Stephen Hurrell's Analyst Perspectives

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The rise of e-commerce and omnichannel buying and engagement, the increasing digitization of the economy and the broader adoption of pricing and revenue models such as subscription and usage. And these are all having an impact on how business leaders need to think about their organizations.</p> </div> <a href="https://stephenhurrell.isg-one.com/why-incentive-compensation-is-right-for-more-than-sales"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://stephenhurrell.isg-one.com/tag/payroll-management">Payroll Management</a>, <a href="https://stephenhurrell.isg-one.com/tag/total-compensation-management">Total Compensation Management</a>, <a href="https://stephenhurrell.isg-one.com/tag/revenue-performance-management">Revenue Performance Management</a>, <a href="https://stephenhurrell.isg-one.com/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-one.com/pros-brings-intelligent-pricing-applications-to-market">PROS Brings Intelligent Pricing Applications to Market</a></h2> <div class="author-meta"> Posted by <a href="https://stephenhurrell.isg-one.com/author/stephen-hurrell"> Stephen Hurrell </a> on <span class="post-date">15 June 2023 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://stephenhurrell.isg-one.com/hs-fs/hubfs/PROS_Brings_Intelligent_Pricing_Applications_to_Market.png?width=200&name=PROS_Brings_Intelligent_Pricing_Applications_to_Market.png" width="200" !important: srcset="https://stephenhurrell.isg-one.com/hs-fs/hubfs/PROS_Brings_Intelligent_Pricing_Applications_to_Market.png?width=100&name=PROS_Brings_Intelligent_Pricing_Applications_to_Market.png 100w, https://stephenhurrell.isg-one.com/hs-fs/hubfs/PROS_Brings_Intelligent_Pricing_Applications_to_Market.png?width=200&name=PROS_Brings_Intelligent_Pricing_Applications_to_Market.png 200w, https://stephenhurrell.isg-one.com/hs-fs/hubfs/PROS_Brings_Intelligent_Pricing_Applications_to_Market.png?width=300&name=PROS_Brings_Intelligent_Pricing_Applications_to_Market.png 300w, https://stephenhurrell.isg-one.com/hs-fs/hubfs/PROS_Brings_Intelligent_Pricing_Applications_to_Market.png?width=400&name=PROS_Brings_Intelligent_Pricing_Applications_to_Market.png 400w, https://stephenhurrell.isg-one.com/hs-fs/hubfs/PROS_Brings_Intelligent_Pricing_Applications_to_Market.png?width=500&name=PROS_Brings_Intelligent_Pricing_Applications_to_Market.png 500w, https://stephenhurrell.isg-one.com/hs-fs/hubfs/PROS_Brings_Intelligent_Pricing_Applications_to_Market.png?width=600&name=PROS_Brings_Intelligent_Pricing_Applications_to_Market.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><a href="https://pros.com/" style="text-decoration: underline;"><span data-contrast="none">PROS</span></a><span data-contrast="auto"> has been in business since 1985, but over the past 10 years, the company has transformed itself from being primarily a vendor of on-premises price optimization software supporting the airline industry to providing a </span><a href="https://pros.com/products/price-optimization-software/" style="text-decoration: underline;">cloud-based set of applications that use data and artificial intelligence (AI)</a><span data-contrast="auto"> to aid in price determination. PROS also offers a scalable configure, price, quote (CPQ) application. </span></p> </div> <a href="https://stephenhurrell.isg-one.com/pros-brings-intelligent-pricing-applications-to-market"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://stephenhurrell.isg-one.com/tag/digital-commerce">Digital Commerce</a>, <a href="https://stephenhurrell.isg-one.com/tag/sales-engagement">sales engagement</a>, <a href="https://stephenhurrell.isg-one.com/tag/revenue-management">revenue management</a>, <a href="https://stephenhurrell.isg-one.com/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-one.com/planning-matters-to-sales-and-revenue-performance-management">Planning Matters to Sales and Revenue Performance Management</a></h2> <div class="author-meta"> Posted by <a href="https://stephenhurrell.isg-one.com/author/stephen-hurrell"> Stephen Hurrell </a> on <span class="post-date">08 June 2023 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://stephenhurrell.isg-one.com/hs-fs/hubfs/Planning_Matters_to_Sales_and_Revenue_Performance_Management.png?width=200&name=Planning_Matters_to_Sales_and_Revenue_Performance_Management.png" width="200" !important: srcset="https://stephenhurrell.isg-one.com/hs-fs/hubfs/Planning_Matters_to_Sales_and_Revenue_Performance_Management.png?width=100&name=Planning_Matters_to_Sales_and_Revenue_Performance_Management.png 100w, https://stephenhurrell.isg-one.com/hs-fs/hubfs/Planning_Matters_to_Sales_and_Revenue_Performance_Management.png?width=200&name=Planning_Matters_to_Sales_and_Revenue_Performance_Management.png 200w, https://stephenhurrell.isg-one.com/hs-fs/hubfs/Planning_Matters_to_Sales_and_Revenue_Performance_Management.png?width=300&name=Planning_Matters_to_Sales_and_Revenue_Performance_Management.png 300w, https://stephenhurrell.isg-one.com/hs-fs/hubfs/Planning_Matters_to_Sales_and_Revenue_Performance_Management.png?width=400&name=Planning_Matters_to_Sales_and_Revenue_Performance_Management.png 400w, https://stephenhurrell.isg-one.com/hs-fs/hubfs/Planning_Matters_to_Sales_and_Revenue_Performance_Management.png?width=500&name=Planning_Matters_to_Sales_and_Revenue_Performance_Management.png 500w, https://stephenhurrell.isg-one.com/hs-fs/hubfs/Planning_Matters_to_Sales_and_Revenue_Performance_Management.png?width=600&name=Planning_Matters_to_Sales_and_Revenue_Performance_Management.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>While many vendors have focused on developing new technologies and features to improve sales execution through more personalized and targeted sales enablement, lead and sales opportunity progress tracking and scoring, manager coaching and conversational intelligence, it seems that sales and revenue teams are realizing that this is not, in and of itself, enough to arrest the decline in quota attainment and the general failure of most sales teams’ members to make targets. But, as Antoine de...</p> </div> <a href="https://stephenhurrell.isg-one.com/planning-matters-to-sales-and-revenue-performance-management"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://stephenhurrell.isg-one.com/tag/revenue-performance-management">Revenue Performance Management</a>, <a href="https://stephenhurrell.isg-one.com/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-one.com/why-pricing-should-matter-for-everyone">Why Pricing Should Matter for Everyone</a></h2> <div class="author-meta"> Posted by <a href="https://stephenhurrell.isg-one.com/author/stephen-hurrell"> Stephen Hurrell </a> on <span class="post-date">06 June 2023 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://stephenhurrell.isg-one.com/hs-fs/hubfs/Why_Pricing_Should_Matter_for_Everyone.png?width=200&name=Why_Pricing_Should_Matter_for_Everyone.png" width="200" !important: srcset="https://stephenhurrell.isg-one.com/hs-fs/hubfs/Why_Pricing_Should_Matter_for_Everyone.png?width=100&name=Why_Pricing_Should_Matter_for_Everyone.png 100w, https://stephenhurrell.isg-one.com/hs-fs/hubfs/Why_Pricing_Should_Matter_for_Everyone.png?width=200&name=Why_Pricing_Should_Matter_for_Everyone.png 200w, https://stephenhurrell.isg-one.com/hs-fs/hubfs/Why_Pricing_Should_Matter_for_Everyone.png?width=300&name=Why_Pricing_Should_Matter_for_Everyone.png 300w, https://stephenhurrell.isg-one.com/hs-fs/hubfs/Why_Pricing_Should_Matter_for_Everyone.png?width=400&name=Why_Pricing_Should_Matter_for_Everyone.png 400w, https://stephenhurrell.isg-one.com/hs-fs/hubfs/Why_Pricing_Should_Matter_for_Everyone.png?width=500&name=Why_Pricing_Should_Matter_for_Everyone.png 500w, https://stephenhurrell.isg-one.com/hs-fs/hubfs/Why_Pricing_Should_Matter_for_Everyone.png?width=600&name=Why_Pricing_Should_Matter_for_Everyone.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>I wrote <a href="/pricing-optimization-software-helps-maximize-revenue" rel="noopener" target="_blank"><span style="text-decoration: underline;">last year</span></a> about how interest in pricing management is now expanding from the traditional use cases in industries such as manufacturing and chemicals. In part, this has been helped by technology changes that are allowing vendors to offer the advantages of pricing optimization and management without the “science project” approach, which has previously convinced many that the returns did not justify the disruption and time to value of traditional initiatives. All three parts of a typical...</p> </div> <a href="https://stephenhurrell.isg-one.com/why-pricing-should-matter-for-everyone"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://stephenhurrell.isg-one.com/tag/revenue-management">revenue management</a>, <a href="https://stephenhurrell.isg-one.com/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 ">   </div> </div> <div class="blog-sidebar">   <style> .blog-sidebar h3 { font-size: 18px; margin-bottom: 30px; position: relative; color: var(--light_blue); padding-top:40px; } .btn-secondary, .filter-expand-link { text-transform: uppercase; background-color: #113049!important; border-color: #113049!important; color: #ffffff!important; transition: all .15s ease-in-out; animation-timing-function: ease-in-out; font-family: 'Open Sans', sans-serif; font-style: normal; font-weight: 500; text-decoration: none; font-size: 0.875rem; line-height: 1.4000000000000001rem; border-radius: 6px; height: 3.5rem; text-align: center; padding: 0 2.8125rem; border: 1px solid; display: -webkit-inline-box; display: -ms-inline-flexbox; display: inline-flex; -webkit-box-align: center; -ms-flex-align: center; align-items: center; } .filter-expand-link { text-transform: uppercase; background-color: #113049!important; border-color: #113049!important; color: #ffffff!important; transition: all .15s ease-in-out; animation-timing-function: ease-in-out; font-family: 'Open Sans', sans-serif; font-style: normal; font-weight: 500; text-decoration: none; font-size: 0.875rem; line-height: 1.4000000000000001rem; border-radius: 6px; height: 3.5rem; text-align: center; padding: 0 2.8125rem; border: 1px solid; display: -webkit-inline-box; display: -ms-inline-flexbox; display: inline-flex; -webkit-box-align: center; -ms-flex-align: center; align-items: center; } </style> <span class="hs-cta-wrapper" id="hs-cta-wrapper-960cd0b7-7494-40d3-ac1c-5825d5a075be"><span class="hs-cta-node hs-cta-960cd0b7-7494-40d3-ac1c-5825d5a075be" id="hs-cta-960cd0b7-7494-40d3-ac1c-5825d5a075be"><a href="https://cta-redirect.hubspot.com/cta/redirect/2035844/960cd0b7-7494-40d3-ac1c-5825d5a075be"><img class="hs-cta-img" id="hs-cta-img-960cd0b7-7494-40d3-ac1c-5825d5a075be" style="border-width:0px;" src="https://no-cache.hubspot.com/cta/default/2035844/960cd0b7-7494-40d3-ac1c-5825d5a075be.png" alt="JOIN OUR COMMUNITY"></a></span><script charset="utf-8" src="https://js.hscta.net/cta/current.js"></script><script type="text/javascript"> hbspt.cta.load(2035844, '960cd0b7-7494-40d3-ac1c-5825d5a075be', {"useNewLoader":"true","region":"na1"}); </script></span> <span id="hs_cos_wrapper_module_1495215326694198" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_rich_text" style="" data-hs-cos-general-type="widget" data-hs-cos-type="rich_text"><h3 style="color: var(--light_blue);">Our Analyst Perspective Policy</h3> <ul> <li style="display: none; list-style: none;"> <p>Ventana Research’s Analyst Perspectives are fact-based analysis and guidance on business, <g class="gr_ gr_12 gr-alert gr_gramm gr_inline_cards gr_run_anim Punctuation only-ins replaceWithoutSep" id="12" data-gr-id="12">industry</g> and technology vendor trends. 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If you have any issue with an Analyst Perspective, please email them to <a href="mailto:ChiefResearchOfficer@isg-research.net">ChiefResearchOfficer@isg-research.net</a></p> </li> </ul> <a class="btn-secondary" href="https://www.isg-research.net/analyst-perspective-policy">View Policy</a></span>  <div id="hs_cos_wrapper_module_168621267066296" class="hs_cos_wrapper hs_cos_wrapper_widget hs_cos_wrapper_type_module" style="" data-hs-cos-general-type="widget" data-hs-cos-type="module"><style> </style> <h3 style="color: #255a89;">Our Analysts</h3>  <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://davidmenninger.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://stephenhurrell.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png" alt="David Menninger" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://stephenhurrell.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=50&name=Menninger.David%20Pic.Circle.png 50w, https://stephenhurrell.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png 100w, https://stephenhurrell.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=150&name=Menninger.David%20Pic.Circle.png 150w, https://stephenhurrell.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=200&name=Menninger.David%20Pic.Circle.png 200w, https://stephenhurrell.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=250&name=Menninger.David%20Pic.Circle.png 250w, https://stephenhurrell.isg-one.com/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=300&name=Menninger.David%20Pic.Circle.png 300w"> <h5 class="analyst_name">David Menninger</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://jefforr.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://stephenhurrell.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png" alt="Jeff Orr" width="100" data-constrained="true" caption="false" srcset="https://stephenhurrell.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=50&name=Orr.Jeff.Circle.png 50w, https://stephenhurrell.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png 100w, https://stephenhurrell.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=150&name=Orr.Jeff.Circle.png 150w, https://stephenhurrell.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=200&name=Orr.Jeff.Circle.png 200w, https://stephenhurrell.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=250&name=Orr.Jeff.Circle.png 250w, https://stephenhurrell.isg-one.com/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=300&name=Orr.Jeff.Circle.png 300w" sizes="(max-width: 100px) 100vw, 100px"> <h5 class="analyst_name">Jeff Orr</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://keithdawson.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://stephenhurrell.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png" alt="Keith Dawson" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://stephenhurrell.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=50&name=Dawson.Keith%20Pic.Circle.png 50w, https://stephenhurrell.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png 100w, https://stephenhurrell.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=150&name=Dawson.Keith%20Pic.Circle.png 150w, https://stephenhurrell.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=200&name=Dawson.Keith%20Pic.Circle.png 200w, https://stephenhurrell.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=250&name=Dawson.Keith%20Pic.Circle.png 250w, https://stephenhurrell.isg-one.com/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=300&name=Dawson.Keith%20Pic.Circle.png 300w"> <h5 class="analyst_name">Keith Dawson</h5> </a> </div> <div class="span6" style="text-align:center;"> <a href="https://marksmith.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://stephenhurrell.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png" alt="Mark Smith" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://stephenhurrell.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=50&name=Smith.Mark%20Pic.Circle.png 50w, https://stephenhurrell.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png 100w, https://stephenhurrell.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=150&name=Smith.Mark%20Pic.Circle.png 150w, https://stephenhurrell.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=200&name=Smith.Mark%20Pic.Circle.png 200w, https://stephenhurrell.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=250&name=Smith.Mark%20Pic.Circle.png 250w, https://stephenhurrell.isg-one.com/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=300&name=Smith.Mark%20Pic.Circle.png 300w"> <h5 class="analyst_name">Mark Smith</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a 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computing <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-one.com/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-one.com/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-one.com/tag/office-of-revenue">Office of Revenue <span class="filter-link-count" dir="ltr">(36)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-one.com/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-one.com/tag/partner-management">partner management <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li 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href="https://stephenhurrell.isg-one.com/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-one.com/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-one.com/tag/sales">Sales <span class="filter-link-count" dir="ltr">(30)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-one.com/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-one.com/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-one.com/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-one.com/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-one.com/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-one.com/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-one.com/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-one.com/tag/subscription-management">Subscription Management <span class="filter-link-count" dir="ltr">(27)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-one.com/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-one.com/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-one.com/tag/voice-of-the-customer">Voice of the Customer <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://stephenhurrell.isg-one.com/tag/work-and-resource-management">Work and Resource Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> </ul> <a class="filter-expand-link" href="#">see all</a> </div> </div> </span> <br><br> <h3 style="color: var(--light_blue);padding-top:40px;">Analyst Perspectives Archive</h3> <p><a class="btn-secondary" 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our authorised service providers may use cookies for storing information to help provide you with a better, faster and safer experience and for marketing purposes.</span></p> </div> </div> </div> </footer></div>  <script defer src="/hs/hsstatic/content-cwv-embed/static-1.1293/embed.js"></script> <script src="https://stephenhurrell.isg-one.com/hs-fs/hub/2035844/hub_generated/template_assets/94278782902/1725882474552/Ventana_Research_2023/Ventana_Research_2023_child.min.js"></script> <script> var hsVars = hsVars || {}; hsVars['language'] = 'en'; </script> <script src="/hs/hsstatic/cos-i18n/static-1.53/bundles/project.js"></script> <script src="https://stephenhurrell.isg-one.com/hs-fs/hub/2035844/hub_generated/module_assets/90531062927/1702386872146/module_90531062927_Header-Global.min.js"></script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Why Incentive Compensation Is Right for More Than Sales", "mainEntityOfPage": "https://stephenhurrell.isg-one.com/why-incentive-compensation-is-right-for-more-than-sales", "datePublished": "21/06/2023", "dateModified": "21/06/2023", "articleBody": "A lot has changed in business over the past ten years. The rise of e-commerce and omnichannel buying and engagement, the increasing digitization of the economy and the broader adoption of pricing and revenue models such as subscription and usage. And these are all having an impact on how business leaders need to think about their organizations. One of the more significant changes has been an increase in the number of an organization’s employees now more directly tied to revenue. With a traditionally sales-led organization, there has been a singular focus on new customer acquisition, with sales teams seen as the tip of the spear and the drivers of revenue growth. But, with the rise of subscription and usage pricing and revenue models, this is changing to increasingly recognize the equal importance of account retention and the need for an expansion of business within existing customers. A direct consequence of this shift is that the number of roles with a direct linkage to revenue has increased substantially. Customer Success teams, for example, hold responsibility for the overall success of a customer relationship. This attention to service and support directly impacts the ability to secure renewals or for an account manager to upsell or cross-sell within the business. Organizations are now recognizing this pivotal role in the form of shared commissions and team bonuses, where bonuses based on total organizational financial performance were once the only standard. This is having an impact on how organizations and HR and finance think about compensation. Unlike most employees, sales teams’ compensation includes a large variable element that is linked to sales transactions. And although there are numerous variations, this compensation based on transactions is very different from most of an organization’s employees, where the variable element is proportionally much smaller and is linked to either personal achievements, such as MBOs, or shared targets, such as corporate revenue growth. The pandemic era also finally turned some in the Office of Finance into believers in the very real concept of Cost of Vacancy, where the lack of workers to serve customers translated into shuttered locations and a complete loss of revenue when people elected not to return to the workforce, even when restrictions lifted. Further, the burnout associated with prolonged hours and increased workload led to regrettable attrition and found companies unable to refill those vacated positions, continuing the cycle. In response, many organizations quickly implemented new (or new to them) incentive pay programs, including temporary hourly rate increases, hazard pay, shift differentials, manager bonuses tied to retention rates, extended referral bonuses where one-time payouts were once the norm, spot bonuses, bonus targets for all location employees based on target sales bands — the list is exhaustive, and all require a compensation management platform agile enough to allow the creation and calculation of a variety of compensation schemes, quickly. Our research reveals that organizations have seen tangible results associated with these types of variable incentives in terms of improved retention and employee engagement, which have been tied repeatedly to positive business outcomes. So much so that we assert that by 2025, one-half of organizations using compensation management software will incentivize employees to take more of their compensation in variable pay through the platform’s compensation equivalencies tools. So, as more employees are directly tied to revenue, it follows that more of them will have incentive compensation plans that more closely resemble those of salespeople. This will require more planning and involvement in plan design across teams and will potentially tax an organization’s ability to administer an accurate and timely payout system. Providers of specialist incentive compensation applications have both the technology and the expertise to help HR, finance and IT organizations with both plan design as well as systems to manage crediting and payout. These systems also support plan approval processes as well as commission calculation dispute resolution. And many have embedded analytics to track actual vs. intended outcomes as well as links to opportunity-level forecasts to understand potential future liability of commissions to be paid out. Attempting to do this in a typical HR compensation planning system, or utilizing spreadsheets, will find that this doesn’t scale and leads both to contentious errors as well as not achieving intended outcomes. In fact, we assert that through 2025, fewer than 1 in 5 companies will develop incentive compensation plans that cover all revenue supporting teams, impacting an organization’s ability to hit new, expansion and retention revenue targets, despite the very real lessons that should have been learned during economic upheaval of the most recent several years. For many organizations, transactional incentive compensation can represent over 10% of total employee expenses, so ensuring both plan design and effective execution and administration is more than just a nice to have. For organizations that either are seeing growth in, or are planning to broaden, the number of staff who are directly linked to revenue, variable compensation, similar to traditional sales, will become more prevalent. We recommend that HR review their existing compensation management systems and processes and, where this is not something that is supported, evaluate new compensation software platforms, like those included in our 2023 Total Compensation Management Value Index. And for those using a sales incentive compensation management (ICM) application, engage with that vendor as to whether it supports the needs of a broader group of staff. In addition, also look to ICM vendors for help with best practices; as well review, the existing incentive compensation plans to ensure they are not negatively impacting a shift to omnichannel engagement. Regards, Stephen Hurrell & Quincy Valencia", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Why_Incentive_Compensation_Is_Right_for_More_Than_Sales.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Stephen Hurrell", "url": "https://stephenhurrell.isg-one.com/author/stephen-hurrell", "sameAs": "https://www.linkedin.com/in/stephenhurrell" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "stephenhurrell.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "PROS Brings Intelligent Pricing Applications to Market", "mainEntityOfPage": "https://stephenhurrell.isg-one.com/pros-brings-intelligent-pricing-applications-to-market", "datePublished": "15/06/2023", "dateModified": "15/06/2023", "articleBody": "PROS has been in business since 1985, but over the past 10 years, the company has transformed itself from being primarily a vendor of on-premises price optimization software supporting the airline industry to providing a cloud-based set of applications that use data and artificial intelligence (AI) to aid in price determination. PROS also offers a scalable configure, price, quote (CPQ) application. At their recent Outperform event in Denver, Colorado, PROS announced a series of far-reaching initiatives that aim to reposition the vendor as providing a critical application for selling organizations that leverages data and AI to move pricing and personalized dynamic pricing to the next level. Related, PROS announced CPQ features including an interesting new collaborative mode that enables prospective buyers to review quotes and adjust certain terms synchronously, rather than the more typical offline email, review and return model. Overall, the conference embodied two major themes. Using the story of the polar explorer Ernest Shackleton, President and CEO Andres Reiner highlighted the continued changes in the economy over the recent past, and how uncertainty and volatility are here to stay. Like the ill-fated Shackleton trip to the South Pole, the best laid plans need to be continually adjusted in reaction to unpredictable events. As part of this theme, PROS highlighted three trends that apply to organizations: the continuing digitization of business resulting in increased digital interactions between buyers and sellers, an expectation of more direct and immediate customers which can lead to less brand loyalty, and the need for technology to support innovation in customer experiences that customers don’t necessarily realize they needed. The second major theme was the shift in PROS’s positioning as a provider of discrete applications to one with a real-time, AI-driven platform for sustained profitability. This involves refactoring the discrete applications on a more modern data architecture, recognizing the value of data engineering and architecture as foundational for responsive and deployable AI to aid in optimizing and personalizing customer engagement as part of the buying process. PROS has a long history of innovation in travel industry pricing, especially air travel. As part of Outperform, PROS demonstrated their latest developments in the application of dynamic pricing that use characteristics of the buyer to help determine price at the point of purchase. The example given was for travel ancillaries such as a better seat where the offer price is linked to the inferred motivation and propensity to pay of the buyer. For example, customers traveling solo are more likely to be on a business trip, as opposed to traveling with two children under 18 and hence more likely to be on a personal trip or vacation. PROS also put focus on non-travel organizations and included some announcements regarding their CPQ application called Gen IV that incorporates their latest in AI-driven advanced price management. The collaboration capabilities in this fourth-generation iteration complement the existing internal quote review capabilities that have been continually enhanced by AI. One of the key characteristics of Gen IV is the enhanced account and buyer segmentation capabilities that works even when source data is limited and sparse. This enables data-driven personalization for price recommendations. These advanced capabilities form the core of PROS support for the “P” in the CPQ review and approval process. Many organizations have a deal desk concept, by which a manual internal review of quotes is needed before sharing with a prospective customer. Even when facilitated by an electronic approval process, it is still effectively a manual review. PROS’s Smart CPQ provides a better approach to both the internal and the prospective customer review process. The inclusion of enhanced pricing information, through AI-assisted price analysis and recommendations and a more intelligent application of approval triggers linked to customer type, allows for an active internal deal review process. The new customer collaborative quote capabilities announced at the conference are currently in an early adopter stage but have the promise of simplifying the buying process by providing a shared space where quotes can be reviewed interactively and securely, allowing buyers to refine quantities, product and service selections. This is a logical extension to other vendors’ forays into collaborative deal rooms, utilizing a shareable quote document with a live connection to product catalogs to enable a more streamlined approach towards developing an acceptable quote. Supporting a more collaborative and interactive approach to B2B buying engagement with improved guardrails at the point of sale holds the promise of improving the buyer experience while ensuring proposed deals fall within corporate revenue targets and increasingly for margin as well. In fact, by 2025, more than one-quarter of organizations will have deployed a new CPQ application to aid in compliance, reduce mistakes and to improve buyer and customer experience. I talk about the need for more empowerment for sales teams while utilizing guardrails in the CPQ process here. Although historically better known for price optimization, especially in the travel and hospitality industries, PROS has ambitions to widen their product market fit, retooling their applications as an integrated platform play with data and AI at the core. We believe that the techniques and lessons learned from their history of dynamic pricing at the point of sale can be incorporated into their offerings in the wider B2B market, improving the all-important buyer and customer experience. We recommend B2B vendors who have multiple SKUs and combined product and service bundles take a look at PROS and to see whether their business could benefit from a more streamlined approach to the CPQ process while retaining important guardrails that will not slow down the pace of business. Regards, Stephen Hurrell", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/PROS_Brings_Intelligent_Pricing_Applications_to_Market.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Stephen Hurrell", "url": "https://stephenhurrell.isg-one.com/author/stephen-hurrell", "sameAs": "https://www.linkedin.com/in/stephenhurrell" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "stephenhurrell.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Planning Matters to Sales and Revenue Performance Management", "mainEntityOfPage": "https://stephenhurrell.isg-one.com/planning-matters-to-sales-and-revenue-performance-management", "datePublished": "08/06/2023", "dateModified": "08/06/2023", "articleBody": "While many vendors have focused on developing new technologies and features to improve sales execution through more personalized and targeted sales enablement, lead and sales opportunity progress tracking and scoring, manager coaching and conversational intelligence, it seems that sales and revenue teams are realizing that this is not, in and of itself, enough to arrest the decline in quota attainment and the general failure of most sales teams’ members to make targets. But, as Antoine de Saint-Exupéry said, “A goal without a plan is just a wish.” At Ventana Research, we pioneered the category of sales performance management or SPM. This represents not just the execution side of sales performance, but the planning as well. Combined, this is sales performance management. I write more on this in The Necessity of Sales Performance Management. And we are also pioneering its successor, revenue performance management or RPM. More details around this can be found here, but, in essence, revenue performance management represents an expansion of the coverage of sales performance to reflect the increasing adoption of the recurring subscription model, leading to a shift from a singular focus on new sales only to an approach that puts equal emphasis on retention and expansion as well as recognizing the increasing role of omnichannel engagement, especially self-service and e-commerce. But despite this, we assert that by 2025, less than one-quarter of organizations will have a unified technology approach to manage revenue planning for the performance of revenue professionals across territories, accounts, quotas and incentives. Typically, sales and revenue planning can be thought of as setting up the team, whether direct or indirect, field or inside sales, for success. This is done by developing and building integrated territory, incentive compensation and resource plans that align to, and are driven by, overall company objectives. More recent trends, such as the increasing adoption of mixed pricing and recurring revenue models, including subscription pricing as well as self-service B2B commerce, are adding complexity and require sales planning to accommodate the impact of these changes. The move to add subscriptions places a greater emphasis on retention of customers and upsell and cross-sell opportunities. In addition, self-service purchases need to be included within sales targets and compensation so that sales teams are both fairly compensated and supportive of omnichannel engagement. In terms of territories, the shift to remote selling has led to interest in, and adoption of, virtual territories, allowing for industry-type specialization, a key requisite for sales teams building that all-important expertise that enables them to be viewed as a trusted partner to buyers. Likewise, the drivers used by organizations to establish a way to estimate the value of a territory, virtual or otherwise, are moving beyond the somewhat limited and one-dimensional use of the previous year’s sales as a proxy. Better availability of firmographic and buyer intent data makes deriving territory values more data-driven and aids in creating balanced territories, which is important in assuring salespersons that opportunities are fairly distributed. When it comes to incentive compensation plans, historical performance should be utilized in assessing whether incentives led to alignment between expected behaviors and actual results. And compensation needs to reflect that newer channels, such as self-service B2B channels, are part of a holistic engagement model and may be preferred by existing customers re-ordering after the initial sale is made, but the sales and account team should be credited even if the sale no longer goes directly through the account team. And the last major component of sales planning should also include capacity planning that ensures the effective allocation of resources. Metrics such as quota by rep and territory, average deal size, sale duration, conversion rates, new rep ramp rates and the rate of stage progression are examples of drivers that can be used in capacity planning. The final point I would like to raise is this: Although historically for many organizations, the overall sales plan is treated as a one-and-done activity, the reality is that plans are typically not completed before the following year begins and, and even when completed, market changes, competitive pressures and members of the sales team changing roles will result in the need for continuing adjustments. One of the main lessons of recent years is that best-in-class organizations are nimble and agile, and they don’t just track performance but utilize this information and forward-looking data to make on-the-fly adjustments to ensure territories, incentives and resources are being constantly aligned with needs. I cover this need to embrace a more dynamic approach to planning here. And best-in-class organizations recognize the need to move beyond trying to manage this in spreadsheets, knowing that good planning is collaborative and will involve not just sales and revenue teams, but finance and HR as well. A superior sales and revenue system provides the data and administrative control and guardrails needed while supporting empowering leaders and operations teams to make their own adjustments without needing to rely on technical help or the one individual who knows how the spreadsheet works. Sales and revenue leaders and operations leaders should review their existing processes and applications to ensure that sales planning is not just a one-and-done exercise but is part of a dynamic feedback loop. And sales and revenue forecasts as well as the inevitable personnel changes should be continually fed back into the planning process and applications so changes can be modeled, and the options evaluated using data. You cannot know the future, but you can be ready to adjust resources and plans accordingly with an integrated approach to all aspects of sales and revenue planning. Regards, Stephen Hurrell", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Planning_Matters_to_Sales_and_Revenue_Performance_Management.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Stephen Hurrell", "url": "https://stephenhurrell.isg-one.com/author/stephen-hurrell", "sameAs": "https://www.linkedin.com/in/stephenhurrell" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "stephenhurrell.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "Why Pricing Should Matter for Everyone", "mainEntityOfPage": "https://stephenhurrell.isg-one.com/why-pricing-should-matter-for-everyone", "datePublished": "06/06/2023", "dateModified": "06/06/2023", "articleBody": "I wrote last year about how interest in pricing management is now expanding from the traditional use cases in industries such as manufacturing and chemicals. In part, this has been helped by technology changes that are allowing vendors to offer the advantages of pricing optimization and management without the “science project” approach, which has previously convinced many that the returns did not justify the disruption and time to value of traditional initiatives. All three parts of a typical pricing optimization and management project: data collection, analysis and operationalization, can now be much lighter touch in terms of effort, resources needed, and time spent. For many organizations, what is driving this new interest is the impact of two distinct market forces. One is the increased complexity of what it means to “sell” for most organizations. Historically, business was linear; businesses made goods and services that they sold, either directly or through distribution networks. And for the most part, goods and services were sold on a one-time basis. But much of modern business is different. There is not just one way to sell. There is not just one pricing and revenue model. Omnichannel buying means customers engage in multiple ways, via phone, in person, text, chat or e-commerce and self-service portals. For those organizations that sell physical goods, many are looking at the opportunities for new revenue streams made possible by adding complementary digital services and products. This is resulting in more complex offerings that include bundled products and services, with some products and services originating from third parties. The other distinct market force is the increasing focus on margin and profitability. And although this can be said to always be of concern, arriving at these numbers is made more difficult because of the differences in cost to serve for the differing sales channels as well as the differences in revenue treatment resulting from the addition of subscription and usage pricing. Helping price optimization to become increasingly viable is the much-improved availability of timely and accurate data. Coupled with advances in the interoperability of technology, this is making it now possible to have margin and profitability as part of the deal approval process rather than as an analytic and reporting functional that is restricted to reviewing past deals. And whereas pricing itself does not have to be a function of cost, as margin becomes a key arbiter of the quality of a deal, margin itself becomes the value to optimize for, not just revenue. For this to happen when putting together a quote, built-in guardrails can include pricing suggestions that incorporate optimization for margin, including cost of goods sold, volume discounts, rebates, cost to serve based on channel, impact of deferred revenue from subscriptions, and allowances for sales commissions. These guardrails, built into the process at the point of sale, support a dynamic deal review, rather than the more traditional, manual, offline process typical of many B2B sales. Most typically, these capabilities are best delivered through a configure, price and quote (CPQ) application that, in addition to accessing pricing, can also support rules for products, services and bundled configurations, as well as quickly generate a digitally trackable, visually attractive quote. More advanced applications visually present this potentially complex information using such graphics as yield curves or price waterfalls, showing the difference between list and proposed selling price. These can also be linked to the rules underlying the guardrails with intelligent routing for approvals at the appropriate level. It’s also important for this approval process to be accessible via mobile phone and tablet, as approvers do not always have access to a laptop of desktop PC. Managing this within spreadsheets will quickly become impractical. And, in fact, we assert that by 2025, one-quarter of all organizations will have a non-spreadsheet-based standard pricing application to provide a uniform approach to support all revenue channels. Organizations that perhaps have seen pricing as simple as cost plus, or “follow the leader” and modeled in spreadsheets, should review their current approach. Complexities arising from the adoption of omnichannel selling and mixed pricing and revenue models, such as with the addition of subscription and usage, will make this approach impractical. Understanding the cost profile of different sales and delivery channels as well as the implications of bundled products and services, combined with pricing analysis, enables organizations to model and account for volume/revenue vs. margin tradeoffs. Organizations led by the CRO and revenue operations team, in conjunction with the CFO’s and the CIO’s offices, should take the opportunity to review their existing systems and processes. Having this price and margin review as a part of the selling process, not as an after-the-event financial analysis, will result in more sustained and profitable business. And if they are not looking at this, they can be assured their competitors probably are. Regards, Stephen Hurrell", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Why_Pricing_Should_Matter_for_Everyone.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Stephen Hurrell", "url": "https://stephenhurrell.isg-one.com/author/stephen-hurrell", "sameAs": "https://www.linkedin.com/in/stephenhurrell" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "stephenhurrell.isg-one.com", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script>  <script data-hs-allowed="true" src="/_hcms/forms/v2.js"></script> <script data-hs-allowed="true"> var options = { portalId: '2035844', formId: 'fa276fc9-9a16-4673-a644-1fcbedcc3c24', formInstanceId: '3486', pageId: '33416738894', region: 'na1', inlineMessage: "Thanks for subscribing!", rawInlineMessage: "Thanks for subscribing!", hsFormKey: "c2ff921e047cf5e3f7d92a79d455611f", 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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