Mark Smith's Analyst Perspectives

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We offer a portfolio of advisory, research, thought leadership and digital education services to help optimize market strategy, planning and execution.</p> <p><strong><a href="https://www.ventanaresearch.com/services/vendors/analyst_relations" rel="noopener">Analyst Relations</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/services/vendors/demand_generation" rel="noopener">Demand Generation</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/services/vendors/product-marketing" rel="noopener">Product Marketing</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/vendor-coverage" target="_self" role="menuitem">Market Coverage</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/briefing" target="_self" role="menuitem">Request a Briefing</a></strong><br><br><br></p></div> <span id="hs_cos_wrapper_dnd_area-module-2_" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_simple_menu" style="" data-hs-cos-general-type="widget" data-hs-cos-type="simple_menu"><ul></ul></span> <div class="bottom_rich_text"> </div> </div> </div> </div> </div> </div> <script src="https://marksmith.isg-one.com/hs-fs/hubfs/hub_generated/template_assets/1/90531223305/1740157483881/template_mmenu.min.js"></script> </div> </div> </div> </div> </div> </div> </div> </div> <div id="hs_cos_wrapper_Structured_data" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_module" style="" data-hs-cos-general-type="widget" data-hs-cos-type="module"></div> <div class="body-container-wrapper"> <div class="blog-header background-image post_page_2" data-bg-color="secondary" style=" background-size:cover; background-position:50%; background-repeat:no-repeat; background-image:url(https://marksmith.isg-one.com/hubfs/_images/_backgrounds_expertise/2024_VR_Digital_Business_Expertise_Image_AdobeStock_288623293_1200px.jpg); ">  <div class="row-fluid"> <div class="blog-header__inner dnd-row"> <div class="blog--post__image dnd-section"> <img class="analyst-header-photo" src="https://marksmith.isg-one.com/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png" style="padding: 10px; "> <br> <h1 class="analyst-header-title">Mark Smith's Analyst Perspectives</h1>  </div> </div> </div> </div> <div class="content-wrapper-listing blog-single"> <div class="blog-content-wrapper"> <div>   <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-one.com/the-business-continuity-imperative-the-digital-experience-in-marketing-for-2020-and-beyond">The Business Continuity Imperative: The Digital Experience in Marketing for 2020 and Beyond</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/mark-smith"> Mark Smith </a> on <span class="post-date">28 June 2020 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/Images/Research_Agendas/Research_Assertions/2020/Marketing/Ventana_Research_2020_Assertion_Digital_Marketing_1.png?width=200&name=Ventana_Research_2020_Assertion_Digital_Marketing_1.png" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/Images/Research_Agendas/Research_Assertions/2020/Marketing/Ventana_Research_2020_Assertion_Digital_Marketing_1.png?width=100&name=Ventana_Research_2020_Assertion_Digital_Marketing_1.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/Images/Research_Agendas/Research_Assertions/2020/Marketing/Ventana_Research_2020_Assertion_Digital_Marketing_1.png?width=200&name=Ventana_Research_2020_Assertion_Digital_Marketing_1.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/Images/Research_Agendas/Research_Assertions/2020/Marketing/Ventana_Research_2020_Assertion_Digital_Marketing_1.png?width=300&name=Ventana_Research_2020_Assertion_Digital_Marketing_1.png 300w, https://marksmith.isg-one.com/hs-fs/hubfs/Images/Research_Agendas/Research_Assertions/2020/Marketing/Ventana_Research_2020_Assertion_Digital_Marketing_1.png?width=400&name=Ventana_Research_2020_Assertion_Digital_Marketing_1.png 400w, https://marksmith.isg-one.com/hs-fs/hubfs/Images/Research_Agendas/Research_Assertions/2020/Marketing/Ventana_Research_2020_Assertion_Digital_Marketing_1.png?width=500&name=Ventana_Research_2020_Assertion_Digital_Marketing_1.png 500w, https://marksmith.isg-one.com/hs-fs/hubfs/Images/Research_Agendas/Research_Assertions/2020/Marketing/Ventana_Research_2020_Assertion_Digital_Marketing_1.png?width=600&name=Ventana_Research_2020_Assertion_Digital_Marketing_1.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Marketing is inextricably linked to business success, and digital technology is essential to an organization’s overall marketing potential because it generates interest and brand awareness. In a black-swan event, the marketing department often is overwhelmed by short-term demands, so in these situations it’s of the essence that digital transformation gets the attention it deserves. In challenging times, a “putting-out-fires” mentality tends to take hold — this is not unreasonable but in...</p> </div> <a href="https://marksmith.isg-one.com/the-business-continuity-imperative-the-digital-experience-in-marketing-for-2020-and-beyond"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/sales">Sales</a>, <a href="https://marksmith.isg-one.com/topic/customer-experience">Customer Experience</a>, <a href="https://marksmith.isg-one.com/topic/marketing">Marketing</a>, <a href="https://marksmith.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://marksmith.isg-one.com/topic/voice-of-the-customer">Voice of the Customer</a>, <a href="https://marksmith.isg-one.com/topic/analytics">Analytics</a>, <a href="https://marksmith.isg-one.com/topic/data">Data</a>, <a href="https://marksmith.isg-one.com/topic/product-information-management">Product Information Management</a>, <a href="https://marksmith.isg-one.com/topic/digital-technology">Digital Technology</a>, <a href="https://marksmith.isg-one.com/topic/operations-supply-chain">Operations & Supply Chain</a>, <a href="https://marksmith.isg-one.com/topic/conversational-computing">Conversational Computing</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://marksmith.isg-one.com/modernizing-pim-for-product-experience-management">Modernizing PIM for Product Experience Management</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/mark-smith"> Mark Smith </a> on <span class="post-date">25 June 2020 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/Ventana_Research_Benchmark_Research_Product_Experience_Management_Graphic_200615.png?width=200&name=Ventana_Research_Benchmark_Research_Product_Experience_Management_Graphic_200615.png" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/Ventana_Research_Benchmark_Research_Product_Experience_Management_Graphic_200615.png?width=100&name=Ventana_Research_Benchmark_Research_Product_Experience_Management_Graphic_200615.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/Ventana_Research_Benchmark_Research_Product_Experience_Management_Graphic_200615.png?width=200&name=Ventana_Research_Benchmark_Research_Product_Experience_Management_Graphic_200615.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/Ventana_Research_Benchmark_Research_Product_Experience_Management_Graphic_200615.png?width=300&name=Ventana_Research_Benchmark_Research_Product_Experience_Management_Graphic_200615.png 300w, https://marksmith.isg-one.com/hs-fs/hubfs/Ventana_Research_Benchmark_Research_Product_Experience_Management_Graphic_200615.png?width=400&name=Ventana_Research_Benchmark_Research_Product_Experience_Management_Graphic_200615.png 400w, https://marksmith.isg-one.com/hs-fs/hubfs/Ventana_Research_Benchmark_Research_Product_Experience_Management_Graphic_200615.png?width=500&name=Ventana_Research_Benchmark_Research_Product_Experience_Management_Graphic_200615.png 500w, https://marksmith.isg-one.com/hs-fs/hubfs/Ventana_Research_Benchmark_Research_Product_Experience_Management_Graphic_200615.png?width=600&name=Ventana_Research_Benchmark_Research_Product_Experience_Management_Graphic_200615.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Today’s businesses must manage a continually expanding array of data, content and digital assets as well as satisfy the demands of consumers for comprehensive product information. Addressing these challenges requires unified processes and automated systems and, most importantly, the ability to augment and enrich product information. Our earlier PIM research found that more than half (52%) of organizations have incompatible tools and almost half (48%) must cope with disparate forms of data....</p> </div> <a href="https://marksmith.isg-one.com/modernizing-pim-for-product-experience-management"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/sales">Sales</a>, <a href="https://marksmith.isg-one.com/topic/marketing">Marketing</a>, <a href="https://marksmith.isg-one.com/topic/pim">PIM</a>, <a href="https://marksmith.isg-one.com/topic/digital-technology">Digital Technology</a>, <a href="https://marksmith.isg-one.com/topic/operations-supply-chain">Operations & Supply Chain</a>, <a href="https://marksmith.isg-one.com/topic/intelligent-cx">Intelligent CX</a>, <a href="https://marksmith.isg-one.com/topic/product-experience-management">product experience management</a>, <a href="https://marksmith.isg-one.com/topic/pxm">PXM</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://marksmith.isg-one.com/the-business-continuity-imperative-the-agent-and-customer-with-contact-centers-in-2020-and-beyond">The Business Continuity Imperative: The Agent and Customer with Contact Centers in 2020 and Beyond</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/mark-smith"> Mark Smith </a> on <span class="post-date">21 June 2020 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/AP_Biz_Cont_Part_10_Q_200620.png?width=200&name=AP_Biz_Cont_Part_10_Q_200620.png" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/AP_Biz_Cont_Part_10_Q_200620.png?width=100&name=AP_Biz_Cont_Part_10_Q_200620.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_Biz_Cont_Part_10_Q_200620.png?width=200&name=AP_Biz_Cont_Part_10_Q_200620.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_Biz_Cont_Part_10_Q_200620.png?width=300&name=AP_Biz_Cont_Part_10_Q_200620.png 300w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_Biz_Cont_Part_10_Q_200620.png?width=400&name=AP_Biz_Cont_Part_10_Q_200620.png 400w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_Biz_Cont_Part_10_Q_200620.png?width=500&name=AP_Biz_Cont_Part_10_Q_200620.png 500w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_Biz_Cont_Part_10_Q_200620.png?width=600&name=AP_Biz_Cont_Part_10_Q_200620.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>Contact centers play a substantial role in an organization’s success. The customer journey is engaged here, at each moment of interaction. Agents, whether human or machine-driven, are intrinsic to the customer experience and the value of the contact center. Customers are essential to an organizations’ overall business potential because they generate revenue. In a black-swan event, demand for customer service may spike or dip, so in these situations it’s of the essence that agents get the...</span></p> </div> <a href="https://marksmith.isg-one.com/the-business-continuity-imperative-the-agent-and-customer-with-contact-centers-in-2020-and-beyond"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/sales">Sales</a>, <a href="https://marksmith.isg-one.com/topic/customer-experience">Customer Experience</a>, <a href="https://marksmith.isg-one.com/topic/marketing">Marketing</a>, <a href="https://marksmith.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://marksmith.isg-one.com/topic/voice-of-the-customer">Voice of the Customer</a>, <a href="https://marksmith.isg-one.com/topic/analytics">Analytics</a>, <a href="https://marksmith.isg-one.com/topic/contact-center">Contact Center</a>, <a href="https://marksmith.isg-one.com/topic/data">Data</a>, <a href="https://marksmith.isg-one.com/topic/digital-technology">Digital Technology</a>, <a href="https://marksmith.isg-one.com/topic/operations-supply-chain">Operations & Supply Chain</a>, <a href="https://marksmith.isg-one.com/topic/conversational-computing">Conversational Computing</a>, <a href="https://marksmith.isg-one.com/topic/agent-management">agent 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://marksmith.isg-one.com/the-business-continuity-imperative-the-subscriber-experience-and-subscription-management-in-2020-and-beyond">The Business Continuity Imperative: The Subscriber Experience and Subscription Management in 2020 and Beyond</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/mark-smith"> Mark Smith </a> on <span class="post-date">14 June 2020 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/AP_Biz_Cont_Part_9_Q_200613.png?width=200&name=AP_Biz_Cont_Part_9_Q_200613.png" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/AP_Biz_Cont_Part_9_Q_200613.png?width=100&name=AP_Biz_Cont_Part_9_Q_200613.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_Biz_Cont_Part_9_Q_200613.png?width=200&name=AP_Biz_Cont_Part_9_Q_200613.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_Biz_Cont_Part_9_Q_200613.png?width=300&name=AP_Biz_Cont_Part_9_Q_200613.png 300w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_Biz_Cont_Part_9_Q_200613.png?width=400&name=AP_Biz_Cont_Part_9_Q_200613.png 400w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_Biz_Cont_Part_9_Q_200613.png?width=500&name=AP_Biz_Cont_Part_9_Q_200613.png 500w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_Biz_Cont_Part_9_Q_200613.png?width=600&name=AP_Biz_Cont_Part_9_Q_200613.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>Subscriptions are the future of business. Subscribers are essential to an organization’s overall business potential because they generate recurring revenue. In a black-swan event, demand for a subscription may spike or dip, so in these situations it’s of the essence that subscriptions get the attention they deserve. In challenging times, a “subscriber-first” mentality tends to take hold — this is not unreasonable but in focusing on satisfying subscribers, business leaders too often forget that...</span></p> </div> <a href="https://marksmith.isg-one.com/the-business-continuity-imperative-the-subscriber-experience-and-subscription-management-in-2020-and-beyond"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/sales">Sales</a>, <a href="https://marksmith.isg-one.com/topic/customer-experience">Customer Experience</a>, <a href="https://marksmith.isg-one.com/topic/marketing">Marketing</a>, <a href="https://marksmith.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://marksmith.isg-one.com/topic/voice-of-the-customer">Voice of the Customer</a>, <a href="https://marksmith.isg-one.com/topic/analytics">Analytics</a>, <a href="https://marksmith.isg-one.com/topic/data">Data</a>, <a href="https://marksmith.isg-one.com/topic/product-information-management">Product Information Management</a>, <a href="https://marksmith.isg-one.com/topic/digital-technology">Digital Technology</a>, <a href="https://marksmith.isg-one.com/topic/operations-supply-chain">Operations & Supply Chain</a>, <a href="https://marksmith.isg-one.com/topic/conversational-computing">Conversational Computing</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://marksmith.isg-one.com/the-business-continuity-imperative-the-partner-experience-and-channel-performance">The Business Continuity Imperative: The Partner Experience and Channel Performance Agenda</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-one.com/author/mark-smith"> Mark Smith </a> on <span class="post-date">07 June 2020 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-one.com/hs-fs/hubfs/AP_Biz_Cont_Part_8_Q_200610.png?width=200&name=AP_Biz_Cont_Part_8_Q_200610.png" width="200" !important: srcset="https://marksmith.isg-one.com/hs-fs/hubfs/AP_Biz_Cont_Part_8_Q_200610.png?width=100&name=AP_Biz_Cont_Part_8_Q_200610.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_Biz_Cont_Part_8_Q_200610.png?width=200&name=AP_Biz_Cont_Part_8_Q_200610.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_Biz_Cont_Part_8_Q_200610.png?width=300&name=AP_Biz_Cont_Part_8_Q_200610.png 300w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_Biz_Cont_Part_8_Q_200610.png?width=400&name=AP_Biz_Cont_Part_8_Q_200610.png 400w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_Biz_Cont_Part_8_Q_200610.png?width=500&name=AP_Biz_Cont_Part_8_Q_200610.png 500w, https://marksmith.isg-one.com/hs-fs/hubfs/AP_Biz_Cont_Part_8_Q_200610.png?width=600&name=AP_Biz_Cont_Part_8_Q_200610.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Partners play a key role in the revenue and growth of every organization. Whether channel selling is in assistance to internal sales or independent, what happens in partnering has ramifications that are simply too important to underestimate. The imperative to maintain business continuity with channel partners becomes painfully clear in a global pandemic, and that imperative demands that organizations cultivate partner excellence and channel performance. This effort should start with partner...</p> </div> <a href="https://marksmith.isg-one.com/the-business-continuity-imperative-the-partner-experience-and-channel-performance"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-one.com/topic/big-data">Big Data</a>, <a href="https://marksmith.isg-one.com/topic/customer-experience">Customer Experience</a>, <a href="https://marksmith.isg-one.com/topic/learning">Learning</a>, <a href="https://marksmith.isg-one.com/topic/office-of-finance">Office of Finance</a>, <a href="https://marksmith.isg-one.com/topic/voice-of-the-customer">Voice of the Customer</a>, <a href="https://marksmith.isg-one.com/topic/business-continuity">Business Continuity</a>, <a href="https://marksmith.isg-one.com/topic/analytics">Analytics</a>, <a href="https://marksmith.isg-one.com/topic/digital-technology">Digital Technology</a>, <a href="https://marksmith.isg-one.com/topic/work-and-resource-management">Work and Resource Management</a>, <a href="https://marksmith.isg-one.com/topic/operations-supply-chain">Operations & Supply Chain</a>, <a href="https://marksmith.isg-one.com/topic/sales-enablement-and-execution">Sales Enablement and Execution</a>, <a href="https://marksmith.isg-one.com/topic/conversational-computing">Conversational Computing</a>, <a href="https://marksmith.isg-one.com/topic/work-experience-management">work experience management</a>, <a href="https://marksmith.isg-one.com/topic/partner-management">partner management</a>, <a href="">AI and Machine Learning</a> <hr> </div> <script> // Check active classes var checkClass = function() { if ( $('.fil_item').hasClass('hide') ) { $('.fil_item').removeClass('hide'); } }; // Category filters $('.all').click( function() { checkClass(); }); // Active tag $('.bttn').click(function(){ $('.bttn').removeClass('active'); $(this).addClass('active'); }) </script> </div> <div class="blog-numeric-pagination span12 ">   </div> </div> <div class="blog-sidebar">   <style> .blog-sidebar h3 { font-size: 18px; margin-bottom: 30px; position: relative; color: var(--light_blue); padding-top:40px; } .btn-secondary, .filter-expand-link { text-transform: uppercase; background-color: #113049!important; border-color: #113049!important; color: #ffffff!important; transition: all .15s ease-in-out; animation-timing-function: ease-in-out; font-family: 'Open Sans', sans-serif; font-style: normal; font-weight: 500; text-decoration: none; font-size: 0.875rem; line-height: 1.4000000000000001rem; border-radius: 6px; height: 3.5rem; text-align: center; padding: 0 2.8125rem; border: 1px solid; display: -webkit-inline-box; display: -ms-inline-flexbox; display: inline-flex; -webkit-box-align: center; -ms-flex-align: center; align-items: center; } .filter-expand-link { text-transform: uppercase; background-color: #113049!important; border-color: #113049!important; color: #ffffff!important; transition: all .15s ease-in-out; animation-timing-function: ease-in-out; font-family: 'Open Sans', sans-serif; font-style: normal; font-weight: 500; text-decoration: none; font-size: 0.875rem; line-height: 1.4000000000000001rem; border-radius: 6px; height: 3.5rem; text-align: center; padding: 0 2.8125rem; border: 1px solid; display: -webkit-inline-box; display: -ms-inline-flexbox; display: inline-flex; -webkit-box-align: center; -ms-flex-align: center; align-items: center; } </style> <span class="hs-cta-wrapper" id="hs-cta-wrapper-960cd0b7-7494-40d3-ac1c-5825d5a075be"><span class="hs-cta-node hs-cta-960cd0b7-7494-40d3-ac1c-5825d5a075be" id="hs-cta-960cd0b7-7494-40d3-ac1c-5825d5a075be"><a href="https://cta-redirect.hubspot.com/cta/redirect/2035844/960cd0b7-7494-40d3-ac1c-5825d5a075be"><img class="hs-cta-img" id="hs-cta-img-960cd0b7-7494-40d3-ac1c-5825d5a075be" style="border-width:0px;" src="https://no-cache.hubspot.com/cta/default/2035844/960cd0b7-7494-40d3-ac1c-5825d5a075be.png" alt="JOIN OUR COMMUNITY"></a></span><script charset="utf-8" src="https://js.hscta.net/cta/current.js"></script><script type="text/javascript"> hbspt.cta.load(2035844, '960cd0b7-7494-40d3-ac1c-5825d5a075be', {"useNewLoader":"true","region":"na1"}); </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://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png" alt="David Menninger" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=50&name=Menninger.David%20Pic.Circle.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=150&name=Menninger.David%20Pic.Circle.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=200&name=Menninger.David%20Pic.Circle.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=250&name=Menninger.David%20Pic.Circle.png 250w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=300&name=Menninger.David%20Pic.Circle.png 300w"> <h5 class="analyst_name">David Menninger</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://jefforr.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png" alt="Jeff Orr" width="100" data-constrained="true" caption="false" srcset="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=50&name=Orr.Jeff.Circle.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=150&name=Orr.Jeff.Circle.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=200&name=Orr.Jeff.Circle.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=250&name=Orr.Jeff.Circle.png 250w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=300&name=Orr.Jeff.Circle.png 300w" sizes="(max-width: 100px) 100vw, 100px"> <h5 class="analyst_name">Jeff Orr</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://keithdawson.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png" alt="Keith Dawson" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=50&name=Dawson.Keith%20Pic.Circle.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=150&name=Dawson.Keith%20Pic.Circle.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=200&name=Dawson.Keith%20Pic.Circle.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=250&name=Dawson.Keith%20Pic.Circle.png 250w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=300&name=Dawson.Keith%20Pic.Circle.png 300w"> <h5 class="analyst_name">Keith Dawson</h5> </a> </div> <div class="span6" style="text-align:center;"> <a href="https://marksmith.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png" alt="Mark Smith" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=50&name=Smith.Mark%20Pic.Circle.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=150&name=Smith.Mark%20Pic.Circle.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=200&name=Smith.Mark%20Pic.Circle.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=250&name=Smith.Mark%20Pic.Circle.png 250w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=300&name=Smith.Mark%20Pic.Circle.png 300w"> <h5 class="analyst_name">Mark Smith</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://mattaslett.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png" alt="Matt Aslett" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=50&name=Aslett.Matt%20Pic.Circle.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=150&name=Aslett.Matt%20Pic.Circle.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=200&name=Aslett.Matt%20Pic.Circle.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=250&name=Aslett.Matt%20Pic.Circle.png 250w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=300&name=Aslett.Matt%20Pic.Circle.png 300w"> <h5 class="analyst_name">Matt Aslett</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://matthewbrown.isg-research.net/"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=100&name=profile_vr_matthew_brown_circle_900x900.png" alt="Matthew Brown" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=50&name=profile_vr_matthew_brown_circle_900x900.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=100&name=profile_vr_matthew_brown_circle_900x900.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=150&name=profile_vr_matthew_brown_circle_900x900.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=200&name=profile_vr_matthew_brown_circle_900x900.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=250&name=profile_vr_matthew_brown_circle_900x900.png 250w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=300&name=profile_vr_matthew_brown_circle_900x900.png 300w"> <h5 class="analyst_name">Matthew Brown</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://robertkugel.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png" alt="Robert Kugel" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=50&name=Kugel.Robert%20Pic.Circle.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=150&name=Kugel.Robert%20Pic.Circle.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=200&name=Kugel.Robert%20Pic.Circle.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=250&name=Kugel.Robert%20Pic.Circle.png 250w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=300&name=Kugel.Robert%20Pic.Circle.png 300w"> <h5 class="analyst_name">Robert Kugel</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://stephenhurrell.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png" alt="Stephen Hurrell" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=50&name=Hurrell.Stephen%20Pic.Circle.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=150&name=Hurrell.Stephen%20Pic.Circle.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=200&name=Hurrell.Stephen%20Pic.Circle.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=250&name=Hurrell.Stephen%20Pic.Circle.png 250w, https://marksmith.isg-one.com/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=300&name=Hurrell.Stephen%20Pic.Circle.png 300w"> <h5 class="analyst_name">Stephen Hurrell</h5> </a> </div> </div>   <div class="row-fluid">  <div style="text-align: center;"> <a href="https://blog.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=100&name=ISG_Bug_Reverse_Transparent.png" alt="ISG Software Research" width="100" data-constrained="true" caption="false" srcset="https://marksmith.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=50&name=ISG_Bug_Reverse_Transparent.png 50w, https://marksmith.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=100&name=ISG_Bug_Reverse_Transparent.png 100w, https://marksmith.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=150&name=ISG_Bug_Reverse_Transparent.png 150w, https://marksmith.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=200&name=ISG_Bug_Reverse_Transparent.png 200w, https://marksmith.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=250&name=ISG_Bug_Reverse_Transparent.png 250w, https://marksmith.isg-one.com/hs-fs/hubfs/ISG_Bug_Reverse_Transparent.png?width=300&name=ISG_Bug_Reverse_Transparent.png 300w" sizes="(max-width: 100px) 100vw, 100px"> <h5 class="analyst_name">ISG Software Research</h5> </a> </div> </div>  </div> <div id="hs_cos_wrapper_module_1552944263900179" class="hs_cos_wrapper hs_cos_wrapper_widget 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Beyond", "mainEntityOfPage": "https://marksmith.isg-one.com/the-business-continuity-imperative-the-digital-experience-in-marketing-for-2020-and-beyond", "datePublished": "28/06/2020", "dateModified": "28/06/2020", "articleBody": "Marketing is inextricably linked to business success, and digital technology is essential to an organization’s overall marketing potential because it generates interest and brand awareness. In a black-swan event, the marketing department often is overwhelmed by short-term demands, so in these situations it’s of the essence that digital transformation gets the attention it deserves. In challenging times, a “putting-out-fires” mentality tends to take hold — this is not unreasonable but in focusing on satisfying the interest of the moment, business leaders too often forget that a consistent digital experience is essential to engaging consumers, the public and customers in a way that contributes to long-term success. Fulfilling this objective requires technology designed to deliver for marketing to meet this essential imperative. An organization’s agility and ability to invest adequate time and resources into marketing technology that enables a superior digital experience is essential for its sustainability and operational effectiveness. Operating under duress during a crisis such as a global pandemic and achieving business continuity is a challenge for any organization’s skillset, particularly if digital transformation investments did not make it to business areas that needed it most. In fact, Ventana Research asserts that through 2021, one-half of organizations will realize that digital transformation investments have not met the organizational readiness requirements of business continuity, leading to a new focus on innovative digital technologies that more reliably sustain operations. The business continuity imperative requires that marketing organizations make it a priority to examine areas that are often overlooked but that make a meaningful impact on marketing efforts and can contribute to revenue objectives. One such business area is digital experiences— not just content processes but the consumption of that content and interactions across all channels and systems. Managing the digital experience and related processes is not always simple and requires sophisticated and interactive content and conversations. Effective digital engagement requires an experience that provides digital and virtual information that’s consistent no matter the channel, from digital commerce and the company website to the information provided by lines of business across the organization. It’s critical that organizations provide a digital experience that exceeds expectations, and this requires systems that can provide information that is interactive and responsive. The sustainability of every organization hinges on marketing to invest into modern digital technology investments that make an impact. This, as I have pointed out, is essential to your product experience for buyer and customer delight. Building Continuity through Digital Experience Marketing Every organization should start by assessing all short- and long-term efforts related to the digital experience and any approach already in place. No matter where an organization manages digital information and interactions — whether from a dedicated approach such as a digital experience platform (DXP), a content management system (CMS), a marketing or customer data platform (CDP) to a marketing automation platform, or worse, from a tangle of custom applications — it must continuously improve. We assert that by 2022, only one-half of marketing organizations will have transitioned from marketing automation to digital experience marketing that is focused on delivering frictionless interactions across all channels and devices. Furthermore, organizations that haven’t yet unified digital experiences by utilizing a cloud-based customer data platform (CDP) must make this an immediate priority. It’s more difficult to readily access customer information when it’s not managed in a unified manner that ensures pleasant, consistent and personalized interactions, especially during times when business continuity is a challenge. It is essential to go beyond conventional wisdom; digital, interactive experiences in the cloud and easy mobile access are basic steps in digital transformation, but this isn’t enough. We have all witnessed the peril of this mindset. Many current approaches lack agility and require significant improvement to support this marketing imperative. Organizations should cultivate information catalogs and individual profiles by encouraging engagement —through a combination of systems, commerce and websites — to bolster more interactive digital experiences. Doing this requires more automated and streamlined digital processes and conversational, intelligent and interactive virtual experiences. An organization’s investment in its marketing technology will determine its success and this is impossible without high-quality, seamless digital experiences. In fact, Ventana Research asserts that by 2022, one-half of organizations will determine that the digital experiences they provide are not intelligent or automated and fall short in maintaining business continuity for organizational readiness, resulting in lost customers and workforce instability. Marketing organizations must effectively engage their audience and elicit further interactions and build a road towards a brand experience and customer relationship. Success is about more than just clicks and interactions; it’s about more than personalization and relevant information, though these things are critical during the best and worst of times, under pressure and over time. Marketing success is about increasing effectiveness and bringing new value to the process itself to gain maximum outcomes. A clear understanding of digital experience management requires a platform that can manage interactions and content — including profiles and segmentations that are personalized and relevant. This might include promotions or pricing information across B2B and B2C channels. In addition, organizations should seek a platform that enables them to select and configure content based on profiles in a CDP to support digital conversations and interactions. Artificial intelligence and machine learning are critical to automated and effective interactions with audiences. By 2022, more than one-third of marketing organizations will embrace marketing applications that use AI, collaboration and mobile technologies to enhance digital interactions with customers. While a portfolio of marketing technologies can enhance productivity, organizations should leverage critical metrics for insights that indicate the health of marketing investments and efforts. A portfolio of critical digital experience analytics should include metrics that guide further investment. Optimizing the digital experience is more than just a nicety; it’s essential for every organization that looks to make the most of any visitor or customer that interacts with marketing. Digital Communications are Essential Challenges such as a global pandemic or natural disasters demand digital communication across a distributed and virtualized workforce to consumers and customers; however, crises often shift priorities and digital engagement can suffer. Being collaborative and responsive in communications is important and organizations must design an approach that’s comprehensive across all channels and is open and secure to all parties. This is what resiliency and business continuity is all about. And this is why we assert that by 2022, one-quarter of marketing organizations will deploy conversational experience systems that use AI-enabled natural language for interactions, ushering in a new generation of self-service. Marketing organizations must ensure their digital communications can interoperate with other applications and provide digital experiences that help engage not just those in the workforce directly involved in marketing processes but all parties inside and outside the organization. Conversational computing methods such as intelligent virtual agents are smarter than most bots and can enable easy collaboration and rapidly respond to questions and provide information. Engaging an organization in new, virtual ways is essential to enacting workforce management methods that best support the digital experience and related processes. It’s important that an organization rally its work management efforts during a crisis such as a pandemic, because effectiveness in marketing and enhancing digital efforts requires collaboration across the organization to manage the necessary activities and tasks in an intelligent manner. To be effective, organizations should establish best practices and policies that guide improvement to work experiences and enhance virtual interactions across marketing. And marketing organizations must keep this axiom of business continuity in mind: Digital experiences and the required applications and systems must support open and secure digital communications outside of normal operations. Digital Experiences Matter Many organizations have managed digital experiences as if it’s traditional content — across an array of systems that focus on content and image uploads — but few of these applications support a dedicated focus on optimizing the experience across a range of interactions and channels. A quality digital experience requires the right technology, which currently we don’t find in traditional marketing automation or content management systems, or even in digital commerce approaches. We assert that by end of 2023, one-half of organizations will conclude they need to replace existing marketing automation technologies for a better digital experience. It’s important that an organization make marketing investments that use an automated and intelligent approach to optimize interactions. The current movement in marketing technology is digital experience management, which uses a common platform to enhance the digital, virtual and personalized interactions in B2C or B2B markets. Organizations can integrate anonymized customer profiles with a marketing and customer data platform to better personalize the experience. Organizations must improve by assessing and prioritizing improvements to optimize engagement and monetize marketing investments. Using the right marketing technology is foundational to success and creates opportunities for breakthrough growth that far exceeds mere automation and productivity improvements. Sustainable results in digital experience platforms are only possible when an organization is deliberate about the marketing technology it uses to increase engagement. Marketing needs to ensure not just one experience and profile, but of intelligently designed segments. Just posting content with an image and description was possible decades ago though it does not provide an effective digital experience. Even worse is the overuse of Adobe Acrobat for publishing information, and we assert through 2023, one-third of marketing organizations will abandon use of Adobe Acrobat for digital content, concluding that the experience fails to meet the needs of mobile-based buyers and customers. Organizations with a unified approach will find that it’s easier to achieve agility when blending modern marketing technologies to create a common profile with which to cultivate conversational and personalized experiences. Marketing organizations can extend digital potential with extended reality (XR) technology that virtualizes and augments the digital experience, significantly enhancing engagement and often answering questions without wasting the visitor’s or customer’s valuable time by forcing them to interact with a contact center. Embracing methods that use mobile devices to virtualize products and information, whether at a retail location or in a home, can further enhance the digital experience, thus increasing likelihood of engagement that exceeds expectations. Marketing organizations should be able to capture and monitor interactions and online feedback from all relevant parties to gain the insights necessary to effectively improve the digital experience. Continuous feedback can help increase productivity but, more importantly, the effectiveness of the digital marketing efforts. It might be an opportunity to consider a program focused on the Voice of the Experience (VoX) that formalizes the process to garner digital feedback such as reviews can instill confidence in marketing investments and improve the bottom line. Smart Investments Matter Organizations must consider whether investments in marketing applications and technology that support consistently satisfying digital experiences across channels and systems and if they incorporated a conversational and interactive approach. The right technology includes a platform that supports the portfolio of needs; it must be adaptive and facilitate interactions and integration across the marketing technology stack. Investments should automate processes but they also should facilitate intelligent collaboration and conversations. We assert that through 2023, one-third of organizations will initiate business continuity planning to realign the priority of technology investments required to operate seamlessly in a distributed and virtual manner in customer, product, supply chain and workforce processes. Marketing organizations should seek investments that enable digital experiences that delight those inside and outside of the organization. Smart investment requires an effective assessment of an array of applications and tools. A solid evaluation includes the following questions: Do your marketing technologies support the configuration and personalization of digital experiences across channels and systems? Do you have the marketing processes that optimize experiences and increase engagement? Do you effectively gain digital feedback from peer reviews? Are you able to track usage and provide metered subscription billing? Can you manage your digital catalog of content for targeted segments? Are you able to have digital communications across relevant parties in the organization — and to your website’s visitors and customers? Can you monitor and engage your marketing experiences in such a way that you can measure and methodically improve? Are you able to collaborate on specific work tasks related to subscriptions to improve the quality of information and effectiveness of the experience? Are you able to assess digital satisfaction with a VoX program and use feedback to make improvements? A “no” answer to any of these questions indicates risk that could directly impact an organization’s potential with marketing experience management. Every organization, no matter the industry, the number of its employees or the size, has an opportunity to significantly improve its marketing efforts and the digital experience. It’s critical that an application enable leaders and managers to adequately plan for and respond to needed changes, from black swan events to meeting typical business continuity obligations. Organizations are unwise to even consider any investments that aren’t mobile-ready and powered with collaboration methods across the workforce. We assert that by 2022, one-third of organizations will determine that their business applications are not suited to support their business continuity needs due to ineffective collaborative and mobile experiences, which are essential to operate seamlessly in a virtual environment. Every organization must ensure it has technology that can operate on a mobile device and in a remote location, including from the couch and home office. Organizations should be ruthless about any operation that impairs the digital experience. While organizations have spent significant resources and efforts on digital transformation in the form of automation and efficiency improvements, a far more important consideration is whether those investments provide the impact to the work desired and can support this critical focus. Next Steps In times of crisis such as the current global health pandemic, when business continuity is a top priority, organizations mustn’t neglect digital investments for marketing , especially if it has not previously been a focal point of executive leadership or a team involved with marketing processes, whether selling or servicing. A superior digital experience demands technology that supports processes that improve productivity and the overall effectiveness of marketing efforts. Leadership that invests in marketing and related technologies can have a profound impact on customer engagement and an organization’s ability to reach expected revenue and financial performance. Continuous improvement is a the responsibility of CMO, and across business and IT leadership, and impossible to do without marketing designed to optimize the digital experience. It is critical that organizations, especially in times of duress, use business continuity as a driver to improve planning and execution of marketing and related communications and processes, and thus should examine their technology investments. If you are not sure how to approach improving the digital aspects of marketing — and thus revenue performance — through the lens of business continuity, there are specific steps that every organization should take, similar to the steps outlined in my perspective on the imperative for digital innovation in business continuity. The effective use of digital technologies can reinvent the experience — from the outside in and from the inside out — requiring the right lens that can support business continuity and not distract from it, which can ensure a more comprehensive approach. Most organizations have realized this and are making it a priority to be more prepared. We assert that by 2022, after a decade of concerted efforts in digital transformation, one-half of organizations will not have established business continuity as an investment priority and will not be prepared to operate in a future pandemic or crisis, which will lead to increased operational risks. To achieve business continuity, optimize underlying marketing processes and technology for your organization that enhances digital experiences. This can have an immediate impact on top- and bottom-line results. Once your organization has an effective approach to digitally secure and open communications, along with the right tools for digital experiences and leadership committed, you can be assured that your organization is built to last. Ensure that existing and future marketing technology investments are designed for effective engagement and a fantastic digital experience, not just for automation and efficiency. Every customer matters, as do the internal teams in your organization dedicated to supporting them. The entire executive team — the CEO’s staff, the CMO, CFO, CIO, CCO, COO, CRO, CHRO and the Chief Digital or Innovation Officers— should be aware of the strategy and plans for optimizing marketing processes and digital experiences. Organizational leadership needs to ensure they embrace this imperative and the discipline it entails throughout the organization. The future depends on the active involvement of those who see building sustainable digital experiences as fundamental to business continuity and determining the flexibility to engage and retain every potential customer. Determining your path forward for 2020 and beyond requires an effective strategy and an understanding of how to best sustain the required business continuity for your organization. Make sure you are using applications and technology for marketing management that can truly provide an effective digital experience that’s focused on engagement and sustainable long-term relationships. Regards, Mark", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Images/Research_Agendas/Research_Assertions/2020/Marketing/Ventana_Research_2020_Assertion_Digital_Marketing_1.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-one.com/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Modernizing PIM for Product Experience Management", "mainEntityOfPage": "https://marksmith.isg-one.com/modernizing-pim-for-product-experience-management", "datePublished": "25/06/2020", "dateModified": "25/06/2020", "articleBody": "Today’s businesses must manage a continually expanding array of data, content and digital assets as well as satisfy the demands of consumers for comprehensive product information. Addressing these challenges requires unified processes and automated systems and, most importantly, the ability to augment and enrich product information. Our earlier PIM research found that more than half (52%) of organizations have incompatible tools and almost half (48%) must cope with disparate forms of data. These are situations that lead to wasted time and inefficiency in checking for errors and reconciling data across systems. To provide an effective product experience for consumers, customers and partners as well as throughout the supply chain, organizations must deliver accurate, consistent and actionable product information. Doing this will enhance visibility into and engagement with product information and can help organizations increase revenue and satisfy customers. Moreover, it is impossible to deliver the best possible customer experience without a great product experience; in our earlier benchmark research on this topic, three in five organizations (61%) cited improving the customer experience as a benefit they realized from their investment into product information management (PIM). Against this backdrop, Ventana Research is undertaking new benchmark research on Product Experience Management (PXM) to determine awareness and adoption of a new generation of product information management software that focuses on product experiences and the underlying processes and systems required to meet today’s and tomorrow’s challenges. The new research will explore organizations’ experiences with deployment of PIM systems and issues they have faced in efforts to align business and IT resources and spending with organizational information management objectives. Those efforts often require the integration of supplier and customer information, increased use of online channels and synchronization of updates to product information that may be spread across global markets. We also will investigate the market performance and maturity of organizations’ implementations of PIM or those systems supporting it and their current or planned use of technologies including cloud computing, mobile, collaboration, artificial intelligence and machine learning, and big data. It will examine how and to what extent they have addressed the people, process, information and technology aspects of improving data quality, integration and consistency; enabled B2B and supplier integration through online channels and services; provided a single view of products, materials and attributes for business intelligence and analytics; and established a central resource for better control and security of product information. Managing product information can be a difficult challenge as industries, organizations and even individuals within them frequently use different names, attributes, images and related information about products for the same purpose. Disparities often exist across departments. Additionally, organizations regularly add suppliers to their business networks and increase the number and variety of products they offer without utilizing already defined and agreed-upon product information. In addition, today’s customers expect to have a delightful product experience that provides information on their mobile devices, and commerce across sites and social media introduces challenges for a unified experience. Finally, and perhaps most importantly, product information today must have a visual component, from images and video to social ratings and reviews. Competitive pressures require that the information presented is not only up-to-date and accurate but engaging in its presentation. These advances not only bring additional content and data into organizations’ information systems, they often introduce new inconsistencies in how products and attributes are combined. Yet competitive pressures require that the information presented is not only up-to-date and accurate but engaging in its presentation — in other words, an effective product experience. Organizations also need systems that enable intelligent processes to run continuously and uninterrupted and that use machine learning and analytics to identify issues and opportunities to exploit the power of product information. In addition, analytics can provide insight on the use of product information and where collaborative actions need to be taken for improvement. In most organizations, product information is spread across websites, applications, digital asset management systems, databases, spreadsheets and other systems, each of which can have its own ways of presenting the information, resulting in disparate product experiences. A related issue is the difficulty of exchanging, integrating and synchronizing product information across the diverse systems and services used directly by buyers, customers and business partners, typically outside of enterprise systems, and in cloud computing environments such as digital commerce, marketplaces and CRM systems. Slow and incomplete integration processes prevent organizations from easily gaining a single view of products for controlling and updating the information to enable a product experience that’s consistent for employees, partners and customers. Click here to participate in this research, and here to learn more about Ventana Research’s methodology and large body of research on the Customer Experience, Marketing, the Office of Sales and Operations and the Supply Chain — expertise areas that require PXM. The breadth of this research over more than a decade has given us insight into trends that affect IT departments and the needs of other parts of the organization. Our research findings have consistently found a connection between not using the right software (or using appropriate technology improperly) and not performing well. Regards, Mark", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Ventana_Research_Benchmark_Research_Product_Experience_Management_Graphic_200615.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-one.com/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "The Business Continuity Imperative: The Agent and Customer with Contact Centers in 2020 and Beyond", "mainEntityOfPage": "https://marksmith.isg-one.com/the-business-continuity-imperative-the-agent-and-customer-with-contact-centers-in-2020-and-beyond", "datePublished": "21/06/2020", "dateModified": "21/06/2020", "articleBody": "Contact centers play a substantial role in an organization’s success. The customer journey is engaged here, at each moment of interaction. Agents, whether human or machine-driven, are intrinsic to the customer experience and the value of the contact center. Customers are essential to an organizations’ overall business potential because they generate revenue. In a black-swan event, demand for customer service may spike or dip, so in these situations it’s of the essence that agents get the attention they deserve. In challenging times, a “customer-first” mentality tends to take hold — this is natural, but in focusing on satisfying customers, business leaders too often forget that the agent experience is essential to effective customer engagement. Fulfilling this objective requires contact center technology designed for this purpose. An organization’s agility and ability to invest adequate time and resources into agents is essential for its sustainability and contact center effectiveness. Operating under duress during a crisis such as a global pandemic and achieving business continuity is a challenge for any organization’s skillset, particularly if digital transformation investments did not make it to business areas that needed it — too often the contact center. We assert that by 2022, after a decade of concerted efforts in digital transformation, one-half of organizations will not have established business continuity as an investment priority and will not be prepared to operate in a future pandemic or crisis, which will lead to increased operational risks. The business continuity imperative requires that organizations make it a priority to examine customer interactions — too often overlooked — that make a meaningful impact on the customer experience. One such business area is contact centers, not just the technology infrastructure for products and customers but tools to manage agents and their experience with contact center processes in a simple yet sophisticated manner. Effective customer engagement requires that agents provide digital, virtual engagement that’s consistent no matter the channel, from call centers, digital commerce and the company website to marketplaces where products are being merchandised for purchase or for customer service. It’s critical that organizations provide a highly effective digital customer experience that exceeds expectations, and this requires human or machine or intelligent virtual agents (IVA) with information that is accurate and relevant. The sustainability of every organization hinges on an effective customer experience and technology investments that enable it to be impactful and interactive. This, as I have pointed out, is essential to the voice and mission of your customer experience. Building Continuity through Agent Experiences Every organization should start by assessing all short- and long-term efforts related to the agent experience and any contact center approach already in place. No matter where an organization manages customer information and orders — whether from a dedicated approach such as an CRM system, or worse, from a tangle of custom applications — it must first and foremost keep its focus on improving the customer experience. We assert that through 2022, only one-third of organizations will reconsider how agents are managed and align coaching activities and learning experiences that directly improve agents’ knowledge and operational effectiveness. Furthermore, organizations that haven’t yet unified agent management (formerly called WFO, or workforce optimization) and moved it to the cloud must make this an immediate priority. It’s more difficult to readily access agents when it’s not managed in a way that ensures an acceptable level of resiliency for business continuity. It is essential to go beyond conventional wisdom; applications in the cloud are basic steps in digital transformation but that doesn’t mean that everything will be just fine. We have all witnessed the peril of this mindset. Many current approaches lack agility and require significant improvements in processes and technology to meet agent management and contact center needs. Organizations should cultivate agents that encourages engagement — whether in learning paths and use of learning management systems (LMS) or digital collaboration on policy and product information — to bolster more interactive agent experiences. Doing this requires more intelligent, streamlined agent processes so contact center and customer leadership can focus on areas that need immediate improvement, such as velocity and volume of customer service or engagement needs across channels or applications. An organization’s investment in its digital experiences with customers will determine its success, and this is impossible without high-quality, seamless digital agent experiences. In fact, Ventana Research asserts that by 2022, one-half of organizations will determine that the digital experiences they provide are not intelligent or automated and fall short in maintaining business continuity for organizational readiness, resulting in lost customers and workforce instability. Organizations must effectively engage agents to ensure longevity in the relationship with them and the engagement with customers. Success is about more than just maintaining a status quo; it’s about more than increasing levels of engagement and related productivity; it about more than even sustaining those efforts in best and worst of times and under pressure and over time. Agent success is about increasing effectiveness and bringing new value to agents by supporting their needs to realize the organization’s potential through simpler desktop that embraces robotic process automation (RPA) and access to knowledge relevant to the needs of the moment. A clear understanding of agent management requires a platform that can manage agents — from their role, responsibilities, skills, schedules to their performance; this provides the foundation for a contact center to utilize agents most effectively. In addition, organizations should seek a platform that enables them to consider agents’ preferences when configuring schedules. Challenging times require a lot from agents, both mentally and physically, and in these moments organizations must be prepared to assess agent readiness and optimize their experience to maintain business continuity. Agent management platforms should provide guidance on when to know the level of productivity and engagement quality of agents. We assert by 2023, one-half of organizations will conclude that it is important to address agents’ needs for more flexibility and a better work-life balance and that their workforce optimization technology is not up to that task. Agent management should do more than just enhance operations, and the productivity and readiness of the contact center. It should provide insights into critical agent metrics that indicate the health of the contact center. Portfolios of agent performance analytics can help guide contact center performance but metrics and a dashboard alone are insufficient. The real value comes from applying machine learning and uncovering challenges related to engagement and satisfaction through actual conversational analytics that capture language and sentiment. The agent experience unifies an organization’s efforts to not just sustain continuity but bring new value to customers, using their responses and recommendations to sustain engagement and exceed expectations. Optimizing the agent experience is more than just a nicety; it’s essential for every organization that looks to make the most of customer engagement and relationships. To maintain business continuity during challenging times, an organization may need to offer flexibility to ensure agents are ready to be empathic with customers, specifically, that they are equipped and empowered to address questions regarding suspending bills or reducing payments to help alleviate economic challenges. This effort is especially important when times are difficult. Without a prepared workforce, a contact center is not ready to fulfill agents or customers’ expectations. I recently discussed why this is a critical part of your mission for business continuity and beyond. Agent and Customer Communications are Essential Managing customer experiences requires applications that enable unified digital communications and collaboration that supports the customer experience. Challenges such as a global pandemic or natural disasters demand digital communication across a distributed and potentially virtualized workforce and with customers; however, crises often shift priorities and engagement can suffer. To be collaborative and responsive in communications, organizations must design a program that’s comprehensive across all channels and valuable to all parties. This is what resiliency and business continuity is all about. And this is why we assert that through 2023, one-third of organizations will initiate business continuity planning to realign the priority of technology investments required to operate seamlessly in a distributed and virtual manner in customer, product, supply chain and workforce processes. Organizations must ensure their digital communications can interoperate with the necessary applications and provide digital experiences that help engage not just those in the workforce directly involved in contact center processes but those across the organization that are responsible for customers. By 2023, one-quarter of organizations will look to unified communications (UCaaS) and contact center-as-a-service (CCaaS) technology to collaborate in the enterprise and with customers more effectively. This realization has led to more organizations examining the use of communication platform as-a-service (CPaaS) as the means for more effective digital experiences in collaborations with customers. Organizations must enable digital communications among all parties involved in the customer lifecycle of a contact center’s agent workforce to reduce friction and retain them. This collaboration might be best addressed through conversational computing methods such as intelligent virtual agents, which are smarter than most bots and rapidly respond to the needs of customers. Any of the telephony and especially digital interactions require the cryptographic-level security using one’s trusted digital identity and not through commonly found personal information on the dark web that can be used to fraudulently represent a customer to an agent. Engaging an organization in new, virtual ways is essential to enacting work management methods that best support contact centers processes. It’s important that an organization rally its digital communications efforts during a crisis such as a pandemic, because effectiveness in enhancing contact center processes requires collaboration across the organization to manage agents in an intelligent manner. To be effective, organizations should establish best practices and policies that guide improvement to agent experiences, enhancing virtual interactions with customers for business continuity. This includes supporting direct engagement with a contact center for questions at time of purchase, service-related issues or billing and payments. And organizations must keep this axiom of business continuity in mind: Applications and systems must support digital communications outside of normal operations. Customer Experiences Matter Many organizations manage customer interactions across an array of business applications, but few of these applications help an organization optimize the customer experience and lifecycle. A quality customer experience requires the right technology, which currently we don’t always find in legacy contact center or CRM applications. We assert that through 2022, one-third of organizations will determine that their omnichannel interactions are ineffective and will abandon existing contact center technology. It’s important that an organization make investments into supporting contact centers that take an automated and intelligent approach to optimizing priorities and resources, simplifying the execution of agent-related tasks and activities to improve outcomes. The current movement in technology for contact centers help enhance the digital and virtual aspects of customers by using a common platform that can orchestrate interactions between agents and customers in both B2C and B2B markets. Organizations must improve customers’ experiences by assessing and prioritizing improvements to contact center processes to optimize engagement and satisfaction. Using the right technology is foundational to success and creates opportunities for breakthrough growth that far exceeds mere productivity improvements. Sustainable growth in contact centers and thus better customer experiences are only possible when an organization is deliberate about the technology it uses to work collaboratively across the organization as well as with customers, partners and suppliers — whether longstanding, new or potential. Organizations with a unified approach will find that it’s easier to achieve organizational agility when blended with digital communication platforms that are open and secure and that can help increase the velocity of engaging in and executing customer-related work. Organizations also should prioritize investments that enable more effective digital interactions with customers. They need a contextual view of both human and virtual agent interactions. Instrumenting automated and scripted bots based on FAQs and basic rules will not meet customers’ expectations, much less provide an effective digital customer experience. Modern intelligent virtual agents and conversational experiences have advanced significantly and deserve a fair evaluation. These modern experiences can help significantly improve the customer experience, enhancing engagement and often answering customer questions without wasting valuable time on a phone call. Organizations must embrace technology that enables easy mobile experiences. With the right technology in place, organizations should seek to establish or expand a Voice of the Customer (VoC) program: a set of processes and technology that uses customer feedback and sentiment along with analytics and machine learning to gain insights to optimize customer experiences. In parallel, contact centers should enact a Voice of the Agent (VoA) initiative to determine challenges and issues that impact agents’ ability to interact with and satisfy customers. By 2023, one-fifth of organizations will establish a voice-of-the-agent (VoA) program, enabling them to ascertain agent satisfaction through analysis of interactions with and feedback from customers. Organizations can better determine sentiment about the customer experience by collecting feedback from agents and related parties at time of engagement. If an organization is unable to capture and monitor interactions and online feedback from all relevant parties, agents and customers, then it’s probably missing the insights it requires to effectivelyimprove the customer experience. This is why we assert that by the end of 2021, only one-quarter of organizations will have the insights needed to understand the correlation between the customer experience and the employee experience. Continuous feedback can help increase productivity but, more importantly, the effectiveness of the organization. Smart Investments Matter Organizations should prioritize investments in applications and technology that support cloud-based agent experiences that are easy to access and consistent across channels and systems. The right agent management technology includes a platform that supports the portfolio an organization needs to facilitate across the enterprise and extended chain of potential partners and suppliers who engage contact centers, including any outsourced providers. Investments should do more than automate specific functions such as responding to information and issues related to products and services. Smart investment requires an effective assessment of an array of applications and tools. A solid evaluation includes the following questions: Do your agent management technologies support the development and maintenance of customer experiences across channels and systems? Do you have the contact center management processes to optimize customer experiences and increase agent engagement? Are you able to track engagement of agents and managers? Are you able to have digital subscription communications across relevant parties in the organization — and to the demand and supply chain of partners and suppliers? Can you monitor and engage your customers with agent experiences that you can measure and methodically improve? Are you able to collaborate on specific work tasks related to customers to improve the quality of agent effectiveness of the experience? Are you able to assess agent satisfaction with a VoA program and use feedback to make improvements? A “no” answer to any of these questions indicates risk that could directly impact an organization’s potential with customers. Every organization, no matter the industry, the number of its employees or the size, has an opportunity to significantly improve its agent experience. It’s critical that an application enable leaders and managers to adequately plan for and respond to needed changes, from black-swan events to meeting typical business continuity obligations. Organizations are unwise to even consider any investments that aren’t mobile-ready and powered with collaboration methods for customers and to the the workforce of agents and contact centers. We assert that by 2022, one-third of organizations will determine that their business applications are not suited to support their business continuity needs due to ineffective collaborative and mobile experiences, which are essential to operate seamlessly in a virtual environment. Every organization must ensure it has technology that can operate on a mobile device and in a remote location, including from the couch and home office. Organizations should be ruthless about any operation that impairs the customer experience. While organizations have spent significant resources and efforts on digital transformation in the form of automation and efficiency improvements like that found in robotic process automation (RPA), a far more important consideration is whether those investments improve effectiveness and support a contact center that enables excellent agent experiences. Next Steps In times of crisis such as the current global health pandemic, when business continuity is a top priority, organizations mustn’t neglect digital investments in the agent experience, especially if it has not previously been a focal point of executive leadership or a team involved with contact center processes, whether servicing or selling to customers. A superior agent experience demands technology that supports processes that improve productivity and the overall digital effectiveness of agents and the information they need to be successful. Leadership that invests in managing agents and contact centers can have a profound impact on agent engagement and an organization’s ability to reach expected customer satisfaction that can be correlated to retention and growth for your financial performance. Continuous improvement is a shared responsibility across business and IT leadership, and impossible to do without agent management designed to optimize the agent experience. This approach is not about technology for the channels of communications or the infrastructure for the omnichannel communications. It’s about a dedicated approach to agent management that’s focused on the experiences and processes related to contact centers and customers, which unfortunately many organizations continue to lack. Antiquated methods such as one-off add-ons or extensions to a CRM or digital commerce system are not always designed for the quality of experiences expected by customers and they certainly don’t provide a modern digital product experience. One-off technology approaches can decrease productivity, diminish accountability and increase risk. It is critical that organizations, especially in times of duress, use business continuity as a driver to improve planning for agent management and contact centers and the related communications, and thus should examine their investments in technologies. If you are not sure how to approach improving the digital aspects of the agent experience and contact centers — and thus customer satisfaction — through the lens of business continuity, there are specific steps that every organization should take, similar to the steps outlined in my perspective on the imperative for digital innovation in business continuity. The effective use of digital technologies can reinvent the customer and agent experience — from the outside in and from the inside out — requires the right lens that can support business continuity and not distract from it, which can ensure a more comprehensive approach. Most organizations have realized this and are making it a priority to be more prepared. In fact, Ventana Research asserts that through 2021, one-half of organizations will realize that digital transformation investments have not met the organizational readiness requirements of business continuity, leading to a new focus on innovative digital technologies that more reliably sustain operations. To achieve business continuity, optimize underlying contact center processes and technology for your organization as well as for your agents. This can have an immediate impact on top- and bottom-line results and reflects the priority you place on your agent experience. Once your organization has an effective approach to digital experiences and communications, along with the right tools for agents to deliver an optimal customer experience, you can be assured that your organization is built to last. Ensure that existing and future agent management technology investments are designed for effective engagement and a fantastic customer experience, not just for automation and efficiency. The agent experience is much more than just the digital usage of a service, or the user experience (UX) of contact center technology. Every customer matters, as does the internal team in your organization dedicated to subscriptions across departments fulfilling on the processes that support them. The entire executive team — the CEO’s staff, the CMO, CFO, CIO, CCO, COO, CRO, CHRO and the Chief Digital or Innovation Officers— should be aware of the strategy and plans for optimizing contact center processes and agent experiences. Organizational leadership needs to ensure they embrace agent management and the discipline it entails throughout the organization. The future depends on the active involvement of those who see building sustainable agent experiences as fundamental to business continuity and determining the flexibility to engage and retain every customer. Determining your path forward for 2020 and beyond requires an effective strategy and an understanding of how to best sustain your contact center. Make sure you are using applications and technology for agent management that can provide an effective customer experience that’s focused on enhancing customer engagement and fostering sustainable long-term relationships. Regards, Mark", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_Biz_Cont_Part_10_Q_200620.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-one.com/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "The Business Continuity Imperative: The Subscriber Experience and Subscription Management in 2020 and Beyond", "mainEntityOfPage": "https://marksmith.isg-one.com/the-business-continuity-imperative-the-subscriber-experience-and-subscription-management-in-2020-and-beyond", "datePublished": "14/06/2020", "dateModified": "14/06/2020", "articleBody": "Subscriptions are the future of business. Subscribers are essential to an organization’s overall business potential because they generate recurring revenue. In a black-swan event, demand for a subscription may spike or dip, so in these situations it’s of the essence that subscriptions get the attention they deserve. In challenging times, a “subscriber-first” mentality tends to take hold — this is not unreasonable but in focusing on satisfying subscribers, business leaders too often forget that the subscription experience is essential to retaining them. Fulfilling this objective requires technology designed for subscriptions. An organization’s agility and ability to invest adequate time and resources into subscriptions is essential for its sustainability and operational effectiveness. Operating under duress during a crisis such as a global pandemic and achieving business continuity is a challenge for any organization’s skillset, particularly if digital transformation investments did not make it to business areas that needed it most. In fact, Ventana Research asserts that through 2021, one-half of organizations will realize that digital transformation investments have not met the organizational readiness requirements of business continuity, leading to a new focus on innovative digital technologies that more reliably sustain operations. The business continuity imperative requires that organizations make it a priority to examine areas that are often overlooked but that make a meaningful impact on the subscriber experience and revenue objectives. One such business area is subscriptions — not just the service process or usage of them but managing the subscriber experience and subscription processes in a simple yet sophisticated manner. Effective engagement requires a subscription process that provides digital and virtual information that’s consistent no matter the channel, from digital commerce and the company website to marketplaces where services are being merchandised for purchase. It’s critical that organizations provide a digital subscription experience that exceeds expectations, and this requires information that is accurate and relevant. The sustainability of every organization hinges on an effective subscriber experience and technology investments that enable it to be impactful and interactive. This, as I have pointed out, is essential to your selling experience and sales performance. Building Continuity through Subscription Management Every organization should start by assessing all short- and long-term efforts related to the subscriber experience and any subscription management approach already in place. No matter where an organization manages subscription information and orders — whether from a dedicated approach such as an ERP or CRM system, or worse, from a tangle of custom applications — it must continuously improve the subscriber experience. We assert that through 2023, fewer than one-half of organizations will have available technology that effectively and profitably supports subscription management processes and the subscriber life cycle. Furthermore, organizations that haven’t yet unified subscription management and moved it to the cloud must make this an immediate priority. It’s more difficult to readily access subscription information when it’s not managed in a unified manner that ensures an acceptable level of resiliency for business continuity. It is essential to go beyond conventional wisdom; applications in the cloud and mobile access are basic steps in digital transformation, but that doesn’t mean that everything will be just fine. We have all witnessed the peril of this mindset. Many current approaches lack agility and require significant improvements in processes and technology. Organizations should cultivate subscription information that encourages subscriber engagement — whether in the physical world or through digital systems, commerce and websites that provide subscriptions — to bolster more interactive subscriber experiences. Doing this requires more intelligent, streamlined and automated subscription processes so responsible parties can focus on areas that need immediate improvement, whether velocity and volume of interest and sales or outdated or less-than-engaging subscription information. An organization’s investment in its subscriptions as products will determine its success and this is impossible without high-quality, seamless digital subscriber experiences. In fact, Ventana Research asserts that by 2022, one-half of organizations will determine that the digital experiences they provide are not intelligent or automated and fall short in maintaining business continuity for organizational readiness, resulting in lost customers and workforce instability. Organizations must effectively engage subscribers to ensure longevity in the relationship. Success is about more than just gaining new subscribers and maintaining subscription information; it’s about more than increasing levels of productivity and even sustaining those efforts in best and worst of times and under pressure and over time. Subscription business success is about increasing effectiveness and bringing new value to the process itself to gain maximum outcomes. A clear understanding of subscription management requires a platform that can manage subscriptions — from definitions and related information to the hierarchies and segmentation of pricing and promotions that are used across B2B and B2C channels. In addition, organizations should seek a platform that enables them to manage the selection and configuration of services and determine pricing and the related terms and conditions. Billing and payments are critical for finance teams’ revenue management efforts, particularly in light of recent regulations on revenue recognition such as ASC 606 and IFRS 15. A platform should provide guidance on when to recognize revenue based on time of activation and usage. Finance departments also need software that helps them respond to subscription payment challenges related to collections and potential fraudulent activities that require cybersecurity protections. Subscription management should do more than just enhance productivity in the operations. It should provide insights into critical metrics that indicate the health of the business. A portfolio of critical subscriber and subscription analytics should include metrics such as average revenue per subscriber and the subscriber acquisition cost (SAC), often helpful guide poles to managing profitability. Organizations can use subscriber lifetime value (SLV) to determine subscriber ROI, which in turn can indicate the sustainability of the overall subscriber business. It’s also potentially worthwhile to examine subscriber churn and subscriber satisfaction (SS) vis-à-vis monthly (MRR) or annual recurring revenue (ARR) to better identify risks and challenges. But metrics and a dashboard alone are insufficient; the real value comes from applying machine learning and uncovering challenges related to retention, pricing and billing. The subscriber experience unifies an organization’s efforts to not just sustain continuity but bring new value to digital merchandising and marketing that sustain digital commerce efforts, helping exceed subscribers’ expectations. Optimizing the subscriber experience is more than just a nicety; it’s essential for every organization that looks to make the most of buyer and customer engagement and relationships. Ventana Research asserts that by end of 2022, two-thirds of organizations using digital commerce systems will conclude they need to abandon existing technology as it is ineffective in supporting engaging subscriber and subscription experiences. To maintain business continuity during challenging times, an organization may need to offer flexibility, suspending bills, reducing payments or billing more frequently to reduce the challenges of a large payment. This effort is especially important when the current digital commerce for subscriptions and services is not providing the experience that subscribers expect or that your organization desires. Without an optimized subscription experience, an organization won’t be able to elevate the subscriber experience; I recently discussed why this is a critical part of your mission for business continuity and beyond. Digital Subscriber Communications is Essential Managing subscriber experiences requires not just the right applications but ones that enable unified digital communications and collaboration that supports the customer experience, which I have written about. Challenges such as a global pandemic or natural disasters demand digital communication across a distributed and potentially virtualized workforce and with subscribers; however, crises often shift priorities and engagement can suffer. Being collaborative and responsive in communications is important and organizations must design a program that’s comprehensive across all channels and valuable to all parties. This is what resiliency and business continuity is all about. And this is why we assert that through 2023, one-third of organizations will initiate business continuity planning to realign the priority of technology investments required to operate seamlessly in a distributed and virtual manner in customer, product, supply chain and workforce processes. Organizations must ensure their digital communications can interoperate with the necessary applications and provide digital experiences that help engage not just those in the workforce directly involved in subscriber processes but those across the organization that are responsible for subscriptions. Organizations must enable digital collaboration among all parties in the workforce involved in the subscriber lifecycle to reduce friction and retain customers. This collaboration might be best addressed through conversational computing methods such as intelligent virtual agents, which are smarter than most bots and rapidly respond to the needs of subscribers. Engaging an organization in new, virtual ways is essential to enacting work management methods that best support subscription processes. It’s important that an organization rally its digital communications efforts during a crisis such as a pandemic, because effectiveness in enhancing subscriber processes requires collaboration across the organization to manage subscriptions as products in an intelligent manner. To be effective, organizations should establish best practices and policies that guide improvement to subscriber experiences, enhancing virtual interactions with buyers and customers for business continuity. This includes supporting direct engagement with a contact center for handling questions at time of purchase, service-related issues or billing and payments. And organizations must keep this axiom of business continuity in mind: Applications and systems must support digital subscriber communications outside of normal operations. Subscriber Experiences Matter Many organizations have managed subscriptions as if they were traditional products — across an array of business applications — but few of these applications support a dedicated focus on optimizing the subscriber lifecycle and experience across a range of business processes for subscriptions. A quality subscriber experience requires the right technology, which currently we don’t find in the traditional ERP or CRM applications, or even in digital commerce approaches. We assert that through 2023, only one-third of organizations will have adopted new subscription management platforms that are able to gather and analyze information on all interactions to ascertain the entire subscriber experience. It’s important that an organization make investments into supporting subscription management that uses an automated and intelligent approach to optimize priorities and resources, simplifying the execution of subscription-related tasks and activities to improve outcomes. The current movement in technology for subscription management can help enhance the digital and virtual aspects of subscriptions using a common platform that can author and support endeavors to optimize interactions with subscribers in B2C or B2B markets. Organizations must improve subscriber experiences by assessing and prioritizing improvements to subscription processes to optimize engagement and monetization. Using the right technology is foundational to success and creates opportunities for breakthrough growth that far exceeds mere productivity improvements. Sustainable growth in subscription management and thus better subscriber experiences are only possible when the organization is deliberate about the technology it uses to work collaboratively across the organization as well as with subscribers and potential related partners and suppliers. Organizations with a unified approach will find that it’s easier to achieve organizational agility when blended with digital communication platforms that are open and secure and that can help increase the velocity of engaging in and executing subscription-related work. Organizations also should prioritize investments that enable more effective digital merchandising. They need a view of not just one subscription but the digital shelf of options or upgrades, and should be able to virtualize them, from previews and simulations to specifications. Just posting an image and description was possible a decade ago and does not provide an effective digital subscriber experience. In cases where the subscription involves equipment or products, extended reality (XR) technology can virtualize and augment the subscriber experience, significantly enhancing subscriber engagement and often answering shoppers’ questions without losing valuable time on a phone call. Embracing methods that use mobile devices to virtualize product subscriptions, whether in a facility or a living room, can further enhance the subscriber experience, thus increasing likelihood of a purchase. Organizations should seek to establish or expand a Voice of the Subscriber (VoS) program with a set of processes and technology that uses subscriber feedback and sentiment along with analytics and machine learning to gain insights to optimize subscription experiences. By 2022, only one-quarter of organizations will have a voice-of-the-subscriber (VoS) program effective enough to improve subscriber experiences. Organizations can better determine sentiment about the subscriber experience by collecting feedback from subscribers and related parties at time of purchase or when the product or service is used. If an organization is unable to capture and monitor interactions and online feedback from all relevant parties, then it’s probably missing the insights it requires to effectively improve the subscriber experience. Continuous feedback can help increase productivity but, more importantly, the effectiveness of the organization. Additionally, sharing digital feedback such as reviews can instill confidence in subscribers. Smart Investments Matter Organizations must consider whether investments in applications and technology that support subscriber experiences can be utilized across channels and systems and if they’re built from a cloud-based subscription management system. Supporting the “subscribe to recognize” process is significantly different than traditional order-to-cash processes. The right subscription management technology includes a platform to support the portfolio an organization needs to facilitate the enterprise and extended chain of potential partners and suppliers who engage in subscription commerce. Investments should do more than automate specific functions such as billing or ordering. We at Ventana Research assert that by 2022, more than two-thirds of subscriber experiences will be redesigned using technology to better engage customers and monetize opportunities. Smart investment requires an effective assessment of an array of applications and tools. A solid evaluation includes the following questions: Do your subscription management technologies support the development and maintenance of subscriber experiences across channels and systems? Do you have the subscription management processes to optimize experiences and increase subscribers’ engagement? Do you effectively present your subscriptions with peer reviews? Are you able to track usage and provide metered subscription billing? Can you manage your subscription catalog and pricing to manage revenue to specific targets? Are you able to have digital subscription communications across relevant parties in the organization — and to the demand and supply chain of partners and suppliers? Can you monitor and engage your subscriber with subscription experiences that you can measure and methodically improve? Are you able to collaborate on specific work tasks related to subscriptions to improve the quality of information and effectiveness of the experience? Are you able to assess subscriber satisfaction with a VoS program and use feedback to make improvements? A “no” answer to any of these questions indicates risk that could directly impact an organization’s potential with subscribers. Every organization, no matter the industry, the number of its employees or the size, has an opportunity to significantly improve its subscriber experience. It’s critical that an application enable leaders and managers to adequately plan for and respond to needed changes, from black swan events to meeting typical business continuity obligations. Organizations are unwise to even consider any investments that aren’t mobile-ready and powered with collaboration methods across the workforce. We assert that by 2022, one-third of organizations will determine that their business applications are not suited to support their business continuity needs due to ineffective collaborative and mobile experiences, which are essential to operate seamlessly in a virtual environment. Every organization must ensure it has technology that can operate on a mobile device and in a remote location, including from the couch and home office. Organizations should be ruthless about any operation that impairs the subscription experience. While organizations have spent significant resources and efforts on digital transformation in the form of automation and efficiency improvements, a far more important consideration is whether those investments provide the impact to the work desired and can support a focus on subscription that enables subscriber experiences. Partner with Finance It’s difficult to overstate the importance of teamwork needed with finance when it comes to subscription management and the billing and recognition of recurring revenue. This focus on recurring revenue might be managed by the Chief Revenue Officer or maybe a newly formed position called Chief Subscription Officer like a Chief Products Officer. Those in this role are tasked with looking at monetization beyond traditional direct sales, rather at how an organization can further monetize its products and services through subscriptions to boost financial performance. Smart finance organizations have developed revenue models to assess any risk variables that can impact the organization’s ability to achieve its subscription revenue targets. A successful subscription-focused organization goes further, embracing collaborative and continuous planning for all aspects of their subscription business, including marketing, selling, fulfillment, service and operations as well as the recognition and potential compensation and incentives for those who are responsible for influencing demand and purchasing. A focus on subscription revenue is the foundation of both finance and operational leadership, but the “softer side” of the relationship with the customer organization is just as important for ensuring business continuity and a sustainable relationship. The CFO and finance leadership need to actively support partnering with those who manage subscriptions to examine potential subscription management improvements and investments. Success requires engagement, not just fulfilling subscription requests with operational efficiency. Similarly, legacy investments into SFA, commerce, CRM and ERP to knit together subscription processes is insufficient, especially when it comes to price and revenue strategies. For this reason, we assert that by 2022, one-third of finance organizations will determine that pricing of subscriptions is mismanaged and begin to invest in new price and revenue management software. Unfortunately, finance might not understand subscription management and the associated applications nor the value they provide. Technology vendors might not have not done a great job marketing and selling their offering to the office of finance. This should not be an impediment for finance, but an opportunity for operations and revenue leadership to develop a working plan that unifies their efforts with a common platform and applications that optimize the subscriber experience and maximize subscription revenue. And of course, this plan should include continuous planning and analytics that helps model and analyze subscribers, subscriptions and pricing and revenue to ensure maximum return. Executive teams and even boards of directors are responsible for ensuring that investments into the subscriber experience and subscription management will support the needs of today and in the future. Next Steps In times of crisis such as the current global health pandemic, when business continuity is a top priority, organizations mustn’t neglect digital investments in the subscriber experience, especially if it has not previously been a focal point of executive leadership or a team involved with subscription processes, whether marketing, selling or servicing. A superior subscriber experience demands technology that supports processes that improve productivity and the overall digital effectiveness of subscription information. Leadership that invests in managing subscriptions and related services can have a profound impact on subscriber engagement and an organization’s ability to reach expected revenue and financial performance. Continuous improvement is a shared responsibility across business and IT leadership, and impossible to do without subscription management designed to optimize the subscriber experience. This approach is not about technology for configuring a product or service and into a shopping basket (sometimes done by CPQ technology), or properly generating an invoice (in many cases done by accounting systems), or tagging activation for revenue recognition. It’s about a dedicated approach to subscription management that’s focused on the experiences and processes related to subscribers and subscriptions and unfortunately many organizations continue to lack. Antiquated methods such as one-off extensions to an ERP system or CPQ and digital shopping carts for B2B and B2C commerce are not always designed for straight-through processing of subscriptions and they certainly don’t provide a modern digital product experience. One-off technology approaches can decrease productivity, diminish accountability and increase risk. It is critical that organizations, especially in times of duress, use business continuity as a driver to improve planning for and the intelligent use of subscriptions and related communications and work, and thus should examine their investments in technologies. If you are not sure how to approach improving the digital aspects of the subscriber and subscription experience — and thus revenue performance — through the lens of business continuity, there are specific steps that every organization should take, similar to the steps outlined in my perspective on the imperative for digital innovation in business continuity. The effective use of digital technologies as I have written can reinvent the subscriber experience — from the outside in and from the inside out — requires the right lens that can support business continuity and not distract from it, which can ensure a more comprehensive approach. Most organizations have realized this and are making it a priority to be more prepared. We assert that by 2022, after a decade of concerted efforts in digital transformation, one-half of organizations will not have established business continuity as an investment priority and will not be prepared to operate in a future pandemic or crisis, which will lead to increased operational risks. To achieve business continuity, optimize underlying subscription processes and technology for your organization as well as for your subscribers. This can have an immediate impact on top- and bottom-line results and reflects the priority you place on your subscriber experience. Once your organization has an effective approach to digitally secure and open communications, along with the right tools for subscription management and leadership committed to delivering an optimal subscriber experience, you can be assured that your organization is built to last. Ensure that existing and future subscription management technology investments are designed for effective engagement and a fantastic subscriber experience, not just for automation and efficiency. The subscriber experience is much more than just the digital usage of a service, or the user experience (UX) of subscribing. Every subscriber matters, as does the internal team in your organization dedicated to subscriptions across departments fulfilling on the processes that support them. The entire executive team — the CEO’s staff, the CMO, CFO, CIO, CCO, COO, CRO, CHRO and the Chief Digital or Innovation Officers— should be aware of the strategy and plans for optimizing subscription processes and subscriber experiences. Organizational leadership needs to ensure they embrace subscription management and the discipline it entails throughout the organization. The future depends on the active involvement of those who see building sustainable subscriber experiences as fundamental to business continuity and determining the flexibility to engage and retain every subscriber. Determining your path forward for 2020 and beyond requires an effective strategy and an understanding of how to best sustain the required business continuity for your organization. Make sure you are using applications and technology for subscription management that can truly provide an effective subscriber experience that’s focused on engagement and sustainable long-term relationships. Regards, Mark", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_Biz_Cont_Part_9_Q_200613.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-one.com/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "The Business Continuity Imperative: The Partner Experience and Channel Performance Agenda", "mainEntityOfPage": "https://marksmith.isg-one.com/the-business-continuity-imperative-the-partner-experience-and-channel-performance", "datePublished": "07/06/2020", "dateModified": "07/06/2020", "articleBody": "Partners play a key role in the revenue and growth of every organization. Whether channel selling is in assistance to internal sales or independent, what happens in partnering has ramifications that are simply too important to underestimate. The imperative to maintain business continuity with channel partners becomes painfully clear in a global pandemic, and that imperative demands that organizations cultivate partner excellence and channel performance. This effort should start with partner leadership and operations, with the objective of building channel relationships that can survive the test of time. Effective sales channel partnerships are built on mutual trust and a shared belief in the market opportunity, and recruiting and managing partners must be supported by effective processes and technology. The health of these relationships and the resulting revenue from the channel hinges on an effective partner experience, and this requires technology investments that enable leaders to not just manage channel performance, but help inspire it every single day. Building Sustainable Partner Success Organizations should begin by assessing the short- and long-term business impact of all channel engagement efforts and how the partner experience is linked to revenue performance. It is important to go beyond traditional partner enablement and examine the extent to which the partner experience encourages engagement that bolsters channel performance. Organizations require better intelligence and more streamlined automation in the partner marketing and selling process, and to achieve this they should utilize a modern set of applications and technology designed to align digital channel selling and revenue performance. A sales organization’s relationship with its channel partners will continue to determine its success in the months and years ahead. And building connections and channel relationships with today’s partners is impossible without high-quality, seamless digital experiences. In fact, Ventana Research asserts that by 2022, one-half of organizations will determine that the digital experiences they provide are not intelligent or automated and fall short in maintaining business continuity for organizational readiness, resulting in lost customers and workforce instability. This includes, of course, the digital experiences they provide in support of their channel partnerships. Partner success is about more than just expecting revenue attainment and annual quotas — it’s about sustainability and a partner team’s ability to operate under pressure, execute effectively with the channel over time and rise to the demands of business continuity. The partner experience imperative unifies an organization’s efforts to ensure sustainability through the best and worst of times and should provide continuity and partner engagement that exceeds channel expectations at every interaction. Optimizing the channel selling and partner experience is more than just a nicety; it’s essential for every organization that looks to optimize partner engagement and channel relationships — which will also inevitably impact the customer experience. Streamlining partner enablement and partner relationship management applications does not by itself mean a partner organization is enabling a superior partner experience. Organizations require more effective partner enablement, which is why we assert that by 2022, one-third of partner organizations will lack an effective channel selling environment to motivate partners to collaborate on commitment to products and services. The challenge with most partner organizations is understanding which partner enablement technologies like self-service portals go beyond automation and efficiency improvements to improve the overall experience and facilitate more effective engagement. Successful partner enablement requires sharing best practices and extending investments to be digitally collaborative with them and using learning management systems and the paths that are known to generate the outcomes desired. Efforts to boost partner success should also focus on the partner operations team, which must bring digital transformation to the channel processes and find opportunities to introduce intelligence and automation to the tools that are in use. It is important to examine best practices and establish a center of excellence to ensure that work processes connect to the actual demand and service needs of the channel. A proliferation of tasks and activities can sometimes make this operations management difficult, but the use of work management techniques that rely on objectives and key results (OKR) can help align work execution to desired outcomes. The challenge is to share the work and tasks jointly with partners and find ways to work collaboratively across marketing, selling and service-related responsibilities. Examinations often find that existing project and task management practices and disconnected collaborative technologies are largely ineffective at engaging partner work in a productive and effective manner. The work experience is shared collaboratively with partners could be just as impactful than the work itself as it establishes the engagement and investment of an organization’s priorities and is a priority that I have recently written the importance for business continuity. Developing a unified approach that enables collaborative work is essential and thus should be the top priority for partner leadership and operation teams. We assert that through 2022, one-fifth of partner organizations will invest in new technologies that optimize the use of resources and provide better digital work automation and experiences. Partner operations personnel, like their counterparts in sales operations, need to have support and investment not just from partner leadership, but from the overall business leadership in an organization. In times of crisis, business continuity is a top priority. In these environments, organizations must not neglect their channel partners, especially if they have not previously been a focal point of sales leadership or the executive team. The partner experience is not just about tools and processes that improve partner efficiency but about management that supports the sustainability of channel performance. Clear Partner Communications is Key Challenges like a global pandemic demand active dialogue and clear communication across the partner organization. Unfortunately, crises often have the opposite effect. Ad-hoc communications about changes in strategy or incentives and discounts are easily misinterpreted and can hamper effective partner management and operations. Furthermore, working out of a home office with limitations on normalcy and disruption to otherwise routine after-work and weekend activities can challenge the mental health of any worker, including those within the partner organization. To maintain confidence and trust in the organization, partner leadership and managers must communicate goals and changes in strategy with this context in mind. Carrying on as if business is usual — or worse, sending haphazard and unclear communications — will diminish chances of success. To operate effectively, partner organizations must be able to provide digitally secure communications to facilitate channel collaboration on products and services. Ineffective communication creates friction that can lead to frustration, especially when the applications do not seamlessly support mobile technology. Channel organizations must ensure their communication and productivity applications provide mobile experiences that help support partner interactions with their channels. We assert that by 2022, one-third of organizations will determine that their business applications are not suited to support their business continuity needs due to ineffective collaborative and mobile experiences, which are essential to operate seamlessly in a virtual environment. Engaging partner organizations in new virtual ways will become essential to enacting partner selling methods that best represent your organization’s values and that optimize interactions with channel and their potential customers. While it’s important to rally its partner sales efforts during a crisis, trust in a partner organization is based on sincere interactions and the ability to deliver continuous value. This requires more than simply increasing the velocity of communications. To be effective, a partner organization should establish best practices and policies that guide channel selling experiences and interactions with buyers — whether the relationship is direct or indirect. Applications and systems must enable communications and learning outside of normal operations. And importantly, your channel sales organizations should engage in active coaching and measure the partner experience at every buying touchpoint by soliciting feedback and monitoring channel performance to accurately determine challenges and opportunities. Partner Experiences Matter Some organizations have managed to optimize their partner sales by focusing more on the channel processes and less on the partner experience and channel performance outcomes. It’s important that an organization make investments into better supporting digital interactions to help the channel with marketing, selling and services. However, these efforts are rarely differentiators that create opportunities for breakthrough growth. We assert that by end of 2021, only one-fifth of organizations will have the insights needed to understand and optimize the partner experience. Sustainable growth is only possible when the organization goes beyond sweet talk to demonstrate to existing and potential partners the possible value available in the partnership. The vendor-channel relationship is not one that organizations should expect to operate without meaningful investment. An organization must foster memorable interactions across the partner journey and meaningful digital partner engagement. These channel experiences require digital and video collaboration that can foster the partner relationship in the most personal manner. This also means making best possible efforts to facilitate continued interactions when external factors (like a pandemic) prevent normal communication and regularly-scheduled events. Any meaningful partner interaction with a channel should be prioritized when educational digital content can be provided to inform and guide buyers. Organizations should examine the experience partners have with the vendor related to the products and services, and provide coordinated, accurate information via a modern product information management (PIM) system. The priority as I have written is essential for an overall product experience that is shared through channel and should be consistent no matter if you are marketing and selling directly or indirectly through partners. Organizations should prioritize investments that will yield continuous insights on the partner’s sentiment. Namely, if an organization is unable to capture and monitor interactions and feedback from channel, then it is probably missing the insights needed to effectively coach the partner sales team and improve channel performance. Continuous feedback from partner sales and channel provides visibility into the dynamics that determine an organization’s channel revenue potential. Partner organizations should seek to establish a Voice of the Partner (VoP) program with a set of processes and technology that uses channel feedback and sentiment along with analytics and machine learning to help better understand and optimize channel performance. We assert that through 2023, only one-quarter of organizations will have a focus on the partner experience and will lack the ability to monitor and optimize partner experiences that impact the customer experience. VoP processes and applications provide insight into actual partner selling experiences using feedback across every interaction to guide improvement. Furthermore, partner sales organizations that lack a quality VoP program demonstrate a lack of commitment to — and investment in — the channel and partner selling experience. Buyers provide the most honest feedback at the time of the interaction and a failure to capture these sentiments significantly hinders an organization’s understanding of channel and partner satisfaction and its effect on the overall partner experience. If your executive team looked at the feedback and sentiment from your partner sales team and channel sharing their interactions on Glassdoor, would you be pleased with what they would have to say? Will your sales team share their negative partner selling experience sentiments with your organization and impact your own employee experience? And what is the impact to the future customer experience? The importance of providing an excellent customer experience has been previously outlined on the mission of a customer experience program. It’s impossible to separate the partner experience from the selling experience, which in turn is inextricable from the customer experience. Merely stating a commitment to the partner experience is not enough to meet revenue expectations, let alone to establish mutual confidence in the sustainability of the partner organization. Unfortunately, we assert that by 2023, fewer than one-fifth of organizations will establish a voice-of-the-partner (VoP) program, enabling them to ascertain partner satisfaction through analysis of interactions with and feedback from them and mutual customers. As does an organization’s roadmap for its products and services, a roadmap for placing more intelligence into channel and partner experiences for optimizing channel performance reflects an organization’s investments and priorities to ensure business continuity. Smart Partner Investments Matter Organizations must consider whether investments in applications that support partner management — including recruitment, onboarding, marketing, sales, services and the ability to work collaboratively on products and services — align to channel performance expectations. Investments should do more than automate tasks. We at Ventana Research assert that by 2022, two-thirds of sales leaders will begin considering a new generation of channel analytics and applications designed to improve performance and productivity. Smart investment requires the effective assessment of an array of partner and channel applications. An assessment should include, but not be limited to, the following questions: Do your partner applications enable leadership and operations to work closely with channel to motivate and engage channel? Are you able to collaborate digitally using secure communications between your partner team and the channel? Can you monitor and coach your partner and channel sales professionals based on their actual conversations and experiences with buyers? Have you performed resiliency testing to ensure all partner applications and processes can operate efficiently in suboptimal conditions? Do you have optimal product information that is easily assembled for partners? Can you share work related tasks and activities that streamline shared goals? Are you able to digitally collaborate on partner deals efficiently? Can you digitally collaborate on marketing and sales initiatives and their related tasks and activities across your organization and with your partners? Do you have partner price management methods, not only to optimize channel revenue but also to achieve quotas and targets? Are you able to share your learning management system to better enable partners to be effective in their marketing, sales and service? Can you intelligently reconfigure your partner territories based on channel sales potential and performance, and potential scenarios based on resources in the future? Do you have the ability to assess your partner sales capacity and resources, and then plan to adapt and hire resources to maximize your channel sales potential? A “no” answer to any of these questions indicates risk that could directly impact a partner organization’s channel revenue potential. Every organization, no matter the industry, the number of its partners or the size of its organization, has an opportunity to significantly improve the partner experience and channel performance. Furthermore, partner applications should do more than just enhance the partner experience and provide insights into channel performance. It’s critical that you can enable partner leaders and managers to adequately plan for and adapt to changes in territory and quotas based on the capacity and resources available. This continuous exercise is a shared responsibility, and it is impossible to do without linking actuals to the plan to determine the impact of changes. We assert that by 2023, only one-third of sales organizations will have a unified technology approach to manage partners for and the work and performance of channel professionals across territories, quotas and incentives. How partner leadership manages quotas and territories can establish the tone of the relationship with the partner team and can have profound impact on the organization’s ability to reach goals and quotas. Antiquated methods such as spreadsheets are clumsy, error-prone and not designed for modern, collaborative business processes. They are difficult to operate, diminish accountability and increase risk. It is critical that partner organizations, especially in times of duress, use business continuity as a driver to improve partner planning and intelligent use of channel analytics and thus examine their investments in partner performance. It’s also just as important to provide managers and partner professionals the ability to instantaneously assess and plan their channel sales activity against the quota they are being held accountable to, and also to project commission and incentive compensation they can expect to earn. Partner with Finance It’s difficult to overstate the importance of teamwork between the partner organization and finance when it comes to the channel revenue potential and the sustainability of the partner organization. This focus on revenue has inspired the role of Chief Revenue Officer, which is tasked with looking beyond the direct sales organization at how an organization can further monetize its products and services through channel sales to boost financial performance. Smart finance organizations have developed revenue risk models to assess variables that can impact the partner sales organization’s ability to achieve plans, quotas and targets. A successful partner organization goes further, embracing collaborative and continuous planning for all aspects of the partner relationship, including marketing, selling, services and operations, all of which operate in light of quotas, territories, capacity, resources and incentives. Partner planning demands continuous refinement and seamless collaboration within and beyond partner sales that increases the potential to achieve channel performance goals. A focus on channel revenue is the foundation of both finance and partner leadership, but the “softer side” of the relationship with the partner organization is just as important for ensuring business continuity and a sustainable relationship. A focus on channel revenue is the foundation of both finance and partner leadership, but the “softer side” of the relationship with the partner organization is just as important for ensuring business continuity and a sustainable relationship. The CFO, finance and partner leaders must also actively engage with HR leadership to ensure recruitment and retention in the partner organization. Keeping top talent requires insights on benchmarked compensation and pay equity issues that, left unaddressed, could lead to negative sentiment through the partner organization or that could negatively impact recruitment efforts due to a tarnished reputation. Keeping strong partner talent is essential, but attracting new talent and optimizing onboarding and ramp time requires effective partner planning across your capacity and resources. The CFO and finance leadership need to actively support partnering and take time to examine potential improvements and investments. Success requires engagement, not just fulfilling requests for an update on projected channel and revenue forecasts or inputs to the partner plans. Similarly, past legacy investments into SFA and CRM tools to aid partners and manage operationally have been insufficient. For this reason, we assert that by 2023, three-quarters of chief revenue officers will find their existing technology inadequate to optimize partner territories and accounts to meet the quotas required to achieve maximum channel revenue potential. Unfortunately, finance often doesn’t adequately understand most partner applications nor the value they provide, and these vendors have not done a great job marketing and selling their products to the office of finance. This should not be an impediment for finance, but an opportunity for partner leadership and operations to develop a working plan that unifies their efforts with common applications and systems that optimize the partner experience and enable channel performance. And of course, this plan should include continuous planning and that of price and revenue management considerations to ensure maximum return from all partner efforts. Partner, sales and finance leaders must work together more closely than ever before and focus on not just the annual plan or quarterly quota levels, but on the information, technology and processes the partner and sales teams use every day of the year. Executive teams and boards of directors are responsible for ensuring investments into the partner experience and channel performance that will support partnering needs today and in the future. Next Steps If you are not sure how to approach improving the partner experience and channel performance through the lens of business continuity, there are specific steps that every organization should take, similar to the steps outlined in my perspective on the imperative for digital innovation in business continuity. The use of digital technologies to reinvent the partner experience — from the outside in and from the inside out — requires the right lens that can support business continuity and not distract from it, which can ensure a more comprehensive approach. Most organizations have realized this and are making it a priority to be more prepared. We assert that by 2022, after a decade of concerted efforts in digital transformation, one-half of organizations will not have established business continuity as an investment priority and will not be prepared to operate in a future pandemic or crisis, which will lead to increased operational risks. To achieve business continuity, optimize underlying processes and technology for your partner organization and the channel. This can have an immediate impact on top- and bottom-line results and will reflect the priority you place on your partner and channel performance. Once your organization has an effective partner program with leadership committed to delivering an optimal partner experience, you can be confident that the relationship is built to last. Ensure that existing and future partner enablement investments are designed for the partner experience, not just for automation and efficiency. Every vendor-to-partner relationship matters, no matter what role it plays in your sales process and growth. The entire executive team — the CEO’s staff, the CMO, CFO, CIO, COO, CHRO and the Chief Revenue Officer — should be aware of the strategy and plans for optimizing selling experiences. Business and sales leadership needs to ensure it embraces partner performance and its related disciplines throughout the organization in collaboration with direct sales efforts. This requires a focus on the full lifecycle of partners, from recruiting, onboarding to management, but also on the joint partner marketing and selling that requires investments to help garner the expected channel performance. We assert that by 2023, one-half of all marketing organizations’ partner-based marketing efforts will fail due to lack of synchronized work automation for go-to-market efforts. The future of channel revenue depends on the active involvement of finance and HR as they strive to optimize partner performance. Achieving this requires investment and active working relationships between partners and the finance, HR and sales departments and the chief sales or chief revenue officer. Determining your path forward for 2020 and beyond requires an effective strategy and an understanding of how to best sustain the required business continuity for your partner organization. Make sure you are using applications and technology for partners and the channel that can truly provide an effective partner experience focused on channel performance.. Regards, Mark", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_Biz_Cont_Part_8_Q_200610.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-one.com/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script>  <script data-hs-allowed="true" src="/_hcms/forms/v2.js"></script> <script data-hs-allowed="true"> var options = { portalId: '2035844', formId: 'fa276fc9-9a16-4673-a644-1fcbedcc3c24', formInstanceId: '3587', pageId: '4167680152', region: 'na1', inlineMessage: "Thanks for subscribing!", rawInlineMessage: "Thanks for subscribing!", hsFormKey: "898dda47d8a6b0cbc6d4f9ee57a1e144", 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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CINXE.COM

Mark Smith's Analyst Perspectives