_Finance_Quote_Twitter_Card.jpg?width=200&name=AP_RK_Workday_Advances_Tech_Roadmap_Finance_Quote_Twitter_Card.jpg" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Workday_Advances_Tech_Roadmap_Finance_Quote_Twitter_Card.jpg?width=100&name=AP_RK_Workday_Advances_Tech_Roadmap_Finance_Quote_Twitter_Card.jpg 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Workday_Advances_Tech_Roadmap_Finance_Quote_Twitter_Card.jpg?width=200&name=AP_RK_Workday_Advances_Tech_Roadmap_Finance_Quote_Twitter_Card.jpg 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Workday_Advances_Tech_Roadmap_Finance_Quote_Twitter_Card.jpg?width=300&name=AP_RK_Workday_Advances_Tech_Roadmap_Finance_Quote_Twitter_Card.jpg 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Workday_Advances_Tech_Roadmap_Finance_Quote_Twitter_Card.jpg?width=400&name=AP_RK_Workday_Advances_Tech_Roadmap_Finance_Quote_Twitter_Card.jpg 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Workday_Advances_Tech_Roadmap_Finance_Quote_Twitter_Card.jpg?width=500&name=AP_RK_Workday_Advances_Tech_Roadmap_Finance_Quote_Twitter_Card.jpg 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Workday_Advances_Tech_Roadmap_Finance_Quote_Twitter_Card.jpg?width=600&name=AP_RK_Workday_Advances_Tech_Roadmap_Finance_Quote_Twitter_Card.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>Workday recently presented a technology summit for industry analysts. The presentations focused on Workday’s ongoing product advancements as well as its approach to employing emerging technologies. These technologies include artificial intelligence (AI) and machine learning (ML), robotic process automation (RPA) and bots utilizing natural language processing. Ventana Research uses the term <a href="https://robertkugel.ventanaresearch.com/welcome-to-the-age-of-robotic-finance">“<span style="text-decoration: underline;">robotic finance</span>”</a> to refer to these technologies when used in the office of finance. In our view, they...</span></p> </div> <a href="https://robertkugel.isg-one.com/workday-advances-technology-roadmap-for-finance"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/big-data">Big Data</a>, <a href="https://robertkugel.isg-one.com/topic/data-science">Data Science</a>, <a href="https://robertkugel.isg-one.com/topic/mobile">Mobile</a>, <a href="https://robertkugel.isg-one.com/topic/machine-learning">Machine Learning</a>, <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/continuous-planning">Continuous Planning</a>, <a href="https://robertkugel.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://robertkugel.isg-one.com/topic/collaboration">Collaboration</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://robertkugel.isg-one.com/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</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://robertkugel.isg-one.com/oracle-growing-erp-in-cloud">Oracle Growing ERP in Cloud</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">17 April 2017 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Oracle_Growing_ERP_Cloud_Twitter_Card.jpg?width=200&name=AP_RK_Oracle_Growing_ERP_Cloud_Twitter_Card.jpg" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Oracle_Growing_ERP_Cloud_Twitter_Card.jpg?width=100&name=AP_RK_Oracle_Growing_ERP_Cloud_Twitter_Card.jpg 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Oracle_Growing_ERP_Cloud_Twitter_Card.jpg?width=200&name=AP_RK_Oracle_Growing_ERP_Cloud_Twitter_Card.jpg 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Oracle_Growing_ERP_Cloud_Twitter_Card.jpg?width=300&name=AP_RK_Oracle_Growing_ERP_Cloud_Twitter_Card.jpg 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Oracle_Growing_ERP_Cloud_Twitter_Card.jpg?width=400&name=AP_RK_Oracle_Growing_ERP_Cloud_Twitter_Card.jpg 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Oracle_Growing_ERP_Cloud_Twitter_Card.jpg?width=500&name=AP_RK_Oracle_Growing_ERP_Cloud_Twitter_Card.jpg 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Oracle_Growing_ERP_Cloud_Twitter_Card.jpg?width=600&name=AP_RK_Oracle_Growing_ERP_Cloud_Twitter_Card.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>Oracle recently held its second ERP Cloud Summit with industry analysts. The all-day event wasn’t just about ERP. The company covered a range of its business applications, including financial performance management as well as its Adaptive Intelligent Applications. And it wasn’t just about the cloud. After more than a decade of steady developments, ERP systems have begun to change fundamentally, facilitated by the growing availability of new technologies including cloud computing, advanced...</span></p> </div> <a href="https://robertkugel.isg-one.com/oracle-growing-erp-in-cloud"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/big-data">Big Data</a>, <a href="https://robertkugel.isg-one.com/topic/data-science">Data Science</a>, <a href="https://robertkugel.isg-one.com/topic/mobile">Mobile</a>, <a href="https://robertkugel.isg-one.com/topic/customer-experience">Customer Experience</a>, <a href="https://robertkugel.isg-one.com/topic/human-capital-management">Human Capital Management</a>, <a href="https://robertkugel.isg-one.com/topic/machine-learning">Machine Learning</a>, <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/analytics">Analytics</a>, <a href="https://robertkugel.isg-one.com/topic/data-integration">Data Integration</a>, <a href="https://robertkugel.isg-one.com/topic/internet-of-things">Internet of Things</a>, <a href="https://robertkugel.isg-one.com/topic/cognitive-computing">Cognitive Computing</a>, <a href="https://robertkugel.isg-one.com/topic/hrms">HRMS</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://robertkugel.isg-one.com/topic/mobile-marketing-digital-commerce">Mobile Marketing Digital Commerce</a>, <a href="https://robertkugel.isg-one.com/topic/digital-marketing">Digital Marketing</a>, <a href="https://robertkugel.isg-one.com/topic/digital-commerce">Digital Commerce</a>, <a href="https://robertkugel.isg-one.com/topic/operations-supply-chain">Operations & Supply Chain</a>, <a href="https://robertkugel.isg-one.com/topic/enterprise-resource-planning">Enterprise Resource Planning</a>, <a href="https://robertkugel.isg-one.com/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</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://robertkugel.isg-one.com/digital-process-reengineering-drives-business-change">Digital Process Reengineering Drives Business Change</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">23 March 2017 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Digital_Process_Reengineering_Drives_Business_Twitter_Card.jpg?width=200&name=AP_RK_Digital_Process_Reengineering_Drives_Business_Twitter_Card.jpg" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Digital_Process_Reengineering_Drives_Business_Twitter_Card.jpg?width=100&name=AP_RK_Digital_Process_Reengineering_Drives_Business_Twitter_Card.jpg 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Digital_Process_Reengineering_Drives_Business_Twitter_Card.jpg?width=200&name=AP_RK_Digital_Process_Reengineering_Drives_Business_Twitter_Card.jpg 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Digital_Process_Reengineering_Drives_Business_Twitter_Card.jpg?width=300&name=AP_RK_Digital_Process_Reengineering_Drives_Business_Twitter_Card.jpg 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Digital_Process_Reengineering_Drives_Business_Twitter_Card.jpg?width=400&name=AP_RK_Digital_Process_Reengineering_Drives_Business_Twitter_Card.jpg 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Digital_Process_Reengineering_Drives_Business_Twitter_Card.jpg?width=500&name=AP_RK_Digital_Process_Reengineering_Drives_Business_Twitter_Card.jpg 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Digital_Process_Reengineering_Drives_Business_Twitter_Card.jpg?width=600&name=AP_RK_Digital_Process_Reengineering_Drives_Business_Twitter_Card.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span><a href="https://en.wikipedia.org/wiki/Business_process_reengineering" target="_blank"><span style="text-decoration: underline;">Business process reengineering</span></a> was a consulting fashion in the early 1990s that spurred many companies to purchase their first ERP systems. BPR proposes a fundamental redesign of core business processes to achieve substantial improvements in market and customer responsiveness, productivity, cycle times and quality. ERP systems support business process reengineering by guiding the step-by-step execution of the redesigned process to ensure that it is performed consistently. They also automate the...</span></p> </div> <a href="https://robertkugel.isg-one.com/digital-process-reengineering-drives-business-change"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/big-data">Big Data</a>, <a href="https://robertkugel.isg-one.com/topic/data-science">Data Science</a>, <a href="https://robertkugel.isg-one.com/topic/mobile">Mobile</a>, <a href="https://robertkugel.isg-one.com/topic/customer-analytics">Customer Analytics</a>, <a href="https://robertkugel.isg-one.com/topic/customer-experience">Customer Experience</a>, <a href="https://robertkugel.isg-one.com/topic/machine-learning">Machine Learning</a>, <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/wearable-computing">Wearable Computing</a>, <a href="https://robertkugel.isg-one.com/topic/continuous-planning">Continuous Planning</a>, <a href="https://robertkugel.isg-one.com/topic/business-intelligence-2">business intelligence</a>, <a href="https://robertkugel.isg-one.com/topic/analytics">Analytics</a>, <a href="https://robertkugel.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://robertkugel.isg-one.com/topic/data-integration">Data Integration</a>, <a href="https://robertkugel.isg-one.com/topic/internet-of-things">Internet of Things</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://robertkugel.isg-one.com/topic/digital-technology">Digital Technology</a>, <a href="https://robertkugel.isg-one.com/topic/digital-marketing">Digital Marketing</a>, <a href="https://robertkugel.isg-one.com/topic/digital-commerce">Digital Commerce</a>, <a href="https://robertkugel.isg-one.com/topic/operations-supply-chain">Operations & Supply Chain</a>, <a href="https://robertkugel.isg-one.com/topic/enterprise-resource-planning">Enterprise Resource Planning</a>, <a href="https://robertkugel.isg-one.com/topic/machine-learning-and-cognitive-computing">Machine Learning and Cognitive Computing</a>, <a href="https://robertkugel.isg-one.com/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://robertkugel.isg-one.com/topic/sales-planning-and-analytics">Sales Planning and Analytics</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://robertkugel.isg-one.com/b2b-pricing-management-can-strengthen-bottom-line-1">B2B Pricing Management Can Strengthen Bottom Line</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">20 March 2017 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_B2B_Pricing_Management_Strengthen_Bottom_Line_Twitter_Card.jpg?width=200&name=AP_RK_B2B_Pricing_Management_Strengthen_Bottom_Line_Twitter_Card.jpg" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_B2B_Pricing_Management_Strengthen_Bottom_Line_Twitter_Card.jpg?width=100&name=AP_RK_B2B_Pricing_Management_Strengthen_Bottom_Line_Twitter_Card.jpg 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_B2B_Pricing_Management_Strengthen_Bottom_Line_Twitter_Card.jpg?width=200&name=AP_RK_B2B_Pricing_Management_Strengthen_Bottom_Line_Twitter_Card.jpg 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_B2B_Pricing_Management_Strengthen_Bottom_Line_Twitter_Card.jpg?width=300&name=AP_RK_B2B_Pricing_Management_Strengthen_Bottom_Line_Twitter_Card.jpg 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_B2B_Pricing_Management_Strengthen_Bottom_Line_Twitter_Card.jpg?width=400&name=AP_RK_B2B_Pricing_Management_Strengthen_Bottom_Line_Twitter_Card.jpg 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_B2B_Pricing_Management_Strengthen_Bottom_Line_Twitter_Card.jpg?width=500&name=AP_RK_B2B_Pricing_Management_Strengthen_Bottom_Line_Twitter_Card.jpg 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_B2B_Pricing_Management_Strengthen_Bottom_Line_Twitter_Card.jpg?width=600&name=AP_RK_B2B_Pricing_Management_Strengthen_Bottom_Line_Twitter_Card.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>More businesses are using software to implement and support a strategic pricing strategy designed to optimize revenue and margins in business-to-business (B2B) transactions because it can help improve results at the bottom line. “Optimize” in this instance means managing the trade-off that usually exists between revenue and profitability objectives in order to support a company’s strategy and capabilities in a given market. Business-to-business pricing management is Ventana Research’s term for...</span></p> </div> <a href="https://robertkugel.isg-one.com/b2b-pricing-management-can-strengthen-bottom-line-1"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/big-data">Big Data</a>, <a href="https://robertkugel.isg-one.com/topic/data-science">Data Science</a>, <a href="https://robertkugel.isg-one.com/topic/sales">Sales</a>, <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/analytics">Analytics</a>, <a href="https://robertkugel.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://robertkugel.isg-one.com/topic/sales-performance-management">Sales Performance Management</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://robertkugel.isg-one.com/topic/price-and-revenue-management">Price and Revenue Management</a>, <a href="https://robertkugel.isg-one.com/topic/pricing-and-promotion-management">Pricing and Promotion Management</a>, <a href="https://robertkugel.isg-one.com/topic/sales-enablement-and-execution">Sales Enablement and Execution</a>, <a href="https://robertkugel.isg-one.com/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</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://robertkugel.isg-one.com/the-office-of-finance-research-agenda-for-2017">The Office of Finance Research Agenda for 2017</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">16 February 2017 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Ventana_Research_Sept_2016/images/RobertKugel-AnalystPerspective-BG.jpg?width=200&name=RobertKugel-AnalystPerspective-BG.jpg" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Ventana_Research_Sept_2016/images/RobertKugel-AnalystPerspective-BG.jpg?width=100&name=RobertKugel-AnalystPerspective-BG.jpg 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Ventana_Research_Sept_2016/images/RobertKugel-AnalystPerspective-BG.jpg?width=200&name=RobertKugel-AnalystPerspective-BG.jpg 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Ventana_Research_Sept_2016/images/RobertKugel-AnalystPerspective-BG.jpg?width=300&name=RobertKugel-AnalystPerspective-BG.jpg 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Ventana_Research_Sept_2016/images/RobertKugel-AnalystPerspective-BG.jpg?width=400&name=RobertKugel-AnalystPerspective-BG.jpg 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Ventana_Research_Sept_2016/images/RobertKugel-AnalystPerspective-BG.jpg?width=500&name=RobertKugel-AnalystPerspective-BG.jpg 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Ventana_Research_Sept_2016/images/RobertKugel-AnalystPerspective-BG.jpg?width=600&name=RobertKugel-AnalystPerspective-BG.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>Senior finance executives and finance organizations that want to improve their performance must recognize the value of technology as a key tool for doing high-quality work. Consider how poorly your organization would perform if it had to operate using 25-year-old software and hardware. Having the latest technology isn’t always necessary, but it’s important for executives to understand that technology shapes a finance organization’s ability to improve its overall effectiveness.</span></p> </div> <a href="https://robertkugel.isg-one.com/the-office-of-finance-research-agenda-for-2017"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/big-data">Big Data</a>, <a href="https://robertkugel.isg-one.com/topic/data-science">Data Science</a>, <a href="https://robertkugel.isg-one.com/topic/mobile">Mobile</a>, <a href="https://robertkugel.isg-one.com/topic/human-capital-management">Human Capital Management</a>, <a href="https://robertkugel.isg-one.com/topic/mobile-technology">Mobile Technology</a>, <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/continuous-planning">Continuous Planning</a>, <a href="https://robertkugel.isg-one.com/topic/analytics">Analytics</a>, <a href="https://robertkugel.isg-one.com/topic/business-intelligence">Business Intelligence</a>, <a href="https://robertkugel.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://robertkugel.isg-one.com/topic/collaboration">Collaboration</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://robertkugel.isg-one.com/topic/price-and-revenue-management">Price and Revenue Management</a>, <a href="https://robertkugel.isg-one.com/topic/inventory-optimization">Inventory Optimization</a>, <a href="https://robertkugel.isg-one.com/topic/operations-supply-chain">Operations & Supply Chain</a>, <a href="https://robertkugel.isg-one.com/topic/enterprise-resource-planning">Enterprise Resource Planning</a>, <a href="https://robertkugel.isg-one.com/topic/sales-and-operations-planning">Sales and Operations Planning</a>, <a href="https://robertkugel.isg-one.com/topic/machine-learning-and-cognitive-computing">Machine Learning and Cognitive Computing</a>, <a href="https://robertkugel.isg-one.com/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</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://robertkugel.isg-one.com/b2b-price-and-revenue-optimization-goes-mainstream-1">B2B Price and Revenue Optimization Goes Mainstream</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">24 January 2017 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_B2B_Price_Revenue_Optimization_Quote_Twitter_Card.jpg?width=200&name=AP_RK_B2B_Price_Revenue_Optimization_Quote_Twitter_Card.jpg" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_B2B_Price_Revenue_Optimization_Quote_Twitter_Card.jpg?width=100&name=AP_RK_B2B_Price_Revenue_Optimization_Quote_Twitter_Card.jpg 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_B2B_Price_Revenue_Optimization_Quote_Twitter_Card.jpg?width=200&name=AP_RK_B2B_Price_Revenue_Optimization_Quote_Twitter_Card.jpg 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_B2B_Price_Revenue_Optimization_Quote_Twitter_Card.jpg?width=300&name=AP_RK_B2B_Price_Revenue_Optimization_Quote_Twitter_Card.jpg 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_B2B_Price_Revenue_Optimization_Quote_Twitter_Card.jpg?width=400&name=AP_RK_B2B_Price_Revenue_Optimization_Quote_Twitter_Card.jpg 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_B2B_Price_Revenue_Optimization_Quote_Twitter_Card.jpg?width=500&name=AP_RK_B2B_Price_Revenue_Optimization_Quote_Twitter_Card.jpg 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_B2B_Price_Revenue_Optimization_Quote_Twitter_Card.jpg?width=600&name=AP_RK_B2B_Price_Revenue_Optimization_Quote_Twitter_Card.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>Price and revenue optimization (PRO) is a business discipline used to produce demand-based pricing; it applies market segmentation techniques to achieve strategic objectives such as increased profitability or greater market share. In essence, PRO enables companies to surf the demand curve using dynamic rather than fixed pricing to achieve the most desirable trade-offs between revenue volume and profit margins. The trade-off is defined by strategic factors such as the company’s market position,...</span></p> </div> <a href="https://robertkugel.isg-one.com/b2b-price-and-revenue-optimization-goes-mainstream-1"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/big-data">Big Data</a>, <a href="https://robertkugel.isg-one.com/topic/data-science">Data Science</a>, <a href="https://robertkugel.isg-one.com/topic/sales">Sales</a>, <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/analytics">Analytics</a>, <a href="https://robertkugel.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://robertkugel.isg-one.com/topic/sales-performance-management">Sales Performance Management</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://robertkugel.isg-one.com/topic/price-and-revenue-management">Price and Revenue Management</a>, <a href="https://robertkugel.isg-one.com/topic/pricing-and-promotion-management">Pricing and Promotion Management</a>, <a href="https://robertkugel.isg-one.com/topic/sales-enablement-and-execution">Sales Enablement and Execution</a>, <a href="https://robertkugel.isg-one.com/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</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://robertkugel.isg-one.com/robert-kugel/2016/02/19/cryptic-data-challenges-and-rewards-in-finding-and-using-it">Cryptic Data: Challenges and Rewards in Finding and Using It</a></h2> <div class="author-meta"> Posted by <a href="https://robertkugel.isg-one.com/author/robert-kugel"> Robert Kugel </a> on <span class="post-date">18 February 2016 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ng_finance_analytics_17_accessibility_of_external_data-1.png?width=200&name=vr_ng_finance_analytics_17_accessibility_of_external_data-1.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ng_finance_analytics_17_accessibility_of_external_data-1.png?width=100&name=vr_ng_finance_analytics_17_accessibility_of_external_data-1.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ng_finance_analytics_17_accessibility_of_external_data-1.png?width=200&name=vr_ng_finance_analytics_17_accessibility_of_external_data-1.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ng_finance_analytics_17_accessibility_of_external_data-1.png?width=300&name=vr_ng_finance_analytics_17_accessibility_of_external_data-1.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ng_finance_analytics_17_accessibility_of_external_data-1.png?width=400&name=vr_ng_finance_analytics_17_accessibility_of_external_data-1.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ng_finance_analytics_17_accessibility_of_external_data-1.png?width=500&name=vr_ng_finance_analytics_17_accessibility_of_external_data-1.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_ng_finance_analytics_17_accessibility_of_external_data-1.png?width=600&name=vr_ng_finance_analytics_17_accessibility_of_external_data-1.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Using information technology to make data useful is as old as the Information Age. The difference today is that the volume and variety of available data has grown enormously. Big data gets almost all of the attention, but there’s also cryptic data. Both are difficult to harness using basic tools and require new technology to help organizations glean actionable information from the large and chaotic mass of data. “Big data” refers to extremely large data sets that may be analyzed computationally...</p> </div> <a href="https://robertkugel.isg-one.com/robert-kugel/2016/02/19/cryptic-data-challenges-and-rewards-in-finding-and-using-it"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/big-data">Big Data</a>, <a href="https://robertkugel.isg-one.com/topic/data-science">Data Science</a>, <a href="https://robertkugel.isg-one.com/topic/planning">Planning</a>, <a href="https://robertkugel.isg-one.com/topic/predictive-analytics">Predictive Analytics</a>, <a href="https://robertkugel.isg-one.com/topic/social-media">Social Media</a>, <a href="https://robertkugel.isg-one.com/topic/fpa">FP&A</a>, <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/operational-performance-management-opm">Operational Performance Management (OPM)</a>, <a href="https://robertkugel.isg-one.com/topic/budgeting">Budgeting</a>, <a href="https://robertkugel.isg-one.com/topic/connotate">Connotate</a>, <a href="https://robertkugel.isg-one.com/topic/cryptic">cryptic</a>, <a href="https://robertkugel.isg-one.com/topic/equity-research">equity research</a>, <a href="https://robertkugel.isg-one.com/topic/finance-analytics">Finance Analytics</a>, <a href="https://robertkugel.isg-one.com/topic/human-capital-2">Human Capital</a>, <a href="https://robertkugel.isg-one.com/topic/kofax">Kofax</a>, <a href="https://robertkugel.isg-one.com/topic/statistics">Statistics</a>, <a href="https://robertkugel.isg-one.com/topic/analytics">Analytics</a>, <a href="https://robertkugel.isg-one.com/topic/business-analytics">Business Analytics</a>, <a href="https://robertkugel.isg-one.com/topic/business-intelligence">Business Intelligence</a>, <a href="https://robertkugel.isg-one.com/topic/customer-performance-management-cpm">Customer Performance Management (CPM)</a>, <a href="https://robertkugel.isg-one.com/topic/data">Data</a>, <a href="https://robertkugel.isg-one.com/topic/datawatch">Datawatch</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management-fpm">Financial Performance Management (FPM)</a>, <a href="https://robertkugel.isg-one.com/topic/kapow">Kapow</a>, <a href="https://robertkugel.isg-one.com/topic/sales-performance-management-spm">Sales Performance Management (SPM)</a>, <a href="https://robertkugel.isg-one.com/topic/supply-chain-performance-management-scpm">Supply Chain Performance Management (SCPM)</a>, <a href="https://robertkugel.isg-one.com/topic/stratahadoop">Strata+Hadoop</a> <hr> </div> <script> // Check active classes var checkClass = function() { if ( $('.fil_item').hasClass('hide') ) { $('.fil_item').removeClass('hide'); 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</script></span> <span id="hs_cos_wrapper_module_1495215326694198" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_rich_text" style="" data-hs-cos-general-type="widget" data-hs-cos-type="rich_text"><h3 style="color: var(--light_blue);">Our Analyst Perspective Policy</h3> <ul> <li style="display: none; list-style: none;"> <p>Ventana Research’s Analyst Perspectives are fact-based analysis and guidance on business, <g class="gr_ gr_12 gr-alert gr_gramm gr_inline_cards gr_run_anim Punctuation only-ins replaceWithoutSep" id="12" data-gr-id="12">industry</g> and technology vendor trends. Each Analyst Perspective presents the view of the analyst who is an established subject matter expert on new developments, business and technology trends, findings from our research, or best practice insights.</p> <p>Each is prepared and reviewed in accordance with Ventana Research’s strict standards for accuracy and objectivity and reviewed to ensure it delivers reliable and actionable insights. It is reviewed and edited by research management and is approved by the Chief Research Officer; no individual or organization outside of Ventana Research reviews any Analyst Perspective before it is published. If you have any issue with an Analyst Perspective, please email them to <a href="mailto:ChiefResearchOfficer@isg-research.net">ChiefResearchOfficer@isg-research.net</a></p> </li> </ul> <a class="btn-secondary" href="https://www.isg-research.net/analyst-perspective-policy">View Policy</a></span>  <div id="hs_cos_wrapper_module_168621267066296" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_module" style="" data-hs-cos-general-type="widget" data-hs-cos-type="module"><style> </style> <h3 style="color: #255a89;">Our Analysts</h3>  <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://davidmenninger.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png" alt="David Menninger" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=50&name=Menninger.David%20Pic.Circle.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=150&name=Menninger.David%20Pic.Circle.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=200&name=Menninger.David%20Pic.Circle.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=250&name=Menninger.David%20Pic.Circle.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=300&name=Menninger.David%20Pic.Circle.png 300w"> <h5 class="analyst_name">David Menninger</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://jefforr.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png" alt="Jeff Orr" width="100" data-constrained="true" caption="false" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=50&name=Orr.Jeff.Circle.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=150&name=Orr.Jeff.Circle.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=200&name=Orr.Jeff.Circle.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=250&name=Orr.Jeff.Circle.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=300&name=Orr.Jeff.Circle.png 300w" sizes="(max-width: 100px) 100vw, 100px"> <h5 class="analyst_name">Jeff Orr</h5> </a> </div> </div>   <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://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png" alt="Keith Dawson" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=50&name=Dawson.Keith%20Pic.Circle.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=150&name=Dawson.Keith%20Pic.Circle.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=200&name=Dawson.Keith%20Pic.Circle.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=250&name=Dawson.Keith%20Pic.Circle.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=300&name=Dawson.Keith%20Pic.Circle.png 300w"> <h5 class="analyst_name">Keith Dawson</h5> </a> </div> <div class="span6" style="text-align:center;"> <a href="https://marksmith.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png" alt="Mark Smith" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=50&name=Smith.Mark%20Pic.Circle.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=150&name=Smith.Mark%20Pic.Circle.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=200&name=Smith.Mark%20Pic.Circle.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=250&name=Smith.Mark%20Pic.Circle.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=300&name=Smith.Mark%20Pic.Circle.png 300w"> <h5 class="analyst_name">Mark Smith</h5> </a> </div> </div>   <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://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png" alt="Matt Aslett" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=50&name=Aslett.Matt%20Pic.Circle.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=150&name=Aslett.Matt%20Pic.Circle.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=200&name=Aslett.Matt%20Pic.Circle.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=250&name=Aslett.Matt%20Pic.Circle.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=300&name=Aslett.Matt%20Pic.Circle.png 300w"> <h5 class="analyst_name">Matt Aslett</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://matthewbrown.isg-research.net/"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=100&name=profile_vr_matthew_brown_circle_900x900.png" alt="Matthew Brown" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=50&name=profile_vr_matthew_brown_circle_900x900.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=100&name=profile_vr_matthew_brown_circle_900x900.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=150&name=profile_vr_matthew_brown_circle_900x900.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=200&name=profile_vr_matthew_brown_circle_900x900.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=250&name=profile_vr_matthew_brown_circle_900x900.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=300&name=profile_vr_matthew_brown_circle_900x900.png 300w"> <h5 class="analyst_name">Matthew Brown</h5> </a> </div> </div>   <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://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png" alt="Robert Kugel" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=50&name=Kugel.Robert%20Pic.Circle.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=150&name=Kugel.Robert%20Pic.Circle.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=200&name=Kugel.Robert%20Pic.Circle.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=250&name=Kugel.Robert%20Pic.Circle.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=300&name=Kugel.Robert%20Pic.Circle.png 300w"> <h5 class="analyst_name">Robert Kugel</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://stephenhurrell.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png" alt="Stephen Hurrell" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=50&name=Hurrell.Stephen%20Pic.Circle.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=150&name=Hurrell.Stephen%20Pic.Circle.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=200&name=Hurrell.Stephen%20Pic.Circle.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=250&name=Hurrell.Stephen%20Pic.Circle.png 250w, https://robertkugel.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=300&name=Hurrell.Stephen%20Pic.Circle.png 300w"> <h5 class="analyst_name">Stephen Hurrell</h5> </a> </div> </div>   <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://robertkugel.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=100&name=ISG_Bug_Reverse_Transparent.png" alt="ISG Software Research" width="100" data-constrained="true" caption="false" srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=50&name=ISG_Bug_Reverse_Transparent.png 50w, https://robertkugel.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=100&name=ISG_Bug_Reverse_Transparent.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=150&name=ISG_Bug_Reverse_Transparent.png 150w, https://robertkugel.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=200&name=ISG_Bug_Reverse_Transparent.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=250&name=ISG_Bug_Reverse_Transparent.png 250w, https://robertkugel.isg-one.com/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 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href="https://robertkugel.isg-one.com/archive/2022/04">April 2022 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2022/03">March 2022 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2022/02">February 2022 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2022/01">January 2022 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2021/12">December 2021 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2021/11">November 2021 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2021/10">October 2021 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2021/09">September 2021 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2021/08">August 2021 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2021/06">June 2021 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2021/05">May 2021 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2021/04">April 2021 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2021/03">March 2021 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2021/02">February 2021 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2020/12">December 2020 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2020/11">November 2020 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2020/10">October 2020 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2020/09">September 2020 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2020/08">August 2020 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2020/07">July 2020 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2020/06">June 2020 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2020/05">May 2020 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2020/04">April 2020 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2020/03">March 2020 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2020/02">February 2020 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2020/01">January 2020 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2019/12">December 2019 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2019/11">November 2019 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2019/10">October 2019 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2019/09">September 2019 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2019/08">August 2019 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2019/05">May 2019 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2019/04">April 2019 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2019/03">March 2019 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2019/02">February 2019 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2019/01">January 2019 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/12">December 2018 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/11">November 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/10">October 2018 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/09">September 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/08">August 2018 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/07">July 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/05">May 2018 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/04">April 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/03">March 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2018/02">February 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/12">December 2017 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/11">November 2017 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/10">October 2017 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/09">September 2017 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/08">August 2017 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/07">July 2017 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/06">June 2017 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/05">May 2017 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/04">April 2017 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/03">March 2017 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/02">February 2017 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2017/01">January 2017 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/12">December 2016 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/11">November 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/10">October 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/09">September 2016 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/08">August 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/07">July 2016 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/06">June 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/05">May 2016 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/04">April 2016 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/03">March 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2016/02">February 2016 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/12">December 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/11">November 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/10">October 2015 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/09">September 2015 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/08">August 2015 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/07">July 2015 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/06">June 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/05">May 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/04">April 2015 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/03">March 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/02">February 2015 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2015/01">January 2015 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/12">December 2014 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/11">November 2014 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/10">October 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/09">September 2014 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/08">August 2014 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/07">July 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/06">June 2014 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/05">May 2014 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/04">April 2014 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/03">March 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/02">February 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2014/01">January 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/12">December 2013 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/11">November 2013 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/10">October 2013 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/09">September 2013 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/08">August 2013 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/07">July 2013 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/06">June 2013 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/05">May 2013 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/04">April 2013 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/03">March 2013 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/02">February 2013 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2013/01">January 2013 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/12">December 2012 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/11">November 2012 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/10">October 2012 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/09">September 2012 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/08">August 2012 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/07">July 2012 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/06">June 2012 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/05">May 2012 <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/04">April 2012 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/03">March 2012 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/02">February 2012 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2012/01">January 2012 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/12">December 2011 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/11">November 2011 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/10">October 2011 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/09">September 2011 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/07">July 2011 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/06">June 2011 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/05">May 2011 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/04">April 2011 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/03">March 2011 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/02">February 2011 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2011/01">January 2011 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2010/12">December 2010 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2010/11">November 2010 <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/archive/2010/06">June 2010 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> </ul> <a class="filter-expand-link" href="#">see all</a> </div> </div> </span> <span id="hs_cos_wrapper_post_filter" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_post_filter" style="" 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href="https://robertkugel.isg-one.com/topic/consolidate-close-report">Consolidate/Close/Report <span class="filter-link-count" dir="ltr">(17)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/consolidating">consolidating <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/consolidation">Consolidation <span class="filter-link-count" dir="ltr">(28)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/consulting">Consulting <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/contact-center">Contact Center <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/container">container <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/content-management">Content Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/contingency">contingency <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/contingency-planning">contingency planning <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/continuous-accounting">Continuous Accounting <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/continuous-improvement">continuous improvement <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/continuous-payroll">Continuous Payroll <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/continuous-planning">Continuous Planning <span class="filter-link-count" dir="ltr">(52)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/continuous-supply-chain">continuous supply chain <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/continuous-supply-chain-erp">Continuous Supply Chain & ERP <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/contract">contract <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/contract-management">contract management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/control">control <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/controller">Controller <span class="filter-link-count" dir="ltr">(36)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/controller-2">controller <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/controls">controls <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/conversational-computing">Conversational Computing <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/coo">COO <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/corporate-finance">Corporate Finance <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/corporate-governance">Corporate Governance <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cost-management">Cost Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/costing">costing <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cpq">CPQ <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/credit">credit <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/crisis">crisis <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/crm">CRM <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/crm-customer-service">CRM customer service <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cro">CRO <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/cryptic">cryptic <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/currency">currency <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/customer">Customer <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/customer-analytics">Customer Analytics <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/customer-engagement">Customer Engagement <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/customer-experience">Customer Experience <span class="filter-link-count" dir="ltr">(34)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/customer-experience-management">Customer Experience Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/customer-life-cycle">customer life cycle <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/customer-performance-management-cpm">Customer Performance Management (CPM) <span class="filter-link-count" dir="ltr">(87)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/customer-service">Customer Service <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dashboard">dashboard <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dashboards">Dashboards <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data">Data <span class="filter-link-count" dir="ltr">(39)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-governance">Data Governance <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-integration">Data Integration <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-lake">Data Lake <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-management">Data Management <span class="filter-link-count" dir="ltr">(14)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-operations">data operations <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-preparation">Data Preparation <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-science">Data Science <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/data-warehousing">Data Warehousing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/database">Database <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/datawatch">Datawatch <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/debt">debt <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/decision">decision <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/decision-hub">Decision Hub <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/demand-chain">Demand Chain <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/demand-management">demand management <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/demand-planning">Demand Planning <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/design">design <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/development">development <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/digital-applications">Digital Applications <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/digital-business">Digital Business <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/digital-commerce">Digital Commerce <span class="filter-link-count" dir="ltr">(17)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/digital-finance">digital finance <span class="filter-link-count" dir="ltr">(108)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/digital-marketing">Digital Marketing <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/digital-technology">Digital Technology <span class="filter-link-count" dir="ltr">(18)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/digital-transformation">Digital transformation <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/distribution">distribution <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/document-management">Document Management <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dodd-frank">Dodd-Frank <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dreamforce">Dreamforce <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/driver-based">driver-based <span class="filter-link-count" dir="ltr">(14)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/driver-based-planning">driver-based planning <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dynamics">Dynamics <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dynamics-ax">Dynamics AX <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dynamics-gp">Dynamics GP <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/dynamics-nav-dynamics-sl">Dynamics NAV Dynamics SL <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/e-discovery">e-discovery <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/edi">EDI <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ediscovery">eDiscovery <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/effectiveness">effectiveness <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/embedded-analytics">embedded analytics <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/end-to-end">end-to-end <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/enterprise-content-management">Enterprise Content Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/enterprise-profitability-management">enterprise profitability management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/enterprise-resource-planning">Enterprise Resource Planning <span class="filter-link-count" dir="ltr">(42)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/enterprise-risk-management">enterprise risk management <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/enterprise-software">Enterprise Software <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/enterprise-spreadsheet">enterprise spreadsheet <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/enterprise-tax">Enterprise Tax <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/environment-management">Environment Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/environmental">Environmental <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/epicor">Epicor <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/epiphany">Epiphany <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/equity-research">equity research <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/erm">ERM <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/erp">ERP <span class="filter-link-count" dir="ltr">(83)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/erp-and-continuous-accounting">ERP and Continuous Accounting <span class="filter-link-count" dir="ltr">(145)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/error">error <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/esg">ESG <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/essbase">Essbase <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/excel">Excel <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/executive">executive <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/expense">expense <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/expense-management">expense management <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/extended-close">extended close <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/extended-reality">extended reality <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/exterro">Exterro <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fasb">FASB <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fast-close">Fast close <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fei">FEI <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ferf-ceo">FERF CEO <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/finance">finance <span class="filter-link-count" dir="ltr">(51)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/finance-analytics">Finance Analytics <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/finance-cloud">finance cloud <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/finance-financial-applications-financial-close">Finance Financial Applications Financial Close <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/finance-transformation">finance transformation <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial">financial <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-analytics">financial analytics <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-applications">Financial Applications <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-close">Financial Close <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-consolidation-and-close-management">Financial Consolidation and Close Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-governance">Financial Governance <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-management">Financial Management <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-model">financial model <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-performance">Financial Performance <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-performance-2">financial performance <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-performance-management">Financial Performance Management <span class="filter-link-count" dir="ltr">(224)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-performance-management-fpm">Financial Performance Management (FPM) <span class="filter-link-count" dir="ltr">(287)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-planning">financial planning <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-regulation">financial regulation <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-reporting">financial reporting <span class="filter-link-count" dir="ltr">(15)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-risk-management">financial risk management <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-services">Financial Services <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-software">financial software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-standards">financial standards <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-statement">financial statement <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financial-systems">financial systems <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financialforce">FinancialForce <span class="filter-link-count" dir="ltr">(15)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financialforce-com">FinancialForce.com <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/financials">financials <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fms">FMS <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/forecast">Forecast <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/forecasting">forecasting <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fpa">FP&A <span class="filter-link-count" dir="ltr">(23)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fpm">FPM <span class="filter-link-count" dir="ltr">(84)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fraud">Fraud <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/fusion-applications">Fusion Applications <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/gaap">GAAP <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/generative-ai">Generative AI <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/governance">Governance <span class="filter-link-count" dir="ltr">(29)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/governance-risk-and-compliance">Governance Risk and Compliance <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/governance-risk-compliance-grc">Governance, Risk & Compliance (GRC) <span class="filter-link-count" dir="ltr">(52)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/grc">GRC <span class="filter-link-count" dir="ltr">(51)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/grc-governance-risk-compliance-risk-management-wat">GRC, governance, risk, compliance, risk management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/green">Green <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/gui">GUI <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/hana">HANA <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/hcm">HCM <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/hewlett-packard">Hewlett Packard <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/hospitality">Hospitality <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/host-analytics">Host Analytics <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/hr">HR <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/hrms">HRMS <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/human-capital-2">Human Capital <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/human-capital">Human Capital <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/human-capital-management">Human Capital Management <span class="filter-link-count" dir="ltr">(45)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/hyperion">Hyperion <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/iasb">IASB <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ibm">IBM <span class="filter-link-count" dir="ltr">(22)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ibm-business-analytics">IBM Business Analytics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ibm-regulatory-compliance-analytics">IBM Regulatory Compliance Analytics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ibp">IBP <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ifrs">IFRS <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/ifrs16">IFRS16 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/in-memory">In-memory <span class="filter-link-count" dir="ltr">(24)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/in-memory-computing">In-Memory Computing <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/infor">Infor <span class="filter-link-count" dir="ltr">(25)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/informatica">Informatica <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/information">Information <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/information-applications-ia">Information Applications (IA) <span class="filter-link-count" dir="ltr">(17)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/information-management">Information Management <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/information-management-im">Information Management (IM) <span class="filter-link-count" dir="ltr">(50)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/information-technology">Information Technology <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/innovation-awards">Innovation Awards <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/intacct">Intacct <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/integrated-business-planning">Integrated Business Planning <span class="filter-link-count" dir="ltr">(38)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/intelligent-cx">Intelligent CX <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/intelligent-marketing">intelligent marketing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/intelligent-sales">intelligent sales <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/intercompany-financial-management">Intercompany Financial Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/internal-audit">Internal Audit <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/international-finance">International Finance <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/international-tax">international tax <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/internet-of-things">Internet of Things <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/inventory-optimization">Inventory Optimization <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/it">IT <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/it-controls">IT controls <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/it-cost">IT cost <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/it-governance">IT governance <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/it-performance-management-itpm">IT Performance Management (ITPM) <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/it-risk-management">IT Risk Management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/jd-edwards">JD Edwards <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/jda-software">JDA Software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/jonova">Jonova <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/kapow">Kapow <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/kenandy">Kenandy <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/kinaxis">Kinaxis <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/kofax">Kofax <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/kri">KRI <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/kyriba-financial-performance-management">Kyriba Financial Performance Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/lan">LAN <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/lawson">Lawson <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/lawson-software">Lawson Software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/learning-management">Learning Management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/lease-accounting">Lease Accounting <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/lease-and-tax-accounting">lease and tax accounting <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/lease-management">Lease Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/leasing">leasing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/legacy-systems">legacy systems <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/legal">legal <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/local-ly">Local.ly <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/longview">LongView <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/machine-learning">Machine Learning <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/machine-learning-and-cognitive-computing">Machine Learning and Cognitive Computing <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/management">Management <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/manufacturing">Manufacturing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/marketing">Marketing <span class="filter-link-count" dir="ltr">(18)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/marketing-performance-management">Marketing Performance Management <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/marketing-planning">Marketing Planning <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/master-data-management">Master Data Management <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/maxager">Maxager <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/maximo">Maximo <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/meg-whitman">Meg Whitman <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/microsoft">Microsoft <span class="filter-link-count" dir="ltr">(15)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/microsoft-excel">Microsoft Excel <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/midsize">Midsize <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/mobile">Mobile <span class="filter-link-count" dir="ltr">(36)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/mobile-computing">mobile computing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/mobile-marketing-digital-commerce">Mobile Marketing Digital Commerce <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/mobile-technology">Mobile Technology <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/mobility">Mobility <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/model-building-and-large-language-models">Model Building and Large Language Models <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/model-n">Model N <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/modeling">Modeling <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/mro">MRO <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/natural-language-processing">natural language processing <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/navetti">Navetti <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/netsuite">NetSuite <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/netsuite-openai">NetSuite OpenAi <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/nomis-solutions">Nomis Solutions <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a 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href="https://robertkugel.isg-one.com/topic/performance-management">Performance Management <span class="filter-link-count" dir="ltr">(54)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/perillon">Perillon <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/planmill">PlanMill <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/planning">Planning <span class="filter-link-count" dir="ltr">(84)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/planview">Planview <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://robertkugel.isg-one.com/topic/plex">Plex <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a 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src="/hs/hsstatic/content-cwv-embed/static-1.1293/embed.js"></script> <script src="https://robertkugel.isg-one.com/hs-fs/hub/2035844/hub_generated/template_assets/94278782902/1725882474552/Ventana_Research_2023/Ventana_Research_2023_child.min.js"></script> <script> var hsVars = hsVars || {}; hsVars['language'] = 'en-us'; </script> <script src="/hs/hsstatic/cos-i18n/static-1.53/bundles/project.js"></script> <script src="https://robertkugel.isg-one.com/hs-fs/hub/2035844/hub_generated/module_assets/90531062927/1702386872146/module_90531062927_Header-Global.min.js"></script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Blockchains Come in Different Shapes and Sizes", "mainEntityOfPage": "https://robertkugel.isg-one.com/blockchains-come-in-different-shapes-and-sizes", "datePublished": "27/05/2018", "dateModified": "27/05/2018", "articleBody": "Blockchains are attractive because their built-in security and trust factors make them useful for almost all business interactions involving organizations and individuals. Blockchains have two basic functions. One is as a method for handling transactions involving property such as land deeds, trademarks or other assets. The second involves exchanges of data such as identities of individuals or businesses, the location of an object at a point in time or weather conditions. All interactions involving property or assets include the transfer of data as well, of course, but some blockchain use cases are informational only. Blockchain distributed ledgers are still in their infancy but it’s becoming clear that while there will be some core similarities (trust is inherent in a blockchain in that multiple nodes agree to any change to the ledger and the data in the ledger always is encrypted), their form will adapt to their purpose. Even immutability – a core characteristic – won’t be the same in all blockchains. There are two aspects to the immutability of records in blockchains: content and persistence. In all cases, the content of a blockchain record cannot be altered. To maintain their integrity, all blockchains use separate correction or nullification entries to adjust previous records just as accountants use adjusting entries. However, not every blockchain will retain every record forever. Initially, unlimited persistence of blockchain entries (temporal immutability) was considered an essential element of a trusted system. Now, it’s more accurate to say that the lifespan of the underlying assets or information will dictate the temporal persistence in a blockchain. Some blockchain records will be “forgotten” when all parties to the transaction agree to delete them. This is similar to the analog world, where records retention policy is determined by the nature of the information in the record. Guaranteed persistence in some blockchains – like those for land records, diamonds or currencies – is essential because the property or data represented in the blockchain is permanent and its ownership must be traceable over time. Very likely, all entries in unpermissioned blockchains also will be permanent because this will enhance their no-trust structures. Even allowing synchronized deletions would threaten their soundness and resistance to manipulation. However, other types of blockchain may not require permanence of entries. For example, transactions in general purpose commerce platforms or payment systems need only persist for as long it takes all sides of the transaction to agree that the contract between them has been satisfied. All parties will retain an electronic signature certifying the transaction because that’s all that’s required for handling disputes, just as a signature on a receipt is sufficient to prove a transaction took place. The same applies to business transactions where purchase orders and invoices have been executed and accepted. The record of the transaction itself has no practical value once its terms have been satisfied and all parties have consented to its completion. Moreover, retaining these records in a blockchain past their useful life is wasteful and burdensome for the blockchain host. When it’s operational a platform might easily record several terabytes of data every day. To paraphrase a quote about government spending misattributed to a long-dead politician: A billion bytes here, a billion bytes there and pretty soon you're talking about real money. Protections still exist. Saved electronic signatures from the parties attest that the contract has been fulfilled. While the transaction data no longer exists in the blockchain, it is retained on either side of the interchange (by correspondent banks, for example) for the benefit of the owner. Moreover, while maintaining ownership lineage of specific defined assets such as land is essential, it’s irrelevant for fungible goods such as money issued by a monetary authority and for goods and services exchanged between businesses and individuals where traceability isn’t required. It’s still early days for blockchain distributed ledgers so there’s much work to be done sorting out the issues that inevitably arise when new systems and processes are hatched. When they first were presented, blockchains were closely associated with cryptocurrencies. I’ve noticed that even people who understand that blockchains are more than bitcoin nonetheless have a narrow sense of the technology. It’s important, though, to recognize that as they evolve, blockchains will come in many shapes and sizes. They will share some limited, albeit crucial, characteristics (chiefly encryption, record immutability and functional persistence), but they won’t be all the same. Regards, Robert Kugel SVP Research", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Blockchain_Comes_Different_Shapes_Sizes_Quote_Twitter_Card.jpg", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-one.com/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Workday Advances Technology Roadmap for Finance", "mainEntityOfPage": "https://robertkugel.isg-one.com/workday-advances-technology-roadmap-for-finance", "datePublished": "21/05/2018", "dateModified": "21/05/2018", "articleBody": "Workday recently presented a technology summit for industry analysts. The presentations focused on Workday’s ongoing product advancements as well as its approach to employing emerging technologies. These technologies include artificial intelligence (AI) and machine learning (ML), robotic process automation (RPA) and bots utilizing natural language processing. Ventana Research uses the term “robotic finance” to refer to these technologies when used in the office of finance. In our view, they will have a profound impact on the nature of white-collar work over the coming decade. Financial management and ERP software vendors are focusing on these technologies because they will disproportionately affect finance and accounting departments: I estimate that their adoption has the potential to eliminate one-third of the accounting department’s workload within a decade. Workday’s current release (30) is exemplary of the accelerating pace of deployment in financial management systems of technologies that have been shaping the design of ERP. For example, Workday’s financial management system incorporates analytics and planning into its transaction processing system. In the past these were separate applications because of technology limitations. Combining transactions processing with planning and analytics means the system can provide more real-time performance information to executives and managers, enable a faster accounting close and speed budgeting and review cycles. Workday also continues to build out mobile capabilities to support a more on-the-go management style and in-context collaboration to reduce friction in business process execution. To improve the user experience Workday’s current release employs a fresher, more intuitive user interface design. Legacy screen layouts and process designs were the result of technology limitations that no longer exist. Moreover, today’s workforce is increasingly intolerant of poor design and prefers software that looks and behaves more like consumer applications. Workday’s Canvas Design system enables third-party and internal application developers to utilize the improved user interface and ensures that these applications retain the look and feel of the core ones. At the event the company also showed off “Workday Assistant,” a chatbot that’s designed to make it faster and easier for individuals to perform work (for instance, posting a transaction or kicking off an expense report). It also has the potential to accelerate new employee productivity because individuals can describe the process they want to execute without having to know the specific sequence needed to perform it. From a financial management standpoint, technology is enhancing the business value of ERP applications as companies adapt their business processes to take advantage of new capabilities. I use the term continuous accounting to describe an approach to running the finance and accounting function that embraces three main principles: Distributing workloads continuously across the accounting period (the month, quarter, half-year or year) to eliminate bottlenecks and optimize when tasks are executed Automating repetitive mechanical accounting processes in a continuous, end-to-end fashion to improve efficiency, ensure data integrity and enhance visibility into processes Establishing a culture of continuous improvement in managing the accounting cycle. Such a culture regularly sets increasingly rigorous objectives, reviews performance related to those objectives and makes addressing shortcomings a departmental priority. Workday’s financial management application is architected to support continuous accounting through its use of in-memory processing and its database structure. The structure supports a faster close because it facilitates distributing close-related workloads more evenly over the accounting period than legacy systems that require batch-mode processing. I’ve noted that ERP vendors like Workday have added analytics capabilities to complement the core functions of transaction processing and accounting. This is why Workday uses the broader term “financial management” to describe its offering. The company has been building out its Prism Analytics to provide self-service analytics capabilities to make it easier for users to obtain useful information directly from their system in real time. Our Office of Finance research finds that nearly half of companies (48%) say that it’s not easy to get information from their ERP system. One benefit of having analytics built into a financial or human capital management system is that it automates and therefore often speeds up the transformation of data into useful, digestible information. Our Next-Generation Finance Analytics benchmark research finds a large majority (86%) of companies saying that they have up-to-date data and respond to changes in business conditions in a coordinated fashion, compared to 38 percent in which most but not all data is current and just 19 percent of those whose data is not up-to-date. To facilitate the consumption of this data, Workday offers Livepages, which simplifies the process of assembling visual representations and narratives. Livepages are linked to live data so it’s relatively easy to update the numbers and charts of an already-created presentation. The company also will offer an enterprise spreadsheet tool, Worksheets, in the next release (due out in fall 2018) to make it possible to work with financial, planning and project data in a familiar grid environment while ensuring data integrity and control. The presentations also emphasized the company’s embrace of an open design philosophy that has two key aspects. One is its application programming interface (API) design philosophy, which provides external extensibility to enable adding complementary functionality to the core offering. The other is making it relatively easy for owners of the system to enhance functionality through a platform as a service (PaaS) that provides internally developed extensibility, enabling tasks such as kicking off a routine that either precedes or follows an existing Workday process. Both APIs and PaaS address the limitations of multi-tenant cloud offerings in that they facilitate the addition of functionality without affecting the core application, substantially reducing or eliminating the functionality-based barriers to adopting a multi-tenant ERP system. The ability to extend business processes through third-party applications or internally developed apps can streamline process execution and eliminate the need for the checks and reconciliations that are necessary when data is moved from one system to another using a spreadsheet. Even facilitating something as seemingly trivial as expense reporting is useful because that process is often a waste of time for those professionals who travel or must make ad-hoc purchases, as it is for the managers who must approve reimbursement and the back-office personnel who process the expense report. The presentation also covered benchmarking. One of the potential benefits of cloud computing is that it can enable vendors to provide customers with benchmark measures based on anonymized data from its customers. These can either be business performance measures such as costs and margins or employee-related measures such as compensation and turnover. As with any network effect, here the value of this service will be proportional to the number of companies that provide their data. Their current reticence to do so remains a bit of a stumbling block for many vendors. Much of the information is highly sensitive so companies must feel confident that their data will be sufficiently anonymous to be willing to opt into the process. It’s still early days for Workday’s benchmark services so it’s difficult to assess how successful its offering will be. Technology has the potential to have a greater impact on the management of finance and accounting departments over the next 10 years than has occurred since the beginning of the computer age six decades ago. That’s because until now technology has offered mainly incremental improvements while robotic finance technologies are potentially transformative. Despite the substantial boost that technology can provide to enhance efficiency and support more effective business processes, vendors face a significant challenge: Finance departments are a slow to change and traditionally have been technology laggards. Our research finds that half (51%) of those participating in our Office of Finance research fall into our lowest performance quartile and only one in 10 are classified as innovative. Finance departments must accelerate their adoption of technology in the coming decade and use automation to reduce administrative and compliance costs. CFOs are generally right to avoid the bleeding edge of technology because the risk of disrupting operations with unproven technology has not been outweighed by the potential for competitive advantage or substantially enhanced efficiency. Yet “robotic finance” isn’t futuristic: The technologies are already here and will evolve rapidly over the next five years, producing practical solutions to automate low-value departmental chores. More enlightened departments will become fast followers in technology adoption. Fast followers are neither innovators nor laggards; rather, they apply a strategy of quickly imitating the innovations of their competitors. Workday’s financial management offering has continued to evolve in its capabilities. This is reflected in the increasing number of larger organizations adopting it as their core financial transactions system. Workday’s success in continuing to harness the new technologies covered in the analyst summit to enhance the functionality, performance and ease of use of its software will be critical to its long-term market leadership, as other vendors are focusing investments in the same areas. Foundational technology elements such as natural language processing are near-commodities open to all organizations that can commercialize them with good ideas and fast execution. Workday recognizes the potential of the new technologies. However, its development organization will need to operate at a fast clip for the company to sustain a leadership role in the future. Regards, Robert Kugel SVP Research", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Workday_Advances_Tech_Roadmap_Finance_Quote_Twitter_Card.jpg", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-one.com/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Oracle Growing ERP in Cloud", "mainEntityOfPage": "https://robertkugel.isg-one.com/oracle-growing-erp-in-cloud", "datePublished": "17/04/2017", "dateModified": "17/04/2017", "articleBody": "Oracle recently held its second ERP Cloud Summit with industry analysts. The all-day event wasn’t just about ERP. The company covered a range of its business applications, including financial performance management as well as its Adaptive Intelligent Applications. And it wasn’t just about the cloud. After more than a decade of steady developments, ERP systems have begun to change fundamentally, facilitated by the growing availability of new technologies including cloud computing, advanced database architecture, collaboration, user interface design, mobility, analytics and planning. Here are my key takeaways from the event: After nearly a decade of work, Oracle now offers a broad portfolio of cloud-based business applications that evolved from its on-premises offerings. As is the case with most vendors, Oracle will need to continue to add functionality and capabilities to its cloud offerings to expand its addressable market. The inability of users to customize multi-tenant software and the need to expand the configurability of them is a challenge facing ERP cloud vendors. Oracle’s existing offerings and technology roadmap reflect the ongoing evolution to the next generation of ERP software, which supports digital process reengineering, as I have written. At the summit, Oracle emphasized the depth and breadth of its complementary business applications in the cloud, not just ERP. In addition of Financials and HR, the company offers applications for procurement, supply chain and project portfolio management, which includes functionality essential to professional services organizations. Oracle was early to the market with revenue management software to address the new revenue recognition accounting requirements. There’s also Enterprise Performance Management, which includes planning, budgeting, consolidation and reporting which we refer to as financial performance management in our research. Furthermore, Oracle recently introduced cloud-based profitability and cost management as well as tax reporting. A multitenant consolidation offering will be available later this calendar year. Its broad portfolio of applications gives Oracle an advantage in the market as it will appeal to buyers who prefer dealing with a single vendor. This advantage is likely to increase as the configurability, features and functions of its multitenant cloud applications expand. Cloud ERP is increasingly important to Oracle’s business. As a result of the recent NetSuite acquisition, on which I commented, ERP is now the company’s largest source of applications revenue. NetSuite will be handled as a separate line of business with a distinct sales channel based on the size of the company. Some channel conflict is inevitable. Managing it effectively to minimize its impact shouldn’t be too difficult. Oracle is showing momentum in cloud ERP. In the company’s recently announced third fiscal quarter report, it stated that it added 564 new ERP customers (this number excludes NetSuite), half of whom hadn’t been using an Oracle ERP system. Another 120 existing customers expanded their deployment in some fashion. On the quarterly earnings call, the company said it had 3,700 ERP customers as of the end of the quarter, of which 1,465 are live. The reported numbers show rapid growth in all cloud offerings while sales in on-premises licensed software are largely flat. Oracle will continue to invest in extending the capabilities and configurability of its cloud offerings. To date, cloud vendors have found customers that are able to align most of their business processes and reporting requirements to their SaaS offerings, especially in services businesses. Yet while percentage increases reported by cloud vendors are impressive, it’s off a small base. Many companies still prefer an on-premises implementation for their ERP system. Our next-generation ERP benchmark research shows that 45 percent of companies still prefer on-premises deployment of ERP software and another 25 percent prefer a private cloud or a hosted application, compared to 13 percent that opt for a multitenant cloud approach and 17 percent that expressed no preference. The main reason people prefer on-premises deployment stems from a concern that cloud deployment is less secure. However, this issue was voiced by a minority (41%) of the participants in our research and has been declining. Oracle has sought to allay security concerns by building multiple layers of security into its cloud-based products. Suitability for particular use is also a factor in deciding how to deploy software. In our research 27 percent of companies said their current ERP system required substantial customization and another 45 percent said it required some. Companies that expect their specific requirements to require customization might be less inclined to consider a multitenant SaaS offering though Oracle has addressed many of these concerns. It’s also possible that companies are waiting for cloud offerings to mature further and meet their specific requirements without customization before moving from their existing systems. Our research finds that, on average, the useful life of an ERP system is 7.0 years, compared to 6.4 years when we measured this in 2014 and 5.8 years a decade ago. I’ve heard from companies that they aren’t opposed to a multitenant cloud but they doubt that they can have the functionality and process flexibility they need for their business. The slower replacement cycle is an advantage to incumbent vendors, which continue to collect maintenance fees from customers. One advantage that Oracle has been emphasizing is its ability to deliver highly capable Platform-as-a-Service (PaaS) capabilities that enable companies to create custom application extensions on the same platform as the core ERP system. PaaS has the potential to address the specific requirements of a company that might otherwise prevent it from adopting a cloud-based application. Yet, spokespeople told us analysts that the company tries to discourage the creation of such extensions except when absolutely necessary. This is a rational policy. Custom software must be maintained and has the potential to create issues when the core multitenant software is updated, despite creating an environment that attempts to minimize incidents where upgrades will break PaaS applications. Over time the proliferation of custom code can become a mare’s nest of complexity, which can degrade the customer experience. If past behavior is any guide, even after the software vendor has added code that addresses the company’s needs, the custom code will remain, adding unnecessary complications. Oracle’s Adaptive Intelligent Apps approach is consistent with a notable feature of the next generation of ERP applications: their ability to support digital process reengineering. Ventana Research coined this term to describe the full scope of forces driving digital disruption. All business processes fit within the “sense, analyze, decide, act” framework. Technologies such as the Internet of Things, on which we have released new research, blockchain digital ledgers, which I have written about, and social media fall into the “sense” phase of systems. These, as well the vast amounts of internal and external data available to companies, can be harnessed to make new products, services and business models feasible. In Oracle’s case, Adaptive Intelligent Apps are designed to provide a range of easily consumed data that can be used in ERP as well as for supply chain, HR and customer applications. Oracle Adaptive Intelligent Apps received the 2016 Technology Innovation Award in Business Technology Innovation. Oracle is also providing its customers with tools for big data analytics and scalable infrastructure to analyze data torrents. Due to the incessant flow of data, artificial intelligence, decision science and machine learning increasingly will be necessary to enable executives and managers to be nimbler in deciding their best course of action. Collectively they can eliminate the need for individuals to be involved in straightforward decision-making and permit individuals to focus on more important issues. The distinction between the ERP offerings of cloud-first vendors and the multitenant offerings from on-premises ERP vendors will wane in coming years. Buyers focus mainly on what the software will do for their business and aren’t necessarily swayed by technology culture wars. Our research shows that usability (the ability of software to meet business needs) and functionality (the specific capabilities of the software for business purposes) are the two factors most often cited by buyers of ERP software as very important (77% and 63%, respectively) to their evaluation of software. Demand for multitenant cloud ERP will grow as offerings meet these requirements for a larger set of organizations, especially those engaged in manufacturing and product-centric businesses. Vendors that can provide ERP systems that work for the widest possible audience will lead the market. Multitenant cloud ERP systems can have a lower cost of ownership, provide better performance and enable IT organizations to focus on more strategically important requirements. We advise organizations that are reluctant to consider multitenant ERP to keep an open mind. Offerings like Oracle ERP Cloud are evolving rapidly, so they should periodically assess the suitability of cloud ERP for their needs. Regards, Robert Kugel Senior Vice President Research Follow me on Twitter @rdkugelVR and connect with me on LinkedIn.", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Oracle_Growing_ERP_Cloud_Twitter_Card.jpg", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-one.com/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Digital Process Reengineering Drives Business Change", "mainEntityOfPage": "https://robertkugel.isg-one.com/digital-process-reengineering-drives-business-change", "datePublished": "23/03/2017", "dateModified": "23/03/2017", "articleBody": "Business process reengineering was a consulting fashion in the early 1990s that spurred many companies to purchase their first ERP systems. BPR proposes a fundamental redesign of core business processes to achieve substantial improvements in market and customer responsiveness, productivity, cycle times and quality. ERP systems support business process reengineering by guiding the step-by-step execution of the redesigned process to ensure that it is performed consistently. They also automate the handoffs between individuals and departments to accelerate completion of that process. These days a similar concept reworks the idea of BPR. Digital process reengineering uses digital technologies to give organizations more options to redefine how existing tasks are performed or to extend the range of tasks that a company’s technology systems manage. The objective of a digital redesign isn’t just to gain efficiency. It’s to use new technologies to redefine business models advantageously or alter an industry’s competitive balance of power – in other words, to create “digital disruption.” Businesses operate in the same way as a basic control system’s iterative four-step process: sense, interpret, decide and act. Digital process reengineering can be applied at any step of that process. For instance, the Internet of Things (IoT) extends the range of sensing devices and therefore expands the depth and resolution of the conditions affecting a business that a digital system can monitor. Our IoT benchmark research reveals that currently most companies view IoT as beneficial in detecting fraud or security issues, identifying opportunities for improving performance or for complying with regulations. In business, for example, this can mean monitoring external data about environmental conditions (such as weather or soil moisture), market prices or consumer sentiment. It also can keep close tabs on business transactions data or the health of equipment to allow a just-in-time maintenance program that reduces unplanned down time and cuts maintenance costs. In another area, big data management and processing techniques make it possible to handle the torrent of data from digital sensory devices as well as digital feeds from multiple sources to enable systems to interpret relevant external signals that the system is designed to use. Our research on big data integration shows that cloud-based business applications, Web applications and internet information are the three largest external sources of big data. Machine learning and artificial intelligence reduce the need for a human intervention in the four-step process, resulting in faster, more consistent execution. These digital technologies expand the range of decisions that control systems can handle on their own. And the digital output of the control system can, for example, drive the completion of a transaction, provide input to a robot or generate an alert that requires a response. Digital process reengineering isn’t entirely new. In the 1990s, for example, 24-hour loan approval became possible using optical character recognition to accelerate processing of loan applications and using IT systems to manage parts of the approval process in parallel rather than serial fashion. It relied heavily on an early form of big data analytics, the credit score, to support the decision-making process. Organizations have been using digital technologies since then to make incremental breakthroughs to achieve business breakthroughs. What is new today is the scope, scale and availability of the technologies and techniques that will make digital process reengineering a common feature of business management. My colleagues and I at Ventana Research perform research on and provide guidance around digital process reengineering that focuses on the business uses and practical application of a rapidly evolving set of supporting technologies. Read, for example, David Menninger’s analyst perspective on the evolution of big data in improving organizational processes and outcomes. Richard Snow offers a perspective on the use of advanced analytics and digital speech processing to enhance the customer experience. Mark Smith provides a perspective on how analytics, big data, cloud computing and the Internet of Things are driving significant changes in how companies operate. And I have observations on how the application of blockchain distributed ledger technology has myriad practical applications in B2B commerce. Using digital process reengineering successfully will be an increasing challenge for business executives. They need to use it to respond to the digital disruptions that are increasingly common as entrepreneurs utilize available technology innovations to create new product or service categories or create more effective business models to compete with established ones. It’s equally important to be able to distinguish between the overblown or immature technologies fancied by technologists that will have limited market impact and those that represent real opportunities for those who understand how to exploit them. Regards, Robert Kugel Senior Vice President Research Follow me on Twitter @rdkugelVR and connect with me on LinkedIn.", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Digital_Process_Reengineering_Drives_Business_Twitter_Card.jpg", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-one.com/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "B2B Pricing Management Can Strengthen Bottom Line", "mainEntityOfPage": "https://robertkugel.isg-one.com/b2b-pricing-management-can-strengthen-bottom-line-1", "datePublished": "20/03/2017", "dateModified": "20/03/2017", "articleBody": "More businesses are using software to implement and support a strategic pricing strategy designed to optimize revenue and margins in business-to-business (B2B) transactions because it can help improve results at the bottom line. “Optimize” in this instance means managing the trade-off that usually exists between revenue and profitability objectives in order to support a company’s strategy and capabilities in a given market. Business-to-business pricing management is Ventana Research’s term for such processes and applications. Software built for this purpose centralizes control and enforces consistency in pricing while assisting sales agents in negotiating prices that achieve desired business objectives. It enables agents to use techniques that can increase the revenue from a transaction, the margin on the sale or the probability of closing the sale. Although B2B PM software is gaining acceptance, the market is only slightly penetrated. Our Office of Finance benchmark research finds that just 15 percent of companies use analytics to optimize their pricing, only one-fourth (26%) use analytics to manage customer profitability, and fewer than one-third (29%) manage product profitability that way. There are many ways for companies to use software to manage pricing and profitability. The central feature of the approach that we call B2B PM is using configure, price and quote (CPQ) software or its equivalent functionality. CPQ software enables sales agents to take advantage of buyers’ individual levels of sensitivity to the price of each component of a complex product or service – “complex” in the sense of having more than one component. In its simplest form, it might include a basic product or service and one or more options to suit the specific needs of the buyer. In more complicated form it might involve a contract for dozens of components, each with its own set of options. (More on this below.) Either way, the mechanism for negotiating prices in B2B sales is usually adjusting the discount of each component and option from a list price. Sales agents have varying degrees of leeway to negotiate discounts based on guidelines set by managers. These guidelines may be based on a pricing manager’s experience and judgment. Alternatively, discount guidelines for each component can be established using price and revenue optimization analytics. This approach applies algorithms to historical sales data in order to more accurately assess a specific prospective buyer’s price sensitivity for each sale component. Let’s drill down on the software. A central piece of a B2B PM system is software that performs configure, price and quote functions. To put this software category in context, it’s worth noting that originally CPQ was designed to simplify the process of assembling a price quote for a sale involving a complicated set of components. For example, buyers of large commercial trucks typically can choose from multiple engines, cab designs, transmissions and trailer types. There can be large numbers of permutations, and not every combination of components is valid. For example, with some chassis, the choice of engines may be limited because a given engine might not fit that chassis. The choice of engine can limit the buyer’s trailer options if it lacks the horsepower to pull it. Software that can sort out this kind of complexity and produce a valid quote quickly has proven useful in many industries. Over time CPQ software also has been used increasingly to manage revenue and margins. To minimize margin leakage it can be used control the discount from list price offered to the prospect on each component of the sale. It also can prompt sales people to recommend complementary products and services to the buyer to increase the size of the transaction. In its basic form, the discount guidance and control applied to each sale component can be based on experience-driven judgment. However, experience isn’t always the best guide to pricing. One of the reasons why companies adopt advanced analytics is because the best decision may be counterintuitive. For example, in retailing, starting early with a series of small markdowns for seasonal or fashion-driven goods turns out to produce higher revenue and fatter margins than the accepted practice of waiting until much later and making a larger, ostensibly more impressive reduction. In banking, numbers show that the most loyal customers are willing to pay more for loans or accept lower deposit rates. They don’t need to be rewarded to remain loyal. Because experience isn’t always the best guide, some software for B2B pricing management employs price and revenue optimization (PRO) techniques, which can produce better results in setting prices or discounts. PRO is a business discipline used to effect demand-based pricing; it applies market segmentation techniques to achieve strategic objectives such as increased profitability or greater market share. In essence, it enables companies to surf the demand curve using dynamic rather than fixed pricing to achieve the most desirable trade-off between revenue volume and profit margins. The trade-off is defined by strategic factors such as the company’s market position, product and service portfolio, and marketing strategy. Typically, B2B transactions are different from the business-to-consumer (B2C) kind in at least four respects. One is that B2B usually involves a price negotiation between potential customers and sales representatives, who usually have some degree of pricing discretion. That is, within established bounds, they can offer a discount to the list price or include products or services of value (such as shipping or a longer warranty) at the stated price. Another is that unit volumes in the sale of, say, industrial equipment and supplies are smaller than in consumer goods and services. As a result, companies have less data on which to model buyers’ behavior, limiting their ability to segment buyers and tune their measurements of price sensitivity. A third characteristic is that the buyer usually is acting as an agent, not a principal, in the transaction, and therefore can have a different set of motivations than someone purchasing a consumer good for his or her own enjoyment. Fourth, as already noted, the products involved in B2B commerce are not monolithic; that is, they provide buyers with multiple options for multiple components. This can range from highly configured products such as Class 8 trucks to simpler examples such as a single item with different shipping options. The techniques used in B2B price management are different from those used by businesses such as airlines, retailers or banks because of the differences between B2B and consumer transactions. The use of configure price and quote functionality enables companies to structure their product and service offerings as bundles of discrete items rather than a single item. This enables them to vary the pricing on each component according to their assessment of the buyer’s price sensitivity. The use of software for quoting can provide companies with greater control over individual deal pricing, thereby reducing unnecessary margin leakage. And the software can be designed to prompt sales agents to offer complementary goods and services – and manage their pricing – to increase the value of the transaction. Where there are sufficient volumes of transactions, companies can use PRO analytics to achieve more consistently accurate buyer segmentation, potentially at finer granularity. Consequently, they are more likely to be successful in managing pricing to increase the likelihood of closing sales at a desired level of profitability. B2B price management software is just entering the mainstream phase of the adoption cycle; it is decades behind revenue management by airlines and hotels, and lags retail and financial services as well. One reason for the slower uptake is that it’s challenging for B2B companies to implement a new strategic pricing strategy. They are challenged to simultaneously address people, process and data issues that cross organizational silos. By contrast, transportation and hospitality required fewer organizational changes to implement revenue management. A major shift in pricing management usually requires a B2B company to effect a change management process. Its purpose is to bring together several groups within a company (typically some combination of sales, finance, senior executives and operations) to agree on adopting a strategy and developing ways to put it into practice. Companies also must be able to manage the process effectively on a daily basis through executive buy-in, ongoing training and an organizational structure that supports a sustained price optimization strategy. Having the right data to be able to price more successfully usually requires a substantial up-front effort and a well-defined ongoing process to ensure the data is clean and relevant. All of this has to be accomplished without disrupting daily business activities. Our research agenda for 2017 includes expanding our coverage of B2B pricing management vendors and their products as well as covering the topic of pricing management theory and practice. We also will be issuing a Value Index that assess the vendors in this category. Pricing strategy and execution can have a profound impact on a company’s bottom line, its return on invested capital and its long-term competitiveness. I recommend that companies with B2B business models examine their pricing strategy and practices to assess whether they can benefit from using B2B PM software to achieve better results. Regards, Robert Kugel Senior Vice President Research Follow me on Twitter @rdkugelVR and connect with me on LinkedIn.", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_B2B_Pricing_Management_Strengthen_Bottom_Line_Twitter_Card.jpg", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-one.com/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "The Office of Finance Research Agenda for 2017", "mainEntityOfPage": "https://robertkugel.isg-one.com/the-office-of-finance-research-agenda-for-2017", "datePublished": "16/02/2017", "dateModified": "16/02/2017", "articleBody": "Senior finance executives and finance organizations that want to improve their performance must recognize the value of technology as a key tool for doing high-quality work. Consider how poorly your organization would perform if it had to operate using 25-year-old software and hardware. Having the latest technology isn’t always necessary, but it’s important for executives to understand that technology shapes a finance organization’s ability to improve its overall effectiveness. Finance must use technology to support improvements to processes and to enable its people to focus on work that provides the most value to the operating results of the company. Technology underpins the department’s ability to be proactive, action-oriented and strategic in providing analyses and methods that enhance its capabilities and improve the performance of the entire corporation. For example, analytics can enhance understanding and visibility, giving executives the ability to make better decisions consistently. Finance professionals also should recognize that the role of technology is ever more important as a result of the cumulative impact of a decade’s worth of technology evolution and the demographic shift from executives and managers of the baby boom generation to those who grew up with computer technology. These demographic shifts will drive demand for a new generation of software that emphasizes easier collaboration, mobility and agility. On the horizon is the practical application of data science to the finance functions. Much of the department’s workload involves repetitive processes that require the application of rules. Today, individuals are required to apply their training and judgment to perform these processes. In the future finance applications increasingly will apply machine learning to these tasks, substantially reducing human workloads. Machine learning employs data science algorithms that have the capability to adapt (that is, learn) as the system observes more data and more outcomes. Business applications increasingly will incorporate artificial intelligence - the application of machine learning algorithms – in ways that mimic how a human might respond to or manage a process. The result should be a significant increase in departmental efficiency and, with those savings of time and effort, the ability to shift the department’s focus from processing transactions to doing more analytical work. Of course, technology by itself cannot transform a finance organization. Traditionally, finance and accounting departments have been viewed as passive and reactive. For the department to take maximum advantage of technology it must take an active, forward-looking role in managing the company. Yet most of the longstanding issues that Finance must address to improve its performance can be fixed only by using information technology as the keystone in addressing interrelated people, process and data issues in a comprehensive fashion. Our research agenda for the Office of Finance in 2017 emphasizes three broad technology-related themes: Applying a continuous accounting approach to promote greater departmental efficiency, which in turn enhances finance department effectiveness Adopting technology that promotes action-oriented continuous planning – that is, using rapid, short planning cycles to promote agility, coordination and accountability Using software and other information technologies to achieve continuous optimization to promote ongoing organizational alignment across departments and business units. We will take various approaches to investigate and expand on each of these themes. Continuous Accounting We use the term “continuous accounting” to identify three areas where our research consistently finds tactical roadblocks to achieving a more strategic finance organization. By focusing on these three areas, finance executives can achieve steady gains in effectiveness. The first area concerns how the organization uses technology and manages information. To enhance its effectiveness, finance departments must use software to automate all mechanical, repetitive accounting processes in a continuous, end-to-end fashion. Automation improves efficiency by eliminating the need to have people perform repetitive tasks. End-to-end process automation improves departmental efficiency. For example, our Office of Finance benchmark research shows that most (71%) companies that automate substantially all of their financial close complete the close within six business days of the end of the quarter, compared to 43 percent that automate some of the process and just 23 percent that have automated little or none of it. Using software enables the department to manage the flow of data through its processes in a continuous fashion. This ensures data integrity. Data integrity is undermined every time data is re-entered manually or when a spreadsheet is used in a process – for example, when data from one system is manually transferred to another, when the same information is entered twice in two different systems or when a spreadsheet is used to perform some allocation or a set of calculations. Ensuring data integrity eliminates the need for checks and reconciliations that can consume valuable time. The second element of continuous accounting involves distributing workloads continuously to flatten spikes, whether in the month, quarter, half-year or year. Distributing workloads eliminates bottlenecks and optimizes when tasks are executed. It reduces stress on department personnel and can eliminate the need for temporary help and its associated expenses. Much of the traditional accounting cycle and related departmental practices are artifacts of paper-based bookkeeping systems. They dictated the need to wait until the end the month, quarter or year to take accountants off line to perform aggregations, allocations, checks and reconciliations because that rhythm represented the best trade-off of efficiency and control. Today’s systems offer flexibility that enables departments to spread workloads more evenly over time. The third aspect of continuous accounting is instilling a departmental culture of continuous improvement. This counters the tendency of any organization – but especially finance – to embrace a “we’ve always done it this way” mindset that resists needed change. Continuous improvement acts as a mission statement designed to instill a departmental culture that sets increasingly rigorous objectives. Used as an organizing principle for the department, continuous accounting frees time and therefore the resources needed to implement changes that will produce performance improvements in a sustained and steady fashion. Adopting a continuous accounting approach enables CFOs and finance executives to reduce the amount of time spent “fighting fires,” many of which are the result of using unwieldy technology. A continuous accounting approach can help the department become more strategic, forward-looking and action-oriented. The Transformation of ERP In most companies, ERP systems are the backbone of the accounting function, and this software category will continue to be an important area of our research focus for 2017. The ERP software market is set to undergo a significant transformation over the next five years. At the heart of this transformation is the decade-long evolution of a set of technologies that allow for a major shift in the design of these systems – and it amounts to the most significant change since the introduction of client/server computing in the 1990s. Vendors are seizing on technologies such as in-memory computing, improving the user interface and user experience, adding more in-context collaboration and extending the use of mobility to differentiate their applications from rivals. Those with software-as-a-service (SaaS) subscription offerings are investing to make their software suitable for a broader variety of users in multitenant clouds. We will release the results of our next-generation ERP benchmark research soon. Financial Performance Management We’ll also continue to look at the application of financial performance management (FPM) to improve results. Ventana Research defines FPM as the process of addressing the often overlapping issues that affect how well finance organizations support the activities and strategic objectives of their companies and manage their own operations. FPM deals with the full cycle of the finance department’s functions, including corporate and strategic finance, planning, budgeting forecasting, analysis, closing, reporting and statutory filing. In each of these areas, not using the appropriate technology has a negative impact on how well a company performs. We will continue to highlight the importance of using analytics. For example, our Office of Finance research finds that on average, companies that are heavy users of spreadsheets in their closing process take longer to close their books than those that limit them or don’t use them at all. Our next-generation finance analytics research exposes a lack of satisfaction with finance analytics in participating organizations: 58 percent said that significant or major changes are necessary while just 7 percent stated no improvements were necessary. Other findings show that the heavy use of spreadsheets for all forms of analysis is at the heart of this dissatisfaction. Financial planning and analysis groups should be using FPM software to facilitate planning. A continuous planning approach uses frequent, short planning cycles to increase agility, coordination and accountability in organizations’ operations. Such an approach includes establishing an ongoing dialogue between finance, line-of-business managers and executives to track current conditions as well as changes in objectives and priorities driven by markets and the business climate. To manage planning in such a comprehensive way requires dedicated software that substantially enables members of the FP&A organization to focus more of their time on analysis and modeling. Technology also enhances the quality of plans, forecasts and budgets. In particular, in-memory computing makes it feasible to rapidly process computation of even complex models with large data sets. Consequently, it can expand the range of planning, budgeting, forecasting and reviewing performed in rapid cycles. It enables organizations to run more simulations to understand trade-offs and the consequences of specific events, as well as change the focus of reviews from what just happened to what to do next. Another element in FPM is “composite documents,” in which text is created and edited collaboratively by multiple contributors and which incorporates tabular and numerical data from multiple sources in a controlled process. Almost all finance departments create and use composite documents. They often have formats defined by law, regulation or contract and must be created at periodic intervals. Using software to automate and control the creation of composite documents for external or internal users can substantially cut the risks of errors and missed deadlines. This software can be used broadly to address multiple regulatory and legal requirements in the finance, legal, internal audit and other departments. In 2017 we’ll publish the next installments of our Value Index for Financial Performance Management and for Business Planning and present new insights on business planning and on the financial close. Price and Revenue Management More businesses are using software to implement and support a strategic pricing strategy designed to optimize revenue and margins in business-to-business (B2B) transactions because it can help them improve results at the bottom line. “Optimize” in this instance means managing the trade-off that usually exists between revenue and profitability objectives in order to support a company’s strategy and capabilities in a given market. Business-to-business price and revenue management is Ventana Research’s term for such processes and applications. Software built for this purpose centralizes control and enforces consistency in pricing while assisting sales agents in negotiating prices that achieve desired business objectives. It provides agents with data-driven guidance that can increase the revenue from a transaction, the margin on the sale or the probability of closing the sale. The use of analytics to manage pricing became established in the 1980s in the travel and hospitality industries. More recently it has gained acceptance in financial services and in retailing. B2B price and revenue management software is gaining acceptance, but the market is at the early stages of penetration. Our Office of Finance benchmark research finds that just 15 percent of companies use analytics to optimize their pricing, that only one-fourth (26%) use analytics to manage customer profitability and that fewer than one-third (29%) manage product profitability that way. Our research coverage of price and revenue management software will expand in 2017. We will publish a Value Index assessing software offerings for this market. Sales and Operations Planning for Finance Companies that deal in physical goods that are manufactured or sourced and then sold directly or into distribution channels often benefit from using sales and operations planning (S&OP). The process of orchestrating the flow of parts and materials through the production process to meet expected customer demand involves many functional units, each of which make plans, as well as the finance organization, which assesses the financial impact. Sales and operations planning is a discipline aimed at aligning and optimizing the plans of several business units. There are sales plans, product plans, demand plans and supply chain plans. Within a corporation, the performance of each of the functional units that produce these plans is assessed through different, often conflicting metrics. Information technology enables corporations to manage their inventories more skillfully and achieve a more optimal balance of minimizing their working capital investment while maximizing their ability to fulfill demand. S&OP is designed to align a company strategically so that it can execute tasks more effectively. The ultimate goal is to determine how best to manage company resources, especially inventory and cash, to be able to profitably satisfy customer demand with the lowest incidence of stock-outs. The output of an S&OP group is a SKU-level demand forecast that is used to create a detailed inventory plan. This quantitative plan is a major driver of a process that guides the purchasing an optimal amount of inventory (the one that best balances desired fulfillment rates while minimizing the investment in inventory) from the best set of suppliers (balancing a range of considerations including goods availability, pricing, discounts, economic order quantities and supply chain constraints). To enhance their strategic value, the financial planning and analysis group should play an integral role in the sales and operations planning process. Look for new insights from us on S&OP in 2017. Tools for Promoting Productivity and Effectiveness The Office of Finance practice will continue to focus on software categories that can improve corporate efficiency, increase visibility and enhance agility. The main objective is to enable finance organizations to be more effective by eliminating the root causes of low-value activities that waste time. For example, companies increasingly are adopting a subscription business model, especially in technology services but increasingly as service add-ons to industrial products. While some ERP systems have the ability to handle a subscription revenue business model, not all do. Moreover, larger companies may find that a dedicated subscription billing application is necessary to deal with their complex requirements. Companies need to automate contract-to-collect as a unified end-to-end process to control the flow of data from the initial configuring, quoting and pricing of the subscription contract all the way to billing and collection. Using this type of automation to ensure data quality enables companies to achieve two usually conflicting goals: substantially reducing finance and accounting department workloads while still enabling sales and marketing to offer their customers flexibility in setting special offers and terms. Managing Taxes More Intelligently Taxes are one of the biggest expenses corporations face. Most of them manage income tax provision and analysis in long-outdated ways using inflexible technology tools. Our research confirms that most companies use spreadsheets to manage their tax provision and analysis: Half (52%) rely solely on spreadsheets, and another 38 percent mainly use them. The issue with using spreadsheets in the tax function is that they consume time, limit visibility for senior executives and pose unnecessary risks through errors. We recommend to corporations that operate in multiple countries and that have even a moderately complex legal entity structure consider using tax provision software that is supported by what we call a tax data warehouse of record. This type of data store maintains a corporation’s tax-sensitized data as it was originally recorded, along with all of the year-to-year adjustments. A dedicated tax data warehouse also makes preparing country-by-country reporting far more reliable than using spreadsheets and supports more robust tax analytics and planning. International companies are facing intense scrutiny of their tax positions and can benefit from using dedicated software to manage their taxes more intelligently. In addition, there are indirect taxes. These include sales and use taxes, and value-added taxes. In the United States, sales taxes are notoriously complex to administer. We recommend that any company with 100 or more employees doing business in more than a handful of states should use a sales tax service for the same reason those companies almost always use a payroll service: It’s not worth the time, hassle and potential liability to do it in house. The Impact of Changes to Accounting Rules The Office of Finance practice at Ventana invests a great deal of time researching software applications and related information technology. Uniquely among analyst firms, though, we also read accounting bulletins. The world of accounting is undergoing a substantial change during the next three years as a result of the adoption of accounting rule changes for revenue recognition and, to a lesser extent, lease accounting. The impact of changes on revenue recognition will be profound because it is built on a different conceptual framework than classical accounting. Systems must account for revenue and expenses in a parallel fashion rather than in a balancing one. This type of approach would have been extremely problematic in paper-based systems. It’s feasible only because of the nearly universal use of computerized accounting systems. Almost all ERP vendors are gearing up to support the new accounting rules, but it’s important for companies to plan ahead to make the transition as smooth as possible. And it’s important to be sure that sales contracts and documentation are designed to make accounting for them as efficient as possible. Technology’s Role in the Office of Finance One major reason for investing in technology is to help senior executives achieve better results through more effective business management techniques. For example, our benchmark research on long-range planning demonstrates that better management of technology and information can improve alignment between strategy and execution. And when it comes to cloud computing, far from simply being a technology concern, it enables corporations to cut costs and gain access to more sophisticated technology than they could feasibly support in an on-premises deployment. Using technology can boost performance. The improper use of spreadsheets as seen in our research continues be an unseen killer of corporate productivity because they have inherent defects that significantly reduce users’ efficiency in performing these tasks. Time wasted on spreadsheets makes it impossible to find the time to improve performance. Companies now have inexpensive options that are easier to use and enable more advanced, reliable modeling, analysis and reporting. Information technology is an essential element of business management and promotes a discipline of continuous optimization, a term we use to emphasize the importance of improving alignment of organizations to a company’s strategy. Yet many senior executives and managers have insufficient understanding of IT’s full potential, much as those managing corporate information technology usually don’t appreciate business issues and how IT can address them. The business/IT divide is a barrier that prevents many companies from achieving their performance potential, but this divide need not exist. Business executives don’t have to be able to write Java code or master the intricacies of an ERP or sales compensation application. However, CEOs and executives should master the basics of IT just as they must understand the fundamentals of corporate finance, the production process and – at least at a high level – the technologies that support that process. Our research practice addresses the significant business issues that technology plays an important role in addressing. Because business is dynamic, optimization must be continuous to adapt to changes in markets, the competitive landscape and customer demands. Continuous optimization requires companies to operate with faster cycles and real-time visibility in order to improve responsiveness and agility. Information technology can remove the barriers that prevent companies from achieving more optimal results. Please follow our efforts throughout this year to identify powerful software and explain how it can help the finance department and its entire corporation prosper. Regards, Robert Kugel Senior Vice President Research Follow me on Twitter @rdkugelVR and connect with me on LinkedIn.", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/Ventana_Research_Sept_2016/images/RobertKugel-AnalystPerspective-BG.jpg", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-one.com/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "B2B Price and Revenue Optimization Goes Mainstream", "mainEntityOfPage": "https://robertkugel.isg-one.com/b2b-price-and-revenue-optimization-goes-mainstream-1", "datePublished": "24/01/2017", "dateModified": "24/01/2017", "articleBody": "Price and revenue optimization (PRO) is a business discipline used to produce demand-based pricing; it applies market segmentation techniques to achieve strategic objectives such as increased profitability or greater market share. In essence, PRO enables companies to surf the demand curve using dynamic rather than fixed pricing to achieve the most desirable trade-offs between revenue volume and profit margins. The trade-off is defined by strategic factors such as the company’s market position, product and service portfolio, and marketing strategy. PRO is an important capability for sellers in markets where there is significant price transparency. It enables them to set prices dynamically, according to individual buyers’ preferences, price sensitivity and profitability. Yet comparatively few companies employ PRO: Our Office of Finance benchmark research reveals that only 15 percent of companies use this approach. Today, however, the use of software that can optimize pricing to achieve revenue and margin objectives in interbusiness transactions – what we refer to as business-to-business price and revenue optimization (B2B PRO) – is entering the mainstream. Although the concept and mathematics of price and revenue optimization are well established, until recently companies have found it difficult to put it into practice in B2B commerce (more on this later). First, some background. At the heart of price and revenue optimization is the concept of demand-based pricing. As its name suggests, demand-based pricing is a method of setting a price that is determined by the seller’s assessment of what the buyer is willing to pay, rather than based on some fixed markup over cost or another mathematical construction. This assessment of what an individual buyer is willing to pay is based on an estimate of a good’s or a service’s perceived value to that buyer and an estimation of the buyer’s price sensitivity. Companies use demand-based pricing to optimize – rather than simply maximize – their pricing to achieve revenue and profitability objectives. Demand-based pricing uses data to estimate where the prospective buyer sits on a demand curve and therefore how much the individual is likely to pay. In some respects, this is similar to what happens daily in souks, bazaars and other markets in cultures that do not insist on set prices; it is a form of haggling. However, software makes demand-based pricing practical in large businesses by automating it and facilitates its introduction in societies used to set pricing. Computer-supported PRO began in earnest in the 1980s as the airline and hospitality industries adopted revenue management practices in an effort to maximize returns from less flexible travelers (such as people on business trips) while minimizing the unsold inventory by selling incremental seats on flights or nights in hotel rooms at discounted prices to more discretionary buyers (typically vacationers). The main feature of this class of goods is that they are perishable: When morning comes or the cabin door is closed, an empty bed or seat is a lost revenue opportunity. It also is constrained by capacity: There are only a fixed number of seats or beds available on a given day. Price and revenue optimization algorithms are designed to enable a company to fatten profit margins at a given level of revenues than is possible using a monolithic pricing strategy. Using PRO, airlines and hotels catering mainly to less price-sensitive business travelers found they could match discounters’ fares and rates to fill available seats and rooms without having to forgo profits from their high-margin customers. Financial services is another industry that uses PRO, mainly for retail banking and credit but also for commercial services such as credit card payments. Elsewhere retailers have used markdown management software to optimize pricing, especially for fashion-driven or seasonal items. The application of B2B PRO is fundamentally different from the business-to-consumer (B2C) kind in at least three respects. One is that B2B usually involves negotiated pricing between potential customers and sales representatives who have some degree of pricing discretion. That is, they can offer a discount to the list price or include products or services of value (such as shipping or a longer warranty) at the stated price. Another is that, in comparison to goods and services offered in a B2C model, B2B volumes usually are more limited, especially for industrial equipment and supplies. So companies have less data on which to model buyer behavior, limiting their ability to segment buyers and tune their measurements of price sensitivity. A third characteristic is that the products involved in B2B commerce often are complex; that is, they provide buyers with multiple options for multiple components. This can range from highly configured products such as Class 8 trucks, where the purchase involves specifying a particular engine, transmission, axle configuration, body and so on, to simpler examples such as a single item with different shipping options. That noted, there are similarities between B2C and B2B buying behaviors. One is that buyers tend to be more sensitive to pricing of frequently purchased items than those purchased infrequently. Thus, for a given customer or customer profile, it is advisable to hold prices down on items these customers might purchase frequently or for specific components of a configured product where price comparisons are readily available. B2B PRO is only now entering mainstream adoption decades after price and revenue optimization (in the form of “revenue management”) was first used successfully by the travel and hospitality industries and as retailers’ utilization of markdown management software (a form of PRO) has become commonplace. There are three main groups of reasons why. The first reasons involve people. Profitability management initiatives almost always involve major changes in the way a company operates, affecting multiple departments. Often, pricing authority is widely dispersed across an enterprise. Sales, marketing, finance and operations (manufacturing or professional services, for example) need to work together to arrive at a workable, consistent strategy and a process for implementing it, even if their individual objectives may not be perfectly aligned. Making algorithms work is relatively easy; getting people to work together isn’t. Gaining sustained cooperation to achieve a common objective requires leadership. Robert Crandall, the CEO of American Airlines in the 1980s, was instrumental in driving the implementation of its revenue management strategy that borrowed heavily from a similar approach conceived earlier by another airline. It helped that at the time large established carriers like American faced an existential threat from budget startup airlines. Another people issue reflects the learning curve required to successfully adopt a new technology and integrate it into a business process. For the airlines, carrier reservation systems already were in universal use, and people were trained to use them. Adding new fare codes and adjusting prices dynamically was a technical, not a behavioral challenge. However, training a salesforce to apply PRO in its sales process takes time and can face resistance from employees who had a vested interest in the status quo or who thought they had lost business using the new technique. Moreover, change management is made easier when early adopters are either numerous or successful enough to make a compelling case to other companies. Compelling references have taken longer to emerge in B2B PRO. Because of American Airlines’ success and its high profile, it was soon copied by other airlines and large hotel chains. The second type of reason has to do with technology and process. Part of the reason why it has taken time to build up user references is that the software has had to mature enough for mainstream users. Initially, most B2B PRO software required a large amount of implementation assistance, either to integrate components (such as configure, price and quote) necessary to manage the pricing process or to create workable buyer segmentations. The third sort of issue B2B PRO implementations have faced is data: Successfully configuring buyer segments requires clean, complete data sets. Companies collect historical data, including product volumes, the company’s list and realized prices, promotions, competitors’ prices and promotions, economic conditions, product availability, seasonal conditions and fixed and variable cost details. A clean data set is rarely available from the start because the information is duplicate, incorrect or missing. Cleansing data and changing procedures to reliably gather missing data going forward are time-consuming and come at some expense. Many larger companies engaged in business-to-business selling can benefit from implementing price and revenue optimization. B2B markets are likely to increasingly resemble B2C markets. Purchasing departments will employ technology to automate routine functions including price discovery and managing requests for proposals (RFPs). Blockchain distributed ledgers, which I have written about, will simplify the capture and collection of pricing and transaction data. Consequently, price transparency is likely to increase in B2B markets, creating a premium for strategies and techniques that eke out even modest increases in profit margins. I recommend that companies that operate in B2B markets evaluate PRO because using it can be the source of a sustainable competitive advantage. Regards, Robert Kugel Senior Vice President Research Follow me on Twitter @rdkugelVR and connect with me on LinkedIn.", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_B2B_Price_Revenue_Optimization_Quote_Twitter_Card.jpg", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-one.com/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Cryptic Data: Challenges and Rewards in Finding and Using It", "mainEntityOfPage": "https://robertkugel.isg-one.com/robert-kugel/2016/02/19/cryptic-data-challenges-and-rewards-in-finding-and-using-it", "datePublished": "18/02/2016", "dateModified": "18/02/2016", "articleBody": "Using information technology to make data useful is as old as the Information Age. The difference today is that the volume and variety of available data has grown enormously. Big data gets almost all of the attention, but there’s also cryptic data. Both are difficult to harness using basic tools and require new technology to help organizations glean actionable information from the large and chaotic mass of data. “Big data” refers to extremely large data sets that may be analyzed computationally to reveal patterns, trends and associations, especially those related to human behavior and interaction. The challenges in dealing with big data include having the computational power that can scale to the processing requirements for the volumes involved; analytical tools to work with the large data sets; and governance necessary to manage the large data sets to ensure that the results of the analysis are accurate and meaningful. But that’s not all organizations have to deal with now. I’ve coined the term “cryptic data” to focus on a different, less well known sort of data challenge that many companies and individuals face. Cryptic data sets aren’t easy to find or aren’t easily accessed by people who could make use of them. Why “cryptic?” As a scuba diver, I donate time to Reef Check by doing scientific species counts in and around Monterey Bay, Calif. Cryptic organisms are ones that hide out deep in the cracks and crevices of our rocky reefs. Finding and counting them accurately is time-consuming and requires skill. Similarly, it’s difficult to locate, access and collect cryptic data routinely. Because it’s difficult to locate or access routinely, those who have it can gain a competitive advantage over those who don’t. The main reason cryptic data is largely untapped is cost vs. benefits: The time, effort, money and other resources required to manually retrieve it and get it into usable form may be greater than the value of having that information. By automating the process of routinely collecting information and transforming it into a usable form and format, technology can expand the range of data available by lowering the cost side of the equation. So far, most tools, such as Web crawlers, have been designed to be used by IT professionals. Data integration software, also mainly used by IT departments, helps transform the data collected into a form and format where it can be used by analysts to create mashups or build data tables for analysis to support operational processes. Data integration tools mainly work with internal, structured data and a majority have little or no capability to support data acquisition in the Web. Tools designed for IT professionals are a constraint in making better use of cryptic data because business users are subject matter experts. They have a better idea of the information they need and are in a better position to understand the subtleties and ambiguities in the information they collect. To address this constraint, Web scraping tools (what I call “data drones”) have appeared that are designed for business users. They use a more visual user interface design and hide some of the complexity inherent in the process. They can automate the process of collecting cryptic data and expand the scope and depth of data used for analysis, alerting and decision support. Cryptic data can be valuable because when collected, aggregated and analyzed, it provides companies and individuals with information and insight that were unavailable. This is particularly true of data sets gathered over time from a source or combination of sources that can reveal trends and relationships that otherwise would be difficult to spot. Cryptic data can exist within a company’s firewall (typically held in desktop spreadsheets or other files maintained by an individual as well as in “dark” operational data sets), but usually it is somewhere in the Internet cloud. For example, it may be Industry data collected by some group that is only available to members A composite list of products from gathered from competitors’ websites Data contained in footnotes in financial filings that are not collected in tabular form by data aggregators Tables of related data assembled through repetitive queries of a free or paid data source (such as patents, real estate ownership or uniform commercial code filings). Along these lines, our next-generation finance analytics benchmark research shows that companies have limited access to information about markets, industries and- economies.Only 14 percent of participants said they have access all the external data they need. Most (63%) said they can access only some of it, and another 14 percent said they can’t access any such data. In the past, this lack of access was even more common, but the Internet changed that. And this type of external data is worth going after, as it can help organizations build better models, perform deeper analysis or do better in assessing performance, forecasting or gauging threats and opportunities. Cryptic data poses a different set of challenges than big data. Making big data usable requires the ability to manage large volumes of data. This includes processing large volumes, transforming data sets into usable forms, filtering extraneous data and code data for relevance or reliability, to name some of more common tasks. To be useful big data also requires powerful analytic tools that handle masses of structured and unstructured data and the talent to understand it. By contrast, the challenge of cryptic data lies in identifying and locating useful sources of information and having the ability to collect it efficiently. Both pose difficulties. Whereas making big data useful requires boiling the ocean of data, cryptic data involves collecting samples from widely distributed ponds of data. In the case of cryptic data, automating data collection makes it feasible to assemble a mosaic of data points that improves situational awareness. Big data typically uses data scientists to tease out meaning from the masses of data (although analytics software vendors have been working on making this process simpler for business users). Cryptic data analysis is built on individual experience and insight. Often, the starting point is a straightforward hypothesis or a question in the mind of a business user. It can stem from the need to periodically access the same pools of data to better understand the current state of markets, competitors, suppliers or customers. Subject matter expertise, an analytical mind and a researcher’s experience are necessary starting capabilities for those analyzing cryptic data. These skills facilitate knowing what data to look for, how to look for it and where to look for it. Although these qualities are essential, they not sufficient. Automating the process of retrieving data from sources in a reliable fashion is a must because, as noted above, the time and expense required to acquire the data manually are greater than its value to the individual or organization. Almost from the dawn of the Internet, Web robots (or crawlers) have been used to automate the collection of information from Web pages. Search engines, for example, use them to index Internet pages while spammers use them to collect email addresses. These robots are designed and managed by information technology professionals. Automating the process of collecting cryptic data requires software that business people can use. To make accessing cryptic data feasible, they need “data drones” that can be programmed by users with limited training to fetch information from specific Web pages. Tools available from Astera ReportMiner, Connotate, Datawatch, import.io, Kofax Kapow and Mozenda are great examples on where you can get started for leveraging cryptic data. I recommend that everyone who has to routinely collect information from Internet sites or from internal data stores that are hard to access or who thinks that they could benefit from using cryptic data investigate tools available for collecting it. Regards, Robert Kugel – SVP Research", "image": { "@type": "ImageObject", "url": "http://cdn2.hubspot.net/hubfs/2035844/Imported_Blog_Media/vr_ng_finance_analytics_17_accessibility_of_external_data-1.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Robert Kugel", "url": "https://robertkugel.isg-one.com/author/robert-kugel", "sameAs": "https://www.linkedin.com/in/robertkugel" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "robertkugel.isg-one.com", "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: '7563', pageId: '4387296360', region: 'na1', inlineMessage: "Thanks for subscribing!", rawInlineMessage: "Thanks for subscribing!", hsFormKey: "c811cb4ffc6acf66b1c721bbd19d5b9d", 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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