Stephen Hurrell's Analyst Perspectives

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class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/agentmanagement" class="minimal-mobile-menu-link"><span>Agent Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/contactcenter" class="minimal-mobile-menu-link"><span>Contact Center</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/customerexperiencemanagement" class="minimal-mobile-menu-link"><span>Customer Experience Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/fieldservice" class="minimal-mobile-menu-link"><span>Field Service</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/intelligentselfservice" class="minimal-mobile-menu-link"><span>Intelligent Self-Service</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/customerexperience/voiceofthecustomer" class="minimal-mobile-menu-link"><span>Voice of the Customer</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/digitalbusiness" class="minimal-mobile-menu-link"><span>Digital Business</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/digital-applications" class="minimal-mobile-menu-link"><span>Digital Applications</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/digitalcommunications" class="minimal-mobile-menu-link"><span>Digital Communications</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/digital-intelligence" class="minimal-mobile-menu-link"><span>Digital Intelligence</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/digital-operations" class="minimal-mobile-menu-link"><span>Digital Operations</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/experiencemanagement" class="minimal-mobile-menu-link"><span>Experience Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/generative-ai" class="minimal-mobile-menu-link"><span>Generative AI</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/performancemanagement" class="minimal-mobile-menu-link"><span>Performance Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/sustainabilityandesg" class="minimal-mobile-menu-link"><span>Sustainability & ESG</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitalbusiness/workmanagement" class="minimal-mobile-menu-link"><span>Work Management</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/digitaltechnology" class="minimal-mobile-menu-link"><span>Digital Technology</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/businesscontinuity" class="minimal-mobile-menu-link"><span>Business Continuity</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/cloudcomputing" class="minimal-mobile-menu-link"><span>Cloud Computing</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/devops" class="minimal-mobile-menu-link"><span>DevOps and Platforms</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/digitalsecurity" class="minimal-mobile-menu-link"><span>Digital Security</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/intelligentautomation" class="minimal-mobile-menu-link"><span>Intelligent Automation</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/internetofthings" class="minimal-mobile-menu-link"><span>IoT and Edge Computing</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/itops" class="minimal-mobile-menu-link"><span>ITOps</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/it-service-management" class="minimal-mobile-menu-link"><span>IT Service Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/digitaltechnology/observability" class="minimal-mobile-menu-link"><span>Observability</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/humancapitalmanagement" class="minimal-mobile-menu-link"><span>Human Capital Management</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/employeeexperience" class="minimal-mobile-menu-link"><span>Employee Experience</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/learningmanagement" class="minimal-mobile-menu-link"><span>Learning Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/payrollmanagement" class="minimal-mobile-menu-link"><span>Payroll Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/talentmanagement" class="minimal-mobile-menu-link"><span>Talent Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/totalcompensationmanagement" class="minimal-mobile-menu-link"><span>Total Compensation Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/humancapitalmanagement/workforcemanagement" class="minimal-mobile-menu-link"><span>Workforce Management</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/marketing" class="minimal-mobile-menu-link"><span>Marketing</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/customerdataplatforms" class="minimal-mobile-menu-link"><span>Customer Data Platforms</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/digitalexperienceplatforms" class="minimal-mobile-menu-link"><span>Digital Experience Platform</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/digitalmarketing" class="minimal-mobile-menu-link"><span>Digital Marketing</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/intelligentmarketing" class="minimal-mobile-menu-link"><span>Intelligent Marketing</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/marketingperformancemanagement" class="minimal-mobile-menu-link"><span>Marketing Performance Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/marketing/productexperiencemanagement" class="minimal-mobile-menu-link"><span>Product Experience Management</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/officeoffinance" class="minimal-mobile-menu-link"><span>Office of Finance</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/businessplanning" class="minimal-mobile-menu-link"><span>Business Planning</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/digitalfinance" class="minimal-mobile-menu-link"><span>Digital Finance</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/erpandcontinuousaccounting" class="minimal-mobile-menu-link"><span>ERP & Continuous Accounting</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/consolidate-and-close-management" class="minimal-mobile-menu-link"><span>Consolidate & Close Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/procure-to-pay" class="minimal-mobile-menu-link"><span>Procure-to-Pay</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeoffinance/order-to-cash" class="minimal-mobile-menu-link"><span>Order-to-Cash</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/officeofrevenue" class="minimal-mobile-menu-link"><span>Office of Revenue</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/digitalcommerce" class="minimal-mobile-menu-link"><span>Digital Commerce</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/partnermanagement" class="minimal-mobile-menu-link"><span>Partner Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/revenuemanagement" class="minimal-mobile-menu-link"><span>Revenue Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/revenueperformancemanagement" class="minimal-mobile-menu-link"><span>Revenue Performance Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/salesengagement" class="minimal-mobile-menu-link"><span>Sales Engagement</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/officeofrevenue/subscriptionmanagement" class="minimal-mobile-menu-link"><span>Subscription Management</span></a></span> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/operationsandsupplychain" class="minimal-mobile-menu-link"><span>Operations & Supply Chain</span></a></span> <ul class="minimal-mobile-menu-submenu level-3"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/continuousplanning" class="minimal-mobile-menu-link"><span>Continuous Planning</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/continuousupplychainanderp" class="minimal-mobile-menu-link"><span>Continuous Supply Chain & ERP</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/productinformationmanagement" class="minimal-mobile-menu-link"><span>Product Information Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/propertytechnology" class="minimal-mobile-menu-link"><span>Property Technology</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/supplierrelationshipmanagement" class="minimal-mobile-menu-link"><span>Supplier Relationship Management</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/focus/operationsandsupplychain/sustainabilitymanagement" class="minimal-mobile-menu-link"><span>Sustainability Management</span></a></span> </li> </ul> </li> </ul> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industries" class="minimal-mobile-menu-link"><span>Industries</span></a></span> <ul class="minimal-mobile-menu-submenu level-2"> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/automotive" class="minimal-mobile-menu-link"><span>Automotive</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/banking" class="minimal-mobile-menu-link"><span>Banking</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/consumer-products" class="minimal-mobile-menu-link"><span>Consumer Products</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/financial-services" class="minimal-mobile-menu-link"><span>Financial Services</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/food-beverage" class="minimal-mobile-menu-link"><span>Food & Beverage</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/healthcare" class="minimal-mobile-menu-link"><span>Healthcare</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/hospitality" class="minimal-mobile-menu-link"><span>Hospitality</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://www.isg-research.net/vertical-industry/insurance" class="minimal-mobile-menu-link"><span>Insurance</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a 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We offer a portfolio of advisory, research, thought leadership and digital education services to help optimize market strategy, planning and execution.</p> <p><strong><a href="https://www.ventanaresearch.com/services/vendors/analyst_relations" rel="noopener">Analyst Relations</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/services/vendors/demand_generation" rel="noopener">Demand Generation</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/services/vendors/product-marketing" rel="noopener">Product Marketing</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/vendor-coverage" target="_self" role="menuitem">Market Coverage</a></strong></p> <p><strong><a href="https://www.ventanaresearch.com/briefing" target="_self" role="menuitem">Request a Briefing</a></strong><br><br><br></p></div> <span id="hs_cos_wrapper_dnd_area-module-2_" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_simple_menu" style="" data-hs-cos-general-type="widget" data-hs-cos-type="simple_menu"><ul></ul></span> <div class="bottom_rich_text"> </div> </div> </div> </div> </div> </div> <script src="https://stephenhurrell.isg-research.net/hs-fs/hub/2035844/hub_generated/template_assets/90531223305/1725882478811/Ventana_Research_2023/js/mmenu.min.js"></script> </div> </div> </div> </div> </div> </div> </div> </div> <div id="hs_cos_wrapper_Structured_data" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_module" style="" data-hs-cos-general-type="widget" data-hs-cos-type="module"></div> <div class="body-container-wrapper"> <div class="blog-header background-image post_page_2" data-bg-color="secondary" style=" background-size:cover; background-position:50%; background-repeat:no-repeat; background-image:url(https://stephenhurrell.isg-research.net/hubfs/_images/_backgrounds_expertise/Expertise_OoR_185087754_1200px.jpg); ">  <div class="row-fluid"> <div class="blog-header__inner dnd-row"> <div class="blog--post__image dnd-section"> <img class="analyst-header-photo" src="https://stephenhurrell.isg-research.net/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png" style="padding: 10px; "> <br> <h1 class="analyst-header-title">Stephen Hurrell's Analyst Perspectives</h1>  </div> </div> </div> </div> <div class="content-wrapper-listing blog-single"> <div class="blog-content-wrapper"> <div>  <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://stephenhurrell.isg-research.net/you-dont-have-to-put-up-with-a-manual-quote-to-contract-process">You Don’t Have to Put Up with a Manual Quote to Contract Process</a></h2> <div class="author-meta"> Posted by <a href="https://stephenhurrell.isg-research.net/author/stephen-hurrell"> Stephen Hurrell </a> on <span class="post-date">23 October 2024 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/You_Don%E2%80%99t_Have_to_Put_Up_with_a_Manual_Quote_to_Contract_Process.png?width=200&name=You_Don%E2%80%99t_Have_to_Put_Up_with_a_Manual_Quote_to_Contract_Process.png" width="200" !important: srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/You_Don%E2%80%99t_Have_to_Put_Up_with_a_Manual_Quote_to_Contract_Process.png?width=100&name=You_Don%E2%80%99t_Have_to_Put_Up_with_a_Manual_Quote_to_Contract_Process.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/You_Don%E2%80%99t_Have_to_Put_Up_with_a_Manual_Quote_to_Contract_Process.png?width=200&name=You_Don%E2%80%99t_Have_to_Put_Up_with_a_Manual_Quote_to_Contract_Process.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/You_Don%E2%80%99t_Have_to_Put_Up_with_a_Manual_Quote_to_Contract_Process.png?width=300&name=You_Don%E2%80%99t_Have_to_Put_Up_with_a_Manual_Quote_to_Contract_Process.png 300w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/You_Don%E2%80%99t_Have_to_Put_Up_with_a_Manual_Quote_to_Contract_Process.png?width=400&name=You_Don%E2%80%99t_Have_to_Put_Up_with_a_Manual_Quote_to_Contract_Process.png 400w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/You_Don%E2%80%99t_Have_to_Put_Up_with_a_Manual_Quote_to_Contract_Process.png?width=500&name=You_Don%E2%80%99t_Have_to_Put_Up_with_a_Manual_Quote_to_Contract_Process.png 500w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/You_Don%E2%80%99t_Have_to_Put_Up_with_a_Manual_Quote_to_Contract_Process.png?width=600&name=You_Don%E2%80%99t_Have_to_Put_Up_with_a_Manual_Quote_to_Contract_Process.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>In a previous role I was actively involved with identifying and implementing dashboards and reports tracking key sales department metrics and KPIs for enterprise-size customers as well as high-tech growth companies. These included recognizable examples such as opportunity conversion rate, average deal size and sales velocity (length of time to close, won or lost). Wind the clock forward and in my role as an industry analyst I now talk to customers and have a wider view of the market.</p> </div> <a href="https://stephenhurrell.isg-research.net/you-dont-have-to-put-up-with-a-manual-quote-to-contract-process"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://stephenhurrell.isg-research.net/tag/sales-engagement">sales engagement</a>, <a href="https://stephenhurrell.isg-research.net/tag/revenue-management">revenue management</a>, <a href="https://stephenhurrell.isg-research.net/tag/office-of-revenue">Office of Revenue</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://stephenhurrell.isg-research.net/whats-new-in-technology-for-office-of-revenue">What’s New in Technology for Office of Revenue?</a></h2> <div class="author-meta"> Posted by <a href="https://stephenhurrell.isg-research.net/author/stephen-hurrell"> Stephen Hurrell </a> on <span class="post-date">31 July 2024 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/Whats_New_in_Technology_for_Office_of_Revenue.png?width=200&name=Whats_New_in_Technology_for_Office_of_Revenue.png" width="200" !important: srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/Whats_New_in_Technology_for_Office_of_Revenue.png?width=100&name=Whats_New_in_Technology_for_Office_of_Revenue.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Whats_New_in_Technology_for_Office_of_Revenue.png?width=200&name=Whats_New_in_Technology_for_Office_of_Revenue.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Whats_New_in_Technology_for_Office_of_Revenue.png?width=300&name=Whats_New_in_Technology_for_Office_of_Revenue.png 300w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Whats_New_in_Technology_for_Office_of_Revenue.png?width=400&name=Whats_New_in_Technology_for_Office_of_Revenue.png 400w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Whats_New_in_Technology_for_Office_of_Revenue.png?width=500&name=Whats_New_in_Technology_for_Office_of_Revenue.png 500w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Whats_New_in_Technology_for_Office_of_Revenue.png?width=600&name=Whats_New_in_Technology_for_Office_of_Revenue.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Spring and fall are conference seasons, and this spring I was fortunate to be invited to several software provider events that are part of my coverage of the Office of Revenue.</p> </div> <a href="https://stephenhurrell.isg-research.net/whats-new-in-technology-for-office-of-revenue"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://stephenhurrell.isg-research.net/tag/revenue-management">revenue management</a>, <a href="https://stephenhurrell.isg-research.net/tag/office-of-revenue">Office of Revenue</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://stephenhurrell.isg-research.net/the-buyers-guides-for-subscription-management-classifies-and-rates-software-providers">The Buyers Guides for Subscription Management Classifies and Rates Software Providers</a></h2> <div class="author-meta"> Posted by <a href="https://stephenhurrell.isg-research.net/author/stephen-hurrell"> Stephen Hurrell </a> on <span class="post-date">24 July 2024 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/The_Buyers_Guides_for_Subscription_Management_Classifies_and_Rates_Software_Providers.png?width=200&name=The_Buyers_Guides_for_Subscription_Management_Classifies_and_Rates_Software_Providers.png" width="200" !important: srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/The_Buyers_Guides_for_Subscription_Management_Classifies_and_Rates_Software_Providers.png?width=100&name=The_Buyers_Guides_for_Subscription_Management_Classifies_and_Rates_Software_Providers.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/The_Buyers_Guides_for_Subscription_Management_Classifies_and_Rates_Software_Providers.png?width=200&name=The_Buyers_Guides_for_Subscription_Management_Classifies_and_Rates_Software_Providers.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/The_Buyers_Guides_for_Subscription_Management_Classifies_and_Rates_Software_Providers.png?width=300&name=The_Buyers_Guides_for_Subscription_Management_Classifies_and_Rates_Software_Providers.png 300w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/The_Buyers_Guides_for_Subscription_Management_Classifies_and_Rates_Software_Providers.png?width=400&name=The_Buyers_Guides_for_Subscription_Management_Classifies_and_Rates_Software_Providers.png 400w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/The_Buyers_Guides_for_Subscription_Management_Classifies_and_Rates_Software_Providers.png?width=500&name=The_Buyers_Guides_for_Subscription_Management_Classifies_and_Rates_Software_Providers.png 500w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/The_Buyers_Guides_for_Subscription_Management_Classifies_and_Rates_Software_Providers.png?width=600&name=The_Buyers_Guides_for_Subscription_Management_Classifies_and_Rates_Software_Providers.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>I am happy to share insights gleaned from our latest Buyers Guide, an assessment of how well software providers’ offerings meet buyers’ requirements. The <a href="https://www.ventanaresearch.com/buyers_guide/office_of_revenue/subscription_management">Subscription Management: Ventana Research Buyers Guide</a> is the distillation of a year of market and product research by ISG and Ventana Research.</p> </div> <a href="https://stephenhurrell.isg-research.net/the-buyers-guides-for-subscription-management-classifies-and-rates-software-providers"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://stephenhurrell.isg-research.net/tag/subscription-management">Subscription Management</a>, <a href="https://stephenhurrell.isg-research.net/tag/office-of-revenue">Office of Revenue</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://stephenhurrell.isg-research.net/what-is-so-different-about-b2b-digital-commerce">What Is So Different About B2B Digital Commerce?</a></h2> <div class="author-meta"> Posted by <a href="https://stephenhurrell.isg-research.net/author/stephen-hurrell"> Stephen Hurrell </a> on <span class="post-date">23 April 2024 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/What_Is_So_Different_About_B2B_Digital_Commerce.png?width=200&name=What_Is_So_Different_About_B2B_Digital_Commerce.png" width="200" !important: srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/What_Is_So_Different_About_B2B_Digital_Commerce.png?width=100&name=What_Is_So_Different_About_B2B_Digital_Commerce.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/What_Is_So_Different_About_B2B_Digital_Commerce.png?width=200&name=What_Is_So_Different_About_B2B_Digital_Commerce.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/What_Is_So_Different_About_B2B_Digital_Commerce.png?width=300&name=What_Is_So_Different_About_B2B_Digital_Commerce.png 300w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/What_Is_So_Different_About_B2B_Digital_Commerce.png?width=400&name=What_Is_So_Different_About_B2B_Digital_Commerce.png 400w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/What_Is_So_Different_About_B2B_Digital_Commerce.png?width=500&name=What_Is_So_Different_About_B2B_Digital_Commerce.png 500w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/What_Is_So_Different_About_B2B_Digital_Commerce.png?width=600&name=What_Is_So_Different_About_B2B_Digital_Commerce.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span data-contrast="auto">As a business application tech analyst, I tend to focus more on B2B than B2C and the differences between the two. So, when it comes to digital commerce, I am interested in the differences from a process or functional point of view and therefore the potential digital commerce application or platform needs required to support B2B commerce. With more B2B enterprises looking to provide access in a timely manner and when and where the customer chooses, digital commerce is a growing part of the...</span></p> </div> <a href="https://stephenhurrell.isg-research.net/what-is-so-different-about-b2b-digital-commerce"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://stephenhurrell.isg-research.net/tag/digital-commerce">Digital Commerce</a>, <a href="https://stephenhurrell.isg-research.net/tag/revenue-management">revenue management</a>, <a href="https://stephenhurrell.isg-research.net/tag/office-of-revenue">Office of Revenue</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://stephenhurrell.isg-research.net/from-lead-to-cash-to-revenue-life-cycle-management">From Lead to Cash to Revenue Life Cycle Management</a></h2> <div class="author-meta"> Posted by <a href="https://stephenhurrell.isg-research.net/author/stephen-hurrell"> Stephen Hurrell </a> on <span class="post-date">14 March 2024 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/From_Lead_to_Cash_to_Revenue_Life_Cycle_Management.png?width=200&name=From_Lead_to_Cash_to_Revenue_Life_Cycle_Management.png" width="200" !important: srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/From_Lead_to_Cash_to_Revenue_Life_Cycle_Management.png?width=100&name=From_Lead_to_Cash_to_Revenue_Life_Cycle_Management.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/From_Lead_to_Cash_to_Revenue_Life_Cycle_Management.png?width=200&name=From_Lead_to_Cash_to_Revenue_Life_Cycle_Management.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/From_Lead_to_Cash_to_Revenue_Life_Cycle_Management.png?width=300&name=From_Lead_to_Cash_to_Revenue_Life_Cycle_Management.png 300w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/From_Lead_to_Cash_to_Revenue_Life_Cycle_Management.png?width=400&name=From_Lead_to_Cash_to_Revenue_Life_Cycle_Management.png 400w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/From_Lead_to_Cash_to_Revenue_Life_Cycle_Management.png?width=500&name=From_Lead_to_Cash_to_Revenue_Life_Cycle_Management.png 500w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/From_Lead_to_Cash_to_Revenue_Life_Cycle_Management.png?width=600&name=From_Lead_to_Cash_to_Revenue_Life_Cycle_Management.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span data-contrast="auto">Much development and marketing resource is being directed at technology that supports tracking and managing the customer experience (CX) and identifying prospects. All of this is good for business and highlights some of the exciting potential for artificial intelligence (AI) and generative AI (GenAI) to really accelerate the basic need of matching buyers and sellers to create more efficient markets for the benefit of all. But part of the B2B customer experience also revolves around quality and...</span></p> </div> <a href="https://stephenhurrell.isg-research.net/from-lead-to-cash-to-revenue-life-cycle-management"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://stephenhurrell.isg-research.net/tag/sales-engagement">sales engagement</a>, <a href="https://stephenhurrell.isg-research.net/tag/revenue-management">revenue management</a>, <a href="https://stephenhurrell.isg-research.net/tag/office-of-revenue">Office of Revenue</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://stephenhurrell.isg-research.net/akeron-vulki-a-sales-performance-application-with-a-difference">Akeron Vulki: A Sales Performance Application with a Difference</a></h2> <div class="author-meta"> Posted by <a href="https://stephenhurrell.isg-research.net/author/stephen-hurrell"> Stephen Hurrell </a> on <span class="post-date">09 February 2024 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/Akeron_Vulki_A_Sales_Performance_Application_with_a_Difference.png?width=200&name=Akeron_Vulki_A_Sales_Performance_Application_with_a_Difference.png" width="200" !important: srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/Akeron_Vulki_A_Sales_Performance_Application_with_a_Difference.png?width=100&name=Akeron_Vulki_A_Sales_Performance_Application_with_a_Difference.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Akeron_Vulki_A_Sales_Performance_Application_with_a_Difference.png?width=200&name=Akeron_Vulki_A_Sales_Performance_Application_with_a_Difference.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Akeron_Vulki_A_Sales_Performance_Application_with_a_Difference.png?width=300&name=Akeron_Vulki_A_Sales_Performance_Application_with_a_Difference.png 300w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Akeron_Vulki_A_Sales_Performance_Application_with_a_Difference.png?width=400&name=Akeron_Vulki_A_Sales_Performance_Application_with_a_Difference.png 400w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Akeron_Vulki_A_Sales_Performance_Application_with_a_Difference.png?width=500&name=Akeron_Vulki_A_Sales_Performance_Application_with_a_Difference.png 500w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Akeron_Vulki_A_Sales_Performance_Application_with_a_Difference.png?width=600&name=Akeron_Vulki_A_Sales_Performance_Application_with_a_Difference.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span data-contrast="auto">Revenue and sales performance used to be the preserve of a few software providers as many enterprises made do with in-house solutions, often built on the ubiquitous spreadsheet. But increasingly managing revenue and sales performance is becoming too complex as business models are changing in response to customer behavior. </span></p> </div> <a href="https://stephenhurrell.isg-research.net/akeron-vulki-a-sales-performance-application-with-a-difference"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://stephenhurrell.isg-research.net/tag/revenue-performance-management">Revenue Performance Management</a>, <a href="https://stephenhurrell.isg-research.net/tag/office-of-revenue">Office of Revenue</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://stephenhurrell.isg-research.net/sales-engagement-or-crm-which-way-to-the-sales-freeway">Sales Engagement or CRM – Which Way to the Sales Freeway?</a></h2> <div class="author-meta"> Posted by <a href="https://stephenhurrell.isg-research.net/author/stephen-hurrell"> Stephen Hurrell </a> on <span class="post-date">06 February 2024 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/Sales_Engagement_or_CRM_Which_Way_to_the_Sales_Freeway.png?width=200&name=Sales_Engagement_or_CRM_Which_Way_to_the_Sales_Freeway.png" width="200" !important: srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/Sales_Engagement_or_CRM_Which_Way_to_the_Sales_Freeway.png?width=100&name=Sales_Engagement_or_CRM_Which_Way_to_the_Sales_Freeway.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Sales_Engagement_or_CRM_Which_Way_to_the_Sales_Freeway.png?width=200&name=Sales_Engagement_or_CRM_Which_Way_to_the_Sales_Freeway.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Sales_Engagement_or_CRM_Which_Way_to_the_Sales_Freeway.png?width=300&name=Sales_Engagement_or_CRM_Which_Way_to_the_Sales_Freeway.png 300w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Sales_Engagement_or_CRM_Which_Way_to_the_Sales_Freeway.png?width=400&name=Sales_Engagement_or_CRM_Which_Way_to_the_Sales_Freeway.png 400w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Sales_Engagement_or_CRM_Which_Way_to_the_Sales_Freeway.png?width=500&name=Sales_Engagement_or_CRM_Which_Way_to_the_Sales_Freeway.png 500w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Sales_Engagement_or_CRM_Which_Way_to_the_Sales_Freeway.png?width=600&name=Sales_Engagement_or_CRM_Which_Way_to_the_Sales_Freeway.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Sales and revenue operations teams have for the most part traditionally relied on CRMs for information relating to leads and opportunities. For inside sales (sometimes referred to as high-velocity sales) as well as field sales, relevant product, pricing and customer have been loaded or entered into the CRM to be accessed via reports, dashboards or spreadsheets. For inside sales teams, dialers with prioritized seek lists were an additional need. Yet traditional CRM software providers were...</p> </div> <a href="https://stephenhurrell.isg-research.net/sales-engagement-or-crm-which-way-to-the-sales-freeway"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://stephenhurrell.isg-research.net/tag/crm">CRM</a>, <a href="https://stephenhurrell.isg-research.net/tag/sales-engagement">sales engagement</a>, <a href="https://stephenhurrell.isg-research.net/tag/office-of-revenue">Office of Revenue</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://stephenhurrell.isg-research.net/2024-market-agenda-for-office-of-revenue-bring-ai-to-the-table">2024 Market Agenda for Office of Revenue: Bring AI to the Table</a></h2> <div class="author-meta"> Posted by <a href="https://stephenhurrell.isg-research.net/author/stephen-hurrell"> Stephen Hurrell </a> on <span class="post-date">30 January 2024 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/2024_Market_Agenda_for_Office_of_Revenue_Bring_AI_to_the_Table.png?width=200&name=2024_Market_Agenda_for_Office_of_Revenue_Bring_AI_to_the_Table.png" width="200" !important: srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/2024_Market_Agenda_for_Office_of_Revenue_Bring_AI_to_the_Table.png?width=100&name=2024_Market_Agenda_for_Office_of_Revenue_Bring_AI_to_the_Table.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/2024_Market_Agenda_for_Office_of_Revenue_Bring_AI_to_the_Table.png?width=200&name=2024_Market_Agenda_for_Office_of_Revenue_Bring_AI_to_the_Table.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/2024_Market_Agenda_for_Office_of_Revenue_Bring_AI_to_the_Table.png?width=300&name=2024_Market_Agenda_for_Office_of_Revenue_Bring_AI_to_the_Table.png 300w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/2024_Market_Agenda_for_Office_of_Revenue_Bring_AI_to_the_Table.png?width=400&name=2024_Market_Agenda_for_Office_of_Revenue_Bring_AI_to_the_Table.png 400w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/2024_Market_Agenda_for_Office_of_Revenue_Bring_AI_to_the_Table.png?width=500&name=2024_Market_Agenda_for_Office_of_Revenue_Bring_AI_to_the_Table.png 500w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/2024_Market_Agenda_for_Office_of_Revenue_Bring_AI_to_the_Table.png?width=600&name=2024_Market_Agenda_for_Office_of_Revenue_Bring_AI_to_the_Table.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span data-contrast="auto">Ventana Research recently announced its 2024 research agenda for the Office of Revenue, continuing the guidance we have offered for nearly two decades to help enterprises across industries derive optimal value and improved outcomes from business technology. Chief Sales and Revenue Officers face an imperative to manage their sales and revenue organizations, but they do not always have the guidance they need to embrace technology. As we look forward to 2024, we are focusing on the entire selling...</span></p> </div> <a href="https://stephenhurrell.isg-research.net/2024-market-agenda-for-office-of-revenue-bring-ai-to-the-table"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://stephenhurrell.isg-research.net/tag/digital-commerce">Digital Commerce</a>, <a href="https://stephenhurrell.isg-research.net/tag/subscription-management">Subscription Management</a>, <a href="https://stephenhurrell.isg-research.net/tag/partner-management">partner management</a>, <a href="https://stephenhurrell.isg-research.net/tag/sales-engagement">sales engagement</a>, <a href="https://stephenhurrell.isg-research.net/tag/revenue-management">revenue management</a>, <a href="https://stephenhurrell.isg-research.net/tag/revenue-performance-management">Revenue Performance Management</a>, <a href="https://stephenhurrell.isg-research.net/tag/office-of-revenue">Office of Revenue</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://stephenhurrell.isg-research.net/align-incentive-compensation-and-multi-channel-sales-to-protect-growth">Align Incentive Compensation and Multi-Channel Sales to Protect Growth</a></h2> <div class="author-meta"> Posted by <a href="https://stephenhurrell.isg-research.net/author/stephen-hurrell"> Stephen Hurrell </a> on <span class="post-date">23 January 2024 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/Align_Incentive_Compensation_and_Multi-Channel_Sales_to_Protect_Growth.png?width=200&name=Align_Incentive_Compensation_and_Multi-Channel_Sales_to_Protect_Growth.png" width="200" !important: srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/Align_Incentive_Compensation_and_Multi-Channel_Sales_to_Protect_Growth.png?width=100&name=Align_Incentive_Compensation_and_Multi-Channel_Sales_to_Protect_Growth.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Align_Incentive_Compensation_and_Multi-Channel_Sales_to_Protect_Growth.png?width=200&name=Align_Incentive_Compensation_and_Multi-Channel_Sales_to_Protect_Growth.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Align_Incentive_Compensation_and_Multi-Channel_Sales_to_Protect_Growth.png?width=300&name=Align_Incentive_Compensation_and_Multi-Channel_Sales_to_Protect_Growth.png 300w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Align_Incentive_Compensation_and_Multi-Channel_Sales_to_Protect_Growth.png?width=400&name=Align_Incentive_Compensation_and_Multi-Channel_Sales_to_Protect_Growth.png 400w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Align_Incentive_Compensation_and_Multi-Channel_Sales_to_Protect_Growth.png?width=500&name=Align_Incentive_Compensation_and_Multi-Channel_Sales_to_Protect_Growth.png 500w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Align_Incentive_Compensation_and_Multi-Channel_Sales_to_Protect_Growth.png?width=600&name=Align_Incentive_Compensation_and_Multi-Channel_Sales_to_Protect_Growth.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span data-contrast="auto">I recently published an </span><a href="https://stephenhurrell.ventanaresearch.com/margin-highlights-the-need-for-sales-and-revenue-planning"><span data-contrast="none">Analyst Perspective</span></a><span data-contrast="auto"> on how the rise of omnichannel buyer engagement coupled with subscription pricing is increasing the complexity in achieving corporate targets. An example is the software provider who implemented a new self-service capability to speed fulfillment for existing customers by enabling the direct purchase of additional licenses without assistance from the assigned salesperson. But the desired outcome of faster fulfillment wasn’t realized. The initiative did...</span></p> </div> <a href="https://stephenhurrell.isg-research.net/align-incentive-compensation-and-multi-channel-sales-to-protect-growth"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://stephenhurrell.isg-research.net/tag/revenue-management">revenue management</a>, <a href="https://stephenhurrell.isg-research.net/tag/office-of-revenue">Office of Revenue</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://stephenhurrell.isg-research.net/margin-highlights-the-need-for-sales-and-revenue-planning">Margin Highlights the Need for Sales and Revenue Planning</a></h2> <div class="author-meta"> Posted by <a href="https://stephenhurrell.isg-research.net/author/stephen-hurrell"> Stephen Hurrell </a> on <span class="post-date">27 December 2023 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/Margin_Highlights_the_Need_for_Sales_and_Revenue_Planning.png?width=200&name=Margin_Highlights_the_Need_for_Sales_and_Revenue_Planning.png" width="200" !important: srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/Margin_Highlights_the_Need_for_Sales_and_Revenue_Planning.png?width=100&name=Margin_Highlights_the_Need_for_Sales_and_Revenue_Planning.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Margin_Highlights_the_Need_for_Sales_and_Revenue_Planning.png?width=200&name=Margin_Highlights_the_Need_for_Sales_and_Revenue_Planning.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Margin_Highlights_the_Need_for_Sales_and_Revenue_Planning.png?width=300&name=Margin_Highlights_the_Need_for_Sales_and_Revenue_Planning.png 300w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Margin_Highlights_the_Need_for_Sales_and_Revenue_Planning.png?width=400&name=Margin_Highlights_the_Need_for_Sales_and_Revenue_Planning.png 400w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Margin_Highlights_the_Need_for_Sales_and_Revenue_Planning.png?width=500&name=Margin_Highlights_the_Need_for_Sales_and_Revenue_Planning.png 500w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/Margin_Highlights_the_Need_for_Sales_and_Revenue_Planning.png?width=600&name=Margin_Highlights_the_Need_for_Sales_and_Revenue_Planning.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span data-contrast="auto">I have a phrase I like to use when describing the changing nature of sales: </span><i><span data-contrast="auto">Not all revenue and sales dollars look the same</span></i><span data-contrast="auto">. This is in reference to the changing nature of both how in addition to traditional offerings, organizations are now selling subscription and usage-based products and services through multiple channels. These customer-driven shifts in the approach to buying and selling are also altering the economics of the B2B and B2B business models. </span></p> </div> <a href="https://stephenhurrell.isg-research.net/margin-highlights-the-need-for-sales-and-revenue-planning"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://stephenhurrell.isg-research.net/tag/revenue-performance-management">Revenue Performance Management</a>, <a href="https://stephenhurrell.isg-research.net/tag/office-of-revenue">Office of Revenue</a> <hr> </div> <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 ">   <ul class="numeric-pagination"> <li class="disabled"><a href="https://stephenhurrell.isg-research.net/page/0"><svg xmlns="http://www.w3.org/2000/svg" viewbox="0 0 492 492" width="20px" height="20px"> <path d="M198.608,246.104L382.664,62.04c5.068-5.056,7.856-11.816,7.856-19.024c0-7.212-2.788-13.968-7.856-19.032l-16.128-16.12 C361.476,2.792,354.712,0,347.504,0s-13.964,2.792-19.028,7.864L109.328,227.008c-5.084,5.08-7.868,11.868-7.848,19.084 c-0.02,7.248,2.76,14.028,7.848,19.112l218.944,218.932c5.064,5.072,11.82,7.864,19.032,7.864c7.208,0,13.964-2.792,19.032-7.864 l16.124-16.12c10.492-10.492,10.492-27.572,0-38.06L198.608,246.104z" /> </svg></a></li> <li class="active"><a href="https://stephenhurrell.isg-research.net">1</a></li> <li><a href="https://stephenhurrell.isg-research.net/page/2" rel="next">2</a></li> <li><a href="https://stephenhurrell.isg-research.net/page/3" rel="next">3</a></li> <li><a href="https://stephenhurrell.isg-research.net/page/4" rel="next">4</a></li> <li><a href="https://stephenhurrell.isg-research.net/page/5" rel="next">5</a></li> <li class=""><a href="https://stephenhurrell.isg-research.net/page/2" rel="next"><svg xmlns="http://www.w3.org/2000/svg" width="20px" height="20px" viewbox="0 0 451.846 451.847"> <path d="M345.441,248.292L151.154,442.573c-12.359,12.365-32.397,12.365-44.75,0c-12.354-12.354-12.354-32.391,0-44.744 L278.318,225.92L106.409,54.017c-12.354-12.359-12.354-32.394,0-44.748c12.354-12.359,32.391-12.359,44.75,0l194.287,194.284 c6.177,6.18,9.262,14.271,9.262,22.366C354.708,234.018,351.617,242.115,345.441,248.292z" fill="" /> </svg></a></li> </ul> </div> </div> <div class="blog-sidebar">   <style> .blog-sidebar h3 { font-size: 18px; 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sizes="(max-width: 100px) 100vw, 100px" srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=50&name=Smith.Mark%20Pic.Circle.png 50w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=150&name=Smith.Mark%20Pic.Circle.png 150w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=200&name=Smith.Mark%20Pic.Circle.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=250&name=Smith.Mark%20Pic.Circle.png 250w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=300&name=Smith.Mark%20Pic.Circle.png 300w"> <h5 class="analyst_name">Mark Smith</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://mattaslett.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png" alt="Matt Aslett" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=50&name=Aslett.Matt%20Pic.Circle.png 50w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=150&name=Aslett.Matt%20Pic.Circle.png 150w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=200&name=Aslett.Matt%20Pic.Circle.png 200w, 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style="text-align: center;"> <a href="https://robertkugel.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png" alt="Robert Kugel" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=50&name=Kugel.Robert%20Pic.Circle.png 50w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=150&name=Kugel.Robert%20Pic.Circle.png 150w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=200&name=Kugel.Robert%20Pic.Circle.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=250&name=Kugel.Robert%20Pic.Circle.png 250w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=300&name=Kugel.Robert%20Pic.Circle.png 300w"> <h5 class="analyst_name">Robert Kugel</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://stephenhurrell.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png" alt="Stephen Hurrell" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=50&name=Hurrell.Stephen%20Pic.Circle.png 50w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png 100w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=150&name=Hurrell.Stephen%20Pic.Circle.png 150w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=200&name=Hurrell.Stephen%20Pic.Circle.png 200w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=250&name=Hurrell.Stephen%20Pic.Circle.png 250w, https://stephenhurrell.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=300&name=Hurrell.Stephen%20Pic.Circle.png 300w"> <h5 class="analyst_name">Stephen Hurrell</h5> </a> </div> </div>   <div class="row-fluid">  <div style="text-align: center;"> <a href="https://blog.isg-research.net"> <img class="analyst_img" style="width: 100px;" 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<a href="https://stephenhurrell.isg-research.net/archive/2020/11">November 2020 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/archive/2020/09">September 2020 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/archive/2020/08">August 2020 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> </ul> <a class="filter-expand-link" href="#">see all</a> </div> </div> </span> <span id="hs_cos_wrapper_post_filter" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_post_filter" style="" data-hs-cos-general-type="widget" data-hs-cos-type="post_filter"><div class="block"> <h3>Posts by Topic</h3> <div class="widget-module"> <ul> <li> <a href="https://stephenhurrell.isg-research.net/tag/agent-management">agent management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li> <a href="https://stephenhurrell.isg-research.net/tag/ai-and-machine-learning">AI and Machine Learning <span class="filter-link-count" dir="ltr">(20)</span></a> </li> <li> <a href="https://stephenhurrell.isg-research.net/tag/analytics">Analytics <span class="filter-link-count" dir="ltr">(19)</span></a> </li> <li> <a href="https://stephenhurrell.isg-research.net/tag/business-intelligence">Business Intelligence <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li> <a href="https://stephenhurrell.isg-research.net/tag/business-intelligence-3">business intelligence <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/business-intelligence-2">business intelligence <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/business-planning">Business Planning <span class="filter-link-count" 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href="https://stephenhurrell.isg-research.net/tag/continuous-supply-chain">continuous supply chain <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/conversational-computing">Conversational Computing <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/crm">CRM <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/customer-experience">Customer Experience <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/data">Data <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/dell-boomi">Dell Boomi <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/digital-commerce">Digital Commerce <span class="filter-link-count" dir="ltr">(21)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/digital-technology">Digital Technology <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/embedded-analytics">embedded analytics <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/enterprise-resource-planning">Enterprise Resource Planning <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/erp-and-continuous-accounting">ERP and Continuous Accounting <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/extended-reality">extended reality <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/financial-performance-management">Financial Performance Management <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/human-capital-management">Human Capital Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/intelligent-sales">intelligent sales <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/internet-of-things">Internet of Things <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/marketing">Marketing <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/mobile-computing">mobile computing <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/natural-language-processing">natural language processing <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/office-of-finance">Office of Finance <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/office-of-revenue">Office of Revenue <span class="filter-link-count" dir="ltr">(35)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/operations-supply-chain">Operations & Supply Chain <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/partner-management">partner management <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/payroll-management">Payroll Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/performance-management">Performance Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/predictive-planning">Predictive Planning <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/price-and-revenue-management">Price and Revenue Management <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/pricing-management">pricing management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/process-mining">Process Mining <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/product-information-management">Product Information Management <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/profitability-management">profitability management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/revenue-and-lease-accounting">revenue and lease accounting <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/revenue-management">revenue management <span class="filter-link-count" dir="ltr">(29)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/revenue-performance-management">Revenue Performance Management <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/robotic-finance">robotic finance <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/sales">Sales <span class="filter-link-count" dir="ltr">(30)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/sales-enablement">sales enablement <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/sales-engagement">sales engagement <span class="filter-link-count" dir="ltr">(22)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/sales-performance-management">Sales Performance Management <span class="filter-link-count" dir="ltr">(17)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/sales-performance-management-spm">Sales Performance Management (SPM) <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/streaming-analytics">Streaming Analytics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/subcription-management">subcription management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/subscription-billing">Subscription Billing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/subscription-management">Subscription Management <span class="filter-link-count" dir="ltr">(26)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/total-compensation-management">Total Compensation Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/vocalcom-and-zeacom">Vocalcom and Zeacom <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-research.net/tag/voice-of-the-customer">Voice of the Customer <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a 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src="/hs/hsstatic/content-cwv-embed/static-1.1293/embed.js"></script> <script src="https://stephenhurrell.isg-research.net/hs-fs/hub/2035844/hub_generated/template_assets/94278782902/1725882474552/Ventana_Research_2023/Ventana_Research_2023_child.min.js"></script> <script> var hsVars = hsVars || {}; hsVars['language'] = 'en'; </script> <script src="/hs/hsstatic/cos-i18n/static-1.53/bundles/project.js"></script> <script src="https://stephenhurrell.isg-research.net/hs-fs/hub/2035844/hub_generated/module_assets/90531062927/1702386872146/module_90531062927_Header-Global.min.js"></script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "You Don’t Have to Put Up with a Manual Quote to Contract Process", "mainEntityOfPage": "https://stephenhurrell.isg-research.net/you-dont-have-to-put-up-with-a-manual-quote-to-contract-process", "datePublished": "23/10/2024", "dateModified": "23/10/2024", "articleBody": "In a previous role I was actively involved with identifying and implementing dashboards and reports tracking key sales department metrics and KPIs for enterprise-size customers as well as high-tech growth companies. These included recognizable examples such as opportunity conversion rate, average deal size and sales velocity (length of time to close, won or lost). Wind the clock forward and in my role as an industry analyst I now talk to customers and have a wider view of the market. While those above-mentioned metrics are in common use, they measure the outcome, not the activities and events that drive the results. When discussing and thinking about the drivers of key metrics such as sales velocity, focus tends to be on activities such as qualification, discovery and demos. Activities such as configuration, pricing and quoting (CPQ) and contract management are likewise activity steps to be achieved. But for many organizations, they are treated as a “given” and, once having reached those stages, they are often viewed as activities outside of the control of sales. But with more modern approaches and technologies, these typically manual do not need to be accepted as a “given.” Many enterprises should recognize that delays in the quote approval and contract negotiation phases not only negatively impact the sales velocity metric, but in and of themselves can be a competitive disadvantage if the process is perceived by the buyer as too lengthy and inefficient. Good sales practice is to help the buyer understand how your selling process works with the prospects buying process, much will have been performed without active participation of the seller. So, the importance of how buyers perceive the smoothness of those activities that do involve the seller is magnified as part of the overall experience. And the quote-to-contract negotiation is a significant part of this. In fact, I assert that through 2026, fewer than 1 in 5 enterprises will deploy an integrated CPQ and contract management system, leading to errors and delays and resulting in lost deals or poor initial customer experience. The activities for CPQ, come more typically towards the end of the sales process, once the buyer has satisfied themselves that the seller has a qualified set of products or services. The CPQ process is a crucial part of the sale, ensuring that whatever product or service the buyer is purchasing is fit for purpose and at an acceptable price and contact terms. The result of the CPQ process is a quote that is an important part of the purchaser's internal syndication process, ensuring that all stakeholders can buy into, and sign off on, the proposed purchase. More advanced CPQ applications have capabilities to grade the quality of the configuration at the point of sale, based on characteristics such as level of discounts, margin and revenue recognition implications and not just as part of an offline-deal desk review or worse, as an after-the-fact deal analysis. The aim is to build in guardrails at the point of sale to avoid both delays in the process and to expand on the number of deals that are actively evaluated for quality and adherence to corporate guidelines. Additionally, some CPQ technology providers are reimagining the CPQ process going from a sales-led, asynchronous process to be a more in-the-moment, collaborative process where buyer and seller can share a digital space in which the buyer is an active participant in the configuration process. This can be either a shared activity between buyer and seller, or driven by the buyer, except for setting prices! And once the quoting process is complete, in many instances this will then the part of the opportunity moving to the contract negotiation stage. Whether this is for a new contract or an adjustment to an existing contract, such as a one governed by a Master Service Agreement, the agreed-to quote represents the basis for the definition of what is being purchased. In addition, the terms in the quote link to actual contractual language, for example as to the performance obligations, the measurement of these obligations and the remediation processes if there is some form of failure to perform. But for many organizations, this contracting step can be less than ideal as a process. Often this process is very manual and labor intensive, requiring initiation from the salesperson via email with attachments such as word documents and follow-up phone calls. Priority is often set by the equivalent of “who shouts loudest,” with every opportunity treated as unique and an exception requiring attention by lawyers. Inevitably, this again adds latency to the process, without even adding in the time that the buyer’s legal department may take to “red line” and propose amendments. But again, it does not have to be this way. Contract Lifecycle Management software providers have offerings that utilize a modern, digitized version of contracts, able to utilize analytics and artificial intelligence (AI) to propose language that can minimize the need to manually create and approve the sellers’ contracts as well as reducing the likelihood for the buyer’s legal department to require extensive changes. Standardizing contract language in conjunction with AI-assisted clause selection based on characteristics of the opportunity, quote and buyer, aided by intelligent approvals, will reduce the proportion of contracts that need to be treated as exceptions. An additional benefit can be the direct integration of final terms into an automated revenue recognition process, where performance obligations are combined with billing schedules to ensure accurate revenue recognition information is generated as part of the fulfillment and billing processes. There are many stakeholders within an enterprise that can directly benefit from a digitized and more automated approach to quoting and contracting. I would recommend that revenue leaders and operations teams review and understand where digitization and standardization can overcome delays and inefficiencies in this last mile of the sales and renewal process. In addition, bring in the office of the CFO and the finance team as they also have a vested interest in digitized quotes and contracts to ensure that the all-important order information and terms can be updated and processed through to fulfillment and billing, ensuring both reduced time to cash and frictionless revenue recognition are achieved. Manual quoting and contracting are not a “given.” It doesn’t need to be this way! Regards, Stephen Hurrell", "image": { "@type": "ImageObject", "url": "https://www.isg-research.net/hubfs/You_Don%E2%80%99t_Have_to_Put_Up_with_a_Manual_Quote_to_Contract_Process.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Stephen Hurrell", "url": "https://stephenhurrell.isg-research.net/author/stephen-hurrell", "sameAs": "https://www.linkedin.com/in/stephenhurrell" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "stephenhurrell.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "What’s New in Technology for Office of Revenue?", "mainEntityOfPage": "https://stephenhurrell.isg-research.net/whats-new-in-technology-for-office-of-revenue", "datePublished": "31/07/2024", "dateModified": "31/07/2024", "articleBody": "Spring and fall are conference seasons, and this spring I was fortunate to be invited to several software provider events that are part of my coverage of the Office of Revenue. And while artificial intelligence (AI) and generative AI (GenAI) were front and center, there were other announcements where the focus was more on the potential changes that these technologies would enable within enterprises and their revenue teams. By now, the shift from a focus on purely new business and logo acquisition to existing customers is firmly underway for many organizations and has spurred a series of new announcements and product releases. As background to one of the more interesting announcements from SugarCRM, it’s worth acknowledging that most businesses and industries operate in mature markets where innovation in new digital products and services will complement existing physical products, creating additional bundled offerings to offer to existing customers, not only new ones. These incremental digital products and services are typically billed on a subscription and, increasingly, usage basis, contrasting with the traditional one-time sales many industries are used to and organized to serve. This means that an increasing proportion of revenue will be from annual recurring revenue and not from more traditional one-time sales. So, for many organizations, growth will come not only from a singular pursuit of new customers, but from innovation in new products and services to sell to existing customers. This requires enterprises to change how they organize and operationalize revenue generation activities. Seeking to address the need to focus as much on existing as new customers, SugarCRM’s announcement of the acquisition of sales-i points towards supporting a shift in how to identify opportunities by facilitating the merger of traditional account and opportunity CRM data with data from outside the CRM. This could be data from such systems as ERP, billing and service, and support to help identify cross-sell and upsell opportunities both within the original purchasing organization and from other related organizations within a larger enterprise. This seeks to address a key need for many enterprises: to create more profitable growth paths with better margins from existing relationships, avoiding the much higher cost involved with new customer acquisition. The capabilities and approach showcased by the SugarCRM acquisition have the additional potential to address the perennial issue of the distribution and partnership models where access to the end buyer can become contentious between manufacturer and distributor, reducing overall revenue growth potential. Another area of software provider development effort is in the general area of optimizing pricing. Long the preserve of industries dependent on market spot prices, such as manufacturing based on primary goods, or for those industries with constrained supply, such as airlines and hotels, we are seeing an interest from a broader range of buying organizations. Several factors are at play here: more focus on margin, having to deal with additional complexity in multiple selling channels, and the rise of B2C and especially B2B digital commerce. Many providers, including PROS, are looking at AI-based capability development, combining predictive AI for predictive numeric models with GenAI for attribute analytics. In this way, propensity-to-buy considerations can be combined with pricing recommendations that incorporate margin, market share and product substitution considerations for both B2B and B2C enterprises. The third area of provider announcements relates to the contemporary, “always on” business environment, where relying on lengthy decision chains involving human review and approvals can lead to a competitive disadvantage in the sales and renewal process. Often referred to as the revenue lifecycle management (RLM) approach, this new approach announced by several software providers, including Salesforce, Conga and BillingPlatform, offers more integrated process and data alignment across all revenue-supporting and customer-facing employees, including not just the obvious marketing, sales and customer service but also finance and legal as well as distribution and fulfillment. The greater the number of activities that can be enabled as self-service for customers or for sales and customer service representatives to be more empowered at the point-of-sale, the better to meet the customer where they are. But these need to be enabled within the context of guardrails. These providers have launched applications and platforms that better serve the more iterative and connected process of the RLM approach as contrasted with the more traditional quote-to-cash processes. In fact, we assert that by 2025, this new category of Revenue Lifecycle Management will emerge that covers technology that supports the modern lead-to-cash process to enable a positive customer experience, leading to sustained, profitable engagements. So, amidst the almost daily announcements of new GenAI developments, there is a need for enterprises to not lose sight of the need to continuously review existing technology and business processes to better support the transition from yesterday’s one-time sales and linear approach to the contemporary always-on business model. Whether B2B or B2C, the iterative and cyclical approach better meets the needs of today’s customers, contributing to a sustained and profitable business engagement. I expect the pace of announcements to increase, and though AI will capture much of the limelight, new technologies are best used to enable enterprises to more efficiently and effectively improve the customer experience so that customers keep returning for more products and services. Regards, Stephen Hurrell", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Whats_New_in_Technology_for_Office_of_Revenue.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Stephen Hurrell", "url": "https://stephenhurrell.isg-research.net/author/stephen-hurrell", "sameAs": "https://www.linkedin.com/in/stephenhurrell" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "stephenhurrell.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "The Buyers Guides for Subscription Management Classifies and Rates Software Providers", "mainEntityOfPage": "https://stephenhurrell.isg-research.net/the-buyers-guides-for-subscription-management-classifies-and-rates-software-providers", "datePublished": "24/07/2024", "dateModified": "24/07/2024", "articleBody": "I am happy to share insights gleaned from our latest Buyers Guide, an assessment of how well software providers’ offerings meet buyers’ requirements. The Subscription Management: Ventana Research Buyers Guide is the distillation of a year of market and product research by ISG and Ventana Research. The era of subscriptions has transformed the way businesses operate and consumers engage with services across every industry. Enterprises are increasingly adopting both a digital approach to selling as well as offering digital products and services that complement physical products. Customers now have the option to purchase through periodic subscription or consumption-based pricing rather than traditional one-time ownership. Add to this an increasing desire for customers to purchase when, how and where they want—whether via digital commerce, self-service portals or by voice and text—and the landscape looks very different from even just five years ago. For the provider, subscription revenue can create a more predictable revenue stream. Subscribers pay on a predetermined periodic basis over the lifetime of the engagement or contract. At ISG Research, we define subscription management broadly to cover all aspects of monetization. This includes flat-fee subscription business models, usage and milestone methods as well as traditional, one-time sales. We assess how providers support all types of industries and sizes of enterprises that may be using self-contained systems or integrating with third-party ERP, billing, digital commerce and custom systems. In addition, we uniquely gauge providers’ ability to collect payments with invoiced transactions and allocate them to originators, royalty holders or other partners and owners of assets. Effective account receivables and cash flow also require dunning and collections capability. Subscriptions themselves are not new. Newspapers and magazines were early in this process many decades ago, while Netflix started out mailing DVDs paid for via a flat monthly fee. Digital products and services, such as software as a service and mobile applications, were at the forefront of subscription pricing adoption. HBO, Netflix, Spotify and iTunes are examples of subscriptions in the business-to-consumer market. Today, subscriptions are common for any number of products or services with a duration established by the provider. We have all become familiar with the subscription model in our everyday lives, both as individual consumers and at work. This has created an acceptance of and an appetite for subscriptions as a pricing model. Subscriptions enable consumers to spread the expense over time rather than making a one-time upfront payment. In business, extending cost across the lifetime of product usage shifts risk more evenly between buyer and seller. For the provider, subscriptions enable a more predictable revenue stream paid on a predetermined basis over the course of an engagement or contract. For enterprises based on a subscription model or using this approach extensively and those primarily involved with B2C business, the predominant technology and process challenge is to provide a direct method for customers to initiate and modify service plans and orders. Complexity arises in the need to scale the number of subscribers. Contrast that with business-to-business enterprises with far fewer customers but more complex, multiple product and service orders and individually negotiated prices. With enterprises for whom subscription pricing is new, and in addition to a predominately one-time sale, it is important to ensure that new subscription models are incorporated in such a way that it appears seamless to the subscriber, avoiding duplicate bills and payments, or different ways to purchase depending on the product or service. Subscription management is the process for a subscriber as an existing or new customer to be engaged with a seamless experience from the selection, configuration, order, contract, billing, payments and fulfillment. It supports an organizational need for managing subscription revenue and the recognition of the subscription, but also the operations and life cycle, including the automation and workflow, analytics and reporting, integration with other systems, management of the data, loyalty and incentives and the pricing of those programs Effective subscription management needs to support a variety of business models and use cases. Effective subscription management systems must support a variety of business models and use cases, either with functional capabilities of their own or with the ability to integrate with existing systems, or additional third-party providers. For enterprises who are not digitally native (those enterprises that started or have been using subscription pricing for much of the time) existing ERP and customer relationship management systems will have been implemented to handle the existing one-time sales transaction. Adding subscription models will require additional systems and processes that must work in conjunction with the current systems. The complexity of the underlying systems should not be seen by the customer who expects a seamless subscriber experience. Systems must interoperate with existing systems, whether a new system becomes the consolidated subscription management or billing system or whether that system generates the necessary information for an existing system to handle the process. This extends to customer and product master data that is either synchronized against an external system or managed within the new system. One-time sales models change relatively infrequently, especially when it comes to the price to be charged. Likewise, product lists and listings are somewhat static. However, the subscription model and digital products lend to frequent changes in price and to product and services, especially around combination bundles requiring subscription catalogs that need flexibility and simplicity in how they are managed. Effective subscription pricing changes must go beyond the traditional repeating flat-fee model and consider incorporating usage- or consumption-based pricing for optimal subscription management. In this model, the eventual cost charged is dependent on how much was consumed in the preceding period. The price is decided using a formula for whatever is being measured, such as the number of transactions to derive what will be billed for that period. Depending on the product or service being purchased, this pricing model can further redress the balance of risk between buyer and seller, with the buyer only paying for what was used. Pricing formulas for usage models can be quite complex dealing with pricing tiers that are invoked when certain volume levels are reached, either incrementally or on the accumulated total. In addition, multiple attribute pricing can consider several factors associated with the transaction: what time of year, month, week or day, what geographic location, buyer characteristics or what combination of products and services. By 2026, increased adoption of the subscription business model will lead to more complex pricing, rating and billing and if not successfully addressed, will diminish the customer experience and restrict growth. Usage pricing may seem the most consumer friendly, but neither the buyer nor the seller can predict the charges for a particular period. The usage charges themselves could be transactions from an IoT sensor, a credit card swipe or a cloud data storage device. Traditionally, telecom providers have been some of the most onerous users of usage charging, with every call and leg of a call recorded and priced. It is one reason why many telecom providers in the U.S. moved to unlimited minutes or block pricing models, though the calls and legs are still recorded; they are visible on a bill, and they may be used to calculate third-party carrier cross charges. Data mediation is often needed for usage transactions. Raw usage data comes from a variety of sources and in potentially different formats. As part of the mediation process, data is normalized and aggregated to the required level to price. When volumes are large, it may make sense to pre-aggregate and price on a rolling basis, then be ready to reprice if the formula is based on different pricing levels dependent on a periodic or cumulative threshold having been met. It is also sometimes necessary to pre-price outside of the system and tag the usage transactions to not be priced at all. These variations are use cases seen in real life. One often-unrecognized need when adopting subscription management is a way to effectively account for revenue that is owed to partners. Usage pricing also puts an added onus on the ability to project or forecast usage to give some idea to both consumer and provider as to what future charges may be. Unlike a flat fee repeating each period, usage pricing is variable. A needed feature, though not often offered as part of most subscription management systems, is the capability to forecast usage. This usage projection has multiple uses: as part of revenue forecasting, used to validate whether periodic invoices are similar to the expected amount or not and therefore need auditing, as part of customer churn predictions, and as part of customers being able to track expense against budget, especially the cumulative trend. An often-unrecognized need when adopting subscription management is a process to effectively account for revenue that is owed to partners who are either providing a complementary service or product as part of the overall subscribed offering. Historically, partnerships have described a reseller arrangement, but for a growing number of industries, there is a trend for enterprises to develop deeper relationships within a partner ecosystem. These partner ecosystems can take different forms, but enterprises are beginning to recognize that to compete for and to retain customers, offering complementary products and services can enable smaller businesses to compete with larger ones by bundling products and services without having to necessarily build or buy every aspect. The mantra “build or buy” is now extended to “build, buy or partner.” Partner ecosystems offer unique accounting challenges, such as calculating a commission or markup from cost or parsing costs for bundles that include products, services or offers originating from third parties. In the consumer world, this could be a nutrition service or vitamin products to go alongside a gym membership. Or it could be a rental car company that doesn’t own all its cars and leases them from a third party. That same rental car company pays out commissions on rental reservations originated from partners such as airlines, hotels and travel sites. For many enterprises, existing processes for accounting for third-party relationships are thought of as accounts payable or back-office functions. But, as third-party partnerships and ecosystems deepen, more complex formulas for revenue allocation will be developed and will need to be linked to the same complex pricing models that are used to calculate customer charges. For a more efficient approach and one that lends itself to a better understanding of performance and profitability, revenue allocations to third parties should be treated as the other side of payments received. To handle this, the system should have the concept of contracts that not only describe the terms of the purchase of products and services but also the terms of any revenues to be allocated to a third party. This accommodates any business where there are royalties or other payments due from third-party licensing arrangements. Contract management is an important component of subscription management. Whether the contract life cycle is managed within the system or, more likely, is digitally represented within, any changes to orders, subscription plans or contract terms should be seamlessly executed so that proration, adjustments or refunds are processed when the change occurs. The impact subscription-based pricing has on revenue recognition is significant as most of the revenue occurs in the future and is not realized until a qualifying event occurs. The impact subscription-based pricing has on revenue recognition is significant as most of the revenue occurs in the future and is not realized until a qualifying event occurs. This could be upon delivery, when a payment is made or in the event of services when delivery milestones are met. Although it is feasible to deal with this entire process as part of typical ERP financial accounting, the events that drive recognition are more closely linked to those that are captured and managed in a subscription management system. More advanced applications have the capabilities to compute the accounting adjustments from data and events, utilizing a sub ledger to generate the necessary journal adjustments to be transferred to the primary general ledger. Contemporary subscription management applications require extensive capabilities to integrate data and processes with existing customer systems. Master data for customers, products, pricing and vendors, if not managed within the application, must be synchronized with minimum latency. This also applies to contract and order information to ensure that customer amendments are reflected in the billing process within the billing period that the changes occurred. Entries need to be integrated into accounts receivables, payables and the general ledger for revenue recognition purposes. Bill presentment, payment processing and collections are areas that also require integration. And integration should be intelligent, with notifications and alerts made available for any errors or issues that may occur and with functionality that supports remote manual remediation if automatic remediation is not possible. Integration and automation go hand-in-hand, with the aim of as much through processing as possible to remove the need for manual intervention, the result of which is routine processes that can run remotely, affording subscribers a frictionless experience. Integration and automation go hand-in-hand, with the aim of as much through processing as possible to remove the need for manual intervention. While the aim is to automate future processes as much as possible, reporting what has already happened is still useful for auditing purposes. There are two types of reporting needs: operational and analytical. Operational reporting is at the detail- and transaction-level and is used for the purpose of validation and audit rather than analytics. Most commonly, reporting comes directly from the stored data with limited filtering or aggregation. Reports can be scheduled with delivery either to be printed or as a comma-separated values file to view via a spreadsheet or other personal productivity tool. Analytic reporting is for the purpose of understanding customer behavior and staff performance. Filtered, aggregated and cross-tabbed, this data is either presented as dashboards or drillable tables from within the application or through common business intelligence tools via a customer’s own data warehouse or a third-party cloud-based analytic data warehouse offering. Software providers in the subscription management market space are now including more advanced analytic and predictive capabilities that utilize artificial intelligence techniques such as machine learning. Suggested collection strategies for overdue and delinquent accounts or detection of passive churn events such as an out-of-date credit card on file or invalid address are examples of these capabilities. Software providers have been slow to roll out value-added offerings that can recommend additional monetization opportunities, such as pricing optimization or plan and bundle options. Overall, software providers recognized that non-digitally native companies want to supplement core one-time sales business with additional pricing and revenue models such as subscription and usage with complementary products and services. Even some digitally native customers are investigating adding physical goods to complement digital products. While subscription management is used in the title of this survey and report, for most enterprises, it is no longer just about subscription management. Instead, enterprises are considering all the different types of modern pricing and revenue strategies available beyond flat-fee subscriptions. For many industries, this is about developing additional monetization opportunities and generating revenue streams that complement a core business. A past example is a well-known German car manufacturer’s announcement of offering heated seats on a subscription basis; the capability exists in every seat, and a consumer chooses when they wish to take advantage of it via a monthly payment. In our view, the real focus is mixed pricing and revenue models. For enterprises new to mixed pricing, support is in the context of existing business models and systems. Enterprises have the option to use current billing systems that are typically part of the accounting and finance tech stack, customer relationship management system, homegrown systems, a mixture of manual processes and personal productivity tools, or can look to the software providers covered in this report. How the new subscription system integrates with existing systems and processes is key as it is essential to have a unified subscriber experience across the subscription, order, selection and billing processes. Although our methodology is to assess only software provider’s current products and roadmap, as the buyer, enterprises should ensure that any application being considered is capable of not just satisfying the needs of today and the future. One technology area that many providers are actively investigating is how predictive and generative AI can enhance internal operations to support a better customer experience. Examples of early AI use include employing AI to create effective strategies to deal with overdue payments to minimize expensive manual recovery operations. More generally, new assistant and co-pilot capabilities reframe how to interact with applications to improve personal productivity. How the new subscription system integrates with existing systems and processes is key as it is essential to have a unified subscriber experience across the subscription, order, selection and billing processes. Regardless of how product lines are organized internally, the process should never be visible to the subscriber. As such, it may be beneficial to continue utilizing existing invoicing and payment collections while feeding in additional billing lines from new pricing models. This can be reversed over time, as the proportion of overall business represented by newer pricing shifts grows. Most modern systems can efficiently deal with all types of pricing and revenue models at scale, unlike typical finance and accounting systems. Enterprises should also consider whether the business could benefit from deepening partner relationships to offer customers additional and complementary products and services to customers to encourage more sustained engagement. If this is the case, ensure the applications being investigated have these capabilities as part of the standard offering and not as a work-around. When it comes to data and analytics, enterprises should understand how a software provider delivers capabilities to not just update and automate existing processes, but also how providers use the data generated from these processes to better identify options to improve and enhance the customer experience. Assess whether providers offer any advanced techniques to aid in predicting churn and projecting revenue, including usage, and how these capabilities are presented. Do providers have capabilities to help enterprises test new products and services, and if successful, to then easily operationalize and incorporate those offerings for a broader market? The right application that fits not just early forays into new revenue models but also scales with an enterprise’s ambitions will enable that enterprise to continually meet customer expectations while ensuring financial integrity and compliance, and to continue to build and grow a sustained, profitable business. As part of this Buyers Guide, we have evaluated the capabilities of the Subscription Management providers against the following major capability sections: The Subscriber Experience Managing Subscriptions Loyalty and Rebates Data Mediation Pricing and Rating Methods Revenue Allocation Computation for Third Parties Payments In—Billing Payments Out—Revenue Allocation Payment Accepting Systems Contract/Order Management and Adjustment Dunning and Collections Bulk Updates Revenue Recognition Automation and Error Handling Operational Reporting Analytical Reporting To be considered, providers should have a minimal ability to satisfy 11 out of these 16 subcategories. Whether focused on B2B, B2C or support both, there are some basic expectations for functionality to support today’s business. Many enterprises need more than standard subscription management support, but also support for other pricing models such as one time, usage and milestone-based projects. This research evaluates the following software providers that offer products that address key elements of both B2B and B2C Subscription Management as we define it: Conga, LogiSense, Oracle, Salesforce and Zuora. This research-based index evaluates the full business and information technology value of subscription management software offerings. I encourage you to learn more about our Buyers Guide and its effectiveness as a provider selection and RFI/RFP tool. We urge organizations to do a thorough job of evaluating subscription management offerings in this Buyers Guide as both the results of our in-depth analysis of these software providers and as an evaluation methodology. The Buyers Guide can be used to evaluate existing suppliers, plus provides evaluation criteria for new projects. Using it can shorten the cycle time for an RFP and the definition of an RFI. The Buyers Guide for Subscription Management in 2024 finds Zuora first on the list, followed by Oracle and Salesforce. Software providers that rated in the top three of any category ﹘ including the product and customer experience dimensions ﹘ earn the designation of Leader. The Leaders in Product Experience are: Zuora Oracle Salesforce The Leaders in Customer Experience are: Zuora Oracle Salesforce The Leaders across any of the seven categories are: Oracle, Salesforce and Zuora, which has achieved this rating in seven of the seven categories. As part of the Subscription Management Platforms Buyers Guide, we have evaluated the capabilities of the Subscription Management providers against their ability to support platform capabilities. Platforms typically support extensive integration, intelligent workflow and processes and make critical processes available as a service that can be accessed via APIs. The following major capability sections were evaluated based on their need to support a Platform: Managing Subscriptions Data Mediation Pricing and Rating Methods Payments In—Billing Payments Out—Revenue Allocation Payment Accepting Systems Contract/Order Management and Adjustment Automation and Error Handling Operational Reporting Analytical Reporting This research evaluates the following software providers that offer products that address key elements for a Subscription Management Platform as we define it: Aria Systems, BillingPlatform, Certinia, Chargebee, Cleverbridge, Gotransverse, Kibo, LogiSense, Maxio, OneBill, Oracle, Recurly, Salesforce, SOFTRAX, Stripe, VeriFone, Zoho and Zuora. The Buyers Guide for Subscription Management Platforms in 2024 finds Zuora first on the list, followed by Oracle and BillingPlatform. Software providers that rated in the top three of any category ﹘ including the product and customer experience dimensions ﹘ earn the designation of Leader. The Leaders in Product Experience are: Zuora BillingPlatform Oracle The Leaders in Customer Experience are: Zoho Zuora Oracle The Leaders across any of the seven categories are: Zuora, which has achieved this rating in seven of the seven categories. BillingPlatform and Oracle in four categories. Salesforce and Zoho in two categories. Aria Systems and Certinia in one category. As part of the B2B Subscription Management Buyers Guide, we have evaluated the capabilities of the Subscription Management providers against the following major capability sections: The Subscriber Experience Managing Subscriptions Loyalty and Rebates Data Mediation Pricing and Rating Methods Revenue Allocation Computation for Third Parties Payments In—Billing Payments Out—Revenue Allocation Payment Accepting Systems Contract/Order Management and Adjustment Dunning and Collections Bulk Updates Revenue Recognition Automation and Error Handling Operational Reporting Analytical Reporting To be considered, providers should have a minimal ability to satisfy 11 out of these 16 subcategories. Whether focused on B2B, B2C or support both, there are some basic expectations for functionality to support today’s business. Many enterprises need more than standard subscription management support, but also support for other pricing models such as one time, usage and milestone-based projects. This Buyers Guide evaluates the following software providers that offer products that address key elements of B2B Subscription Management as we define it: AdvantageCS, Aria Systems, BillingPlatform, Certinia, Conga, Gotransverse, LogiSense, Maxio, NetSuite, OneBill, Oracle, RecVue, Sage Intacct, Salesforce, SAP, SOFTRAX and Zuora. The Buyers Guide for B2B Subscription Management in 2024 finds Zuora first on the list, followed by BillingPlatform and Oracle. Software providers that rated in the top three of any category ﹘ including the product and customer experience dimensions ﹘ earn the designation of Leader. The Leaders in Product Experience are: Zuora BillingPlatform Oracle The Leaders in Customer Experience are: Zuora Oracle Salesforce The Leaders across any of the seven categories are: Zuora, which has achieved this rating in seven of the seven categories. Oracle in five categories. BillingPlatform in four categories. Salesforce in three categories. Aria Systems and Certinia in one category. As part of the B2C Subscription Management Buyers Guide, we have evaluated the capabilities of the Subscription Management providers against the following major capability sections: The Subscriber Experience Managing Subscriptions Loyalty and Rebates Data Mediation Pricing and Rating Methods Revenue Allocation Computation for Third Parties Payments In—Billing Payments Out—Revenue Allocation Payment Accepting Systems Contract/Order Management and Adjustment Dunning and Collections Bulk Updates Revenue Recognition Automation and Error Handling Operational Reporting Analytical Reporting To be considered, providers should have a minimal ability to satisfy 11 out of these 16 subcategories. Whether focused on B2B, B2C or support both, there are some basic expectations for functionality to support today’s business. Many enterprises need more than standard subscription management support, but also support for other pricing models such as one time, usage and milestone-based projects. This Buyers Guide evaluates the following software providers that offer products that address key elements of B2C Subscription Management as we define it: Chargebee, Cleverbridge, Conga, FastSpring, Kibo, LogiSense, Oracle, Ordergroove, Paddle, PayPro Global, Recurly, Salesforce, sticky.io, Stripe, VeriFone, Zoho and Zuora. The Buyers Guide for B2C Subscription Management in 2024 finds Zuora first on the list, followed by Oracle and Salesforce. Software providers that rated in the top three of any category ﹘ including the product and customer experience dimensions ﹘ earn the designation of Leader. The Leaders in Product Experience are: Zuora Oracle Salesforce The Leaders in Customer Experience are: Zoho Zuora Oracle The Leaders across any of the seven categories are: Zuora, which has achieved this rating in seven of the seven categories. Oracle in six categories. Salesforce in four categories. Zoho in two categories. Kibo and Stripe in one category. The overall performance chart provides a visual representation of how providers rate across product and customer experience. Software providers with products scoring higher in a weighted rating of the five product experience categories place farther to the right. The combination of ratings for the two customer experience categories determines their placement on the vertical axis. As a result, providers that place closer to the upper-right are “exemplary” and rated higher than those closer to the lower-left and identified as providers of “merit.” Software providers that excelled at customer experience over product experience have an “assurance” rating, and those excelling instead in product experience have an “innovative” rating. Note that close provider scores should not be taken to imply that the packages evaluated are functionally identical or equally well-suited for use by every enterprise or process. Although there is a high degree of commonality in how organizations handle subscription management, there are many idiosyncrasies and differences that can make one provider’s offering a better fit than another. Our firm has made every effort to encompass in this Buyers Guide the overall product and customer experience from our subscription management blueprint, which we believe reflects what a well-crafted RFP should contain. Even so, there may be additional areas that affect which software provider and products best fit an enterprise’s particular requirements. Therefore, while this research is complete as it stands, utilizing it in your own organizational context is critical to ensure that products deliver the highest level of support for your projects. You can find more details on our community as well as on our expertise in the research for these Buyers Guides: Subscription Management Subscription Management Platforms B2B Subscription Management B2C Subscription Management Regards, Stephen Hurrell", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/The_Buyers_Guides_for_Subscription_Management_Classifies_and_Rates_Software_Providers.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Stephen Hurrell", "url": "https://stephenhurrell.isg-research.net/author/stephen-hurrell", "sameAs": "https://www.linkedin.com/in/stephenhurrell" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "stephenhurrell.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "What Is So Different About B2B Digital Commerce?", "mainEntityOfPage": "https://stephenhurrell.isg-research.net/what-is-so-different-about-b2b-digital-commerce", "datePublished": "23/04/2024", "dateModified": "23/04/2024", "articleBody": "As a business application tech analyst, I tend to focus more on B2B than B2C and the differences between the two. So, when it comes to digital commerce, I am interested in the differences from a process or functional point of view and therefore the potential digital commerce application or platform needs required to support B2B commerce. With more B2B enterprises looking to provide access in a timely manner and when and where the customer chooses, digital commerce is a growing part of the overall customer experience. It is safe to say that in B2B commerce, the Amazon effect also applies, in that customers expect a similar level of frictionless automation, immediacy and simplicity in operation. But, as I will discuss, there are significant differences between B2B and B2C around individuality in pricing, more complex product sets and payment terms. In fact, we assert that by 2026, 2 in 5 B2B enterprises will have deployed digital commerce for delivery of products and services to reduce cost of sales as part of an omnichannel engagement model. As mentioned, there are several key differences between B2B and B2C commerce: in B2B, prices are individually negotiated, products and service combinations are often conditional, and payment is typically made after the actual purchase. Because of this, the digital storefront aspect of many digital commerce solutions is less important to B2B enterprises than the ability to support configure, price and quote (CPQ) capabilities, as well as integration with fulfillment, delivery and buyer access to previous purchase history and assets. As has been documented elsewhere, enterprises of varied sizes across many verticals and industries have adopted recurring revenue models such as subscription and usage pricing. Coupled with individually priced contracts that can include tiered and other threshold-based models, B2B pricing tends to be more complex than B2C and often requires evaluation or rating at a set periodic billing event, that considers accumulated transactions and volume. So, the eventual rate and price are not known until some point after any transaction happens, unlike with B2C commerce, where the price is known, and payment is typically made when placing the order. Likewise, the actual choice of products and services is often also more complex, for example, where initial selections lead to conditional constraints as to the availability of dependent products and services. If subscription-based products and services are part of an overall physical product offering, integration with subscription management and billing systems will ensure that fulfillment and entitlement management are synchronized as well as unified invoicing crossing potentially many internal product and business units. In addition to the steps related to the complexity of configuration and pricing, there are typically additional tasks required as part of the initial sale. These relate to producing a quote and subsequent contract negotiations that are used to establish terms for such items as the remediation process for issues and disputes, obligations for both parties as well as agreed pricing, delivery and fulfillment, and term duration. With the capability of current technology, these processes are conducted by a buyer and a seller through conversation, email, or some other form of communication. However, subsequent changes to the initial order, now governed by a contract such as a Master Service Agreement (MSA), can be self-service using digital commerce capabilities. However, given the need for CPQ-type capabilities, and not having to make payment at the time of placing the order, the typical B2C digital commerce storefront is not appropriate. This also has implications for the type and context of product information that needs to be made visible as part of the online ordering process. Whereas a typical B2C commerce site allows a customer to choose from available products, B2B typically relies on a configuration and matching process and may involve 3D renderings of technical products as well as conditional logic to ensure that combinations are valid. Likewise, computing the price for any given configuration may require a separate quoting process. Although the aim should be to automate the quoting process, a manual “sign off” may be required. And this information needs to be synchronized across all buying channels, as the journey may start and end at a digital commerce site, but in between may have person-to-person touchpoints. In fact, B2B digital commerce must be thought of in terms of the entirety of the customer experience as this is less transactional and more of a continuum. When thinking of enabling digital commerce as part of an overall customer engagement model, it is important to think of any potential digital commerce capability in the context of the client life cycle and not just as an alternate buying channel for clients. The applicability of digital commerce will depend not only on the sales motion deployed, but also where in the customer life cycle the activity is expected to take place. So, unlike the standard digital commerce retail storefront more typically seen in a B2C engagement, for B2B, the desire to place an order online may well be in the context of a renewal conversation or as a follow on upsell or cross-sell under the terms of a negotiated MSA or contract. Software providers in the digital commerce space are recognizing this by creating consumable service components that can be deployed within the context of the overall digital customer experience, whether it is an online support portal, billing inquiry application or a product information site and CPQ site. For enterprises wanting to incorporate digital commerce into their overall customer experience, or for those that have tested the waters and want to move to the next level, it is vital to understand at which points in the life cycle a customer is likely to want to place a digital order. This, along with the types of products and services offered and the extent to which the buyer-side process can be automated or digitized, will determine the capabilities needed from a software provider and the degree to which componential services can be incorporated into an overall digital customer experience. It is important that this understanding forms the foundational requirements when investigating potential software provider’s offerings to meet those customer expectations of frictionless automation, immediacy, and simplicity in operation. Regards, Stephen Hurrell", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/What_Is_So_Different_About_B2B_Digital_Commerce.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Stephen Hurrell", "url": "https://stephenhurrell.isg-research.net/author/stephen-hurrell", "sameAs": "https://www.linkedin.com/in/stephenhurrell" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "stephenhurrell.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "From Lead to Cash to Revenue Life Cycle Management", "mainEntityOfPage": "https://stephenhurrell.isg-research.net/from-lead-to-cash-to-revenue-life-cycle-management", "datePublished": "14/03/2024", "dateModified": "14/03/2024", "articleBody": "Much development and marketing resource is being directed at technology that supports tracking and managing the customer experience (CX) and identifying prospects. All of this is good for business and highlights some of the exciting potential for artificial intelligence (AI) and generative AI (GenAI) to really accelerate the basic need of matching buyers and sellers to create more efficient markets for the benefit of all. But part of the B2B customer experience also revolves around quality and efficacy of the buying process, speed and accuracy of fulfillment commitments and ease of re-ordering. Though not always thought of as part of the selling experience, these processes are nevertheless important to not only start the intended business relationship off on the right foot, but also to the overall aim of a positive CX. Although it could be viewed as a cliché, the phrase “service is the product” contains more than a grain of truth. As discussed in an earlier analyst perspective, for recurring revenue business models, and for a substantial number of B2B transactions, sustained engagement is a necessary precursor for a profitable relationship. So, in this instance, all aspects of a prospect's journey to becoming a long-standing and repeat customer should be areas of focus to ensure processes, people and technology are aligned and working together. Sometimes referred to as lead to cash, we feel that this term lacks the broad representative scope and importance that these activities now represent. We prefer revenue life cycle management as this better describes the business process that encompasses more modern pricing and revenue models that most enterprises have or are planning to adopt. The economics of these recurring revenue models dictate the necessity of a sustained and successful relationship to achieve profitability. In B2B models, customers do not represent one-time transactions but an active continuum of activities or, as we say, a life cycle. A key step toward the revenue life cycle approach is to look at processes that support and link discrete activities that cross teams that support this CX and identify the needed technology to ensure that the necessary data and information is automatically populated, routed, and verified at each step. This ensures that not only the initial engagement runs smoothly, but subsequent changes and amendments to orders, plans and contracts also flow through automatically. In this way, the customer is shielded from internal organization structures such as disparate business units and systems. With many transactions intended for bundles or composite products, combining physical and digital products, and services fulfillment and delivery, often needs to be orchestrated across both internal business units and departments as well as across calendars. So, quotes, orders, subscription plans, and contracts need to be digitally stored, not just as a digital document, such as a pdf, but with the important terms of the order and contract stored as data. In this way, relevant information around the scale and timing of entitlements and obligations can be efficiently processed. This is vital, as for a period the accurate order and term information exists only in the contract or order; opportunity data rarely represents the final agreed-upon terms. Overall, we assert that through 2026, more than one-quarter of enterprises will improve revenue performance by unifying Lead to Order motions that track a customer’s journey through lead, engagement, purchasing, onboarding, renewal and expansion. An unfortunate truism of life is that mistakes occur, even in the best-defined processes, when one person or team hands off to another. And mistakes are often the result of incorrect or missing information. Again, this emphasizes the importance of having digitized processes that facilitate through processing of transactions and events as well as ensure accurate data is readily available to those who will have customer interactions at any stage of the revenue life cycle process. Once implemented, digitized processes lay the foundation for process improvement and can be used to detect bottlenecks or unreasonable delays. In addition, digitized interactions will be the future basis to be able to deploy AI to help personalize automated interactions between buyer and seller. We recommend that all B2B enterprises focus on not only the typical early- to mid-stage Customer Relationship Management (CRM) lead and opportunity sales activities, but also on those activities that link the sales opportunity back to the rest of the enterprise in terms of quote, contract, entitlements, fulfillment, and delivery as well. Automating the revenue life cycle should be on every enterprise's road map as it will not only impact your customer revenue life cycle today, but also sets the stage for continual improvements by maintaining competitive advantage through superior CX and sustained customer engagement. Regards, Stephen Hurrell", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/From_Lead_to_Cash_to_Revenue_Life_Cycle_Management.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Stephen Hurrell", "url": "https://stephenhurrell.isg-research.net/author/stephen-hurrell", "sameAs": "https://www.linkedin.com/in/stephenhurrell" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "stephenhurrell.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Akeron Vulki: A Sales Performance Application with a Difference", "mainEntityOfPage": "https://stephenhurrell.isg-research.net/akeron-vulki-a-sales-performance-application-with-a-difference", "datePublished": "09/02/2024", "dateModified": "09/02/2024", "articleBody": "Revenue and sales performance used to be the preserve of a few software providers as many enterprises made do with in-house solutions, often built on the ubiquitous spreadsheet. But increasingly managing revenue and sales performance is becoming too complex as business models are changing in response to customer behavior. Akeron, with their Vulki Sales Performance application, is a more recent entrant to the market. Akeron, in its current incarnation is led by Marco Pierallini and Manuel Vellutini who were also responsible for Tagetik, an enterprise performance management application. Based in Lucca, Italy, Akeron has taken familiar concepts and functions such as aggregation, allocation, forecasting and version control from the enterprise performance arena and utilized them to develop a sales performance application. The new Vulki application is focused on several main areas within sales and revenue performance management including incentive compensation, territory, quota and resource planning, as well as reporting, analytics and forecasting. Rather than a general focus, Akeron has extended the functionality to support the specific needs of several verticals, such as CPG, retail and financial services. This includes the ability to accommodate multiple sales channels and trade promotion considerations. Compensation is not restricted to incentives based purely on sales and can also incorporate MBO and annual variable plans. This is important to fully support the modern revenue organization, where the rise of digital commerce and the introduction of subscription business models has broadened the number of staff in an enterprise who are involved in revenue beyond the more traditional sales and account executives. We believe that through 2026, fewer than 2 in 5 enterprises will develop incentive compensation plans for everyone on revenue-supporting teams, thus impacting the enterprise's ability to hit new, expansion and retention revenue targets.  Likewise, the modern enterprise needs to be agile in its ability to be responsive to events on the ground. Historically, sales plans including quotas and compensation were set once and remained unchanged during the year. However, as remarked earlier, multiple selling channels and the need for agility means that promotions, incentives and quotas may need to be adjusted during the year. A good performance management system should not just be about reporting and execution but should also have the ability to link back to planning functions to adjust as needed. Vulki, with its strong planning functionality, has this capability. Akeron is primarily focused on larger enterprises and have what they refer to as “composability” to ensure that workflows and processes are aligned with the customers’ needs. In addition, Vulki customers will almost certainly need to integrate data with various third-party systems such as financial objectives and targets, product and pricing information, bookings and order data and workforce pay systems. Akeron has a data hub capability to enable custom integrations with required third-party systems. As a European based software provider and with functionality well suited to verticals such as CPG, retail and financial services, Vulki from Akeron should be under consideration for enterprises wishing to modernize systems and processes for a more complex selling environment. Regards, Stephen Hurrell", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Akeron_Vulki_A_Sales_Performance_Application_with_a_Difference.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Stephen Hurrell", "url": "https://stephenhurrell.isg-research.net/author/stephen-hurrell", "sameAs": "https://www.linkedin.com/in/stephenhurrell" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "stephenhurrell.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Sales Engagement or CRM – Which Way to the Sales Freeway?", "mainEntityOfPage": "https://stephenhurrell.isg-research.net/sales-engagement-or-crm-which-way-to-the-sales-freeway", "datePublished": "06/02/2024", "dateModified": "06/02/2024", "articleBody": "Sales and revenue operations teams have for the most part traditionally relied on CRMs for information relating to leads and opportunities. For inside sales (sometimes referred to as high-velocity sales) as well as field sales, relevant product, pricing and customer have been loaded or entered into the CRM to be accessed via reports, dashboards or spreadsheets. For inside sales teams, dialers with prioritized seek lists were an additional need. Yet traditional CRM software providers were lacking in necessary functionality., Major contact center providers were more focused on large scale inbound calling around case management rather than outbound lead development. In the mid 2010s a series of software providers emerged who had developed new offerings for these underserviced areas. Some providers developed add-ons for CRM dialer applications, pulling leads from the CRM and utilizing rules or predictive AI to prioritize seek lists and recommendations of when to call. Other providers focused on conversation analytics, to enhance call coaching, analyzing voice calls for insights on tone, key phrases and mention of competitors and using the results in call coaching. Additional providers focused on pipeline management, sales analytics, and forecasting, again pulling, and copying the data from the underlying CRM. From a role and persona point of view, the pandemic increased the number of field sales workers selling remotely and accelerated the trend for inside sales workers to manage higher-value deals. I wrote about this convergence of roles in The Art and Science of Sales from the Inside Out. It is one of the driving forces behind the market consolidation, as each category of software providers acquires smaller providers in the adjacent categories. This has lead to a number of software providers - sometime referred to as revenue or sales engagement platforms – that offer lead tracking, dialer, conversation intelligence, pipeline management and forecasting. Many of these category founding applications were also some of the innovators when it came to utilizing the first round of artificial intelligence, predictive AI, using machine learning to discern patterns of behavior that could be used to determine which activities or what progressions were predictors of success, whether a successful call or a closed won opportunity. The source data for these applications was a CRM, and then copied and stored in a specialist time aware data store or aggregated and anonymized across customers. As I wrote about in the Future of CRM has Sales Engagement Potential the CRM providers have invested heavily in developing similar capabilities to embed within the core. These providers are at the forefront of incorporating AI large language models and generative AI (GenAI) integration. In many ways, CRM providers are using GenAI to leapfrog some of the sales engagement providers by incorporating personal assistant capabilities such as note and chat transcript summarization to make the actual sellers’ tasks easier. This contrasts with the functionality deployed using early predictive AI designed predominately designed for management. CRM providers integration with marketing and account data also increases the potential for sales to self-source opportunities through tight integration with account segmentation, where GenAI shows much promise. And it is not just the CRM vendors, some of the unified communication (UCAAS) and call center as a service provider (CCAAS) are also offering high volume outbound and lead generation capabilities using technology used for inbound and service calls. The importance of getting this right should not be underestimated as we believe that by 2026, more than one-half of sales enterprises will need new data-driven AI technology to gain market and competitive insights and enable sales professionals to adapt selling motions to engage effectively for optimal outcomes. Dependence on the CRM for data poses the question as to whether there is any real need for sales engagement applications if the major CRM vendors are catching up with functionality or - in the case of GenAI - surpassing them? As in most things, the answer is, it depends. When it comes to insights and reporting, are you limited to views that are tied to what exists in the source CRM, or can you create local views and alternate ways to look at the data? Being able to track activities like calls and emails that could convert a lead to an opportunity and how these opportunities progress is a vital part of understanding what “good” look like. Time aware data stores assist in this measurement, as it is very important to preserve events and activities as they happen, rather than only storing the status of the last event. Managing and measuring sales activities that are needed to move leads to close is, for many sales leaders, the most critical aspect of understanding whether targets will be met and to ensure the basic groundwork is being undertaken. When it comes to functionality related to the role, look carefully to ensure the functionality is not principally for managers and operations, but also helps sellers. Seller functionality could be digital deal rooms, AI assisted summarization and automatic capture of calls, emails, texts and calendar events. Lastly, large enterprises with more than one CRM system may find a sales and revenue engagement application appropriate for an aggregate view. Ensure the application will be able to store the subsidiary detail as well or have an ability to query the detail in the source CRM. Regards, Stephen Hurrell", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Sales_Engagement_or_CRM_Which_Way_to_the_Sales_Freeway.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Stephen Hurrell", "url": "https://stephenhurrell.isg-research.net/author/stephen-hurrell", "sameAs": "https://www.linkedin.com/in/stephenhurrell" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "stephenhurrell.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "2024 Market Agenda for Office of Revenue: Bring AI to the Table", "mainEntityOfPage": "https://stephenhurrell.isg-research.net/2024-market-agenda-for-office-of-revenue-bring-ai-to-the-table", "datePublished": "30/01/2024", "dateModified": "30/01/2024", "articleBody": "Ventana Research recently announced its 2024 research agenda for the Office of Revenue, continuing the guidance we have offered for nearly two decades to help enterprises across industries derive optimal value and improved outcomes from business technology. Chief Sales and Revenue Officers face an imperative to manage their sales and revenue organizations, but they do not always have the guidance they need to embrace technology. As we look forward to 2024, we are focusing on the entire selling and buying journey, how changing buyer behavior is exacerbating challenges in achieving targets and whether recent developments in Generative AI can help. We are looking at applications that simplify processes and tasks across the customer buying experience from beginning to end. Our research agenda is crafted using our firm’s expertise on business requirements and our knowledge of software providers and products. Through our continuous market research, we offer insights and best practices for both the lines of business and IT as well as across industry verticals that will help any enterprise reach its maximum potential. In 2024, we will continue our focus on the broader concept of revenue management to help enterprises address their strategy, planning and operations. The rise of digital commerce and subscription business models has shifted enterprises’ primary focus on new business. With the higher cost of new customer acquisition and the resulting importance of customer retention and expansion, the entire customer experience is of vital importance in building and sustaining a business. These processes that support the customer experience require specific technology—a 360-degree view of customers, digital buying technology, pricing optimization for managing B2C and B2B models, configure-price-quote (CPQ) and contract lifecycle management (CLM) applications to enable adjusting contract terms based on the configuration of products as is most often found in B2B-focused enterprises. We also will focus on the mixed-revenue model that includes the subscription management experience as, for many industries, this is a growing part of the overall customer journey. Improving sales outcomes and revenue are key to sales effectiveness, and emerging sales applications and tools provide the path to that goal. New applications and tools geared toward salespeople and processes are designed to help not just with managing sales teams but also to help salespeople effectively sell. The launch of competing GenAI offerings in 2023 allowed many software providers to incorporate these new technologies in applications. Our research in 2024 will focus on how all aspects of AI, not just GenAI, can be applied to address specific use cases in managing revenue. We will conduct market research and publish a Buyer’s Guide in CRM covering the departmental and process perspective of software providers and products. Reflecting this, our sales and revenue practice addresses six focus areas: Digital Commerce, Revenue Management, Sales Engagement, Sales and Revenue Performance Management, Subscription Management and Partner Management. Digital Commerce Digital commerce enables enterprises to engage with any type of customer across digital channels—the web, mobile apps, text, voice-activated “agents,” video and social channels—to deliver an optimal customer and product experience. In the world of digital commerce, the customer and product experience are top differentiators. Conversational computing as well as hyper-personalization are transforming customer engagement, and many enterprises will need to renovate their digital platform to optimize customer and product experiences or risk falling behind competitors. With the emergence of GenAI, enterprises can combine improved understanding of customers with more dynamic tailoring of product and service information and pricing and bundle offers. And by 2026, one-half of enterprises will conclude that they need to heavily invest in first- and third-party data to provide a unified view of individual customer behavior—including propensity to buy—to retain customers. Moving beyond consumer purchase, we will also look at how B2B selling and buying are increasingly using B2C digital approaches to mirror this experience. We will conduct Buyers Guide research in 2024 to identify best practices and assess and rate software providers’ potential to help meet evolving commerce needs. Revenue Management With the rise of digital commerce and the subscription and usage business models, enterprises are increasingly recognizing that the traditional primacy of a new customer-focus needs to change. As new customer acquisition costs are high, both retention and existing customer expansion are of equal importance. And with the exponential growth of data—not just generated internally through CRM, order and back-office systems, but with the addition of third-party location and firmographic—technology can be used to help identify, navigate and execute new paths to revenue. In addition, with regulatory changes and buyer dissatisfaction with traditional marketing outreach sales, marketing and customer success will need to plan and operate together to ensure all departments are aligned to a company’s revenue goals. Despite this, through 2026, fewer than 3 in 10 enterprises will replace disparate marketing, sales and customer operations teams with a unified revenue operations approach, thus lowering their revenue growth. We will conduct new Buyer’s Guide research in 2024 to identify best practices and assess and rate software providers’ potential to help meet emerging revenue management needs across all aspects of the buyer and customer journey. We will also focus on the importance of evaluating CRM implementations and whether they are keeping up with business process changes, as so much of software providers’ feature development is dependent on the quality and timeliness of the underlying data to drive insights and AI recommendations. Sales Engagement Sales engagement facilitates intelligent engagement and execution by sales professionals to achieve optimal revenue outcomes. With a recognized decline in quota attainment, a shift in balance to buyers through internet-based research capabilities and changes wrought by the pandemic, software providers have been focusing more on how to help sell and not just manage sales. After a slow start, systems that use AI for opportunity scoring, to analyze sales interactions, recommend next best actions and with GenAI to help with outreach and communication with buyers, technology is finally starting to assist sellers and not just management. In fact, by 2026, more than one-half of sales enterprises will need new data-driven AI technology to gain market and competitive insights and enable sales professionals to adapt selling motions to engage effectively for optimal outcomes. We do not believe sales enablement should exist as a separate category as much of the need and recent technical innovations link enablement to engagement; and, like engagement, it is increasingly utilizing much of the same data as sales engagement applications to drive effectiveness within selling teams. Enterprises should invest in sales engagement capabilities designed to support salespersons and not just those that manage sales teams. In 2024, we will examine the need for sales engagement applications as separate applications from CRM Systems as well as conduct Buyer’s Guide research on sales engagement software providers and into the proposal to contract process in CPQ and CLM. Sales and Revenue Performance Management Revenue performance management (RPM) is the natural successor to sales performance management (SPM) and enables revenue and sales leaders to align strategy and planning to optimally engage all types of accounts and territories, whether supported by direct, partner or self-service digital commerce channels, using quotas and compensation to achieve the best possible outcomes. In addition, we will reflect the changing focus from solely new business to include those involved in customer retention and expansion. Managing revenue performance requires that enterprises effectively plan revenue processes and resources; it is critical that planning be collaborative to optimize engagement and boost revenue performance. Despite this importance, by 2027, only slightly more than 1 in 5 enterprises will deploy dedicated sales and revenue performance management in response to the changing business economics of subscription models and omnichannel selling to consistently achieve revenue targets. Organizational and ownership issues of the processes needed for effective RPM are often impediments to a more effective balance between planning and execution. We recommend that enterprises that are planning to adopt RPM use our most recent Revenue Performance Management Buyers Guide to identify appropriate software providers and products and to also examine sales compensation and sales performance management software providers. Subscription Management Subscription management involves processes and applications designed to manage the subscriber experience from first digital touch to subscriber engagement and billing. To engage subscribers more effectively, enterprises must prioritize technology that enhances the subscriber experience by automating subscriber operations and financial processes. More broadly, subscriptions should more readily be thought of as part of a range of different pricing and engagement models that enterprises can utilize for their product and service offerings. Many B2B companies are adding subscription business models as part of their overall revenue mix to remain competitive as well as leverage new revenue streams to accompany existing product and service lines. In fact, by 2027, over one-half of all enterprises will deploy a mixed revenue model that includes subscriptions and usage pricing in addition to one-time sales as enterprises make adjustments to remain competitive. For B2B companies, a usage-based business model may make more sense, imposing new requirements on software providers to enable pricing models that support individually negotiated contracts. Our 2023 Subscription Management Buyers Guide that reviews best practices and assesses and rates software providers’ potential to help meet emerging subscription needs is required reading for enterprises investigating offerings in this area. We will be publishing an updated guide in 2024. Partner Management Partner management involves processes and applications designed to support businesses that bundle or resell other providers’ services and products. Although not new, this is a growing model where an ecosystem of providers supply customers with a mix of their own products and services with those from other third parties. By 2027, 1 in 5 enterprises will be engaged with a partner ecosystem to deliver bundled products and services to customers, adding customer value to offerings and expanding addressable markets. This necessitates new onboarding processes, revenue allocation and service level agreement (SLA) monitoring and reporting. We will conduct new Buyers Guide Research in 2024 to identify and rate software provider’s potential to help meet emerging partner management needs. Every sales organization, no matter how many employees it has or the size of its revenue, has an opportunity to significantly improve the selling experience. Enhancements to underlying processes and technology can have an immediate impact on top- and bottom-line results. Determining your path forward in 2024 requires an effective strategy and knowledge of the technology you need to improve or add to your existing portfolio of investments. Subscribe to our community to keep up to date on our research efforts in 2024 and navigate to our revenue expertise and topic areas to see the detailed agenda and continuously updated 90-day calendar as well as more research facts and best practices. Regards, Stephen Hurrell", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/2024_Market_Agenda_for_Office_of_Revenue_Bring_AI_to_the_Table.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Stephen Hurrell", "url": "https://stephenhurrell.isg-research.net/author/stephen-hurrell", "sameAs": "https://www.linkedin.com/in/stephenhurrell" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "stephenhurrell.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Align Incentive Compensation and Multi-Channel Sales to Protect Growth", "mainEntityOfPage": "https://stephenhurrell.isg-research.net/align-incentive-compensation-and-multi-channel-sales-to-protect-growth", "datePublished": "23/01/2024", "dateModified": "23/01/2024", "articleBody": "I recently published an Analyst Perspective on how the rise of omnichannel buyer engagement coupled with subscription pricing is increasing the complexity in achieving corporate targets. An example is the software provider who implemented a new self-service capability to speed fulfillment for existing customers by enabling the direct purchase of additional licenses without assistance from the assigned salesperson. But the desired outcome of faster fulfillment wasn’t realized. The initiative did not result in faster fulfillment because the organization did not address the root problems affecting people, processes and incentive compensation. Salespeople were only paid commission on their accounts if they processed the sale, so they manually processed these orders, delaying fulfillment. Incentive compensation is designed to provide monetary and nonmonetary remuneration for hitting targets or achieving goals. But incentives can also result in unintended consequences, as the above example illustrates. This is why when planning incentive compensation - especially as it relates to salespersons – needs to be in the wider context of the overall sales and revenue plan. For many enterprises, the number of ways that customers can purchase has moved beyond the single, person-to-person engagement model to include digital commerce and self-service portals, partners as well as customer service agents. Likewise, how customers pay for products and services have also moved beyond one-time sales to include flat fee subscription and usage-based pricing, and especially for bundled products and services. Together these changes have greatly complicated what needs to be taken into consideration when designing and executing on incentive compensation plans. Many larger and global enterprises require more complex selling motions to support global and regional account responsibilities as well as product and specialist overlay teams. But from a customer’s perspective, engagement can happen across many channels and touch points involving direct sales staff and even customer service workers. Increasingly, timing – in addition to subscription pricing models – alters when the selling enterprise collects payment and recognizes revenue. Consequently, incentive plans and attribution must be designed across multiple dimensions to enable the correct crediting of payments to whom and when. Not surprisingly, just changing technology without a corresponding adjustment as to how an enterprise needs to think of incentives and revenue will have the potential result of working against desired outcomes, of causing avoidable disputes over payment and not appropriately balancing resource levels commensurate with revenue contribution. This planning also needs to ensure that design and approvals need to include all stakeholders. As incentives for participants in any revenue channel - direct, indirect, digital commerce, customer service and self-service - can have an impact on other outcomes the planning and targeting needs to be managed as a whole. This will involve stakeholders across the enterprise such as finance, HR, sales, marketing, and customer success. Despite the importance of aligning incentives, we assert that through 2026, fewer than 2 in 5 enterprises will develop incentive compensation plans for everyone in revenue supporting teams impacting the enterprise’s ability to hit new, expansion and retention revenue targets. Enterprises must reevaluate traditional compensation plans and processes to support multiple revenue channels. This includes decisions on tracking attribution for crediting purposes. There is also a time dimension to computing incentives, which should be linked to when revenue is realized and recognized. Following a review of the compensation planning process across all revenue channels and all those involved, enterprises should also review the technology. There is a truism that if the technology constrains your business processes, then you are using the wrong technology. For organizations still using spreadsheets or custom applications, there should also be a review with a desire to replace with purpose built applications that will be able to take advantage of the development of new AI assisted optimization capabilities. Regards, Stephen Hurrell", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Align_Incentive_Compensation_and_Multi-Channel_Sales_to_Protect_Growth.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Stephen Hurrell", "url": "https://stephenhurrell.isg-research.net/author/stephen-hurrell", "sameAs": "https://www.linkedin.com/in/stephenhurrell" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "stephenhurrell.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Margin Highlights the Need for Sales and Revenue Planning", "mainEntityOfPage": "https://stephenhurrell.isg-research.net/margin-highlights-the-need-for-sales-and-revenue-planning", "datePublished": "27/12/2023", "dateModified": "27/12/2023", "articleBody": "I have a phrase I like to use when describing the changing nature of sales: Not all revenue and sales dollars look the same. This is in reference to the changing nature of both how in addition to traditional offerings, organizations are now selling subscription and usage-based products and services through multiple channels. These customer-driven shifts in the approach to buying and selling are also altering the economics of the B2B and B2B business models. The cost of customer acquisition and sales efforts for subscriptions are relatively unchanged versus one-time sales. But as the revenue is spread over time, it changes the point at which the buyer becomes profitable to the vendor. If, for any reason, there is not a sustained engagement between buyer and seller, the buyer will not be profitable. Although revenue targets may be achieved, it will be at the expense of margin. This also affects how organizations compute and understand product profitability, potentially distorting the appearance of product-level performance if measured by revenue alone. The adoption of variable pricing models has led to differences in the economics of business, including the impact of the increasing volume and value of trade purchased through self-service and digital commerce platforms. Such platforms typically have lower costs to serve versus a direct or partner sales model, positively impacting the underlying financials used to establish profitability and margin. But even though these market initiatives have a fundamental impact on how businesses operate today, people, processes and technologies in many organizations have not yet fully adjusted. An example from our experience was with a subscription-based software provider who wanted to introduce self-service purchasing for existing customers. Despite expectations of a speedier solution, customers who used this new buying method were frustrated as the fulfillment process still took two weeks. As it turns out, the compensation plan had not been adjusted, and orders continued to be processed through the salesperson so that they received credit for the sale. These unintended consequences occur because organizations do not think holistically about accommodating a more complex sales and revenue process, especially for B2B buyers. With multiple buying channels and differing pricing and engagement models, a single revenue target, simplistic incentive compensation plans and quotas, roughly drawn territories or traditional resource plans are insufficient. These organizations need plans that balance revenue targets across different channels linked to profitability and margin targets. It’s also critical to determine incentive compensation attribution and crediting processes that recognize transactions may be involved in a sale or an account, even if the final order occurs online. Territories that are only linked to geography and reliant on the previous year’s sales are unlikely to be perceived as representing “balanced” opportunities for individual sellers. This could become a disincentive, or worse, cause salespeople to look for new roles elsewhere, requiring expensive replacements. We believe that by 2025, only 1 in 10 organizations will recognize the need to pursue a unified approach to plan for omnichannel buyers and mixed revenue models. The remaining organizations will face a reduced ability to hit corporate revenue goals. To avoid this disconnect, sales and revenue leaders need to work with finance, human resources, self-service and e-commerce teams during the planning process. Myriad decisions factor into identifying proper processes: How will sales credit and attribution work? Who owns renewals and expansions? How will resources be allocated? Territories can be viewed geographically but also as virtual territories since remote selling affords the potential for vertical specialization regardless of physical location. Final decisions need to be communicated collaboratively to sales teams to facilitate adoption. Sales and revenue planning is not a one-time, annual task but an opportunity for continual adjustment as events on the ground transpire. Effective decisions depend on plausible forecasts and projections. For successful forecasting, those responsible need access to a wide range of data sources covering all sales and revenue channels, not just direct sales, as is the case with most sales forecasting processes. We call this wider, more comprehensive approach to sales and revenue planning revenue performance management. While spreadsheets are often the default tool for sales and revenue planning, they are inadequate for today’s revenue organizations. Multichannel sales, the need to share and link to finance and HR and the requirement to continually adjust in response to forecast projections adds sufficient complexity and size to necessitate using more specialist sales and revenue performance planning tools. We strongly recommend that sales and revenue leaders ensure they are using the right specialist sales and revenue performance management and planning applications. If not, undertake to review the available options. A good place to start is with the Ventana Research comprehensive Sales and Revenue Performance Buyers Guide, available here. Regards, Stephen Hurrell", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Margin_Highlights_the_Need_for_Sales_and_Revenue_Planning.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Stephen Hurrell", "url": "https://stephenhurrell.isg-research.net/author/stephen-hurrell", "sameAs": "https://www.linkedin.com/in/stephenhurrell" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "stephenhurrell.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script>  <script data-hs-allowed="true" src="/_hcms/forms/v2.js"></script> <script data-hs-allowed="true"> var options = { portalId: '2035844', formId: 'fa276fc9-9a16-4673-a644-1fcbedcc3c24', formInstanceId: '4684', pageId: '33416738894', region: 'na1', inlineMessage: "Thanks for subscribing!", rawInlineMessage: "Thanks for subscribing!", hsFormKey: "68ab003a58c27330fea8362cccce2c67", css: '', target: '#hs_form_target_module_1552944263900179', contentType: "listing-page", formsBaseUrl: '/_hcms/forms/', formData: { cssClass: 'hs-form stacked hs-custom-form' } }; 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