Robert Kugel's Analyst Perspectives

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We offer a portfolio of advisory, research, thought leadership and digital education services to help optimize market strategy, planning and execution.</p> <p><strong><a href="https://www.ventanaresearch.com/services/vendors/analyst_relations" rel="noopener">Analyst Relations</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/services/vendors/demand_generation" rel="noopener">Demand Generation</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/services/vendors/product-marketing" rel="noopener">Product Marketing</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/vendor-coverage" target="_self" role="menuitem">Market Coverage</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/briefing" target="_self" role="menuitem">Request a Briefing</a></strong><br><br><br></p></div> <span id="hs_cos_wrapper_dnd_area-module-2_" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_simple_menu" style="" data-hs-cos-general-type="widget" data-hs-cos-type="simple_menu"><ul></ul></span> <div class="bottom_rich_text"> </div> </div> </div> </div> </div> </div> <script src="https://robertkugel.isg-one.com/hs-fs/hub/2035844/hub_generated/template_assets/90531223305/1725882478811/Ventana_Research_2023/js/mmenu.min.js"></script> </div> </div> </div> </div> </div> </div> </div> </div> <div id="hs_cos_wrapper_Structured_data" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_module" style="" data-hs-cos-general-type="widget" data-hs-cos-type="module"></div> <div class="body-container-wrapper"> <div class="blog-header background-image post_page_2" data-bg-color="secondary" style=" background-size:cover; background-position:50%; background-repeat:no-repeat; background-image:url(https://robertkugel.isg-one.com/hubfs/_images/_backgrounds_expertise/2024_VR_Office_of_Finance_Expertise_Image_AdobeStock_268736974_1200px.jpg); ">  <div class="row-fluid"> <div class="blog-header__inner dnd-row"> <div class="blog--post__image dnd-section"> <img class="analyst-header-photo" src="https://robertkugel.isg-one.com/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png" style="padding: 10px; "> <br> <h1 class="analyst-header-title">Robert Kugel's Analyst Perspectives</h1>  </div> </div> </div> </div> <div class="content-wrapper-listing blog-single"> <div class="blog-content-wrapper"> <div>   <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/achieve-fatter-margins-with-dynamic-cpq">Achieve Fatter Margins with Dynamic CPQ</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">30 October 2019 </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_Achieve_Fatter_Margins_with_Dynamic_CPQ_Insights_Social_Graphic-Horizontal-Quote-2.png?width=200&name=AP_RK_Achieve_Fatter_Margins_with_Dynamic_CPQ_Insights_Social_Graphic-Horizontal-Quote-2.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Achieve_Fatter_Margins_with_Dynamic_CPQ_Insights_Social_Graphic-Horizontal-Quote-2.png?width=100&name=AP_RK_Achieve_Fatter_Margins_with_Dynamic_CPQ_Insights_Social_Graphic-Horizontal-Quote-2.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Achieve_Fatter_Margins_with_Dynamic_CPQ_Insights_Social_Graphic-Horizontal-Quote-2.png?width=200&name=AP_RK_Achieve_Fatter_Margins_with_Dynamic_CPQ_Insights_Social_Graphic-Horizontal-Quote-2.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Achieve_Fatter_Margins_with_Dynamic_CPQ_Insights_Social_Graphic-Horizontal-Quote-2.png?width=300&name=AP_RK_Achieve_Fatter_Margins_with_Dynamic_CPQ_Insights_Social_Graphic-Horizontal-Quote-2.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Achieve_Fatter_Margins_with_Dynamic_CPQ_Insights_Social_Graphic-Horizontal-Quote-2.png?width=400&name=AP_RK_Achieve_Fatter_Margins_with_Dynamic_CPQ_Insights_Social_Graphic-Horizontal-Quote-2.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Achieve_Fatter_Margins_with_Dynamic_CPQ_Insights_Social_Graphic-Horizontal-Quote-2.png?width=500&name=AP_RK_Achieve_Fatter_Margins_with_Dynamic_CPQ_Insights_Social_Graphic-Horizontal-Quote-2.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Achieve_Fatter_Margins_with_Dynamic_CPQ_Insights_Social_Graphic-Horizontal-Quote-2.png?width=600&name=AP_RK_Achieve_Fatter_Margins_with_Dynamic_CPQ_Insights_Social_Graphic-Horizontal-Quote-2.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>Configure, price and quote (CPQ) software has been around for decades. Lately, I’ve been using the term “Dynamic CPQ” to apply to a variant of this software category that explicitly aims to produce a quote that optimizes the trade-off between the profitability of a deal and the probability of closing a sale. Dynamic CPQ software is a hybrid of price and revenue optimization (PRO) software and CPQ, providing companies with the ability to better execute their market share and pricing strategies....</span></p> </div> <a href="https://robertkugel.isg-one.com/achieve-fatter-margins-with-dynamic-cpq"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/customer-experience">Customer Experience</a>, <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/data-preparation">Data Preparation</a>, <a href="https://robertkugel.isg-one.com/topic/information-management">Information Management</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/robotic-finance">robotic finance</a>, <a href="https://robertkugel.isg-one.com/topic/revenue-and-lease-accounting">revenue and lease accounting</a>, <a href="https://robertkugel.isg-one.com/topic/sales-enablement">sales enablement</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/dynamic-insights-from-research-on-finance-analytics">Dynamic Insights from Research on Finance Analytics</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">19 September 2019 </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_Dynamic_Insights_from_Research_on_Finance_Analytics_Social_Graphic-Horizontal.png?width=200&name=AP_RK_Dynamic_Insights_from_Research_on_Finance_Analytics_Social_Graphic-Horizontal.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Dynamic_Insights_from_Research_on_Finance_Analytics_Social_Graphic-Horizontal.png?width=100&name=AP_RK_Dynamic_Insights_from_Research_on_Finance_Analytics_Social_Graphic-Horizontal.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Dynamic_Insights_from_Research_on_Finance_Analytics_Social_Graphic-Horizontal.png?width=200&name=AP_RK_Dynamic_Insights_from_Research_on_Finance_Analytics_Social_Graphic-Horizontal.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Dynamic_Insights_from_Research_on_Finance_Analytics_Social_Graphic-Horizontal.png?width=300&name=AP_RK_Dynamic_Insights_from_Research_on_Finance_Analytics_Social_Graphic-Horizontal.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Dynamic_Insights_from_Research_on_Finance_Analytics_Social_Graphic-Horizontal.png?width=400&name=AP_RK_Dynamic_Insights_from_Research_on_Finance_Analytics_Social_Graphic-Horizontal.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Dynamic_Insights_from_Research_on_Finance_Analytics_Social_Graphic-Horizontal.png?width=500&name=AP_RK_Dynamic_Insights_from_Research_on_Finance_Analytics_Social_Graphic-Horizontal.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Dynamic_Insights_from_Research_on_Finance_Analytics_Social_Graphic-Horizontal.png?width=600&name=AP_RK_Dynamic_Insights_from_Research_on_Finance_Analytics_Social_Graphic-Horizontal.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>By itself, data isn’t useful for business; the application of analytics is necessary to transform data into actionable information. Data analysis of one sort or another has long been a core competence of finance departments, applied to balance sheets, income statements or cash flow statements. Today, however, Finance must go beyond these basics by expanding the scope of the data being examined to include all financial and operational information that can yield actionable insights. Analysis thus...</span></p> </div> <a href="https://robertkugel.isg-one.com/dynamic-insights-from-research-on-finance-analytics"><span class="readmore"> Read More </span></a><br><br> Topics: <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/marketing">Marketing</a>, <a href="https://robertkugel.isg-one.com/topic/voice-of-the-customer">Voice of the Customer</a>, <a href="https://robertkugel.isg-one.com/topic/business-intelligence-2">business intelligence</a>, <a href="https://robertkugel.isg-one.com/topic/embedded-analytics">embedded analytics</a>, <a href="https://robertkugel.isg-one.com/topic/learning-management">Learning Management</a>, <a href="https://robertkugel.isg-one.com/topic/analytics">Analytics</a>, <a href="https://robertkugel.isg-one.com/topic/collaboration">Collaboration</a>, <a href="https://robertkugel.isg-one.com/topic/data-governance">Data Governance</a>, <a href="https://robertkugel.isg-one.com/topic/data-lake">Data Lake</a>, <a href="https://robertkugel.isg-one.com/topic/data-preparation">Data Preparation</a>, <a href="https://robertkugel.isg-one.com/topic/information-management">Information Management</a>, <a href="https://robertkugel.isg-one.com/topic/internet-of-things">Internet of Things</a>, <a href="https://robertkugel.isg-one.com/topic/contact-center">Contact Center</a>, <a href="https://robertkugel.isg-one.com/topic/data">Data</a>, <a href="https://robertkugel.isg-one.com/topic/product-information-management">Product Information Management</a>, <a href="https://robertkugel.isg-one.com/topic/sales-performance-management">Sales Performance Management</a>, <a href="https://robertkugel.isg-one.com/topic/workforce-management">Workforce 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/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/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://robertkugel.isg-one.com/topic/blockchain">blockchain</a>, <a href="https://robertkugel.isg-one.com/topic/natural-language-processing">natural language processing</a>, <a href="https://robertkugel.isg-one.com/topic/robotic-finance">robotic finance</a>, <a href="https://robertkugel.isg-one.com/topic/predictive-planning">Predictive Planning</a>, <a href="https://robertkugel.isg-one.com/topic/candidate-engagement">candidate engagement</a>, <a href="https://robertkugel.isg-one.com/topic/intelligent-cx">Intelligent CX</a>, <a href="https://robertkugel.isg-one.com/topic/conversational-computing">Conversational Computing</a>, <a href="https://robertkugel.isg-one.com/topic/continuous-payroll">Continuous Payroll</a>, <a href="https://robertkugel.isg-one.com/topic/revenue-and-lease-accounting">revenue and lease accounting</a>, <a href="https://robertkugel.isg-one.com/topic/collaborative-computing">collaborative computing</a>, <a href="https://robertkugel.isg-one.com/topic/mobile-computing">mobile computing</a>, <a href="https://robertkugel.isg-one.com/topic/subscription-management">Subscription Management</a>, <a href="https://robertkugel.isg-one.com/topic/agent-management">agent management</a>, <a href="https://robertkugel.isg-one.com/topic/extended-reality">extended reality</a>, <a href="">AI and Machine Learning</a> <hr> </div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://robertkugel.isg-one.com/straight-through-processing-for-business-and-commerce">Straight-Through Processing for Business and Commerce</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">31 January 2019 </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_Straight-Through_Processing_Business_Commerce_Social_Graphic-Horizontal.png?width=200&name=AP_RK_Straight-Through_Processing_Business_Commerce_Social_Graphic-Horizontal.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Straight-Through_Processing_Business_Commerce_Social_Graphic-Horizontal.png?width=100&name=AP_RK_Straight-Through_Processing_Business_Commerce_Social_Graphic-Horizontal.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Straight-Through_Processing_Business_Commerce_Social_Graphic-Horizontal.png?width=200&name=AP_RK_Straight-Through_Processing_Business_Commerce_Social_Graphic-Horizontal.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Straight-Through_Processing_Business_Commerce_Social_Graphic-Horizontal.png?width=300&name=AP_RK_Straight-Through_Processing_Business_Commerce_Social_Graphic-Horizontal.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Straight-Through_Processing_Business_Commerce_Social_Graphic-Horizontal.png?width=400&name=AP_RK_Straight-Through_Processing_Business_Commerce_Social_Graphic-Horizontal.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Straight-Through_Processing_Business_Commerce_Social_Graphic-Horizontal.png?width=500&name=AP_RK_Straight-Through_Processing_Business_Commerce_Social_Graphic-Horizontal.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Straight-Through_Processing_Business_Commerce_Social_Graphic-Horizontal.png?width=600&name=AP_RK_Straight-Through_Processing_Business_Commerce_Social_Graphic-Horizontal.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>“Straight-through processing” (STP) is a business process and data architecture methodology. Technology advances have made STP increasingly feasible for any business process, allowing companies to design and execute them from inception to completion in a more automated fashion, minimizing or eliminating human intervention in the process. The associated data also progresses automatically end-to-end through the process, preserving its integrity. Because there is no human intervention, data is...</span></p> </div> <a href="https://robertkugel.isg-one.com/straight-through-processing-for-business-and-commerce"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/sales">Sales</a>, <a href="https://robertkugel.isg-one.com/topic/customer-experience">Customer Experience</a>, <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/recurring-revenue">Recurring Revenue</a>, <a href="https://robertkugel.isg-one.com/topic/data-governance">Data Governance</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-commerce">Digital Commerce</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/billing-and-recurring-revenue">Billing and Recurring Revenue</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/pros-enables-modern-commerce-with-dynamic-cpq-1">PROS Enables Modern Commerce with Dynamic CPQ</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 September 2018 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://robertkugel.isg-one.com/hs-fs/hubfs/vr_Office_of_Finance_23_adoption_of_advanced_analytics_updated-7.png?width=200&name=vr_Office_of_Finance_23_adoption_of_advanced_analytics_updated-7.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/vr_Office_of_Finance_23_adoption_of_advanced_analytics_updated-7.png?width=100&name=vr_Office_of_Finance_23_adoption_of_advanced_analytics_updated-7.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/vr_Office_of_Finance_23_adoption_of_advanced_analytics_updated-7.png?width=200&name=vr_Office_of_Finance_23_adoption_of_advanced_analytics_updated-7.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/vr_Office_of_Finance_23_adoption_of_advanced_analytics_updated-7.png?width=300&name=vr_Office_of_Finance_23_adoption_of_advanced_analytics_updated-7.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/vr_Office_of_Finance_23_adoption_of_advanced_analytics_updated-7.png?width=400&name=vr_Office_of_Finance_23_adoption_of_advanced_analytics_updated-7.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/vr_Office_of_Finance_23_adoption_of_advanced_analytics_updated-7.png?width=500&name=vr_Office_of_Finance_23_adoption_of_advanced_analytics_updated-7.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/vr_Office_of_Finance_23_adoption_of_advanced_analytics_updated-7.png?width=600&name=vr_Office_of_Finance_23_adoption_of_advanced_analytics_updated-7.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span style="text-decoration: underline;"><a href="https://www.pros.com/">PROS Holdings</a></span><span> is a software vendor with two distinct but related sets of products. The company began in 1985 offering revenue management software to airlines, hospitality and rental car companies. More recently it added price and revenue management software focusing on B2B services, chemicals and energy, consumer goods manufacturers, food and beverage, healthcare, insurance and technology. This note focuses on the B2B portion of the business.</span></p> </div> <a href="https://robertkugel.isg-one.com/pros-enables-modern-commerce-with-dynamic-cpq-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/sales">Sales</a>, <a href="https://robertkugel.isg-one.com/topic/customer-experience">Customer Experience</a>, <a href="https://robertkugel.isg-one.com/topic/marketing">Marketing</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-preparation">Data Preparation</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/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/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> <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/zuora-acquires-leeyo-for-revenue-recognition">Zuora Acquires Leeyo for Revenue Recognition</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">22 May 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_Zuora_Acquires_Leeyo_Rev_Rec_Twitter_Card.jpg?width=200&name=AP_RK_Zuora_Acquires_Leeyo_Rev_Rec_Twitter_Card.jpg" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Zuora_Acquires_Leeyo_Rev_Rec_Twitter_Card.jpg?width=100&name=AP_RK_Zuora_Acquires_Leeyo_Rev_Rec_Twitter_Card.jpg 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Zuora_Acquires_Leeyo_Rev_Rec_Twitter_Card.jpg?width=200&name=AP_RK_Zuora_Acquires_Leeyo_Rev_Rec_Twitter_Card.jpg 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Zuora_Acquires_Leeyo_Rev_Rec_Twitter_Card.jpg?width=300&name=AP_RK_Zuora_Acquires_Leeyo_Rev_Rec_Twitter_Card.jpg 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Zuora_Acquires_Leeyo_Rev_Rec_Twitter_Card.jpg?width=400&name=AP_RK_Zuora_Acquires_Leeyo_Rev_Rec_Twitter_Card.jpg 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Zuora_Acquires_Leeyo_Rev_Rec_Twitter_Card.jpg?width=500&name=AP_RK_Zuora_Acquires_Leeyo_Rev_Rec_Twitter_Card.jpg 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Zuora_Acquires_Leeyo_Rev_Rec_Twitter_Card.jpg?width=600&name=AP_RK_Zuora_Acquires_Leeyo_Rev_Rec_Twitter_Card.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>Zuora, a subscription commerce and billing software company, <span style="text-decoration: underline;"><a href="https://leeyo.com/">recently acquired Leeyo</a></span>, a company that provides software that automates the revenue recognition and forecasting processes. The terms were not disclosed. The acquisition is relevant to subscription-based businesses because of changes to accounting standards about to go into effect that will have a significant impact on how they account for their revenue. Leeyo and Zuora already have been deployed together with multiple ERP systems....</span></p> </div> <a href="https://robertkugel.isg-one.com/zuora-acquires-leeyo-for-revenue-recognition"><span class="readmore"> Read More </span></a><br><br> Topics: <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/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/contact-center">Contact Center</a>, <a href="https://robertkugel.isg-one.com/topic/financial-performance-management">Financial Performance Management</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/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/oracle-plus-netsuite-equals-more-1">Oracle Plus NetSuite Equals More</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 December 2016 </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_Plus_NetSuite_Equals_More_Twitter_Card.jpg?width=200&name=AP_RK_Oracle_Plus_NetSuite_Equals_More_Twitter_Card.jpg" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Oracle_Plus_NetSuite_Equals_More_Twitter_Card.jpg?width=100&name=AP_RK_Oracle_Plus_NetSuite_Equals_More_Twitter_Card.jpg 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Oracle_Plus_NetSuite_Equals_More_Twitter_Card.jpg?width=200&name=AP_RK_Oracle_Plus_NetSuite_Equals_More_Twitter_Card.jpg 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Oracle_Plus_NetSuite_Equals_More_Twitter_Card.jpg?width=300&name=AP_RK_Oracle_Plus_NetSuite_Equals_More_Twitter_Card.jpg 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Oracle_Plus_NetSuite_Equals_More_Twitter_Card.jpg?width=400&name=AP_RK_Oracle_Plus_NetSuite_Equals_More_Twitter_Card.jpg 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Oracle_Plus_NetSuite_Equals_More_Twitter_Card.jpg?width=500&name=AP_RK_Oracle_Plus_NetSuite_Equals_More_Twitter_Card.jpg 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Oracle_Plus_NetSuite_Equals_More_Twitter_Card.jpg?width=600&name=AP_RK_Oracle_Plus_NetSuite_Equals_More_Twitter_Card.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>Oracle and NetSuite have completed their merger. The combination is likely to be positive for customers because NetSuite will have access to “more,” a word repeated many times over the course of Oracle’s post-acquisition webcast. Existing NetSuite customers will benefit from increased investment as well as economies of scale that Oracle can bring to R&D and sales and marketing. Oracle has stated that there’s little overlap between its target customer base and NetSuite’s. However, there is...</span></p> </div> <a href="https://robertkugel.isg-one.com/oracle-plus-netsuite-equals-more-1"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/sales">Sales</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/marketing">Marketing</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/customer-service">Customer Service</a>, <a href="https://robertkugel.isg-one.com/topic/hrms">HRMS</a>, <a href="https://robertkugel.isg-one.com/topic/inventory-optimization">Inventory Optimization</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/2016/11/09/intacct-advances-subscription-billing-and-reporting/">Intacct Advances Subscription Billing and Reporting</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">09 November 2016 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="//robertkugel.isg-one.com/hs-fs/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg?width=200&name=shutterstock_314838419-1.jpg" width="200" !important: srcset="//robertkugel.isg-one.com/hs-fs/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg?width=100&name=shutterstock_314838419-1.jpg 100w, //robertkugel.isg-one.com/hs-fs/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg?width=200&name=shutterstock_314838419-1.jpg 200w, //robertkugel.isg-one.com/hs-fs/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg?width=300&name=shutterstock_314838419-1.jpg 300w, //robertkugel.isg-one.com/hs-fs/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg?width=400&name=shutterstock_314838419-1.jpg 400w, //robertkugel.isg-one.com/hs-fs/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg?width=500&name=shutterstock_314838419-1.jpg 500w, //robertkugel.isg-one.com/hs-fs/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.jpg?width=600&name=shutterstock_314838419-1.jpg 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><a href="https://us.intacct.com/" target="_blank">Intacct</a>, a cloud-based ERP vendor focused on midsize companies, recently held its annual user group meeting. Two of its products that were covered in the keynote are worth noting. One, already available, enables companies to manage their order-to-cash process in a continuous fashion, from the time a salesperson begins to engage with a prospect to the time funds are collected. The other is a custom report writer, to be available in the first quarter of 2017, that will provide business users with...</p> </div> <a href="https://robertkugel.isg-one.com/robert-kugel/2016/11/09/intacct-advances-subscription-billing-and-reporting/"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/saas">SaaS</a>, <a href="https://robertkugel.isg-one.com/topic/sales">Sales</a>, <a href="https://robertkugel.isg-one.com/topic/customer-engagement">Customer Engagement</a>, <a href="https://robertkugel.isg-one.com/topic/customer-experience">Customer Experience</a>, <a href="https://robertkugel.isg-one.com/topic/erp">ERP</a>, <a href="https://robertkugel.isg-one.com/topic/human-capital-management">Human Capital Management</a>, <a href="https://robertkugel.isg-one.com/topic/marketing">Marketing</a>, <a href="https://robertkugel.isg-one.com/topic/netsuite">NetSuite</a>, <a href="https://robertkugel.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://robertkugel.isg-one.com/topic/customer-life-cycle">customer life cycle</a>, <a href="https://robertkugel.isg-one.com/topic/customer-service">Customer Service</a>, <a href="https://robertkugel.isg-one.com/topic/billing-software">billing software</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/2016/02/08/aria-enables-effective-recurring-revenue-management">Aria Enables Effective Recurring Revenue Management</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">07 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_recurring_revenue_03_recurring_revenue_challenges-2.png?width=200&name=vr_recurring_revenue_03_recurring_revenue_challenges-2.png" width="200" !important: srcset="https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_recurring_revenue_03_recurring_revenue_challenges-2.png?width=100&name=vr_recurring_revenue_03_recurring_revenue_challenges-2.png 100w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_recurring_revenue_03_recurring_revenue_challenges-2.png?width=200&name=vr_recurring_revenue_03_recurring_revenue_challenges-2.png 200w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_recurring_revenue_03_recurring_revenue_challenges-2.png?width=300&name=vr_recurring_revenue_03_recurring_revenue_challenges-2.png 300w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_recurring_revenue_03_recurring_revenue_challenges-2.png?width=400&name=vr_recurring_revenue_03_recurring_revenue_challenges-2.png 400w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_recurring_revenue_03_recurring_revenue_challenges-2.png?width=500&name=vr_recurring_revenue_03_recurring_revenue_challenges-2.png 500w, https://robertkugel.isg-one.com/hs-fs/hubfs/Imported_Blog_Media/vr_recurring_revenue_03_recurring_revenue_challenges-2.png?width=600&name=vr_recurring_revenue_03_recurring_revenue_challenges-2.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><u><a href="http://www.ariasystems.com/" target="_blank">Aria Systems</a></u> provides companies with software for managing subscription or recurring revenue business models. A recurring revenue business models includes three types of selling and billing structures: a one-time transaction plus a periodic service charge; subscription-based services involving periodic charges; or a contractual relationship that charges periodically for goods and services. Aria’s cloud-based software addresses key requirements of users in the marketing, sales, operations and...</p> </div> <a href="https://robertkugel.isg-one.com/robert-kugel/2016/02/08/aria-enables-effective-recurring-revenue-management"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://robertkugel.isg-one.com/topic/saas">SaaS</a>, <a href="https://robertkugel.isg-one.com/topic/sales">Sales</a>, <a href="https://robertkugel.isg-one.com/topic/customer-engagement">Customer Engagement</a>, <a href="https://robertkugel.isg-one.com/topic/customer-experience">Customer Experience</a>, <a href="https://robertkugel.isg-one.com/topic/erp">ERP</a>, <a href="https://robertkugel.isg-one.com/topic/marketing">Marketing</a>, <a href="https://robertkugel.isg-one.com/topic/netsuite">NetSuite</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/recurring-revenue">Recurring Revenue</a>, <a href="https://robertkugel.isg-one.com/topic/customer-life-cycle">customer life cycle</a>, <a href="https://robertkugel.isg-one.com/topic/business-analytics">Business Analytics</a>, <a href="https://robertkugel.isg-one.com/topic/cloud-computing">Cloud Computing</a>, <a href="https://robertkugel.isg-one.com/topic/customer-service">Customer Service</a>, <a href="https://robertkugel.isg-one.com/topic/business-performance-management-bpm">Business Performance Management (BPM)</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/financial-performance-management-fpm">Financial Performance Management (FPM)</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/billing-software">billing software</a> <hr> </div> <script> // Check active classes var checkClass = function() { if ( $('.fil_item').hasClass('hide') ) { $('.fil_item').removeClass('hide'); 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If you have any issue with an Analyst Perspective, please email them to <a href="mailto:ChiefResearchOfficer@isg-research.net">ChiefResearchOfficer@isg-research.net</a></p> </li> </ul> <a class="btn-secondary" href="https://www.isg-research.net/analyst-perspective-policy">View Policy</a></span>  <div id="hs_cos_wrapper_module_168621267066296" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_module" style="" data-hs-cos-general-type="widget" data-hs-cos-type="module"><style> </style> <h3 style="color: #255a89;">Our Analysts</h3>  <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://davidmenninger.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://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="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": "Achieve Fatter Margins with Dynamic CPQ", "mainEntityOfPage": "https://robertkugel.isg-one.com/achieve-fatter-margins-with-dynamic-cpq", "datePublished": "30/10/2019", "dateModified": "30/10/2019", "articleBody": "Configure, price and quote (CPQ) software has been around for decades. Lately, I’ve been using the term “Dynamic CPQ” to apply to a variant of this software category that explicitly aims to produce a quote that optimizes the trade-off between the profitability of a deal and the probability of closing a sale. Dynamic CPQ software is a hybrid of price and revenue optimization (PRO) software and CPQ, providing companies with the ability to better execute their market share and pricing strategies. It’s designed especially for business-to-business (B2B) relationships that involve sales agents in the pricing process. CPQ software first appeared in the 1990s, intended to enable companies to reduce the time it took for their salespeople to create a workable contract proposal. It initially targeted corporations that offered complex products made from multiple major components. For example, buyers of Class 8 trucks (18-wheelers) typically can select from a list of specific engines, transmissions and suspensions. Buyers can choose different configurations of these options but not all of them work together. CPQ software was designed to allow sales agents to create only valid configurations and pull pricing data from an up-to-date common database to rapidly create a valid quote for the buyer. Software could do this much faster than was possible using paper- or spreadsheet-based processes. Speed in responding to a prospective customer’s inquiry often is a competitive advantage; some in sales claim that more often than not the first reasonable offer wins. Over the years, CPQ offerings have multiplied, aiming at the specific business needs of buying segments, for instance, web-based configurators for business-to-consumer self-service transactions. Dynamic CPQ evolved from the development of B2B price and revenue optimization algorithms. These algorithms were initially used commercially in revenue management approaches in the 1980s by the travel and hospitality industries for dynamically pricing airline tickets and hotel rooms based on demand. Price optimization that’s embedded in dynamic CPQ is an important capability for B2B sellers. It enables them to set prices dynamically according to individual buyers’ preferences, price sensitivity and profitability. Yet comparatively few companies employ price optimization: Our Office of Finance benchmark research reveals that only 23 percent of companies use this approach. B2B pricing software is distinct from the revenue management used in travel and hospitality businesses in two key ways. First, the price-setting process for airlines and hotels is largely agentless. Today, most transactions are done on the web or other links to the carrier reservation system, often by individuals. Even if an agent is involved, he or she likely has no discretion and is quoting the price directly from the reservation system. In contrast, much of B2B commerce is handled by sales agents who have some degree of pricing latitude, which requires controls to ensure that agents stay within limits. A second significant difference is that travel and hospitality revenue management has always been integrated with the sales process via the reservation system. Originally, B2B pricing software was a discrete analytical application. However, to be effective, pricing guidance must work as an integral part of the sales process rather than a discrete function. B2B price and revenue management wasn’t practical until this past decade, when algorithmically driven dynamic price setting was incorporated into CPQ software. Dynamic CPQ software, used mostly in business-to-business transactions that involve sales agents, dynamically sets pricing based on the characteristics of the buyer and past interactions. It does this by using big data analytics or other methods to predict the price sensitivity (or elasticity) of the buyer and then establishes pricing parameters for sales agents. Typically, price negotiations are based on the discount from the list price. Those in purchasing often are evaluated on their ability to achieve high discounts on the core purchase. Buyers may be sensitive to this metric but much less sensitive about the cost of ancillary items. Dynamic CPQ enables sales agents to present offers that make concessions on the items of greatest price sensitivity while reducing concessions on less important items and adding revenue from ancillary items, often with a limited discount from list price. This approach, partly offsetting the discount demanded by the buyer through the sale of complementary items — usually without a discount — is designed to yield higher revenue and profitability. Configuration is an important part of the B2B pricing process because all but the simplest sales have multiple components, each of which can be priced in ways that fit the price sensitivity of the buyer. Using this approach, sales agents can suggest complementary goods such as accessories, consumable materials or a service plan to add to the sale and enhance the profitability of the overall transaction. To assist the sales agent in maximizing the profitability of the transaction, the software uses historical data to identify the items that the buyer or similar buyers have selected in the past. This is similar to techniques many consumer-facing e-commerce vendors use. Organizations also can control profitability by adjusting what’s included in the terms and conditions of the sale. For example, purchases usually entail some sort of transportation and handling charges. Software can control whether the agent can or cannot offer these for free. Also, dynamic CPQ software can automatically flag undesirable prospects based on past interactions. These include infrequent buyers who negotiate a steep discount using a large deal as bait but are only trying to “shop a bid” to negotiate with the buyer’s preferred supplier. Dynamic CPQ software can provide salespeople with the knowledge to enable them to avoid wasting time on longshots or less profitable business. Dynamic CPQ software also can be configured to modify the sales agent’s behavior by giving him or her incentives to limit discounting or other concessions. To do this, companies set pricing bands that determine the levels of review that will be applied to a proposal. The proposal can automatically bypass the deal desk (which reviews and approves pricing, terms and conditions) if the pricing and other parameters of a proposed transaction make a review unnecessary. A dynamic CPQ system sets these pricing parameters more effectively than a CPQ system with static pricing bands because the limits are determined based on the specific characteristics of the buyer and the transaction. Moreover, the parameters are continuously adjusted based on buyer behaviors rather than reviewed intermittently. The market for dynamic CPQ software is now mainstream. The technology is there to develop reliable algorithms and to manage big data analytics. However, there are two challenges that continue to retard adoption. One is data: Companies need clean, consistent and robust enough data sets to properly segment buyers and deals according to their price sensitivity. Recent advancements in data preparation tools and data management generally have helped organizations work with historical data. Methods to streamline data gathering and facilitate ongoing data collection have mitigated this issue. Usually, though, organizations lack the complete range of information needed to assess the buyer’s price sensitivity or his or her propensity to buy ancillary or complementary goods. So, most often organizations must perform a considerable amount of remediation to ensure that the data necessary to accurately assess price sensitivity is in place. This often requires organizations to implement new processes and procedures to ensure that the data the system requires is available. A second challenge is that responsibility for profitability management is dispersed across a corporation. Essentially, companies manage overall profitability by forecasting sales (the responsibility of the sales organization) and constraining spending in business units (managed at the business unit level and overseen by Finance) to achieve a profit objective. Companies typically don’t focus on ways to optimize the profitability of specific products and customers as part of their management reviews. Our research shows that only a minority of finance organizations engage in routine customer and product profitability analysis. Our Office of Finance benchmark research found that just one-third (34%) of organizations said they analyze customer profitability and only 30 percent routinely assess product profitability. As noted, just 23 percent of organizations reported applying price optimization of any sort. Adoption of Dynamic CPQ software should be a strategic priority for the C-suite, and especially for CFOs. Data-driven pricing is a proven way to boost sales and profits that requires no change in products, customers or channels. I recommend that CFOs, financial planning and analysis leaders and heads of sales operations in B2B businesses familiarize themselves with the technology and evaluate its use. Regards Robert Kugel", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Achieve_Fatter_Margins_with_Dynamic_CPQ_Insights_Social_Graphic-Horizontal-Quote-2.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 type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Dynamic Insights from Research on Finance Analytics", "mainEntityOfPage": "https://robertkugel.isg-one.com/dynamic-insights-from-research-on-finance-analytics", "datePublished": "19/09/2019", "dateModified": "19/09/2019", "articleBody": "By itself, data isn’t useful for business; the application of analytics is necessary to transform data into actionable information. Data analysis of one sort or another has long been a core competence of finance departments, applied to balance sheets, income statements or cash flow statements. Today, however, Finance must go beyond these basics by expanding the scope of the data being examined to include all financial and operational information that can yield actionable insights. Analysis thus should include, for example, data from the systems that manage sales operations, human resources and field service and that data must be available to all departments and applications that need it. By being applied to diverse sets of data, analytics can provide richer performance measures that offer executives and managers deep insights into not only how well the business is doing but why. Such analysis also must give them the ability to look forward, providing more accurate forecasts and early alerts to enable decision-makers to address issues and opportunities sooner and receive better guidance on what to do next. To better understand these challenges we have our Finance Analytics Dynamic Insights research. The research will explore organizations’ experiences with finance analytics initiatives and their attempts to align IT projects, resources and spending with new business objectives. Using concise web-based surveys, the Ventana Research Dynamic Insights platform gathers real-world data while immediately providing research participants with a personalized assessment of their organization’s efforts as well as research- and experience-based advice on potential next steps to improve. Each participant who completes the survey is provided insights to support decisions ranging from prioritizing application and technology investments to what best practices are most relevant to the organization’s efforts. Data issues often prevent finance organizations from using analytics as effectively as they could. The inability to access needed data and excessive time spent in preparing data constrain the capabilities and limit the productivity of analysts. Our previous research on this topic shows that it’s worth the trouble to ensure that finance analysts have access to robust, complete data. Nearly all (92%) companies that said they have very accurate data also said they have a process for creating finance analytics that works well or very well. Conversely, only 22 percent of companies that said their data is somewhat accurate have such a process. Another issue is that finance departments today need to use more than accounting data to support management decisions because accounting data by itself is insufficient to assess company performance and guide business decisions. Combining financial and operational data gives managers and executives deeper and more complete understanding of performance drivers. It provides them with more realistic analyses to guide their business decisions. For example, combining information from CRM systems with financial data can lead to better understanding of customer profitability and costs to serve. Likewise, understanding all the factors driving costs related to a project can improve project management and support better-informed pricing of resulting products. Being able to analyze inputs and outputs in terms of units of things — such as labor hours, board feet of lumber or the number of full truckloads — separately from prices and costs makes performance measurement and management more accurate and actionable. However, our previous research found that although almost all finance organizations use financial data in their analytics, fewer said they include customer and product information or data about manufacturing and suppliers. This research will further explore the various data sources organizations are using to develop effective finance analytics. In addition, finance departments must be able to easily organize financial and operational data so they can drill down into details based on the relevant characteristics of the business, not just the chart of accounts. Executives and managers need to examine results from multiple perspectives, such as by some combination of business unit, department, product type, sales territory, customer and sales channel. They also need to be able to “drill around” data to explore other views of related information, perhaps in other applications, to improve understanding of business conditions or factors that may be influencing results. Finance organizations also need to be able to quickly create and revise reports and dashboards to communicate their analyses to those who need the information. Companies can realize fully the benefits of finance analytics only if the analyses are communicated in a timely fashion. Business is fluid, so it’s important to have tools that make it easy for analysts to adapt to changing requirements. Finance organizations do a good job of delivering basic, inwardly focused financial analyses to executives and managers, but they can do more. Their analytics must provide deeper insight into the operating performance of the company, incorporate more external data and provide information as immediately as possible. And information technology is essential to delivering better finance analytics. Companies must use the right software and have the right data available to be able to improve the scope, quality, business impact and timeliness of their analytics. This research will assess these aspects of finance analytics, providing real-time advice to those who take the survey as well as insights and best practices to the Ventana Research community. We’re interested hearing about your experience with finance analytics. Click here to participate in this research, and here to learn more about Ventana Research’s methodology and large body of business research. Ventana Research also has conducted research in related areas including Data Preparation, Office of Finance, Business Planning, Big Data for Business, Machine Learning, Data and Analytics in the Cloud, Next-Generation Predictive Analytics and Big Data Analytics and Integration. Regards, Robert Kugel SVP & Research Director", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Dynamic_Insights_from_Research_on_Finance_Analytics_Social_Graphic-Horizontal.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 type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Straight-Through Processing for Business and Commerce", "mainEntityOfPage": "https://robertkugel.isg-one.com/straight-through-processing-for-business-and-commerce", "datePublished": "31/01/2019", "dateModified": "31/01/2019", "articleBody": "“Straight-through processing” (STP) is a business process and data architecture methodology. Technology advances have made STP increasingly feasible for any business process, allowing companies to design and execute them from inception to completion in a more automated fashion, minimizing or eliminating human intervention in the process. The associated data also progresses automatically end-to-end through the process, preserving its integrity. Because there is no human intervention, data is more accurate and less prone to manipulation. The term straight-through processing originated decades ago in financial services, where there’s a need to automate trading to process high volumes of orders rapidly, accurately and efficiently. Financial services businesses were able to implement STP first because they adopted information technology earlier and more thoroughly than other industries did. Straight-through processing gained early traction in B2C commerce. Internet retailing processes are designed from the ground up to require as little human intervention as possible; Amazon is a role model in this regard. It relies heavily on information technology to (among a long list of things) manage a massive catalog of products, make personalized suggestions to buyers, organize product and vendor reviews from customers, process orders, handle logistics and process returns. STP is able to orchestrate business processes to eliminate friction in the buying process. Straight-through processing provides a systems design framework that’s also useful for any form of business and commerce. It not only enables companies to redesign processes to improve efficiency and lower costs, it also supports a more pleasurable buying experience. The data gathered about customer interactions with the system provides deeper insight into customer behavior and improves an organization’s agility. This data also can be used for a range of purposes including business and financial analytics applied to performance management and planning, as well as machine learning. In straight-through processing, transaction hand-offs are managed exclusively by IT systems and all data is entered only once. Only the system makes calculations and data transformations. While there may be multiple systems of record involved in a process (for example, a CRM and ERP system), there is only one authoritative system of record for any specific piece of data. At no point do users manually download numbers from one system and upload them into another. I’ve been using the term “continuous accounting” for several years. One of its tenets – managing processes continuously end-to-end – involves finance and accounting departments using straight-through processing to improve their performance. Compared to working with a set of legacy software, it’s easier to build an organization’s IT and applications infrastructure as a greenfield implementation. However, even companies with legacy systems will find that it’s straightforward to implement an STP approach. Connecting systems through APIs and integration services requires much less maintenance than older point-to-point integration. Robotic process automation also has evolved as a means of connecting data and processes together to support STP. And cloud-to-cloud integration can be easier than on premises because multi-tenant services have standard architectures and data models. STP is especially useful when multiple systems in an organization must handle a single transaction. For example, the sale of some industrial machinery begins as an opportunity in a CRM system. As the process progresses, a formal proposal is prepared using a configure, price and quote (CPQ) system. When the proposal is accepted a contract might be drawn up in a contract management system. When the contract is signed and accepted, the ERP system then handles the inventory, supply chain, production and the logistics of delivering the product to the customer as well as the billing and accounting aspects of the transaction. STP orchestrates the process, including system-to-system handoffs from beginning to end. STP also simultaneously manages the movement of data from system to system, ensuring that it’s consistent. STP is especially effective in recurring revenue and subscription businesses because there relationships with customers are more dynamic. That is, the number of subscribers, the terms of the subscription and quantities purchased (to name three aspects) are usually in flux. This makes a straight connection of the process and data – from taking an order to delivery and billing – useful. Straight-through processing addresses several issues. Eliminating spreadsheets that may be used for data transfers, extract, transform and load (ETL) processes or data entry substantially reduces the likelihood of errors. Our Spreadsheets in the Enterprise benchmark research finds that more than one-third (35%) of participants said that the most important spreadsheet they use has data errors and a further 26 percent cited errors in formulas. STP also can accelerate the completion of a process because it automates hand-offs between individuals: The same research shows that almost half (45%) of companies reported frequent or constant processing delays because people forget to forward the spreadsheet or don’t know what to do next. Ensuring data integrity throughout a process reduces errors that create additional work. Especially for finance and accounting departments, ensuring that the back-office data used in records, billing and analyses is accurate and always consistent with the data in front-office and operational systems eliminates the need for checks and reconciliations. STP increases customer satisfaction in that a company can reduce errors in orders and reliably generate accurate bills. CFOs who are looking for ways to begin or advance the process of digital transformation should be mindful of straight-through processing. STP streamlines business process execution from the front office through operations to the back office. It has the potential to make it easier to serve and satisfy customers, create and deliver products and services and perform the related accounting and billing. It can shorten cycle times and, by substantially reducing errors, increase productivity. Regards, Robert Kugel SVP & Research Director", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Straight-Through_Processing_Business_Commerce_Social_Graphic-Horizontal.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 type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "PROS Enables Modern Commerce with Dynamic CPQ", "mainEntityOfPage": "https://robertkugel.isg-one.com/pros-enables-modern-commerce-with-dynamic-cpq-1", "datePublished": "16/09/2018", "dateModified": "16/09/2018", "articleBody": "PROS Holdings is a software vendor with two distinct but related sets of products. The company began in 1985 offering revenue management software to airlines, hospitality and rental car companies. More recently it added price and revenue management software focusing on B2B services, chemicals and energy, consumer goods manufacturers, food and beverage, healthcare, insurance and technology. This note focuses on the B2B portion of the business. PROS’s software suite (PricingPRO, SellingPRO and RevenuePRO) is designed to enhance the effectiveness of sales organizations by giving sales agents better guidance in creating and presenting offers – better in the sense that data-driven pricing can provide the right incentives to enable the agent to limit discounting and margin leakage. Better, too, because it provides the agent with cross-sell and upsell opportunities such as complementary goods or services and bundled offerings purchased by similar customers. This guidance can lead to increased revenue and better margins than might be expected without it. Although PROS software is purchased and used by sales organizations, managing profitability really should be a strategic priority for the C-suite, and especially for CFOs. Yet only a minority of finance organizations engage in routine profitability analysis. As our Office of Finance benchmark research shows, only 29 percent of companies routinely assess product profitability and just one-quarter (26%) said they analyze customer profitability. Only 15 percent of organizations reported applying price optimization of any sort. This lack of focus on the specific profitability of products and customers as part of the “the numbers” that organizations use in their management reviews also has impeded the adoption of price and revenue management techniques. Limited measurement is partly a reflection of a lack of clear ownership of profitability in companies; often, people have responsibility for revenue and for cost management but not for the net result. Modern Commerce PROS’s strategy isn’t focused narrowly on pricing itself. It says it seeks to provide software that addresses the requirements of “modern commerce.” This is a term that PROS and others use to describe a strategy of reducing the time and effort needed to complete a transaction satisfactorily for both the buyer and the seller. Reducing the friction in buying and selling goods and services improves efficiency on both sides of the transaction. Smartphone apps have become very popular with consumers and businesses that sell to them precisely because they are a way to reduce transactional friction. In B2B transactions, modern commerce relies heavily on harnessing big data and analytics to improve the efficiency and quality of the sales process for both buyers and sellers. Modern commerce uses ease of doing business to improve the customer’s experience and, in so doing, potentially create an advantage against competitors that are slow to adopt technology. The pillars of frictionless buying include a personalized buying experience that is fast (in other words, the buyer gets what he or she needs immediately or nearly so) as well as responsive (that is, tailored to the individual buyer’s needs and preferences). It’s easy to see these principles at work today in B2C commerce. Frictionless buying will be a growing requirement in industrial sales in coming years. B2B commerce has its own challenges because these transactions are fundamentally different from the consumer type. For one, they almost always involve agents on both sides of the transaction, sales organizations and purchasing departments. Agents require some level of supervision and control to ensure they act in the best interests of owners and executives. In modern commerce, pricing and revenue management software boosts the efficiency of agents through process automation and data management. It also uses technology to enhance sales agents’ effectiveness by, for example, shortening the time it takes to present a valid quote to the customer that’s acceptable to the selling company. B2B pricing software is distinct from the revenue management process used by travel and hospitality companies in two key ways. First, the price-setting process for airlines and hotels is agentless. While a majority of these transactions are done on the web, even if an agent is involved, he or she has no discretion and is quoting the price directly from the reservation system. In contrast, much of B2B commerce is handled by sales agents who have some degree of pricing latitude, which requires controls to ensure that agents stay within limits. B2B pricing software provides guidance to sales agents to ensure that they price within guidelines and automates the review necessary to approve a quote. Prices that involve little or no discount may be approved without review while those offering significant discounts may require several levels of sign-offs. A second significant difference is that carrier and hotel revenue management is integrated with the transaction process via the reservation system. Having pricing algorithms and historical data helps set prices intelligently but experience has shown that to be effective, pricing guidance must be embedded in the sales process rather than a discrete function. B2B price and revenue management wasn’t practical until algorithmically driven dynamic price setting was incorporated into configure, price and quote (CPQ) software. Software to Support Intelligent Pricing CPQ software first appeared in the 1990s to enable companies to reduce the time it took their salespeople to create a workable contract proposal. It initially targeted corporations that offered products made from multiple major components. For example, buyers of Class 8 trucks typically can select from a list of specific engines, transmissions and suspension. Buyers can choose different configurations of these options but not all of them work together. CPQ software was designed to allow sales agents to create only valid configurations and pull pricing data from a common, up-to-date database to create a quote for the buyer. CPQ engines initially were designed to handle highly complex configurations and return a valid quote quickly. Over the years, CPQ offerings have multiplied, aiming at the specific business needs of buying segments (for instance, web-based configurators for B2C self-service transactions). One form of evolution of CPQ software is what Ventana Research calls Dynamic CPQ. PROS’s applications use this approach, promoting sales efficiency by, among other things, speeding the creation and pricing of even moderately complex product or service bundles. Speed in responding to a prospective customer’s inquiry often is a competitive advantage. Quoting also is more effective because the software dynamically sets pricing based on the characteristics of the buyer and past interactions. It does this by using big data analytics or other methods to predict the price sensitivity (or elasticity) of the buyer and establish pricing parameters for sales agents. The software also is designed to reduce margin leakage by ensuring that only the right customers are offered free ancillary services such as preparation charges or shipping. It also can help configure an order by suggesting complementary products and services that buyers typically need with the main item. The reduction in margin leakage and the sales of complementary items – usually without a discount – is designed to result in higher revenue and profitability. The software also can be configured to shorten the time required to present a quote while minimizing discounting. This can be achieved by automatically bypassing a deal desk (which reviews and approves pricing, terms and conditions) if the pricing and other parameters of a proposed transaction are deemed by sales management to make a review unnecessary. A dynamic CPQ system will set pricing parameters more effectively than a CPQ system with static pricing bands because the parameters are determined based on the specific characteristics of the buyer and the transaction. Using historical data and predictive analytics, PROS software also alerts sales agents about negative trends in their accounts. Caught in time, a declining average purchase size or decline in purchase frequency can be addressed to avoid losing business. At the same time, saying no to a prospective customer is important. Less desirable customers include infrequent buyers that are trying to shop a bid. PROS software gives salespeople the knowledge to enable them to waste less time on long-shots or less profitable business. Overcoming Price and Revenue Management Challenges Price and revenue management software for B2B transactions has been around for more than a decade but its adoption was patchy until a few years ago. Three issues slowed its adoption. One was that pricing software wasn’t adequately integrated into the sales process – an issue that vendors like PROS have addressed by integrating it into CPQ software. Data has been a second issue because a sufficient quantity of accurate data is required to properly segment buyers and deals according to their price sensitivity. Methods to streamline historical data gathering and to facilitate ongoing data collection have lessened this as an issue. A third deterrent to adoption was long and therefore costly implementations. Software vendors and implementation partners have improved configurations to minimize the time and effort necessary to achieve satisfactory results. PROS has focused on developing “small bite” offerings that are relatively fast to implement and that can demonstrate positive results quickly. This limits the size and risk of the initial purchase, reducing the barrier to adopting dynamic pricing. If successful, the smaller-scale initial project can lead to deeper and broader follow-on efforts. The slow adoption of pricing software is a problem that fed on itself. Until there were a sufficient number of successful companies that could attest to the cost-effectiveness of the software in a wide range of industries, the lack of successful reference customers inhibited sales. Market Challenges In the B2B part of its business, PROS faces stiff competition from the status quo: manual or semi-automated sales processes supported by spreadsheets. Our Sales Analytics benchmark research reinforces our view that a reliance on spreadsheets can have a negative impact on organizations’ ability to manage the sales process. Although 73 percent said they use spreadsheets universally or regularly for sales analytics, nearly two-thirds (63%) of participants said that spreadsheets make it difficult to manage sales effectively. Despite the shortcomings of spreadsheets and manual processes, until recently price and revenue management software required more effort and risk than most potential buyers were willing to bear. But as the design and performance of this type of software has improved and as more companies in a broadening array of industries are demonstrating its value, demand has been growing for a dedicated approach. Investigate Software for Better Pricing Management The bar for effective sales management has been rising steadily over the past decade. The tools available to sales executives have improved and the best performing organizations have demonstrated their value. Price and revenue management software can enable companies to achieve some combination of higher sales and greater profitability. It is a necessary tool for sales management in a modern commerce environment. I recommend that B2B companies examine how price and revenue management software can enhance their sales effectiveness today and how it can support their long-term sales strategies. I recommend that they evaluate PROS software as part of that effort. Regards, Robert Kugel SVP & Research Director", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/vr_Office_of_Finance_23_adoption_of_advanced_analytics_updated-7.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 type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Zuora Acquires Leeyo for Revenue Recognition", "mainEntityOfPage": "https://robertkugel.isg-one.com/zuora-acquires-leeyo-for-revenue-recognition", "datePublished": "22/05/2017", "dateModified": "22/05/2017", "articleBody": "Zuora, a subscription commerce and billing software company, recently acquired Leeyo, a company that provides software that automates the revenue recognition and forecasting processes. The terms were not disclosed. The acquisition is relevant to subscription-based businesses because of changes to accounting standards about to go into effect that will have a significant impact on how they account for their revenue. Leeyo and Zuora already have been deployed together with multiple ERP systems. The combined company plans to tighten integration between the two going forward. As I’ve noted, in 2014 the U.S.-based Financial Accounting Standards Board (FASB, which manages US-GAAP) and the Brussels-based International Accounting Standards Board (IASB, which manages IFRS) issued ASC 606 and IFRS 15, respectively, which express the agencies’ harmonized approach to governing revenue recognition for contracts. More on the impact of these standards below. Zuora has grown rapidly over the past few years for several reasons. As my colleague Mark Smith has noted, its software helps companies adapt their marketing, sales, customer engagement, operations, finance and even IT to subscription-based processes. The expansion of the subscription economy, which my colleague Richard Snow has been involved with for more than 20 years, is another factor that has contributed to the company’s growth. Our benchmark research on recurring revenue reveals that finance and accounting departments using a third-party dedicated billing system are more often satisfied than others with their invoicing: 85 percent said they are satisfied or somewhat satisfied, compared to 73 percent that utilize a custom-built in-house system, 69 percent that use ERP systems and just half (50%) that use spreadsheets. Companies that have even modestly complex subscription billing arrangements typically find that dedicated software simplifies their billing process, reduces their accounting workloads and can substantially reduce billing errors. Companies that have adopted or are considering adopting subscription billing software will have an especially complex task accounting for revenues under the new standards for several reasons. One is that it’s common for these contracts to include multiple elements (such as different subscription types, services, products or hardware) that usually require different accounting treatments depending on the contract language and circumstances. A second reason is that customers of these businesses often add or reduce services during the subscription period. The mechanics of accounting for these changes can be complicated and time-consuming if handled manually. A third reason is that the new standards represent a fundamental, conceptual change in how companies account for revenues and their associated expenses related to contracts. Rather than being based on company-centric events (such as shipping an item or billing for services performed), revenue is recognized when the customer is satisfied. This introduces complexity in the timing of when companies can recognize revenue related to the contract. Accounting for contract-related selling expense also can be problematic, as I’ve noted. The cost of sales commissions associated with obtaining the contract can be capitalized and then amortized over the life of the contract, while incentive payments to sales managers associated with obtaining the contract cannot. Here, too, when the contract is modified by adding and subtracting services, the mechanics of accounting for sales compensation can become difficult. Leeyo’s cloud-based RevPro software deals with these complexities, handling revenue recognition and forecasting. Its rules-based engine automates revenue recognition processes and provides accurate revenue treatments consistently. It integrates with any ERP system or can operate on a stand-alone basis. Because it is rules-based, the software quickly adapts to changes to revenue recognition standards and guidance. It handles the revenue recognition process and associated deferred revenue management, including fair-value calculations and grouping of contract types. This is especially useful when contracts are modified during a subscription period. The software also deals with the cost of sales, sales commissions, rebates and accruals, as well as other expense items related to the revenue recognition process. In addition, it supports both ASC 606 and IFRS 15 for companies that must report results under both accounting regimes. This is important, because although the intention was to create identical standards for US-GAAP and IFRS, over time it’s possible that the two will diverge because of differing interpretations. RevPro also provides revenue forecasting, which is essential to the planning, budgeting and review processes, as I have written. The merger of Leeyo and Zuora is timely since most companies in North America are just now coming to grips with making changes to comply with the new standards. To be charitable, there’s been some confusion about the new standards because of repeated delays in establishing them over the past decade. Perhaps for this reason, our informal research finds that a very large percentage of affected companies have only started the process of implementing changes to their systems, perhaps operating on the mistaken belief that there would be a further delay in implementation. Those with a December fiscal year-end will be scurrying to have their systems in place by the end of this year, making it likely that many will use spreadsheets as a stopgap to deal with the accounting. This is likely to cause problems. I recommend that companies with subscription revenue business models manage their billing process using dedicated billing software and that, as soon as possible, those companies implement dedicated revenue recognition software to manage this process. In my opinion (thankfully, I’m not an auditor), using spreadsheets to handle accounting for subscription revenue constitutes a material weakness. ASC 606 constitutes a shift from a heavily rules-based approach to revenue recognition accounting to one that is more principles-based. The latter allows for greater leeway in accounting treatments as long as the methods are consistent. Readily auditable business rules built into revenue recognition accounting software provide a high-level control that ensures that such treatments are consistent. Spreadsheets lack these controls, and our Spreadsheets in Today’s Enterprise benchmark research confirms that they are error-prone: 35 percent of participants said they are common in the most important spreadsheets they use in their job. I recommend that subscription-based companies that aren’t using a dedicated subscription billing system evaluate the Zuora and Leeyo combination. Subscription-based companies that use spreadsheets to manage revenue recognition are likely to find their accounting staffs stretched to the limit in keeping track of ongoing transaction details. Despite the time their accountants spend double and triple checking their spreadsheets, they will likely find errors cropping up frequently and will spend more audit hours ensuring that they have followed procedures correctly. 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_Zuora_Acquires_Leeyo_Rev_Rec_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": "Oracle Plus NetSuite Equals More", "mainEntityOfPage": "https://robertkugel.isg-one.com/oracle-plus-netsuite-equals-more-1", "datePublished": "16/12/2016", "dateModified": "16/12/2016", "articleBody": "Oracle and NetSuite have completed their merger. The combination is likely to be positive for customers because NetSuite will have access to “more,” a word repeated many times over the course of Oracle’s post-acquisition webcast. Existing NetSuite customers will benefit from increased investment as well as economies of scale that Oracle can bring to R&D and sales and marketing. Oracle has stated that there’s little overlap between its target customer base and NetSuite’s. However, there is substantial overlap with NetSuite’s application partner network because of Oracle’s own broad application portfolio. As such, many of these partners are likely to shift their attention to NetSuite’s cloud-only competitors (for example, FinancialForce and Intacct), which will benefit those rivals’ sales and marketing efforts. Existing and prospective NetSuite customers should benefit from Oracle’s stated intention to increase funding of R&D for the product. That would enable a more rapid build-out of functionality, some necessary rebuilding of older code and accelerated localization of the application to enable deeper penetration of non-English-speaking markets. Broader localization will make NetSuite more attractive as a “second-tier” ERP. The two-tier ERP approach is used by larger corporations that decide to deploy a less complex application in smaller subsidiaries that don’t require all of the functionality built into the main ERP system. NetSuite’s customers – especially larger ones – also will be able to more readily integrate with the full range of Oracle’s applications at future dates. In addition, NetSuite’s partners will be able use Oracle’s platform- and infrastructure-as-a-service to facilitate the integration of third-party and homegrown applications. One barrier to adopting a cloud-based ERP system may be a lack of specific capabilities needed by a specific type of business. While multitenant cloud software can be much more economical to deploy and maintain, it is not customizable in the way on-premises applications can be modified to suit the requirements of a customer. Many companies that would prefer an ERP cloud option find they cannot take it because of gaps in functionality for their type of business. This is one reason why our benchmark research on the Office of Finance shows that nearly half (46%) of companies prefer to deploy ERP on-premises. However, there is potential for partners with microvertical specialization to use the Oracle platform to create functionality that addresses the specific needs of their target customers and thus eliminate this barrier to cloud adoption. Such an approach may broaden the range of companies that are able to move to the cloud. Ultimately, customers will be able to take advantage of Oracle’s Adaptive Intelligent Applications, a Ventana Research 2016 Technology Innovation award winner, on which I have commented. Adaptive Intelligent Applications is Oracle’s term for its new applications that marry third-party data with real-time analytics, machine learning and behavioral learning. “Adaptive” means that the applications are able to mold themselves to how organizations actually behave rather than forcing users to adjust to how the software works. The objective is to embed in business applications situational awareness that simplifies how individuals perform tasks and provides executives, employees and customers with recommendations tailored their specific needs in the immediate context. This approach utilizes a key advantage of cloud applications: Vendors are able to bring their expertise and economies of scale to bear in expanding the scope of their services to provide capabilities that, for cost or other practical reasons, most customers couldn’t duplicate on their own premises. Oracle also plans to increase its investment in partner training and certifications, a move that is long overdue for NetSuite. The quality of ERP implementations can vary a great deal. A poorly implemented system harms the reputation of the software vendor, so it’s in their interest to ensure that the work is done well. From a business standpoint, the merger improves Oracle’s competitive positioning in the market for midsize ERP systems, especially in Europe. NetSuite did not have a sufficient concentration of offices and other in-country resources. This is partly because continental Europe has had an entrenched set of incumbents with well-established implementation partners. Incrementally adding to local Oracle offices is a far more affordable growth path. NetSuite is a global company, but most of its penetration is in English-speaking markets. Localization investments, mainly language support, will help in this regard. Oracle insists that there is a limited degree of target customer overlap between the Oracle and NetSuite brands. Although that’s true to some degree, there’s bound to be contention between the brands, sales forces and partners where customers might go either way. The software business is rife with channel and other conflicts in the sales process. Managing and mitigating conflicts is part of the ongoing challenge of running a software company. The merger of Oracle and NetSuite is positive for NetSuite customers because of projected acceleration in the development calendar and because many will benefit from having Oracle’s greater resources behind the company. I would expect that NetSuite customers will see broader improvement to its operations as pointed out by my colleague. Oracle is likely to benefit from NetSuite’s market position as well as the additional revenue it can obtain in non-English speaking countries. Regards, Robert Kugel SVP & Research Director Follow me on Twitter and connect with me on LinkedIn.", "image": { "@type": "ImageObject", "url": "https://research.ventanaresearch.com/hubfs/Images/Twitter_Cards/AP/RK/AP_RK_Oracle_Plus_NetSuite_Equals_More_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": "Intacct Advances Subscription Billing and Reporting", "mainEntityOfPage": "https://robertkugel.isg-one.com/robert-kugel/2016/11/09/intacct-advances-subscription-billing-and-reporting/", "datePublished": "09/11/2016", "dateModified": "09/11/2016", "articleBody": "Intacct, a cloud-based ERP vendor focused on midsize companies, recently held its annual user group meeting. Two of its products that were covered in the keynote are worth noting. One, already available, enables companies to manage their order-to-cash process in a continuous fashion, from the time a salesperson begins to engage with a prospect to the time funds are collected. The other is a custom report writer, to be available in the first quarter of 2017, that will provide business users with the ability to create even complex reports from any data that resides within Intacct in a straightforward, interactive fashion that is similar to building reports in a desktop spreadsheet. The company also presented modules that will facilitate compliance with the new revenue recognition standards. Companies that offer their products or services through a subscription can find themselves challenged. Unless the subscription is a single item and is never adjusted (for example, a magazine subscription), keeping track of the items covered by the contract and its terms and conditions and billing for them accurately can be time-consuming because the relevant information often is scattered across multiple applications. Often, customers make adjustments to their services during their subscription period: the add or reduce the number of users or the type or amount of services. When changes take place, the adjustments may not be recorded in all applications at the same time or consistently. Since desktop spreadsheets are the most common way companies bring together the information needed to create their subscription invoices, those that want to be certain that their billing is accurate will always need to perform checks and reconciliations, which is also time-consuming. Our benchmark research on recurring revenue businesses finds that only 29 percent of those in accounting roles are satisfied with their process for invoicing and billing. The issues that accounting departments face here are likely to be underappreciated by the rest of the company – the same research shows that nearly half (47%) of participants working outside of finance and accounting said they are satisfied. The gulf between the two groups reflects the reality that when parts of a business process are performed without regard to their impact on finance department operations, invoicing becomes a highly labor-intensive effort. Indeed, of those not satisfied with their invoicing, four out of five (79%) said it requires too much work, two-thirds (68%) said it involves too many resources, and more than half (54%) said it takes too long. Intacct’s Contract Billing for CRM addresses these issues by enabling companies to maintain data integrity over the entire sell-to-collect process, from the time a salesperson engages with a prospect through collection. Doing so eliminates the possibility that billing mistakes will occur because of discrepancies between data sources caused by inaccurate rekeying of data or inconsistencies between data sources that can occur because changes to the subscription are not recorded in all systems at the same time. Contract Billing for CRM has native, built-in connectivity between Intacct and Salesforce CRM applications, which creates a continuous workflow from the start of the sales process in Salesforce to billing and collection with Intacct. Throughout the process, the system maintains a single authoritative source of data. Being able to manage a process and associated data from end to end is one of the pillars of an approach to managing finance departments that we call continuous accounting. This approach uses information technology to increase the efficiency of the department while enabling it to play a more strategic role in company operations. In this case, Contract Billing gives sales and marketing organizations greater flexibility in designing service offerings and related terms and conditions to meet market demands because the system can do so without increasing accounting department workloads. As a result of imminent changes to accounting standards, which I have discussed (ASC 606 in the United States and IFRS 15 in most of the rest of the world), companies that do business through contracts – whether for a single transaction or a subscription – will find accounting for them more complicated beginning in 2017. As I’ve noted, whether it’s a one-off deal or an ongoing subscription, managing sales contracts on an end-to-end basis can greatly simplify accounting for contracts and substantially reduce the chance of errors occurring. Also featured in the keynote was the custom report writer, which is due to be generally available in the first quarter of 2017. Although it isn’t as easy to use as a spreadsheet, it appears to require only a modest amount of training and a bit of experience for a business user to become productive. As a result, the trade-off between some up-front effort to save a considerable amount of time on an ongoing basis seems worthwhile. The experience is rather spreadsheet-like in that it enables business users to create and format a report on a “design canvas” in an interactive fashion. Starting with a basic report, users can keep adding details in a preview mode (such as fields or dimensions such as sales territories or product families) and immediately see the results of the modifications, which is similar to what they experience in using a desktop spreadsheet. Business users also can quickly modify the report whenever conditions require changes. Creating periodic reports using this tool can save a considerable number of hours every week month or quarter compared to creating them in a desktop spreadsheet. Moreover, a report created in the custom report writer will be able to access any data that’s in Intacct. This includes not only accounting data but also data stored in what the company calls “custom objects.” These objects could contain any sort of information that wouldn’t necessarily be recorded in an accounting transaction but would be useful in creating company reports or analyses. A custom object might, for example, be a list of the company’s owned or leased facilities, their size and location, rent or mortgage payments, taxes and any other information that individuals with a facilities management role might maintain in a desktop spreadsheet. Intacct makes it straightforward to import the data from such a spreadsheet directly into a database table named Facilities. The facilities management group can then easily access and update this information as needed. Keeping scattered company information in Intacct rather than in spreadsheets makes the data more accessible and secure for everyone in the organization. And once it’s available in Intacct, companies will find it much easier to analyze and report on a combination of financial and other types of information. I recommend that midsize companies that are considering changing their ERP system, especially those that have a subscription or recurring revenue business model, evaluate Intacct. Larger companies that have use a subscription business model for part of their revenues also should consider using Intacct as a sort of subledger to manage the accounting for this part of their business since it could save them a considerable amount of effort in accounting as well as provide greater flexibility in creating products or offerings. Regards, Robert Kugel Senior Vice President Research Follow Me on Twitter @rdkugelVR and Connect with me on LinkedIn.", "image": { "@type": "ImageObject", "url": "http://research.ventanaresearch.com/hubfs/Ventana_Research_Sept_2016/images/shutterstock_314838419-1.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": "Aria Enables Effective Recurring Revenue Management", "mainEntityOfPage": "https://robertkugel.isg-one.com/robert-kugel/2016/02/08/aria-enables-effective-recurring-revenue-management", "datePublished": "07/02/2016", "dateModified": "07/02/2016", "articleBody": "Aria Systems provides companies with software for managing subscription or recurring revenue business models. A recurring revenue business models includes three types of selling and billing structures: a one-time transaction plus a periodic service charge; subscription-based services involving periodic charges; or a contractual relationship that charges periodically for goods and services. Aria’s cloud-based software addresses key requirements of users in the marketing, sales, operations and accounting functions in this type of business. Recurring revenue, first popularized in the telecommunications industry, is increasingly common in others. It is well suited to companies accessing software and hardware technology as a service through cloud computing. For example, has a strong impact in the entertainment business, as customers subscribe to rent movies, music and other creative digital products instead of owning them. In general recurring revenue is attractive to providers of services or products because it establishes a regular, predictable income stream as long as they retain the customer. In using it it’s essential to handle interactions smoothly and completely in order to sustain customer engagement and maximize each customer’s lifetime value. Software is an essential element to successfully doing so. Aria’s software is designed to help companies maximize customer lifetime value in three main ways. First, it is designed to help create a positive customer experience with every interaction. In our benchmark research on recurring revenue,maintaining customer engagement is the most frequently cited challenge in businesses that use it, cited by 55 percent of participants. Having repeated positive interactions can be an important determinant of renewal rates. Renewals in turn are a key driver of profitability in these businesses because of the relatively high cost of adding a customer. Along those lines, 39 percent of participants cited customer retention as an impediment. Moreover, since a company’s costs related to its recurring revenue business are relatively fixed in the short term, almost all the impact of lost revenue drops to the bottom line, depressing profits. Rather than treating billing as a purely functional accounting event, Aria’s software enables a company to automatically incorporate personalized usage tips or customized thank-you messages in anticipation of an approaching anniversary (and renewal) date. It also can automate up-sell and cross-sell messages tailored to each customer. Nearly half (46%) or organizations said cross-selling and up-selling are difficult. This may be because they can’t engage effectively with existing customers. Multiple internal factors may affect this, such as a poorly designed marketing program for existing customers, a lack of skilled agents for performing ongoing interactions or technology limitations that prevent a company from creating or executing an effective customer nurturing program. Using software to craft an automated process for deepening customer interactions can be a way to enhance engagement. Companies that find it difficult to up-sell or cross-sell also may discover that for some customers its primary service is of limited importance. This may be because they don’t want to consider a more expensive, deluxe version or add-ons. Understanding which customers fall into this category is important so that up-sell and cross-sell efforts are focused only on those who likely to be receptive. Aria’s software enables business people to manage these aspects of the billing process without involving IT professionals. Second, to support positive customer interactions, the software offers flexibility to quickly create and modify customer offers in a controlled fashion. Aria has a centrally administered catalog that defines the products, services and bundles on offer as well as their pricing, terms and conditions. In addition the software can handle a range of things that a company can bill for, including types of content, service levels, usage metering based on physical quantities, time or distance or some combination of factors. Companies can define and manage offers based, for example, on the sales channel, geographic location or currency, and it can do that without requiring expensive and time-consuming customizations; thus a company can introduce innovations rapidly or react quickly to changes in its market. The control provided by such a catalog enables sales people to configure a set of terms and conditions that best match a current or prospective customer’s needs within established parameters. These limits ensure that the offerings balance flexibility and complexity. They enable administrators to limit the available pricing and terms to offers are that are profitable (or at least not loss-making) for the company. The third factor is that, by managing the billing process in a continuous fashion, Aria’s software ensures complete accuracy. For anything more than a simple subscription invoicing can be a chore because customers often add or remove services to and from their contracts or negotiate a new billing method to suit their needs. It’s easy for those outside of finance and accounting departments to overlook the impacts on the department of not having a controlled end-to-end process, which can be addressed by using a dedicated application designed to support the billing process in a recurring revenue business. In our research only 29 percent of participants with finance and accounting titles said they are satisfied with their company’s invoicing system, compared to nearly half (47%) of those who work in other parts of their company. Managing the billing process from contract to cash in a single system provides a control mechanism that makes sure that the customer is not overcharged and that the company doesn’t suffer revenue leakage. Another benefit of the software is that by managing the process from end to end it ensures the integrity of the data used in the billing process and eliminates the need for time-consuming checks and reconciliations that are necessary when, for example, the same data must be entered into multiple systems or when companies use spreadsheets at any point in the process to move data from one system to another or to handle adjustments or allocations. A well-designed billing system also facilitates the revenue recognition process. Some companies sell directly to customers either through sales people (assisted selling) or a commerce website (unassisted selling), and some do both. Where subscription-like services are concerned, using a centralized catalog as the authoritative source for controlling offers ensures that the offers are valid and consistent with policies. For directed selling, Aria’s offers integration with the salesforce.com CRM system to ensure data in the two systems is synchronized. The software can be integrated with a company’s e-commerce site and enable offers and promotions tailored to specific buyers based on their relationship with the company, their location, past buying history or other factors. For both types of selling, the software facilitates testing of plans, promotions and services to determine the best approach to use. Users can apply effective dating to turn promotions on or off automatically at set times. Aria’s built-in analytics addresses the needs of various roles in managing the recurring revenue business. Analytics is necessary to measure and monitor the health of a business. Having up-to-the-minute data digested and displayed for specific roles and responsibilities supports faster, more coordinated responses to market developments. Confirming its importance, most (82%) of the participantsin our research chose analytics as an important new technology necessary to support their recurring revenue business. Not every company needs a dedicated application to manage its recurring revenue business. Those with simple offerings that rarely change over the term of the subscription are likely to find that their ERP system will serve their needs. However, companies that have even moderately complex offerings, that serve a diverse set of customers or that need to be nimble in managing offers and promotions will find that a recurring revenue application improves their performance. Our research finds that users of dedicated third-party software said they are satisfied with its performance more often than those using any other method: 86 percent said they are satisfied or somewhat satisfied with it, compared to 70 percent of those that use their ERP system and just 40 percent that use spreadsheets. I recommend that companies that have recurring revenue businesses assess whether dedicated software can help their performance and, if they so decide, they should consider Aria’s offering. 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