Stephen Hurrell's Analyst Perspectives

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class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/agentmanagement" class="minimal-mobile-menu-link"><span>Agent Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/contactcenter" class="minimal-mobile-menu-link"><span>Contact Center</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/customerexperiencemanagement" class="minimal-mobile-menu-link"><span>Customer Experience Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/fieldservice" class="minimal-mobile-menu-link"><span>Field Service</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/intelligentselfservice" class="minimal-mobile-menu-link"><span>Intelligent Self-Service</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/voiceofthecustomer" class="minimal-mobile-menu-link"><span>Voice of the Customer</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/digitalbusiness" class="minimal-mobile-menu-link"><span>Digital Business</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/digital-applications" class="minimal-mobile-menu-link"><span>Digital Applications</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/digitalcommunications" class="minimal-mobile-menu-link"><span>Digital Communications</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/digital-intelligence" class="minimal-mobile-menu-link"><span>Digital Intelligence</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/digital-operations" class="minimal-mobile-menu-link"><span>Digital Operations</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/experiencemanagement" class="minimal-mobile-menu-link"><span>Experience Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/generative-ai" class="minimal-mobile-menu-link"><span>Generative AI</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/performancemanagement" class="minimal-mobile-menu-link"><span>Performance Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/sustainabilityandesg" class="minimal-mobile-menu-link"><span>Sustainability & ESG</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/workmanagement" class="minimal-mobile-menu-link"><span>Work Management</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/digitaltechnology" class="minimal-mobile-menu-link"><span>Digital Technology</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/businesscontinuity" class="minimal-mobile-menu-link"><span>Business Continuity</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/cloudcomputing" class="minimal-mobile-menu-link"><span>Cloud Computing</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/devops" class="minimal-mobile-menu-link"><span>DevOps and Platforms</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/digitalsecurity" class="minimal-mobile-menu-link"><span>Digital Security</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/intelligentautomation" class="minimal-mobile-menu-link"><span>Intelligent Automation</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/internetofthings" class="minimal-mobile-menu-link"><span>IoT and Edge Computing</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/itops" class="minimal-mobile-menu-link"><span>ITOps</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/it-service-management" class="minimal-mobile-menu-link"><span>IT Service Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/observability" class="minimal-mobile-menu-link"><span>Observability</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/humancapitalmanagement" class="minimal-mobile-menu-link"><span>Human Capital Management</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/employeeexperience" class="minimal-mobile-menu-link"><span>Employee Experience</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/learningmanagement" class="minimal-mobile-menu-link"><span>Learning Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/payrollmanagement" class="minimal-mobile-menu-link"><span>Payroll Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/talentmanagement" class="minimal-mobile-menu-link"><span>Talent Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/totalcompensationmanagement" class="minimal-mobile-menu-link"><span>Total Compensation Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/workforcemanagement" class="minimal-mobile-menu-link"><span>Workforce Management</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/marketing" class="minimal-mobile-menu-link"><span>Marketing</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/customerdataplatforms" class="minimal-mobile-menu-link"><span>Customer Data Platforms</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/digitalexperienceplatforms" class="minimal-mobile-menu-link"><span>Digital Experience Platform</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/digitalmarketing" class="minimal-mobile-menu-link"><span>Digital Marketing</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/intelligentmarketing" class="minimal-mobile-menu-link"><span>Intelligent Marketing</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/marketingperformancemanagement" class="minimal-mobile-menu-link"><span>Marketing Performance Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/productexperiencemanagement" class="minimal-mobile-menu-link"><span>Product Experience Management</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/officeoffinance" class="minimal-mobile-menu-link"><span>Office of Finance</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/businessplanning" class="minimal-mobile-menu-link"><span>Business Planning</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/digitalfinance" class="minimal-mobile-menu-link"><span>Digital Finance</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/erpandcontinuousaccounting" class="minimal-mobile-menu-link"><span>ERP & Continuous Accounting</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/consolidate-and-close-management" class="minimal-mobile-menu-link"><span>Consolidate & Close Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/procure-to-pay" class="minimal-mobile-menu-link"><span>Procure-to-Pay</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/order-to-cash" class="minimal-mobile-menu-link"><span>Order-to-Cash</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/officeofrevenue" class="minimal-mobile-menu-link"><span>Office of Revenue</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/digitalcommerce" class="minimal-mobile-menu-link"><span>Digital Commerce</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/partnermanagement" class="minimal-mobile-menu-link"><span>Partner Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/revenuemanagement" class="minimal-mobile-menu-link"><span>Revenue Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/revenueperformancemanagement" class="minimal-mobile-menu-link"><span>Revenue Performance Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/salesengagement" class="minimal-mobile-menu-link"><span>Sales Engagement</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/subscriptionmanagement" class="minimal-mobile-menu-link"><span>Subscription Management</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/operationsandsupplychain" class="minimal-mobile-menu-link"><span>Operations & Supply Chain</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/continuousplanning" class="minimal-mobile-menu-link"><span>Continuous Planning</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/continuousupplychainanderp" class="minimal-mobile-menu-link"><span>Continuous Supply Chain & ERP</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/productinformationmanagement" class="minimal-mobile-menu-link"><span>Product Information Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/propertytechnology" class="minimal-mobile-menu-link"><span>Property Technology</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/supplierrelationshipmanagement" class="minimal-mobile-menu-link"><span>Supplier Relationship Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/sustainabilitymanagement" class="minimal-mobile-menu-link"><span>Sustainability Management</span></a></span> </li> </ul> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industries" class="minimal-mobile-menu-link"><span>Industries</span></a></span> <ul class="minimal-mobile-menu-submenu level-2"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/automotive" class="minimal-mobile-menu-link"><span>Automotive</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/banking" class="minimal-mobile-menu-link"><span>Banking</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/consumer-products" class="minimal-mobile-menu-link"><span>Consumer Products</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/financial-services" class="minimal-mobile-menu-link"><span>Financial Services</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/food-beverage" class="minimal-mobile-menu-link"><span>Food & Beverage</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/healthcare" class="minimal-mobile-menu-link"><span>Healthcare</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/hospitality" class="minimal-mobile-menu-link"><span>Hospitality</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/insurance" class="minimal-mobile-menu-link"><span>Insurance</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a 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So, when it comes to digital commerce, I am interested in the differences from a process or functional point of view and therefore the potential digital commerce application or platform needs required to support B2B commerce. With more B2B enterprises looking to provide access in a timely manner and when and where the customer chooses, digital commerce is a growing part of the...</span></p> </div> <a href="https://stephenhurrell.isg-research.net/what-is-so-different-about-b2b-digital-commerce"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://stephenhurrell.isg-research.net/tag/digital-commerce">Digital Commerce</a>, <a href="https://stephenhurrell.isg-research.net/tag/revenue-management">revenue management</a>, <a href="https://stephenhurrell.isg-research.net/tag/office-of-revenue">Office of 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://stephenhurrell.isg-research.net/2024-market-agenda-for-office-of-revenue-bring-ai-to-the-table">2024 Market Agenda for Office of Revenue: Bring AI to the Table</a></h2> <div class="author-meta"> Posted by <a href="https://stephenhurrell.isg-research.net/author/stephen-hurrell"> Stephen Hurrell </a> on <span class="post-date">30 January 2024 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/2024_Market_Agenda_for_Office_of_Revenue_Bring_AI_to_the_Table.png?width=200&name=2024_Market_Agenda_for_Office_of_Revenue_Bring_AI_to_the_Table.png" width="200" !important: srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/2024_Market_Agenda_for_Office_of_Revenue_Bring_AI_to_the_Table.png?width=100&name=2024_Market_Agenda_for_Office_of_Revenue_Bring_AI_to_the_Table.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/2024_Market_Agenda_for_Office_of_Revenue_Bring_AI_to_the_Table.png?width=200&name=2024_Market_Agenda_for_Office_of_Revenue_Bring_AI_to_the_Table.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/2024_Market_Agenda_for_Office_of_Revenue_Bring_AI_to_the_Table.png?width=300&name=2024_Market_Agenda_for_Office_of_Revenue_Bring_AI_to_the_Table.png 300w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/2024_Market_Agenda_for_Office_of_Revenue_Bring_AI_to_the_Table.png?width=400&name=2024_Market_Agenda_for_Office_of_Revenue_Bring_AI_to_the_Table.png 400w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/2024_Market_Agenda_for_Office_of_Revenue_Bring_AI_to_the_Table.png?width=500&name=2024_Market_Agenda_for_Office_of_Revenue_Bring_AI_to_the_Table.png 500w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/2024_Market_Agenda_for_Office_of_Revenue_Bring_AI_to_the_Table.png?width=600&name=2024_Market_Agenda_for_Office_of_Revenue_Bring_AI_to_the_Table.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span data-contrast="auto">Ventana Research recently announced its 2024 research agenda for the Office of Revenue, continuing the guidance we have offered for nearly two decades to help enterprises across industries derive optimal value and improved outcomes from business technology. Chief Sales and Revenue Officers face an imperative to manage their sales and revenue organizations, but they do not always have the guidance they need to embrace technology. As we look forward to 2024, we are focusing on the entire selling...</span></p> </div> <a href="https://stephenhurrell.isg-research.net/2024-market-agenda-for-office-of-revenue-bring-ai-to-the-table"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://stephenhurrell.isg-research.net/tag/digital-commerce">Digital Commerce</a>, <a href="https://stephenhurrell.isg-research.net/tag/subscription-management">Subscription Management</a>, <a href="https://stephenhurrell.isg-research.net/tag/partner-management">partner management</a>, <a href="https://stephenhurrell.isg-research.net/tag/sales-engagement">sales engagement</a>, <a href="https://stephenhurrell.isg-research.net/tag/revenue-management">revenue management</a>, <a href="https://stephenhurrell.isg-research.net/tag/revenue-performance-management">Revenue Performance Management</a>, <a href="https://stephenhurrell.isg-research.net/tag/office-of-revenue">Office of 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://stephenhurrell.isg-research.net/generative-ai-helps-sales-in-practical-ways">Generative AI Helps Sales in Practical Ways</a></h2> <div class="author-meta"> Posted by <a href="https://stephenhurrell.isg-research.net/author/stephen-hurrell"> Stephen Hurrell </a> on <span class="post-date">16 August 2023 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/Generative_AI_Helps_Sales_in_Practical_Ways.png?width=200&name=Generative_AI_Helps_Sales_in_Practical_Ways.png" width="200" !important: srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/Generative_AI_Helps_Sales_in_Practical_Ways.png?width=100&name=Generative_AI_Helps_Sales_in_Practical_Ways.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Generative_AI_Helps_Sales_in_Practical_Ways.png?width=200&name=Generative_AI_Helps_Sales_in_Practical_Ways.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Generative_AI_Helps_Sales_in_Practical_Ways.png?width=300&name=Generative_AI_Helps_Sales_in_Practical_Ways.png 300w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Generative_AI_Helps_Sales_in_Practical_Ways.png?width=400&name=Generative_AI_Helps_Sales_in_Practical_Ways.png 400w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Generative_AI_Helps_Sales_in_Practical_Ways.png?width=500&name=Generative_AI_Helps_Sales_in_Practical_Ways.png 500w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Generative_AI_Helps_Sales_in_Practical_Ways.png?width=600&name=Generative_AI_Helps_Sales_in_Practical_Ways.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Having worked at a start-up during the first wave of artificial intelligence (AI) that was predicted to revolutionize sales in the mid-2010s, I guess I am a natural skeptic when it comes to new claims about how AI will change sales forever. In the mid-2010s, vendors were using machine learning (ML) models trained on sets of historical opportunity data that represented closed won and closed lost deals. The ML models were looking for correlation and patterns to see whether they could predict...</p> </div> <a href="https://stephenhurrell.isg-research.net/generative-ai-helps-sales-in-practical-ways"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://stephenhurrell.isg-research.net/tag/digital-commerce">Digital Commerce</a>, <a href="https://stephenhurrell.isg-research.net/tag/sales-engagement">sales engagement</a>, <a href="https://stephenhurrell.isg-research.net/tag/office-of-revenue">Office of 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://stephenhurrell.isg-research.net/salesforce-adds-generative-ai-to-enhance-digital-commerce">Salesforce Adds Generative AI to Enhance Digital Commerce</a></h2> <div class="author-meta"> Posted by <a href="https://stephenhurrell.isg-research.net/author/stephen-hurrell"> Stephen Hurrell </a> on <span class="post-date">26 July 2023 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/Salesforce_Adds_Generative_AI_to_Enhance_Digital_Commerce.png?width=200&name=Salesforce_Adds_Generative_AI_to_Enhance_Digital_Commerce.png" width="200" !important: srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/Salesforce_Adds_Generative_AI_to_Enhance_Digital_Commerce.png?width=100&name=Salesforce_Adds_Generative_AI_to_Enhance_Digital_Commerce.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Salesforce_Adds_Generative_AI_to_Enhance_Digital_Commerce.png?width=200&name=Salesforce_Adds_Generative_AI_to_Enhance_Digital_Commerce.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Salesforce_Adds_Generative_AI_to_Enhance_Digital_Commerce.png?width=300&name=Salesforce_Adds_Generative_AI_to_Enhance_Digital_Commerce.png 300w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Salesforce_Adds_Generative_AI_to_Enhance_Digital_Commerce.png?width=400&name=Salesforce_Adds_Generative_AI_to_Enhance_Digital_Commerce.png 400w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Salesforce_Adds_Generative_AI_to_Enhance_Digital_Commerce.png?width=500&name=Salesforce_Adds_Generative_AI_to_Enhance_Digital_Commerce.png 500w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Salesforce_Adds_Generative_AI_to_Enhance_Digital_Commerce.png?width=600&name=Salesforce_Adds_Generative_AI_to_Enhance_Digital_Commerce.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>While I do not have an MBA, I have a very academic degree in economics and three decades of experience in different facets of business. Why is this important or relevant? Well, an entire industry has sprung up to promote the latest business ideas, the adoption of which will, supposedly, if not guarantee success, improve the probability of success in any endeavor. And while some of these ideas have merit, many fall in the “interesting but so what” category.</p> </div> <a href="https://stephenhurrell.isg-research.net/salesforce-adds-generative-ai-to-enhance-digital-commerce"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://stephenhurrell.isg-research.net/tag/digital-commerce">Digital Commerce</a>, <a href="https://stephenhurrell.isg-research.net/tag/office-of-revenue">Office of 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://stephenhurrell.isg-research.net/pros-brings-intelligent-pricing-applications-to-market">PROS Brings Intelligent Pricing Applications to Market</a></h2> <div class="author-meta"> Posted by <a href="https://stephenhurrell.isg-research.net/author/stephen-hurrell"> Stephen Hurrell </a> on <span class="post-date">15 June 2023 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/PROS_Brings_Intelligent_Pricing_Applications_to_Market.png?width=200&name=PROS_Brings_Intelligent_Pricing_Applications_to_Market.png" width="200" !important: srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/PROS_Brings_Intelligent_Pricing_Applications_to_Market.png?width=100&name=PROS_Brings_Intelligent_Pricing_Applications_to_Market.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/PROS_Brings_Intelligent_Pricing_Applications_to_Market.png?width=200&name=PROS_Brings_Intelligent_Pricing_Applications_to_Market.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/PROS_Brings_Intelligent_Pricing_Applications_to_Market.png?width=300&name=PROS_Brings_Intelligent_Pricing_Applications_to_Market.png 300w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/PROS_Brings_Intelligent_Pricing_Applications_to_Market.png?width=400&name=PROS_Brings_Intelligent_Pricing_Applications_to_Market.png 400w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/PROS_Brings_Intelligent_Pricing_Applications_to_Market.png?width=500&name=PROS_Brings_Intelligent_Pricing_Applications_to_Market.png 500w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/PROS_Brings_Intelligent_Pricing_Applications_to_Market.png?width=600&name=PROS_Brings_Intelligent_Pricing_Applications_to_Market.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><a href="https://pros.com/" style="text-decoration: underline;"><span data-contrast="none">PROS</span></a><span data-contrast="auto"> has been in business since 1985, but over the past 10 years, the company has transformed itself from being primarily a vendor of on-premises price optimization software supporting the airline industry to providing a </span><a href="https://pros.com/products/price-optimization-software/" style="text-decoration: underline;">cloud-based set of applications that use data and artificial intelligence (AI)</a><span data-contrast="auto"> to aid in price determination. PROS also offers a scalable configure, price, quote (CPQ) application. </span></p> </div> <a href="https://stephenhurrell.isg-research.net/pros-brings-intelligent-pricing-applications-to-market"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://stephenhurrell.isg-research.net/tag/digital-commerce">Digital Commerce</a>, <a href="https://stephenhurrell.isg-research.net/tag/sales-engagement">sales engagement</a>, <a href="https://stephenhurrell.isg-research.net/tag/revenue-management">revenue management</a>, <a href="https://stephenhurrell.isg-research.net/tag/office-of-revenue">Office of 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://stephenhurrell.isg-research.net/the-revolution-in-revenue-in-2023-ventana-research-market-agenda">The Revolution in Revenue in 2023: Ventana Research Market Agenda</a></h2> <div class="author-meta"> Posted by <a href="https://stephenhurrell.isg-research.net/author/stephen-hurrell"> Stephen Hurrell </a> on <span class="post-date">13 January 2023 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/The%20Revolution%20in%20Revenue%20in%202023%20Ventana%20Research%20Market%20Agenda.png?width=200&name=The%20Revolution%20in%20Revenue%20in%202023%20Ventana%20Research%20Market%20Agenda.png" width="200" !important: srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/The%20Revolution%20in%20Revenue%20in%202023%20Ventana%20Research%20Market%20Agenda.png?width=100&name=The%20Revolution%20in%20Revenue%20in%202023%20Ventana%20Research%20Market%20Agenda.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/The%20Revolution%20in%20Revenue%20in%202023%20Ventana%20Research%20Market%20Agenda.png?width=200&name=The%20Revolution%20in%20Revenue%20in%202023%20Ventana%20Research%20Market%20Agenda.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/The%20Revolution%20in%20Revenue%20in%202023%20Ventana%20Research%20Market%20Agenda.png?width=300&name=The%20Revolution%20in%20Revenue%20in%202023%20Ventana%20Research%20Market%20Agenda.png 300w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/The%20Revolution%20in%20Revenue%20in%202023%20Ventana%20Research%20Market%20Agenda.png?width=400&name=The%20Revolution%20in%20Revenue%20in%202023%20Ventana%20Research%20Market%20Agenda.png 400w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/The%20Revolution%20in%20Revenue%20in%202023%20Ventana%20Research%20Market%20Agenda.png?width=500&name=The%20Revolution%20in%20Revenue%20in%202023%20Ventana%20Research%20Market%20Agenda.png 500w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/The%20Revolution%20in%20Revenue%20in%202023%20Ventana%20Research%20Market%20Agenda.png?width=600&name=The%20Revolution%20in%20Revenue%20in%202023%20Ventana%20Research%20Market%20Agenda.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Ventana Research recently announced its 2023 research agenda for the Office of Revenue, continuing the guidance we’ve offered for nearly two decades to help organizations realize their optimal value from applying technology to improve business outcomes. Chief Sales and Revenue Officers face an imperative to manage their sales and revenue organizations, but they don’t always have the guidance they need to embrace technology to achieve the best possible outcomes. As we look forward to 2023, we...</p> </div> <a href="https://stephenhurrell.isg-research.net/the-revolution-in-revenue-in-2023-ventana-research-market-agenda"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://stephenhurrell.isg-research.net/tag/sales">Sales</a>, <a href="https://stephenhurrell.isg-research.net/tag/analytics">Analytics</a>, <a href="https://stephenhurrell.isg-research.net/tag/internet-of-things">Internet of Things</a>, <a href="https://stephenhurrell.isg-research.net/tag/data">Data</a>, <a href="https://stephenhurrell.isg-research.net/tag/sales-performance-management">Sales Performance Management</a>, <a href="https://stephenhurrell.isg-research.net/tag/digital-technology">Digital Technology</a>, <a href="https://stephenhurrell.isg-research.net/tag/digital-commerce">Digital Commerce</a>, <a href="https://stephenhurrell.isg-research.net/tag/conversational-computing">Conversational Computing</a>, <a href="https://stephenhurrell.isg-research.net/tag/mobile-computing">mobile computing</a>, <a href="https://stephenhurrell.isg-research.net/tag/subscription-management">Subscription Management</a>, <a href="https://stephenhurrell.isg-research.net/tag/extended-reality">extended reality</a>, <a href="https://stephenhurrell.isg-research.net/tag/intelligent-sales">intelligent sales</a>, <a href="https://stephenhurrell.isg-research.net/tag/partner-management">partner management</a>, <a href="https://stephenhurrell.isg-research.net/tag/sales-engagement">sales engagement</a>, <a href="https://stephenhurrell.isg-research.net/tag/revenue-performance-management">Revenue Performance Management</a>, <a href="https://stephenhurrell.isg-research.net/tag/ai-and-machine-learning">AI and Machine Learning</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://stephenhurrell.isg-research.net/b2b-digital-commerce-the-good-bad-and-needed">B2B Digital Commerce: The Good, Bad and Needed</a></h2> <div class="author-meta"> Posted by <a href="https://stephenhurrell.isg-research.net/author/stephen-hurrell"> Stephen Hurrell </a> on <span class="post-date">08 September 2022 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_B2B_Digital_Commerce_The_Good_Bad_and_Needed.png?width=200&name=AP_SH_B2B_Digital_Commerce_The_Good_Bad_and_Needed.png" width="200" !important: srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_B2B_Digital_Commerce_The_Good_Bad_and_Needed.png?width=100&name=AP_SH_B2B_Digital_Commerce_The_Good_Bad_and_Needed.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_B2B_Digital_Commerce_The_Good_Bad_and_Needed.png?width=200&name=AP_SH_B2B_Digital_Commerce_The_Good_Bad_and_Needed.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_B2B_Digital_Commerce_The_Good_Bad_and_Needed.png?width=300&name=AP_SH_B2B_Digital_Commerce_The_Good_Bad_and_Needed.png 300w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_B2B_Digital_Commerce_The_Good_Bad_and_Needed.png?width=400&name=AP_SH_B2B_Digital_Commerce_The_Good_Bad_and_Needed.png 400w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_B2B_Digital_Commerce_The_Good_Bad_and_Needed.png?width=500&name=AP_SH_B2B_Digital_Commerce_The_Good_Bad_and_Needed.png 500w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_B2B_Digital_Commerce_The_Good_Bad_and_Needed.png?width=600&name=AP_SH_B2B_Digital_Commerce_The_Good_Bad_and_Needed.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>You would be forgiven for thinking that no one buys anything in person any more given the pages of digital ink spilled over the rise of digital commerce led by the rise and rise of Amazon. However, one quick errand run on a Saturday morning would easily give lie to this, as parking lots are full, not just at grocery stores but for everyday retail as well as big box stores. Likewise, in business-to-business (B2B) commerce, despite the advertised demise, person-to-person sales are still a major...</p> </div> <a href="https://stephenhurrell.isg-research.net/b2b-digital-commerce-the-good-bad-and-needed"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://stephenhurrell.isg-research.net/tag/digital-commerce">Digital Commerce</a>, <a href="https://stephenhurrell.isg-research.net/tag/subscription-management">Subscription Management</a>, <a href="https://stephenhurrell.isg-research.net/tag/revenue-management">revenue management</a>, <a href="https://stephenhurrell.isg-research.net/tag/office-of-revenue">Office of 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://stephenhurrell.isg-research.net/salesforce-commerce-cloud-targets-the-segment-of-one">Salesforce Commerce Cloud Targets the Segment of One</a></h2> <div class="author-meta"> Posted by <a href="https://stephenhurrell.isg-research.net/author/stephen-hurrell"> Stephen Hurrell </a> on <span class="post-date">20 July 2022 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Salesforce%20Commerce%20Cloud%20Targets%20the%20Segment%20of%20One.png?width=200&name=AP_SH_Salesforce%20Commerce%20Cloud%20Targets%20the%20Segment%20of%20One.png" width="200" !important: srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Salesforce%20Commerce%20Cloud%20Targets%20the%20Segment%20of%20One.png?width=100&name=AP_SH_Salesforce%20Commerce%20Cloud%20Targets%20the%20Segment%20of%20One.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Salesforce%20Commerce%20Cloud%20Targets%20the%20Segment%20of%20One.png?width=200&name=AP_SH_Salesforce%20Commerce%20Cloud%20Targets%20the%20Segment%20of%20One.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Salesforce%20Commerce%20Cloud%20Targets%20the%20Segment%20of%20One.png?width=300&name=AP_SH_Salesforce%20Commerce%20Cloud%20Targets%20the%20Segment%20of%20One.png 300w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Salesforce%20Commerce%20Cloud%20Targets%20the%20Segment%20of%20One.png?width=400&name=AP_SH_Salesforce%20Commerce%20Cloud%20Targets%20the%20Segment%20of%20One.png 400w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Salesforce%20Commerce%20Cloud%20Targets%20the%20Segment%20of%20One.png?width=500&name=AP_SH_Salesforce%20Commerce%20Cloud%20Targets%20the%20Segment%20of%20One.png 500w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Salesforce%20Commerce%20Cloud%20Targets%20the%20Segment%20of%20One.png?width=600&name=AP_SH_Salesforce%20Commerce%20Cloud%20Targets%20the%20Segment%20of%20One.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>There are more digital channels in the commerce space than ever before: the web, mobile apps, text, voice-activated “agents,” video and social channels. Conversational computing and hyper-personalization are transforming customer engagement, and organizations may need to undergo a digital platform renovation to optimize customer and product experiences or risk lagging behind competitors. B2B selling and buying are increasingly using methods similar to B2C digital approaches to mirror the...</p> </div> <a href="https://stephenhurrell.isg-research.net/salesforce-commerce-cloud-targets-the-segment-of-one"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://stephenhurrell.isg-research.net/tag/digital-commerce">Digital Commerce</a>, <a href="https://stephenhurrell.isg-research.net/tag/office-of-revenue">Office of 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://stephenhurrell.isg-research.net/why-your-erp-and-crm-wont-transform-your-business">Why Your ERP and CRM Won’t Transform Your Business</a></h2> <div class="author-meta"> Posted by <a href="https://stephenhurrell.isg-research.net/author/stephen-hurrell"> Stephen Hurrell </a> on <span class="post-date">18 March 2022 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Why%20Your%20ERP%20and%20CRM%20Won%E2%80%99t%20Transform%20Your%20Business.png?width=200&name=AP_SH_Why%20Your%20ERP%20and%20CRM%20Won%E2%80%99t%20Transform%20Your%20Business.png" width="200" !important: srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Why%20Your%20ERP%20and%20CRM%20Won%E2%80%99t%20Transform%20Your%20Business.png?width=100&name=AP_SH_Why%20Your%20ERP%20and%20CRM%20Won%E2%80%99t%20Transform%20Your%20Business.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Why%20Your%20ERP%20and%20CRM%20Won%E2%80%99t%20Transform%20Your%20Business.png?width=200&name=AP_SH_Why%20Your%20ERP%20and%20CRM%20Won%E2%80%99t%20Transform%20Your%20Business.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Why%20Your%20ERP%20and%20CRM%20Won%E2%80%99t%20Transform%20Your%20Business.png?width=300&name=AP_SH_Why%20Your%20ERP%20and%20CRM%20Won%E2%80%99t%20Transform%20Your%20Business.png 300w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Why%20Your%20ERP%20and%20CRM%20Won%E2%80%99t%20Transform%20Your%20Business.png?width=400&name=AP_SH_Why%20Your%20ERP%20and%20CRM%20Won%E2%80%99t%20Transform%20Your%20Business.png 400w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Why%20Your%20ERP%20and%20CRM%20Won%E2%80%99t%20Transform%20Your%20Business.png?width=500&name=AP_SH_Why%20Your%20ERP%20and%20CRM%20Won%E2%80%99t%20Transform%20Your%20Business.png 500w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_Why%20Your%20ERP%20and%20CRM%20Won%E2%80%99t%20Transform%20Your%20Business.png?width=600&name=AP_SH_Why%20Your%20ERP%20and%20CRM%20Won%E2%80%99t%20Transform%20Your%20Business.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Digital Transformation. The Subscription Economy. Omni-Channel Selling. Customer Centric. These are all terms used to label trends and events that are changing the way business is being conducted, a change that has accelerated due to recent events. Regardless of the terminology, there is no doubt that the way vendors and buyers are interacting, whether B2C or B2B, is different today for many organizations than it was even five years ago. But to be fair, no technology on its own can transform...</p> </div> <a href="https://stephenhurrell.isg-research.net/why-your-erp-and-crm-wont-transform-your-business"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://stephenhurrell.isg-research.net/tag/sales">Sales</a>, <a href="https://stephenhurrell.isg-research.net/tag/digital-commerce">Digital Commerce</a>, <a href="https://stephenhurrell.isg-research.net/tag/subscription-management">Subscription Management</a>, <a href="https://stephenhurrell.isg-research.net/tag/partner-management">partner management</a>, <a href="https://stephenhurrell.isg-research.net/tag/revenue-management">revenue management</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://stephenhurrell.isg-research.net/the-2022-market-agenda-for-office-of-revenue-new-performance-priority">The 2022 Market Agenda for Office of Revenue: New Performance Priority</a></h2> <div class="author-meta"> Posted by <a href="https://stephenhurrell.isg-research.net/author/stephen-hurrell"> Stephen Hurrell </a> on <span class="post-date">08 February 2022 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_The%202022%20Market%20Agenda%20for%20Office%20of%20Revenue-New%20Performance%20Priority.png?width=200&name=AP_SH_The%202022%20Market%20Agenda%20for%20Office%20of%20Revenue-New%20Performance%20Priority.png" width="200" !important: srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_The%202022%20Market%20Agenda%20for%20Office%20of%20Revenue-New%20Performance%20Priority.png?width=100&name=AP_SH_The%202022%20Market%20Agenda%20for%20Office%20of%20Revenue-New%20Performance%20Priority.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_The%202022%20Market%20Agenda%20for%20Office%20of%20Revenue-New%20Performance%20Priority.png?width=200&name=AP_SH_The%202022%20Market%20Agenda%20for%20Office%20of%20Revenue-New%20Performance%20Priority.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_The%202022%20Market%20Agenda%20for%20Office%20of%20Revenue-New%20Performance%20Priority.png?width=300&name=AP_SH_The%202022%20Market%20Agenda%20for%20Office%20of%20Revenue-New%20Performance%20Priority.png 300w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_The%202022%20Market%20Agenda%20for%20Office%20of%20Revenue-New%20Performance%20Priority.png?width=400&name=AP_SH_The%202022%20Market%20Agenda%20for%20Office%20of%20Revenue-New%20Performance%20Priority.png 400w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_The%202022%20Market%20Agenda%20for%20Office%20of%20Revenue-New%20Performance%20Priority.png?width=500&name=AP_SH_The%202022%20Market%20Agenda%20for%20Office%20of%20Revenue-New%20Performance%20Priority.png 500w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/AP_SH_The%202022%20Market%20Agenda%20for%20Office%20of%20Revenue-New%20Performance%20Priority.png?width=600&name=AP_SH_The%202022%20Market%20Agenda%20for%20Office%20of%20Revenue-New%20Performance%20Priority.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Ventana Research recently announced its 2022 Market Agenda for the Office of Revenue, continuing the guidance we have offered for nearly two decades to help organizations realize optimal value from applying technology to improve business outcomes. Chief sales and revenue officers and their associated operations teams are experts in their respective fields but may not have the guidance needed to employ technology effectively. As we look to 2022, we are focusing on the entire selling and buying...</p> </div> <a href="https://stephenhurrell.isg-research.net/the-2022-market-agenda-for-office-of-revenue-new-performance-priority"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://stephenhurrell.isg-research.net/tag/sales">Sales</a>, <a href="https://stephenhurrell.isg-research.net/tag/analytics">Analytics</a>, <a href="https://stephenhurrell.isg-research.net/tag/internet-of-things">Internet of Things</a>, <a href="https://stephenhurrell.isg-research.net/tag/data">Data</a>, <a href="https://stephenhurrell.isg-research.net/tag/sales-performance-management">Sales Performance Management</a>, <a href="https://stephenhurrell.isg-research.net/tag/digital-technology">Digital Technology</a>, <a href="https://stephenhurrell.isg-research.net/tag/digital-commerce">Digital Commerce</a>, <a href="https://stephenhurrell.isg-research.net/tag/conversational-computing">Conversational Computing</a>, <a href="https://stephenhurrell.isg-research.net/tag/mobile-computing">mobile computing</a>, <a href="https://stephenhurrell.isg-research.net/tag/subscription-management">Subscription Management</a>, <a href="https://stephenhurrell.isg-research.net/tag/extended-reality">extended reality</a>, <a href="https://stephenhurrell.isg-research.net/tag/intelligent-sales">intelligent sales</a>, <a href="https://stephenhurrell.isg-research.net/tag/partner-management">partner management</a>, <a href="https://stephenhurrell.isg-research.net/tag/sales-engagement">sales engagement</a>, <a href="https://stephenhurrell.isg-research.net/tag/ai-and-machine-learning">AI and Machine Learning</a> <hr> </div> <script> // Check active classes var checkClass = function() { if ( $('.fil_item').hasClass('hide') ) { $('.fil_item').removeClass('hide'); 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</script></span> <span id="hs_cos_wrapper_module_1495215326694198" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_rich_text" style="" data-hs-cos-general-type="widget" data-hs-cos-type="rich_text"><h3 style="color: var(--light_blue);">Our Analyst Perspective Policy</h3> <ul> <li style="display: none; list-style: none;"> <p>Ventana Research’s Analyst Perspectives are fact-based analysis and guidance on business, <g class="gr_ gr_12 gr-alert gr_gramm gr_inline_cards gr_run_anim Punctuation only-ins replaceWithoutSep" id="12" data-gr-id="12">industry</g> and technology vendor trends. Each Analyst Perspective presents the view of the analyst who is an established subject matter expert on new developments, business and technology trends, findings from our research, or best practice insights.</p> <p>Each is prepared and reviewed in accordance with Ventana Research’s strict standards for accuracy and objectivity and reviewed to ensure it delivers reliable and actionable insights. It is reviewed and edited by research management and is approved by the Chief Research Officer; no individual or organization outside of Ventana Research reviews any Analyst Perspective before it is published. If you have any issue with an Analyst Perspective, please email them to <a href="mailto:ChiefResearchOfficer@isg-research.net">ChiefResearchOfficer@isg-research.net</a></p> </li> </ul> <a class="btn-secondary" href="https://www.isg-research.net/analyst-perspective-policy">View Policy</a></span>  <div id="hs_cos_wrapper_module_168621267066296" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_module" style="" data-hs-cos-general-type="widget" data-hs-cos-type="module"><style> </style> <h3 style="color: #255a89;">Our Analysts</h3>  <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://davidmenninger.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png" alt="David Menninger" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=50&name=Menninger.David%20Pic.Circle.png 50w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=150&name=Menninger.David%20Pic.Circle.png 150w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=200&name=Menninger.David%20Pic.Circle.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=250&name=Menninger.David%20Pic.Circle.png 250w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=300&name=Menninger.David%20Pic.Circle.png 300w"> <h5 class="analyst_name">David Menninger</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://jefforr.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png" alt="Jeff Orr" width="100" data-constrained="true" caption="false" srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=50&name=Orr.Jeff.Circle.png 50w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=150&name=Orr.Jeff.Circle.png 150w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=200&name=Orr.Jeff.Circle.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=250&name=Orr.Jeff.Circle.png 250w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=300&name=Orr.Jeff.Circle.png 300w" sizes="(max-width: 100px) 100vw, 100px"> <h5 class="analyst_name">Jeff Orr</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://keithdawson.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png" alt="Keith Dawson" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=50&name=Dawson.Keith%20Pic.Circle.png 50w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=150&name=Dawson.Keith%20Pic.Circle.png 150w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=200&name=Dawson.Keith%20Pic.Circle.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=250&name=Dawson.Keith%20Pic.Circle.png 250w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=300&name=Dawson.Keith%20Pic.Circle.png 300w"> <h5 class="analyst_name">Keith Dawson</h5> </a> </div> <div class="span6" style="text-align:center;"> <a href="https://marksmith.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png" alt="Mark Smith" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=50&name=Smith.Mark%20Pic.Circle.png 50w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=150&name=Smith.Mark%20Pic.Circle.png 150w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=200&name=Smith.Mark%20Pic.Circle.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=250&name=Smith.Mark%20Pic.Circle.png 250w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=300&name=Smith.Mark%20Pic.Circle.png 300w"> <h5 class="analyst_name">Mark Smith</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://mattaslett.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png" alt="Matt Aslett" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=50&name=Aslett.Matt%20Pic.Circle.png 50w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=150&name=Aslett.Matt%20Pic.Circle.png 150w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=200&name=Aslett.Matt%20Pic.Circle.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=250&name=Aslett.Matt%20Pic.Circle.png 250w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=300&name=Aslett.Matt%20Pic.Circle.png 300w"> <h5 class="analyst_name">Matt Aslett</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://matthewbrown.isg-research.net/"> <img class="analyst_img" style="width: 100px;" src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=100&name=profile_vr_matthew_brown_circle_900x900.png" alt="Matthew Brown" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=50&name=profile_vr_matthew_brown_circle_900x900.png 50w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=100&name=profile_vr_matthew_brown_circle_900x900.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=150&name=profile_vr_matthew_brown_circle_900x900.png 150w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=200&name=profile_vr_matthew_brown_circle_900x900.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=250&name=profile_vr_matthew_brown_circle_900x900.png 250w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=300&name=profile_vr_matthew_brown_circle_900x900.png 300w"> <h5 class="analyst_name">Matthew Brown</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://robertkugel.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png" alt="Robert Kugel" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=50&name=Kugel.Robert%20Pic.Circle.png 50w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=150&name=Kugel.Robert%20Pic.Circle.png 150w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=200&name=Kugel.Robert%20Pic.Circle.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=250&name=Kugel.Robert%20Pic.Circle.png 250w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=300&name=Kugel.Robert%20Pic.Circle.png 300w"> <h5 class="analyst_name">Robert Kugel</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://stephenhurrell.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png" alt="Stephen Hurrell" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=50&name=Hurrell.Stephen%20Pic.Circle.png 50w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=150&name=Hurrell.Stephen%20Pic.Circle.png 150w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=200&name=Hurrell.Stephen%20Pic.Circle.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=250&name=Hurrell.Stephen%20Pic.Circle.png 250w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=300&name=Hurrell.Stephen%20Pic.Circle.png 300w"> <h5 class="analyst_name">Stephen Hurrell</h5> </a> </div> </div>   <div class="row-fluid">  <div style="text-align: center;"> <a href="https://blog.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=100&name=ISG_Bug_Reverse_Transparent.png" alt="ISG Software Research" width="100" data-constrained="true" caption="false" srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=50&name=ISG_Bug_Reverse_Transparent.png 50w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=100&name=ISG_Bug_Reverse_Transparent.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=150&name=ISG_Bug_Reverse_Transparent.png 150w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=200&name=ISG_Bug_Reverse_Transparent.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=250&name=ISG_Bug_Reverse_Transparent.png 250w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=300&name=ISG_Bug_Reverse_Transparent.png 300w" sizes="(max-width: 100px) 100vw, 100px"> <h5 class="analyst_name">ISG Software Research</h5> </a> </div> </div>  </div> <div id="hs_cos_wrapper_module_1552944263900179" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_module widget-type-form" style="" data-hs-cos-general-type="widget" data-hs-cos-type="module"> <span id="hs_cos_wrapper_module_1552944263900179_" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_form" style="" data-hs-cos-general-type="widget" data-hs-cos-type="form"><h3 id="hs_cos_wrapper_module_1552944263900179_title" class="hs_cos_wrapper form-title" data-hs-cos-general-type="widget_field" data-hs-cos-type="text"><span style="color: var(--light_blue);">Subscribe to Email Updates</span></h3> <div id="hs_form_target_module_1552944263900179"></div> </span> </div>  <span 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<a href="https://stephenhurrell.isg-research.net/archive/2020/11">November 2020 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/archive/2020/09">September 2020 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/archive/2020/08">August 2020 <span class="filter-link-count" dir="ltr">(1)</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="" data-hs-cos-general-type="widget" data-hs-cos-type="post_filter"><div class="block"> <h3>Posts by Topic</h3> <div class="widget-module"> <ul> <li> <a href="https://stephenhurrell.isg-research.net/tag/agent-management">agent management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li> <a 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Chain <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/partner-management">partner management <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/payroll-management">Payroll Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/performance-management">Performance Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/predictive-planning">Predictive Planning <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/price-and-revenue-management">Price and Revenue Management <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/pricing-management">pricing management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/process-mining">Process Mining <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/product-information-management">Product Information Management <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/profitability-management">profitability management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/revenue-and-lease-accounting">revenue and lease accounting <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/revenue-management">revenue management <span class="filter-link-count" dir="ltr">(29)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/revenue-performance-management">Revenue Performance Management <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/robotic-finance">robotic finance <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/sales">Sales <span class="filter-link-count" dir="ltr">(30)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/sales-enablement">sales enablement <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/sales-engagement">sales engagement <span class="filter-link-count" dir="ltr">(22)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/sales-performance-management">Sales Performance Management <span class="filter-link-count" dir="ltr">(17)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/sales-performance-management-spm">Sales Performance Management (SPM) <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/streaming-analytics">Streaming Analytics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/subcription-management">subcription management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/subscription-billing">Subscription Billing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/subscription-management">Subscription Management <span class="filter-link-count" dir="ltr">(26)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/total-compensation-management">Total Compensation Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/vocalcom-and-zeacom">Vocalcom and Zeacom <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/voice-of-the-customer">Voice of the Customer <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/work-and-resource-management">Work and Resource Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> </ul> <a class="filter-expand-link" href="#">see all</a> </div> </div> </span> <br><br> <h3 style="color: var(--light_blue);padding-top:40px;">Analyst Perspectives Archive</h3> <p><a class="btn-secondary" href="https://stephenhurrell.isg-research.net/all">See All</a></p>   </div> </div> </div> <div id="hs_cos_wrapper_Footer" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_module" style="" data-hs-cos-general-type="widget" data-hs-cos-type="module"> <footer class="tf-footer Footer tf-footer-04 bg-dark tf-padding-half ventana-footer text-white Footer" id="ventana-footer"> <div class="tf-footer-nav" style="position: relative;z-index: 999;"> <div class="container"> <div class="row"> <div class="col-lg-4 col-12"> <div class="footer-logo text-"> <div class="footer__logo"> <span id="hs_cos_wrapper_Footer_" 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src="/hs/hsstatic/content-cwv-embed/static-1.1293/embed.js"></script> <script src="https://stephenhurrell.isg-research.net/hs-fs/hub/2035844/hub_generated/template_assets/94278782902/1725882474552/Ventana_Research_2023/Ventana_Research_2023_child.min.js"></script> <script> var hsVars = hsVars || {}; hsVars['language'] = 'en'; </script> <script src="/hs/hsstatic/cos-i18n/static-1.53/bundles/project.js"></script> <script src="https://stephenhurrell.isg-research.net/hs-fs/hub/2035844/hub_generated/module_assets/90531062927/1702386872146/module_90531062927_Header-Global.min.js"></script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "What Is So Different About B2B Digital Commerce?", "mainEntityOfPage": "https://stephenhurrell.isg-research.net/what-is-so-different-about-b2b-digital-commerce", "datePublished": "23/04/2024", "dateModified": "23/04/2024", "articleBody": "As a business application tech analyst, I tend to focus more on B2B than B2C and the differences between the two. So, when it comes to digital commerce, I am interested in the differences from a process or functional point of view and therefore the potential digital commerce application or platform needs required to support B2B commerce. With more B2B enterprises looking to provide access in a timely manner and when and where the customer chooses, digital commerce is a growing part of the overall customer experience. It is safe to say that in B2B commerce, the Amazon effect also applies, in that customers expect a similar level of frictionless automation, immediacy and simplicity in operation. But, as I will discuss, there are significant differences between B2B and B2C around individuality in pricing, more complex product sets and payment terms. In fact, we assert that by 2026, 2 in 5 B2B enterprises will have deployed digital commerce for delivery of products and services to reduce cost of sales as part of an omnichannel engagement model. As mentioned, there are several key differences between B2B and B2C commerce: in B2B, prices are individually negotiated, products and service combinations are often conditional, and payment is typically made after the actual purchase. Because of this, the digital storefront aspect of many digital commerce solutions is less important to B2B enterprises than the ability to support configure, price and quote (CPQ) capabilities, as well as integration with fulfillment, delivery and buyer access to previous purchase history and assets. As has been documented elsewhere, enterprises of varied sizes across many verticals and industries have adopted recurring revenue models such as subscription and usage pricing. Coupled with individually priced contracts that can include tiered and other threshold-based models, B2B pricing tends to be more complex than B2C and often requires evaluation or rating at a set periodic billing event, that considers accumulated transactions and volume. So, the eventual rate and price are not known until some point after any transaction happens, unlike with B2C commerce, where the price is known, and payment is typically made when placing the order. Likewise, the actual choice of products and services is often also more complex, for example, where initial selections lead to conditional constraints as to the availability of dependent products and services. If subscription-based products and services are part of an overall physical product offering, integration with subscription management and billing systems will ensure that fulfillment and entitlement management are synchronized as well as unified invoicing crossing potentially many internal product and business units. In addition to the steps related to the complexity of configuration and pricing, there are typically additional tasks required as part of the initial sale. These relate to producing a quote and subsequent contract negotiations that are used to establish terms for such items as the remediation process for issues and disputes, obligations for both parties as well as agreed pricing, delivery and fulfillment, and term duration. With the capability of current technology, these processes are conducted by a buyer and a seller through conversation, email, or some other form of communication. However, subsequent changes to the initial order, now governed by a contract such as a Master Service Agreement (MSA), can be self-service using digital commerce capabilities. However, given the need for CPQ-type capabilities, and not having to make payment at the time of placing the order, the typical B2C digital commerce storefront is not appropriate. This also has implications for the type and context of product information that needs to be made visible as part of the online ordering process. Whereas a typical B2C commerce site allows a customer to choose from available products, B2B typically relies on a configuration and matching process and may involve 3D renderings of technical products as well as conditional logic to ensure that combinations are valid. Likewise, computing the price for any given configuration may require a separate quoting process. Although the aim should be to automate the quoting process, a manual “sign off” may be required. And this information needs to be synchronized across all buying channels, as the journey may start and end at a digital commerce site, but in between may have person-to-person touchpoints. In fact, B2B digital commerce must be thought of in terms of the entirety of the customer experience as this is less transactional and more of a continuum. When thinking of enabling digital commerce as part of an overall customer engagement model, it is important to think of any potential digital commerce capability in the context of the client life cycle and not just as an alternate buying channel for clients. The applicability of digital commerce will depend not only on the sales motion deployed, but also where in the customer life cycle the activity is expected to take place. So, unlike the standard digital commerce retail storefront more typically seen in a B2C engagement, for B2B, the desire to place an order online may well be in the context of a renewal conversation or as a follow on upsell or cross-sell under the terms of a negotiated MSA or contract. Software providers in the digital commerce space are recognizing this by creating consumable service components that can be deployed within the context of the overall digital customer experience, whether it is an online support portal, billing inquiry application or a product information site and CPQ site. For enterprises wanting to incorporate digital commerce into their overall customer experience, or for those that have tested the waters and want to move to the next level, it is vital to understand at which points in the life cycle a customer is likely to want to place a digital order. This, along with the types of products and services offered and the extent to which the buyer-side process can be automated or digitized, will determine the capabilities needed from a software provider and the degree to which componential services can be incorporated into an overall digital customer experience. It is important that this understanding forms the foundational requirements when investigating potential software provider’s offerings to meet those customer expectations of frictionless automation, immediacy, and simplicity in operation. Regards, Stephen Hurrell", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/What_Is_So_Different_About_B2B_Digital_Commerce.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Stephen Hurrell", "url": "https://stephenhurrell.isg-research.net/author/stephen-hurrell", "sameAs": "https://www.linkedin.com/in/stephenhurrell" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "stephenhurrell.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "2024 Market Agenda for Office of Revenue: Bring AI to the Table", "mainEntityOfPage": "https://stephenhurrell.isg-research.net/2024-market-agenda-for-office-of-revenue-bring-ai-to-the-table", "datePublished": "30/01/2024", "dateModified": "30/01/2024", "articleBody": "Ventana Research recently announced its 2024 research agenda for the Office of Revenue, continuing the guidance we have offered for nearly two decades to help enterprises across industries derive optimal value and improved outcomes from business technology. Chief Sales and Revenue Officers face an imperative to manage their sales and revenue organizations, but they do not always have the guidance they need to embrace technology. As we look forward to 2024, we are focusing on the entire selling and buying journey, how changing buyer behavior is exacerbating challenges in achieving targets and whether recent developments in Generative AI can help. We are looking at applications that simplify processes and tasks across the customer buying experience from beginning to end. Our research agenda is crafted using our firm’s expertise on business requirements and our knowledge of software providers and products. Through our continuous market research, we offer insights and best practices for both the lines of business and IT as well as across industry verticals that will help any enterprise reach its maximum potential. In 2024, we will continue our focus on the broader concept of revenue management to help enterprises address their strategy, planning and operations. The rise of digital commerce and subscription business models has shifted enterprises’ primary focus on new business. With the higher cost of new customer acquisition and the resulting importance of customer retention and expansion, the entire customer experience is of vital importance in building and sustaining a business. These processes that support the customer experience require specific technology—a 360-degree view of customers, digital buying technology, pricing optimization for managing B2C and B2B models, configure-price-quote (CPQ) and contract lifecycle management (CLM) applications to enable adjusting contract terms based on the configuration of products as is most often found in B2B-focused enterprises. We also will focus on the mixed-revenue model that includes the subscription management experience as, for many industries, this is a growing part of the overall customer journey. Improving sales outcomes and revenue are key to sales effectiveness, and emerging sales applications and tools provide the path to that goal. New applications and tools geared toward salespeople and processes are designed to help not just with managing sales teams but also to help salespeople effectively sell. The launch of competing GenAI offerings in 2023 allowed many software providers to incorporate these new technologies in applications. Our research in 2024 will focus on how all aspects of AI, not just GenAI, can be applied to address specific use cases in managing revenue. We will conduct market research and publish a Buyer’s Guide in CRM covering the departmental and process perspective of software providers and products. Reflecting this, our sales and revenue practice addresses six focus areas: Digital Commerce, Revenue Management, Sales Engagement, Sales and Revenue Performance Management, Subscription Management and Partner Management. Digital Commerce Digital commerce enables enterprises to engage with any type of customer across digital channels—the web, mobile apps, text, voice-activated “agents,” video and social channels—to deliver an optimal customer and product experience. In the world of digital commerce, the customer and product experience are top differentiators. Conversational computing as well as hyper-personalization are transforming customer engagement, and many enterprises will need to renovate their digital platform to optimize customer and product experiences or risk falling behind competitors. With the emergence of GenAI, enterprises can combine improved understanding of customers with more dynamic tailoring of product and service information and pricing and bundle offers. And by 2026, one-half of enterprises will conclude that they need to heavily invest in first- and third-party data to provide a unified view of individual customer behavior—including propensity to buy—to retain customers. Moving beyond consumer purchase, we will also look at how B2B selling and buying are increasingly using B2C digital approaches to mirror this experience. We will conduct Buyers Guide research in 2024 to identify best practices and assess and rate software providers’ potential to help meet evolving commerce needs. Revenue Management With the rise of digital commerce and the subscription and usage business models, enterprises are increasingly recognizing that the traditional primacy of a new customer-focus needs to change. As new customer acquisition costs are high, both retention and existing customer expansion are of equal importance. And with the exponential growth of data—not just generated internally through CRM, order and back-office systems, but with the addition of third-party location and firmographic—technology can be used to help identify, navigate and execute new paths to revenue. In addition, with regulatory changes and buyer dissatisfaction with traditional marketing outreach sales, marketing and customer success will need to plan and operate together to ensure all departments are aligned to a company’s revenue goals. Despite this, through 2026, fewer than 3 in 10 enterprises will replace disparate marketing, sales and customer operations teams with a unified revenue operations approach, thus lowering their revenue growth. We will conduct new Buyer’s Guide research in 2024 to identify best practices and assess and rate software providers’ potential to help meet emerging revenue management needs across all aspects of the buyer and customer journey. We will also focus on the importance of evaluating CRM implementations and whether they are keeping up with business process changes, as so much of software providers’ feature development is dependent on the quality and timeliness of the underlying data to drive insights and AI recommendations. Sales Engagement Sales engagement facilitates intelligent engagement and execution by sales professionals to achieve optimal revenue outcomes. With a recognized decline in quota attainment, a shift in balance to buyers through internet-based research capabilities and changes wrought by the pandemic, software providers have been focusing more on how to help sell and not just manage sales. After a slow start, systems that use AI for opportunity scoring, to analyze sales interactions, recommend next best actions and with GenAI to help with outreach and communication with buyers, technology is finally starting to assist sellers and not just management. In fact, by 2026, more than one-half of sales enterprises will need new data-driven AI technology to gain market and competitive insights and enable sales professionals to adapt selling motions to engage effectively for optimal outcomes. We do not believe sales enablement should exist as a separate category as much of the need and recent technical innovations link enablement to engagement; and, like engagement, it is increasingly utilizing much of the same data as sales engagement applications to drive effectiveness within selling teams. Enterprises should invest in sales engagement capabilities designed to support salespersons and not just those that manage sales teams. In 2024, we will examine the need for sales engagement applications as separate applications from CRM Systems as well as conduct Buyer’s Guide research on sales engagement software providers and into the proposal to contract process in CPQ and CLM. Sales and Revenue Performance Management Revenue performance management (RPM) is the natural successor to sales performance management (SPM) and enables revenue and sales leaders to align strategy and planning to optimally engage all types of accounts and territories, whether supported by direct, partner or self-service digital commerce channels, using quotas and compensation to achieve the best possible outcomes. In addition, we will reflect the changing focus from solely new business to include those involved in customer retention and expansion. Managing revenue performance requires that enterprises effectively plan revenue processes and resources; it is critical that planning be collaborative to optimize engagement and boost revenue performance. Despite this importance, by 2027, only slightly more than 1 in 5 enterprises will deploy dedicated sales and revenue performance management in response to the changing business economics of subscription models and omnichannel selling to consistently achieve revenue targets. Organizational and ownership issues of the processes needed for effective RPM are often impediments to a more effective balance between planning and execution. We recommend that enterprises that are planning to adopt RPM use our most recent Revenue Performance Management Buyers Guide to identify appropriate software providers and products and to also examine sales compensation and sales performance management software providers. Subscription Management Subscription management involves processes and applications designed to manage the subscriber experience from first digital touch to subscriber engagement and billing. To engage subscribers more effectively, enterprises must prioritize technology that enhances the subscriber experience by automating subscriber operations and financial processes. More broadly, subscriptions should more readily be thought of as part of a range of different pricing and engagement models that enterprises can utilize for their product and service offerings. Many B2B companies are adding subscription business models as part of their overall revenue mix to remain competitive as well as leverage new revenue streams to accompany existing product and service lines. In fact, by 2027, over one-half of all enterprises will deploy a mixed revenue model that includes subscriptions and usage pricing in addition to one-time sales as enterprises make adjustments to remain competitive. For B2B companies, a usage-based business model may make more sense, imposing new requirements on software providers to enable pricing models that support individually negotiated contracts. Our 2023 Subscription Management Buyers Guide that reviews best practices and assesses and rates software providers’ potential to help meet emerging subscription needs is required reading for enterprises investigating offerings in this area. We will be publishing an updated guide in 2024. Partner Management Partner management involves processes and applications designed to support businesses that bundle or resell other providers’ services and products. Although not new, this is a growing model where an ecosystem of providers supply customers with a mix of their own products and services with those from other third parties. By 2027, 1 in 5 enterprises will be engaged with a partner ecosystem to deliver bundled products and services to customers, adding customer value to offerings and expanding addressable markets. This necessitates new onboarding processes, revenue allocation and service level agreement (SLA) monitoring and reporting. We will conduct new Buyers Guide Research in 2024 to identify and rate software provider’s potential to help meet emerging partner management needs. Every sales organization, no matter how many employees it has or the size of its revenue, has an opportunity to significantly improve the selling experience. Enhancements to underlying processes and technology can have an immediate impact on top- and bottom-line results. Determining your path forward in 2024 requires an effective strategy and knowledge of the technology you need to improve or add to your existing portfolio of investments. Subscribe to our community to keep up to date on our research efforts in 2024 and navigate to our revenue expertise and topic areas to see the detailed agenda and continuously updated 90-day calendar as well as more research facts and best practices. Regards, Stephen Hurrell", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/2024_Market_Agenda_for_Office_of_Revenue_Bring_AI_to_the_Table.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Stephen Hurrell", "url": "https://stephenhurrell.isg-research.net/author/stephen-hurrell", "sameAs": "https://www.linkedin.com/in/stephenhurrell" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "stephenhurrell.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Generative AI Helps Sales in Practical Ways", "mainEntityOfPage": "https://stephenhurrell.isg-research.net/generative-ai-helps-sales-in-practical-ways", "datePublished": "16/08/2023", "dateModified": "16/08/2023", "articleBody": "Having worked at a start-up during the first wave of artificial intelligence (AI) that was predicted to revolutionize sales in the mid-2010s, I guess I am a natural skeptic when it comes to new claims about how AI will change sales forever. In the mid-2010s, vendors were using machine learning (ML) models trained on sets of historical opportunity data that represented closed won and closed lost deals. The ML models were looking for correlation and patterns to see whether they could predict deals that were likely to win versus those that were not. Likewise, ML was applied to outbound calls and emails by BDRs and SDRs to see if the models could predict the optimum time to call, or the optimum sequence of outreach plays, based on a history of what worked and what didn’t in terms of desired outcomes. The aim was to enable prioritization around whether the opportunity represented a probable win in terms of buyer/seller fit, and to follow and score the activity and sales progression as to whether on or off track, to predict when the deal might close win. A byproduct was to identify which buyer attributes correlated with a successful sale, as well as which actions and in what order, as markers of a successful outcome. Over time, many vendors’ products have included these feature sets as part of their offerings, whether the vendors offer applications that are a complementary product to a CRM system or by vendors of the CRM system itself. The concept has also been extended into other areas, such as creating data-driven, as opposed to bottom-up, judgement-based, sales forecasts as well as recommendations as to the next best action. In addition, ML has been used to analyze conversations to determine both the effectiveness of speech in sales and also to recommend which words, phrases or tone are more effective in achieving the next step in the sales process. But primarily, these AI models have been used to predict the probability of whether a lead or a sales opportunity would progress to be closed won or otherwise. But despite all the vendor development efforts poured into this functionality, it’s taken many years for this to be generally adopted, and even now, doubts around the quality or usefulness of these predictions persist among frontline salespeople and line managers. I have previously written about the state of AI for marketing and sales in an Analyst Perspective. Fast forward to today and taking center stage are the recent vendor announcements on the use and deployment of new large language model (LLM) technology — more colloquially referred to as generative AI. The promise promoted by vendors is that generative AI will turbo charge sales and marketing efforts. For marketing, one way this will happen is by improving the efficiency of marketing copy and potentially enabling personalization at scale. For field sales, the suggestions are that generative AI will improve both the ability of sales to craft emails for outreach and responses and to enhance presentations. Other use cases include using generative AI to summarize calls automatically and post them to the associated opportunity record, improving both accuracy and timeliness. This will have positive effects on sales productivity, but on its own will represent less a revolution than an evolution. A downside of the ubiquity of generative AI is that general adoption could lead to an undifferentiated superficial polish if sales and marketing teams utilize the same approach and data. But as has been noted elsewhere, the real value of generative AI for B2B will be found by leveraging curated data, both internal and external. One of the truisms of effective data science is the need for three conditions to be met — high quality and accurate data, appropriate AI models and technology, and relevant domain expertise to know which questions to ask and how to interpret the answers. This was valid with predictive AI and will be the same for generative AI in B2B use cases. Generic data will lead to generic answers that will accrue no competitive advantage if all your competitors are also utilizing it. So, as in the last great wave of AI announcements in the mid-2010s with lead and opportunity scoring use cases, the usefulness and dependability of AI is very much dependent on differentiation afforded by the data or intrinsic differentiation from the product or service on offer. Generative AI won’t create these differentiations, but its use can enhance the ability to effectively communicate and at scale. Peering into the future, where generative AI can be a force for revolutionary change is through the large-scale adoption of new ways of interacting with digital data through natural language interfaces. Publicly available surveys that have asked salespeople what technologies they believe are necessary for them to be effective have shown that the top three are email, phone, and a notetaking app. There is no specific sales technology in sight. Perhaps new natural language interfaces will provide sales teams with a way to interact with valuable data beyond searching through lists or surveying hundreds of fields on an opportunity record. And although not a very exciting message to be pushing, generic LLMs will lead to generic results that convey little to no competitive advantage. The advantage will come from both highly curated public data sets and proprietary internal data sets with a strong feedback loop that is constantly evaluating whether the desired outcomes have been achieved. The danger of erroneous results is much reduced using proprietary and domain-specific curated data as compared with generic, open data sets, but it is not zero. So, human validation is important, especially with customer- and prospect-facing, AI-generated, personalized content; the personalization needs to be accurate. Likewise, any content that is AI generated in response needs to be accurate within context, not just for liability issues but from a customer or prospect viewpoint as part of an overall sales process. In fact, by 2025, we assert that more than one-quarter of sales organizations will utilize generative AI to auto-summarize meetings, personalize outreach at scale and generate tailored sales enablement to improve sales productivity and enable more time for direct sales engagement to improve win rates. We would recommend organizations to ask their vendors about the use of generative AI for sales productivity, whether as part of a base CRM system or if using an add-on system for pipeline management and forecasting. Look closely at overblown claims versus practical examples that aid in data capture and summarization, improve outreach content, or help generate sales enablement content. Combined with existing applications of predictive AI, there are certainly more readily available capabilities that aid in the selling process. Over time, technology will improve via feedback loops that will help fine-tune models based on evaluation of desired versus undesired outcomes. But I believe the real promise will come when buyers can engage, at a location and time of their choosing, in an intelligent conversation with a generative AI-enabled seller to quickly understand whether the deal is a match to that buyer’s advantage. Then AI will truly revolutionize selling. Regards, Stephen Hurrell", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Generative_AI_Helps_Sales_in_Practical_Ways.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Stephen Hurrell", "url": "https://stephenhurrell.isg-research.net/author/stephen-hurrell", "sameAs": "https://www.linkedin.com/in/stephenhurrell" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "stephenhurrell.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Salesforce Adds Generative AI to Enhance Digital Commerce", "mainEntityOfPage": "https://stephenhurrell.isg-research.net/salesforce-adds-generative-ai-to-enhance-digital-commerce", "datePublished": "26/07/2023", "dateModified": "26/07/2023", "articleBody": "While I do not have an MBA, I have a very academic degree in economics and three decades of experience in different facets of business. Why is this important or relevant? Well, an entire industry has sprung up to promote the latest business ideas, the adoption of which will, supposedly, if not guarantee success, improve the probability of success in any endeavor. And while some of these ideas have merit, many fall in the “interesting but so what” category. This brings me back to the value of foundational elements: the why as much as the what and the how. And this is what academic study gives you, as with the classics in understanding language or literature, the principles of double entry bookkeeping, the foundations of accounting and banking or, as the case here, the economic theory underpinning markets and trade. In essence, the purpose of a market is to match buyers with sellers. In conjunction with currency as a medium of exchange, buyers and sellers are matched without the inefficiencies of barter. Over the years, physical markets were established with rules and standardized practices to add protections for both buyers and sellers. In fact, every innovation and improvement has come about to make markets more efficient in reducing friction and mismatches between buyers and sellers. These changes led to the rise of the digital marketplace, more commonly referred to as e-commerce. I recently attended Salesforce’s Connections event at the McCormick Place convention center in Chicago. The big announcement was the introduction of generative AI and the relaunching of Salesforce Data Cloud (formerly known as Genie). If generative AI does nothing else, it has rekindled energy and interest in the technology space after the previous year’s continual news of layoffs and momentum-killing discussion of an impending recession. But I believe generative AI holds the promise of much more than just improving tech morale and buoying buyer interest. Combining Data Cloud ‒ and its focus on data context and quality ‒ with generative AI has the potential to make markets more efficient. At the Connections conference, Salesforce showed numerous examples of how Data Cloud pulls together, aligns and normalizes data from disparate sources ‒ both first- and third-party data ‒ in support of a better understanding of customers’ needs, wants and behaviors. It is a prerequisite for any organization wishing to understand increasingly smaller groups of customers, whether business-to-consumer or business-to-business. I have previously written on this topic in my Analyst Perspective, Salesforce Commerce Cloud Targets the Segment of One. In being able to fine-tune and personalize outbound messaging as well as promotional offers and recommendations to ever-narrower groups, marketers and promotion managers are better able to target relevant buyers, making the market more efficient, as it were. Adding generative AI takes us one step further. In addition to using generative AI to more efficiently write copy for outbound emails and offers or have more dynamic localization through translation services, Salesforce also announced enhancements to more of the blocking and tackling of e-commerce, such as easier and more drag-and-drop composable storefronts with the ability to have storefronts dynamically configurable based on who is visiting. The example given was of a geo-based filter enabling rainwear to be displayed more prominently if a region ‒ such as the U.S. Northeast ‒ was experiencing higher-than-normal rainfall. There were also announcements of more comprehensive, organization-configurable payments for B2C and B2B use cases and a B2B self-service reorder functionality that references previously negotiated rates and terms. But the theme that captured the most attention was not, unsurprisingly, the role of generative AI. In numerous sessions at the event, Salesforce executives repeatedly stressed the importance of human creation and control when using large language models and generative AI. This message attempts to assuage fears of ripped-from-the-headlines stories of generative AI models confidently outputting wrong and made-up answers. And they are right to emphasize caution, but there is no doubt that both vendors and customers are excited by the possibilities. In B2B e-commerce and Salesforce’s Commerce Cloud, generative AI promises to further the journey of making markets ever more efficient. The digital interaction between buyer and seller moves to a different plane, personalizing not just the offer but the entire interaction for buyers to articulate their needs and sellers to respond in kind. Models that enable buyers to better describe their needs could replace functions like traditional configure, price and quote. The generative AI response more readily and accurately can be used to articulate customer needs. Equally important, it presents options in language together with a tailored value proposition that best fits the customer’s hierarchy of values. Although propensity to buy is not currently part of the Commerce Cloud solution, this functionality’s inclusion would be another rung along the market evolutionary curve. We assert that by 2025, 1 in 10 B2B organizations will experiment with digital commerce and digital delivery of products and services to reduce the cost of sales as part of an omnichannel engagement model. This is probably on the conservative side. If yours is one of those organizations soberly trying to ascertain how generative AI and LLM could enhance the sales and revenue process, I recommend a broader view than how sales and marketing teams can more effectively write emails and copy or how generative AI can enhance e-commerce website storefronts. Consider how enhanced customer data clouds and generative AI could fundamentally alter B2C sales and buyer engagement motions and how B2B self-service and e-commerce could become the predominant buying channel. This won’t happen overnight, but the foundations are being laid now. Regards, Stephen Hurrell", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Salesforce_Adds_Generative_AI_to_Enhance_Digital_Commerce.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Stephen Hurrell", "url": "https://stephenhurrell.isg-research.net/author/stephen-hurrell", "sameAs": "https://www.linkedin.com/in/stephenhurrell" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "stephenhurrell.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "PROS Brings Intelligent Pricing Applications to Market", "mainEntityOfPage": "https://stephenhurrell.isg-research.net/pros-brings-intelligent-pricing-applications-to-market", "datePublished": "15/06/2023", "dateModified": "15/06/2023", "articleBody": "PROS has been in business since 1985, but over the past 10 years, the company has transformed itself from being primarily a vendor of on-premises price optimization software supporting the airline industry to providing a cloud-based set of applications that use data and artificial intelligence (AI) to aid in price determination. PROS also offers a scalable configure, price, quote (CPQ) application. At their recent Outperform event in Denver, Colorado, PROS announced a series of far-reaching initiatives that aim to reposition the vendor as providing a critical application for selling organizations that leverages data and AI to move pricing and personalized dynamic pricing to the next level. Related, PROS announced CPQ features including an interesting new collaborative mode that enables prospective buyers to review quotes and adjust certain terms synchronously, rather than the more typical offline email, review and return model. Overall, the conference embodied two major themes. Using the story of the polar explorer Ernest Shackleton, President and CEO Andres Reiner highlighted the continued changes in the economy over the recent past, and how uncertainty and volatility are here to stay. Like the ill-fated Shackleton trip to the South Pole, the best laid plans need to be continually adjusted in reaction to unpredictable events. As part of this theme, PROS highlighted three trends that apply to organizations: the continuing digitization of business resulting in increased digital interactions between buyers and sellers, an expectation of more direct and immediate customers which can lead to less brand loyalty, and the need for technology to support innovation in customer experiences that customers don’t necessarily realize they needed. The second major theme was the shift in PROS’s positioning as a provider of discrete applications to one with a real-time, AI-driven platform for sustained profitability. This involves refactoring the discrete applications on a more modern data architecture, recognizing the value of data engineering and architecture as foundational for responsive and deployable AI to aid in optimizing and personalizing customer engagement as part of the buying process. PROS has a long history of innovation in travel industry pricing, especially air travel. As part of Outperform, PROS demonstrated their latest developments in the application of dynamic pricing that use characteristics of the buyer to help determine price at the point of purchase. The example given was for travel ancillaries such as a better seat where the offer price is linked to the inferred motivation and propensity to pay of the buyer. For example, customers traveling solo are more likely to be on a business trip, as opposed to traveling with two children under 18 and hence more likely to be on a personal trip or vacation. PROS also put focus on non-travel organizations and included some announcements regarding their CPQ application called Gen IV that incorporates their latest in AI-driven advanced price management. The collaboration capabilities in this fourth-generation iteration complement the existing internal quote review capabilities that have been continually enhanced by AI. One of the key characteristics of Gen IV is the enhanced account and buyer segmentation capabilities that works even when source data is limited and sparse. This enables data-driven personalization for price recommendations. These advanced capabilities form the core of PROS support for the “P” in the CPQ review and approval process. Many organizations have a deal desk concept, by which a manual internal review of quotes is needed before sharing with a prospective customer. Even when facilitated by an electronic approval process, it is still effectively a manual review. PROS’s Smart CPQ provides a better approach to both the internal and the prospective customer review process. The inclusion of enhanced pricing information, through AI-assisted price analysis and recommendations and a more intelligent application of approval triggers linked to customer type, allows for an active internal deal review process. The new customer collaborative quote capabilities announced at the conference are currently in an early adopter stage but have the promise of simplifying the buying process by providing a shared space where quotes can be reviewed interactively and securely, allowing buyers to refine quantities, product and service selections. This is a logical extension to other vendors’ forays into collaborative deal rooms, utilizing a shareable quote document with a live connection to product catalogs to enable a more streamlined approach towards developing an acceptable quote. Supporting a more collaborative and interactive approach to B2B buying engagement with improved guardrails at the point of sale holds the promise of improving the buyer experience while ensuring proposed deals fall within corporate revenue targets and increasingly for margin as well. In fact, by 2025, more than one-quarter of organizations will have deployed a new CPQ application to aid in compliance, reduce mistakes and to improve buyer and customer experience. I talk about the need for more empowerment for sales teams while utilizing guardrails in the CPQ process here. Although historically better known for price optimization, especially in the travel and hospitality industries, PROS has ambitions to widen their product market fit, retooling their applications as an integrated platform play with data and AI at the core. We believe that the techniques and lessons learned from their history of dynamic pricing at the point of sale can be incorporated into their offerings in the wider B2B market, improving the all-important buyer and customer experience. We recommend B2B vendors who have multiple SKUs and combined product and service bundles take a look at PROS and to see whether their business could benefit from a more streamlined approach to the CPQ process while retaining important guardrails that will not slow down the pace of business. Regards, Stephen Hurrell", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/PROS_Brings_Intelligent_Pricing_Applications_to_Market.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Stephen Hurrell", "url": "https://stephenhurrell.isg-research.net/author/stephen-hurrell", "sameAs": "https://www.linkedin.com/in/stephenhurrell" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "stephenhurrell.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "The Revolution in Revenue in 2023: Ventana Research Market Agenda", "mainEntityOfPage": "https://stephenhurrell.isg-research.net/the-revolution-in-revenue-in-2023-ventana-research-market-agenda", "datePublished": "13/01/2023", "dateModified": "13/01/2023", "articleBody": "Ventana Research recently announced its 2023 research agenda for the Office of Revenue, continuing the guidance we’ve offered for nearly two decades to help organizations realize their optimal value from applying technology to improve business outcomes. Chief Sales and Revenue Officers face an imperative to manage their sales and revenue organizations, but they don’t always have the guidance they need to embrace technology to achieve the best possible outcomes. As we look forward to 2023, we are focusing on the entire selling and buying journey, and in addition focusing on those activities that ensure renewal and expansion as well as newer digital engagement and selling channels. We are looking at applications that simplify processes and tasks across the customer experience, from beginning to end. To help, we craft our research agenda using our firm’s expertise on business requirements and our knowledge of technology vendors and products. Through our continuous market research, we offer insights and best practices to help both the lines of business and IT as well as across industry verticals that will help any organization reach its maximum potential. In 2023, we continue our focus on the broader concept of revenue management to help organizations address their strategy, planning and operations. With the rise of digital commerce and subscription business models, organizations’ primary focus on new business is shifting. With the higher cost of new customer acquisition and the resulting importance of customer retention and expansion, the entire customer experience is of vital importance in building and sustaining a business. These processes that support the customer experience require specific technology — a 360-degree view of customers, digital buying technology, pricing optimization for managing B2C and B2B models, and configure-price-quote (CPQ) applications to enable adjusting contract terms based on the configuration of products as is most often found in B2B-focused organizations. We also will focus on the mixed-revenue model that includes the subscription management experience as, for many industries, this is a growing part of the overall customer journey. Improving sales outcomes and revenue are key to sales effectiveness, and emerging sales applications and tools provide the path to that goal. New applications and tools designed for salespeople and processes are designed to help not just with managing sales organizations but also to help salespeople effectively sell. Reflecting this, our sales and revenue practice addresses six focus areas: digital commerce; revenue management; sales engagement; sales and revenue performance management; subscription management; and partner management. Digital Commerce Digital commerce enables organizations to engage with any type of customer across digital channels — the web, mobile apps, text, voice-activated “agents,” video and social channels — to deliver an optimal customer and product experience. In the world of digital commerce, the customer and product experience are top differentiators. Conversational computing as well as hyper-personalization are transforming customer engagement, and many organizations will need to renovate their digital platform to optimize customer and product experiences or risk lagging behind competitors. Moving beyond consumer purchase, we will also look at how B2B selling and buying are increasingly using B2C digital approaches to mirror this experience. We will conduct new Benchmark and Value Index research in 2023 to identify best practices and assess and rate technology vendors’ potential to help meet evolving commerce needs. Revenue Management With the rise of digital commerce and the subscription and usage business models, organizations are increasingly recognizing that the traditional primacy of a new customer-focus needs to change. As new customer acquisition costs are high, both retention and existing customer expansion are of equal importance. And with the exponential growth of data — not just generated internally through CRM, order and back-office systems, but with the addition of third-party location and firmographic — technology can be used to help identify, navigate and execute new paths to revenue. In addition, sales, marketing and customer success will need to plan and operate together to ensure all departments are aligned to a company’s revenue goals. Despite this, through 2025, we believe that more than three-fifths of organizations will limit the effectiveness of revenue management with an incomplete view of a customer’s journey from lead, engagement, purchasing to onboarding, renewal and expansion. We will also focus on the importance of evaluating CRM implementations and whether they are keeping up with business process changes, as so much of vendor feature development is dependent on clean and timely data to drive insights and artificial intelligence (AI) recommendations. We will conduct new Benchmark and Value Index research in 2023 to identify best practices and assess and rate technology vendors’ potential to help meet emerging revenue management needs across all aspects of the buyer and customer journey. Sales Engagement Sales engagement facilitates intelligent engagement and execution by sales professionals to achieve optimal revenue outcomes. With a recognized decline in quota attainment, a shift in balance to buyers through internet-based research capabilities and changes wrought by the pandemic, vendors have been focusing more on how to help sell and not just manage sales. After a slow start, systems that use AI and knowledge management technology are starting to provide prioritized insights that increase sales effectiveness. We do not believe sales enablement should exist as a separate category as much of the need and recent technical innovations link enablement to engagement; and, like engagement, it is increasingly utilizing much of the same data as sales engagement applications to drive effectiveness within selling teams. Organizations should invest in sales enablement systems designed to support salespersons and not just those that manage sales organizations. We will continue to conduct Dynamic Insights research in 2023 on the challenges and potential for sales engagement. Sales and Revenue Performance Management Revenue performance management (RPM) is the natural successor to sales performance management (SPM) and enables revenue and sales leaders to align strategy and planning to optimally engage all types of accounts and territories, whether supported by direct, partner or self-service digital commerce channels, using quotas and compensation to achieve the best possible outcomes. In addition, we will reflect the changing focus from solely new business to include those involved in customer retention and expansion. Managing revenue performance requires that organizations effectively plan revenue processes and resources; it’s critical that planning be collaborative to optimize engagement and boost revenue performance. Mobile devices can provide instantaneous updates and give sales professionals and managers a straightforward view of performance to enable more effective management. We recommend that organizations adopt RPM and evaluate the Value Index for guidance on vendors and review the results of the new RPM Value Index that will be released in 2023. Subscription Management Subscription management involves processes and applications designed to manage the subscriber experience from first digital touch to subscriber engagement and billing. To engage subscribers more effectively, organizations must prioritize technology that enhances the subscriber experience by automating subscriber operations and financial processes. In addition, many B2B companies are adding subscription business models as part of their overall revenue mix to remain competitive as well as leverage new revenue streams to accompany existing product and service lines. In fact, we assert that by 2025, driven by customer demand, more than one-half of companies will have adopted the subscription in addition to existing business models, resulting in a need to overcome fractured process to avoid poor customer experiences. For B2B companies, a usage-based business model will make more sense, imposing new requirements on vendors to enable pricing models that support individually negotiated contracts. We will be publishing the results of our comprehensive Value Index research in 2023 that reviews best practices and assesses and rates technology vendors’ potential to help meet emerging subscription needs. Partner Management Partner management involves processes and applications designed to support businesses that bundle or resell other providers’ services and products. Although not new, this a growing model where an ecosystem of vendors supplies customers with a mix of their own products and services with those from other third parties. This necessitates new onboarding processes, revenue allocation and service level agreement (SLA) monitoring and reporting. We will conduct new Benchmark Research in 2023 to identify best practices and assess and rate technology vendors’ potential to help meet emerging partner management needs. Every sales organization, no matter how many employees it has or the size of its revenue, has an opportunity to significantly improve the selling experience. Enhancements to underlying processes and technology can have an immediate impact on top- and bottom-line results. Determining your path forward in 2023 requires an effective strategy and knowledge of the technology you need to improve or add to your existing portfolio of investments. Subscribe to our community to keep up to date on our research efforts in 2023 and navigate to our revenue expertise and topic areas to see the detailed agenda and continuously updated 90-day calendar, as well as more research facts and best practices. Regards, Stephen Hurrell", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/The%20Revolution%20in%20Revenue%20in%202023%20Ventana%20Research%20Market%20Agenda.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Stephen Hurrell", "url": "https://stephenhurrell.isg-research.net/author/stephen-hurrell", "sameAs": "https://www.linkedin.com/in/stephenhurrell" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "stephenhurrell.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "B2B Digital Commerce: The Good, Bad and Needed", "mainEntityOfPage": "https://stephenhurrell.isg-research.net/b2b-digital-commerce-the-good-bad-and-needed", "datePublished": "08/09/2022", "dateModified": "08/09/2022", "articleBody": "You would be forgiven for thinking that no one buys anything in person any more given the pages of digital ink spilled over the rise of digital commerce led by the rise and rise of Amazon. However, one quick errand run on a Saturday morning would easily give lie to this, as parking lots are full, not just at grocery stores but for everyday retail as well as big box stores. Likewise, in business-to-business (B2B) commerce, despite the advertised demise, person-to-person sales are still a major part of B2B purchases. This perception of digital commerce as all-encompassing is compounded by the many pronouncements of certain groups who prefer to interact with selling organizations remotely and asynchronously, avoiding, if possible, interactions with selling teams. The reality is that digital commerce is not a singular way to purchase, but part of a broader, omnichannel engagement and selling model, with buyers choosing to engage across multiple channels. A buyer’s journey may encompass a voice call, a text chat via a website, a remote demo and a resources page from a website before finally using a digital commerce portal to place the order. Especially for B2B sales, a willingness to purchase via a self-service digital commerce portal may also be linked to whether this is an initial order or follow-on expansion buy or depend upon the size of the deal. Although an initial order may be the result of an in-person engagement and a quote and contract negotiation process, subsequent orders may be conducted online if the terms of the deal have not substantially changed, prices are transparent or predetermined and invoicing is automatically adjusted for amendments to the initial order. We believe that both customer demand and the economics of digital commerce means that by 2025, 1 in ten B2B organizations will experiment with digital commerce and digital delivery of products and services to reduce the cost of sales and streamline revenue operations. Digital commerce or self-service ordering has undoubted benefits in terms of a reduced cost of sale as compared with a transaction that involves a person. But for this cost saving to be realized without impacting the ability to sell, several other parts of the selling and buying process also need to be enhanced. The key to having more sales conducted via self-service channels is standardization and automation: The more the sales process is based on exceptions and unique terms and conditions, the less can be automated, as there will be an overwhelming need to insert a human into the equation. But even in these cases, internal guardrails, threshold-based approvals and as much standardization as possible will enable more of the purchase to be conducted remotely, digitally and with little need for human intervention. The more vendors can standardize product information and expand on the information available beyond basic photos and descriptions, the more the configure-price-quote (CPQ) process can be streamlined and automated as well as being linked to a more standardized contract life cycle management (CLM) process. Likewise, standardized pricing, with predetermined discounts for volume and bundling, can again reduce the need for human intervention, thus facilitating a more automated ordering and purchasing process. The final step is integration with provisioning and fulfillment as well as direct integration with billing, invoice and payment systems. My colleague Mark Smith has written about the importance of a comprehensive product information management (PIM) approach, and research finds that over half (51%) of participants indicate it is very important to integrate PIM with digital commerce. In parallel for digital commerce to become truly effective in initial, higher-value B2B sales as well as renewals and expansions, a PIM system needs to be integrated into a more automated configure-price-quote system that has rules-based, built-in guardrails that allow for a customer to correctly price products and services. As differing revenue models are impacted by revenue recognition policies, inclusion at the point of sale will ensure compliance prior to the sale. Likewise, contractual terms can be automated based on the quote selections, customer type and desired duration with an automated approval process where necessary. New initiatives from technology vendors – such as digital deal rooms – also advance the ability to conduct arm’s length buying, leading to lower latency and more efficient sales engagement and negotiation processes. Organizations attracted by the potential savings in cost of goods sold achieved via self-service digital commerce need to recognize that, especially for higher-value B2B transactions, there need to be several prerequisites in place to enable the final step of the buying process to be conducted via a self-service digital commerce portal. These will include PIM systems, integrated with CPQ systems with direct links to CLM applications, provisioning, subscription management and billing to ensure the process works for both buyer and seller. Organizations will further have to adjust how due credit is given and compensation is calculated to those involved with the sale process for deals that are finally completed by a self-service digital commerce portal. Only in this way will digital and self-service commerce be on par for business-to-business as it is with business-to-consumer. Regards, Stephen Hurrell", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_SH_B2B_Digital_Commerce_The_Good_Bad_and_Needed.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Stephen Hurrell", "url": "https://stephenhurrell.isg-research.net/author/stephen-hurrell", "sameAs": "https://www.linkedin.com/in/stephenhurrell" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "stephenhurrell.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Salesforce Commerce Cloud Targets the Segment of One", "mainEntityOfPage": "https://stephenhurrell.isg-research.net/salesforce-commerce-cloud-targets-the-segment-of-one", "datePublished": "20/07/2022", "dateModified": "20/07/2022", "articleBody": "There are more digital channels in the commerce space than ever before: the web, mobile apps, text, voice-activated “agents,” video and social channels. Conversational computing and hyper-personalization are transforming customer engagement, and organizations may need to undergo a digital platform renovation to optimize customer and product experiences or risk lagging behind competitors. B2B selling and buying are increasingly using methods similar to B2C digital approaches to mirror the digital commerce experience that has grown substantially within the last few years. Salesforce Commerce Cloud is one of the platforms utilizing this approach. To keep up with these changes, organizations need to reach their customers throughout the many channels that exist and, at the same time, develop a better and more personalized experience for each customer. We now have enough data to make marketing and selling segments more focused, even to be a segment of one, which is known as hyper-personalization. Hyper-personalization has great potential in any selling or commerce space. In addition, utilizing artificial intelligence (AI) and real-time data can deliver more relevant content, product and service information to each user, all of which lead to more revenue and customer engagement. We assert that by the end of 2024, two-thirds of organizations using digital commerce systems will conclude they need to abandon existing technology deemed ineffective in supporting engaging customer and product experiences. We believe many organizations have been slow to adopt the necessary solutions needed to provide efficient and reliable commerce and must adapt or risk lagging behind. Salesforce is a leading software-as-a-service (SaaS) provider for small-medium businesses (SMBs), as well as for high-growth and enterprise customers. Salesforce acquired the unified e-commerce platform Demandware in 2016 and was renamed Salesforce Commerce Cloud. In March 2022, Salesforce acquired the Brazilian marketplace solution Atonit to create a commerce marketplace built on the Salesforce platform to connect with Commerce Cloud and other clouds. This enables brands to build and scale an online marketplace as well as create additional capabilities including increasing cart sizes, earning commissions and receiving membership subscription revenue from vendors, all while maintaining a low-code, fast-start approach for companies of any size. The platform itself is not fully built out yet as evidenced by some missing capabilities like contract negotiation and Service Level Agreement (SLA) enforcement, but this acquisition represents a good first step in Salesforce developing their commerce platform and their awareness of the marketplace. but this acquisition represents a good first step in Salesforce building out their commerce platform and their awareness of the marketplace. Hyper-personalization is a term that is being used more in describing specific sales and marketing functions and the theory behind this is straightforward. Catering to a single customer rather than a group will no doubt lead to more conversions on a product as the commerce experience is tailored to that specific person. Historically, this kind of process was impossible as the data and speed needed to run such a task were not available, not to mention the need for a dedicated data scientist to run it. With Commerce Cloud utilizing Einstein AI, companies can now deliver product recommendations, tailored product sorting and relevant search results, all leading to more revenue. Alternative payments are another important aspect of e-commerce considering the vast options of payment methods that are available in today’s digital economy. Having multiple pay options to choose from is an important factor in consumer buying and can remove potential barriers that may detract from a sale. Salesforce supports many payment processing integrations through its Salesforce App Exchange such as Stripe, Paypal, Apple Pay, Google Pay and even some forms of cryptocurrency. Many of the capabilities surrounding Salesforce Commerce Cloud can be expressed in two words: simplicity and flexibility. Dynamic pricing is a key part of any kind of commerce and sits at the core of simplicity and flexibility. The ability to update pricing models in real time is crucial in response to any kind of market demand or shift. Price changes can be based on the perception of how much a consumer is willing to pay for an item at a specific time, competitors' pricing and other variables. And those changes need to happen in seconds in order to achieve maximum revenue potential. Organizations looking to simplify and innovate their commerce platform should keep Salesforce on their shortlist. The acquisition of Atonit represents a good first step and an awareness of the potential for what a native commerce marketplace platform can do. Companies must also be aware of the infancy of the platform and ensure that its capabilities can handle the more complex needs of B2B selling. The B2B e-commerce space is rapidly changing and organizations not adapting to the needs of consumers will feel increasing competitive pressures. Such configuration capabilities, like pricing models and inventory, will be critical to the success of any B2B commerce platform. Salesforce must also address the need for a positive customer experience while accessing comprehensive and detailed product information. The use of a product information management (PIM) is a vital component that will better support an impactful engagement leading to increased purchases. However, Salesforce is well-positioned to be a leader in this shift, and by utilizing their capabilities-rich platform and Einstein AI, they will help their customers drive revenue for years to come. For further reading on e-commerce, see this Analyst Perspective: https://stephenhurrell.ventanaresearch.com/the-experience-of-digital-commerce Regards, Stephen Hurrell", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_SH_Salesforce%20Commerce%20Cloud%20Targets%20the%20Segment%20of%20One.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Stephen Hurrell", "url": "https://stephenhurrell.isg-research.net/author/stephen-hurrell", "sameAs": "https://www.linkedin.com/in/stephenhurrell" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "stephenhurrell.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Why Your ERP and CRM Won’t Transform Your Business", "mainEntityOfPage": "https://stephenhurrell.isg-research.net/why-your-erp-and-crm-wont-transform-your-business", "datePublished": "18/03/2022", "dateModified": "18/03/2022", "articleBody": "Digital Transformation. The Subscription Economy. Omni-Channel Selling. Customer Centric. These are all terms used to label trends and events that are changing the way business is being conducted, a change that has accelerated due to recent events. Regardless of the terminology, there is no doubt that the way vendors and buyers are interacting, whether B2C or B2B, is different today for many organizations than it was even five years ago. But to be fair, no technology on its own can transform your business without changes to the other two key elements: people and processes. In addition, change is unlikely to happen if you are also relying on your existing ERP or CRM systems. So why is this? Most references to business transformation include what is often called digital transformation, by which organizations are changing or adding what they sell to be, in part or in whole, as digital products or services. Buyers and customers now have the choice to engage over a variety of different channels, including digital channels, and for many, subscription and usage business models are the preferred ordering and payment methods. And this is as applicable to B2B as it is to B2C. As currently architected, most ERP and CRM systems are static, designed for products and services that infrequently change and prices that are relatively straightforward and predetermined. But the modern business model now includes dynamic pricing that can only be evaluated at either the time of consumption or at the time of billing, as it is linked to the volume and type of transactions. Likewise, for many the products and services offered are themselves frequently changing, as more organizations look to create bundles and, at the extreme, bundles for a customer segment of one. And while there are applications and platforms available to serve those organizations that have always been predominately digital native, such as online streaming entertainment services, most organizations are still primarily transacting one-time sales. This has been extensively covered elsewhere but it is worth repeating: Many non-digitally native organizations are adopting digital selling channels, creating additional complementary digital products and services, acquiring digital products companies, and adopting subscription and usage models for existing product lines, where appropriate. For these organizations, there is a need for technology and processes that will complement existing investments, not replace them. This is where the next generation of major applications will be required. One of the defining aspects of modern business is the need to be agile, flexible and adaptive to change. None of these are characteristics of ERP and CRM systems. In addition, the nature of the modern business is to be more knowledgeable about the customer journey from initial interest to acquisition, through adoption and leading to increased usage and repeat or expanded further purchases. Furthermore, product and service information must evolve from unidirectional product details and images that support self-service and direct sales to bidirectional to capture product usage and the customer experience. And organizations need to be able to quickly bundle and create new offerings, not just from a vendor’s own products but also from potential partners as well. Supplementing existing ERP and CRM will address these challenges as well as supporting the computational needs of calculating price and costs at run time and dynamically evaluating the impact of revenue recognition to ensure quotes and orders are complying during the sale, not after. While some view Revenue Management as an accounting or finance-owned issue, I believe this really is a cross-functional responsibility, involving all departments that support revenue generation including sales, marketing, product, customer success and professional services as well as operations, finance, accounting and legal. But our view is that, through 2025, more than three-fifths of organizations will limit the effectiveness of revenue management with an incomplete view of a customer’s journey from lead, engagement, purchasing, onboarding, renewals and expansion. Both the CFO and CRO have a direct interest in enabling the technology to support the necessary people and process transformation needed to achieve the flexibility and agility required. This means that cross-team collaboration must be more than a slogan; rather, it needs to be part of a managed accountability linked through common goals and incentives as well as through processes, data and shared platforms and collaboration tools. Likewise, from a customer experience (CX) perspective, any new systems that overlay existing systems need to ensure that the customer is seeing a unified approach to not only basics, such as billing and payments, but also customer support and service. The customer should not be concerned with an organization’s internal product and line-of-business reporting if they are purchasing and engaging in a bundled set of product and device offerings. I discuss more on the importance of this seamless approach to supporting CX in my Analyst Perspective Subscription Automation Enables a Better Subscriber Experience. As there are not yet fully built-out platforms to support these requirements as there are for ERP or CRM, a buying organization cannot purchase an entire platform at once but should think of individual components, such as a billing and subscription management, that can support their evolving business models while still utilizing existing bill presentment, accounts receivable and collections technology and processes. But attention should be paid as to how any product under consideration will utilize existing technology adoption within the organization that is already using an API and connector strategy. And buying organizations should avoid pursuing a “point solution” approach that temporarily addresses a single pain point but will ultimately prove hard to integrate with other parts of the overall approach. Regards, Stephen Hurrell", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_SH_Why%20Your%20ERP%20and%20CRM%20Won%E2%80%99t%20Transform%20Your%20Business.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Stephen Hurrell", "url": "https://stephenhurrell.isg-research.net/author/stephen-hurrell", "sameAs": "https://www.linkedin.com/in/stephenhurrell" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "stephenhurrell.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "The 2022 Market Agenda for Office of Revenue: New Performance Priority", "mainEntityOfPage": "https://stephenhurrell.isg-research.net/the-2022-market-agenda-for-office-of-revenue-new-performance-priority", "datePublished": "08/02/2022", "dateModified": "08/02/2022", "articleBody": "Ventana Research recently announced its 2022 Market Agenda for the Office of Revenue, continuing the guidance we have offered for nearly two decades to help organizations realize optimal value from applying technology to improve business outcomes. Chief sales and revenue officers and their associated operations teams are experts in their respective fields but may not have the guidance needed to employ technology effectively. As we look to 2022, we are focusing on the entire selling and buying life cycle and the applications that simplify and improve interactions throughout the customer experience. We craft our market agenda using our firm’s expertise on business requirements and our knowledge of technology vendors and products. Through our continuous market research, we offer insights and best practices to both the lines of business and IT as well as across industry verticals to help every organization reach its maximum potential. For 2022, we have added a focus on the broader context of revenue management and the best practices and technology to help revenue-focused organizations address strategy, planning and operations. But the unique requirements for commercial, legal, revenue and sales operations teams must be addressed by the specific selling and buying processes of the organization. With the rise of digital commerce and subscription models, the primary focus on new business is shifting. Considering the cost of customer acquisition and the importance of customer retention and expansion, the entire customer experience is of vital importance in building and sustaining a business. These processes require specific technologies - a 360-degree view of customer and revenue channels, digital buying technology, pricing optimization for managing business-to-consumer models, and configure-price-quote software to adjust contract terms based on the configuration of products, as is often found in business-to-business organizations. We will also focus on the subscription management experience - a critical part of the customer journey in many industries. Improving outcomes are key to revenue effectiveness, and emerging applications and tools provide the path to achieve that goal. New applications and tools designed for salespeople and revenue teams not only help manage revenue-focused organizations but also help selling channels to sell more effectively. Reflecting this, our Office of Revenue practice addresses six focus areas: Digital Commerce; Revenue Management; Sales Engagement; Revenue Performance Management; Subscription Management and Partner Management. Digital Commerce In the world of digital commerce, customer and product experiences are top differentiators. Digital commerce technology enables organizations to engage customers through any digital channel - the web, mobile apps, text, voice-activated “agents,” video and social channels - and deliver an optimal experience. Conversational computing and hyper-personalization are transforming customer engagement, and a digital platform renovation may be necessary to optimize customer and product experiences or risk lagging behind competitors. We assert that by the end of 2024, two-thirds of organizations using digital commerce systems will conclude they need to abandon existing technology deemed ineffective in supporting engage customer and product experiences. Moving beyond consumer purchase, we will also look at how B2B selling and buying are increasingly using similar B2C digital approaches to mirror the digital commerce experience. We will conduct new Benchmark Research and Value Index research in 2022 to identify best practices and assess and rate technology vendors’ potential to help meet evolving digital commerce needs. Revenue Management With the rise of subscription and usage business models as well as digital commerce, organizations are increasingly recognizing that the typical focus on the primacy of new-customer- business needs to change. Given high customer-acquisition costs, both customer retention and existing customer expansion are of equal importance. And with the exponential growth of data - not just generated internally through customer-relationship management systems, order management and back-office systems, but also third-party location and firmographics - technology can be used to help identify, navigate and execute new paths to revenue. In addition, sales, marketing, and customer service will need to plan and operate together to ensure all departments are aligned on revenue goals. We assert that through 2023, the revenue management software category will evolve into the essential suite of applications and platform designed for a CRO and supporting organizations to effectively optimize revenue across all channels. We will conduct new Benchmark Research and Value Index research this year to identify best practices and assess and rate technology vendors’ potential to help meet emerging revenue management needs for operations and performance teams across all aspects of the buyer and customer life cycle. Sales Engagement With a recognized decline in quota attainment, a shift in balance to buyers through internet-based research capabilities, and changes wrought by the pandemic, vendors have been focusing more on how to help sell and not just on managing sales. Sales engagement facilitates intelligent interactions and execution by sales professionals to achieve optimal revenue outcomes. We assert that by 2024, the category of sales engagement technology will evolve from sales enablement and focus on digital selling effectiveness to optimize revenue potential. After a hesitant initial adoption, systems that use artificial intelligence (AI) and knowledge management technology are starting to provide prioritized insights that increase sales effectiveness. Organizations should invest in sales enablement systems designed to focus on salespeople and not just technology that manages sales organizations. We will conduct new Dynamic Insights research in 2022 on the challenges and potential of sales engagement. Revenue Performance Management Revenue performance management (RPM) is the natural successor to sales performance management (SPM). RPM enables revenue and sales leaders to align strategy and planning to optimally engage all types of accounts and territories. Whether supported by direct, partners’ or self-service digital commerce channels, the management and optimized use of quotas and compensation should be used to achieve the best possible outcomes. In addition, we will reflect the changing focus from solely new business to include those involved in customer retention and expansion. Managing revenue performance requires that organizations effectively plan revenue processes and resources; it is critical that planning be collaborative to optimize engagement and boost revenue performance. Mobile devices can provide instantaneous updates and give sales professionals and managers a straightforward view of performance to enable more effective management. We recommend that organizations adopt RPM. We will have our Revenue Performance Management Value Index in the first part of 2022 and have started new Benchmark Research. Subscription Management Subscription management involves processes and applications designed to manage the subscriber experience - from the first digital touch to subscriber engagement and onto billing. Organizations can more effectively engage subscribers through technology that enhances the subscriber experience, automating subscriber operations and financial processes. In addition, many B2B companies are shifting to a subscription business model to remain competitive. We assert that by 2024, the division of the market for subscription management software between digitally native and mixed business models will converge to platforms that can provide for both. For these companies, multiple customer engagement models, including usage-based pricing and billing makes more sense, imposing new needs on vendors to support pricing models that address individually negotiated contracts. We will conduct new Benchmark Research and Value Index research in 2022 to identify best practices and assess and rate technology vendors’ potential to help meet emerging subscription management needs. Partner Management Partner management involves processes and applications designed to support businesses that bundle or resell other providers’ services and products. Although not new, this is a growing model where an ecosystem of vendors supplies customers with products and services of their own or from others. This necessitates new onboarding processes, revenue allocation and service-level agreement monitoring and reporting. Through 2025, a new generation of partner-management applications for onboarding, SLA management and origination and partner payments will replace existing ones that only focus on indirect channel selling. We will conduct new Benchmark Research in 2022 to identify best practices and assess and rate technology vendors’ potential to help meet emerging partner management needs. Every revenue-focused organization, no matter how many employees or the size of its revenue, has an opportunity to significantly improve the selling experience. Enhancements to underlying revenue processes and technology can have an immediate impact on top- and bottom-line results. Determining your path forward in 2022 requires an effective strategy and knowledge of the technology you need to improve or add to your existing portfolio of investments. Subscribe to the Ventana Research community to stay up to date on our 2022 research efforts. Visit the revenue expertise and topic areas for our detailed agenda and continuously updated 90-day calendar as well as more research facts and best practices. Regards, Stephen Hurrell", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_SH_The%202022%20Market%20Agenda%20for%20Office%20of%20Revenue-New%20Performance%20Priority.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Stephen Hurrell", "url": "https://stephenhurrell.isg-research.net/author/stephen-hurrell", "sameAs": "https://www.linkedin.com/in/stephenhurrell" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "stephenhurrell.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script>  <script data-hs-allowed="true" src="/_hcms/forms/v2.js"></script> <script data-hs-allowed="true"> var options = { portalId: '2035844', formId: 'fa276fc9-9a16-4673-a644-1fcbedcc3c24', formInstanceId: '2478', pageId: '33416738894', region: 'na1', inlineMessage: "Thanks for subscribing!", rawInlineMessage: "Thanks for subscribing!", hsFormKey: "68ab003a58c27330fea8362cccce2c67", css: '', target: '#hs_form_target_module_1552944263900179', contentType: "listing-page", formsBaseUrl: '/_hcms/forms/', formData: { cssClass: 'hs-form stacked hs-custom-form' } }; 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