Mark Smith's Analyst Perspectives | Sales Performance Management

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class="minimal-mobile-menu-link"><span>Natural Language Processing</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/customerexperience" class="minimal-mobile-menu-link"><span>Customer Experience</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/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 href="https://www.isg-research.net/vertical-industry/manufacturing" class="minimal-mobile-menu-link"><span>Manufacturing</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/media-entertainment" class="minimal-mobile-menu-link"><span>Media & Entertainment</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/real-estate" class="minimal-mobile-menu-link"><span>Real Estate</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/retail" class="minimal-mobile-menu-link"><span>Retail</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/research" class="minimal-mobile-menu-link"><span>Research</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/research/market-agendas" class="minimal-mobile-menu-link"><span>Market Agendas</span></a></span> </li> <li class="minimal-has-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://blog.ventanaresearch.com/" class="minimal-mobile-menu-link"><span>Analyst Perspectives</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://davidmenninger.ventanaresearch.com/" class="minimal-mobile-menu-link"><span>David Menninger</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://jefforr.ventanaresearch.com/" class="minimal-mobile-menu-link"><span>Jeff Orr</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://keithdawson.isg-research.net" class="minimal-mobile-menu-link"><span>Keith Dawson</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://marksmith.ventanaresearch.com/" class="minimal-mobile-menu-link"><span>Mark Smith</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://mattaslett.isg-research.net" class="minimal-mobile-menu-link"><span>Matt Aslett</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://matthewbrown.isg-research.net" class="minimal-mobile-menu-link"><span>Matthew Brown</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://robertkugel.ventanaresearch.com/" class="minimal-mobile-menu-link"><span>Robert Kugel</span></a></span> </li> <li class="minimal-no-mobile-submenu minimal-mobile-menu-item hs-skip-lang-url-rewrite"> <span><a href="https://stephenhurrell.ventanaresearch.com/" class="minimal-mobile-menu-link"><span>Stephen Hurrell</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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Our goal is to recognize technology and vendors that have introduced noteworthy digital innovations to advance business and IT.</p> </div> <a href="https://marksmith.isg-research.net/palantir-earns-overall-digital-innovation-award-for-2021"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-research.net/topic/sales">Sales</a>, <a href="https://marksmith.isg-research.net/topic/customer-experience">Customer Experience</a>, <a href="https://marksmith.isg-research.net/topic/human-capital-management">Human Capital Management</a>, <a href="https://marksmith.isg-research.net/topic/marketing">Marketing</a>, <a href="https://marksmith.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://marksmith.isg-research.net/topic/voice-of-the-customer">Voice of the Customer</a>, <a href="https://marksmith.isg-research.net/topic/continuous-planning">Continuous Planning</a>, <a href="https://marksmith.isg-research.net/topic/embedded-analytics">embedded analytics</a>, <a href="https://marksmith.isg-research.net/topic/learning-management">Learning Management</a>, <a href="https://marksmith.isg-research.net/topic/analytics">Analytics</a>, <a href="https://marksmith.isg-research.net/topic/business-intelligence">Business Intelligence</a>, <a href="https://marksmith.isg-research.net/topic/collaboration">Collaboration</a>, <a href="https://marksmith.isg-research.net/topic/data-governance">Data Governance</a>, <a href="https://marksmith.isg-research.net/topic/data-preparation">Data Preparation</a>, <a href="https://marksmith.isg-research.net/topic/information-management">Information Management</a>, <a href="https://marksmith.isg-research.net/topic/internet-of-things">Internet of Things</a>, <a href="https://marksmith.isg-research.net/topic/business-planning">Business Planning</a>, <a href="https://marksmith.isg-research.net/topic/contact-center">Contact Center</a>, <a href="https://marksmith.isg-research.net/topic/data">Data</a>, <a href="https://marksmith.isg-research.net/topic/product-information-management">Product Information Management</a>, <a href="https://marksmith.isg-research.net/topic/sales-performance-management">Sales Performance Management</a>, <a href="https://marksmith.isg-research.net/topic/workforce-management">Workforce Management</a>, <a href="https://marksmith.isg-research.net/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://marksmith.isg-research.net/topic/price-and-revenue-management">Price and Revenue Management</a>, <a href="https://marksmith.isg-research.net/topic/digital-technology">Digital Technology</a>, <a href="https://marksmith.isg-research.net/topic/digital-marketing">Digital Marketing</a>, <a href="https://marksmith.isg-research.net/topic/digital-commerce">Digital Commerce</a>, <a href="https://marksmith.isg-research.net/topic/operations-supply-chain">Operations & Supply Chain</a>, <a href="https://marksmith.isg-research.net/topic/enterprise-resource-planning">Enterprise Resource Planning</a>, <a href="https://marksmith.isg-research.net/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://marksmith.isg-research.net/topic/revenue">Revenue</a>, <a href="https://marksmith.isg-research.net/topic/blockchain">blockchain</a>, <a href="https://marksmith.isg-research.net/topic/natural-language-processing">natural language processing</a>, <a href="https://marksmith.isg-research.net/topic/data-lakes">data lakes</a>, <a href="https://marksmith.isg-research.net/topic/total-compensation-management">Total Compensation Management</a>, <a href="https://marksmith.isg-research.net/topic/robotic-finance">robotic finance</a>, <a href="https://marksmith.isg-research.net/topic/predictive-planning">Predictive Planning</a>, <a href="https://marksmith.isg-research.net/topic/employee-experience">employee experience</a>, <a href="https://marksmith.isg-research.net/topic/candidate-engagement">candidate engagement</a>, <a href="https://marksmith.isg-research.net/topic/conversational-computing">Conversational Computing</a>, <a href="https://marksmith.isg-research.net/topic/continuous-payroll">Continuous Payroll</a>, <a href="https://marksmith.isg-research.net/topic/collaborative-computing">collaborative computing</a>, <a href="https://marksmith.isg-research.net/topic/mobile-computing">mobile computing</a>, <a href="https://marksmith.isg-research.net/topic/continuous-supply-chain">continuous supply chain</a>, <a href="https://marksmith.isg-research.net/topic/subscription-management">Subscription Management</a>, <a href="https://marksmith.isg-research.net/topic/agent-management">agent management</a>, <a href="https://marksmith.isg-research.net/topic/extended-reality">extended reality</a>, <a href="https://marksmith.isg-research.net/topic/intelligent-marketing">intelligent marketing</a>, <a href="https://marksmith.isg-research.net/topic/sales-enablement">sales enablement</a>, <a href="https://marksmith.isg-research.net/topic/work-experience-management">work experience management</a>, <a href="https://marksmith.isg-research.net/topic/lease-and-tax-accounting">lease and tax accounting</a>, <a href="https://marksmith.isg-research.net/topic/robotic-automation">robotic automation</a>, <a href="">AI and Machine Learning</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-research.net/varicent-symon.ai-earns-our-13th-digital-innovation-award-for-office-of-sales">Varicent: Symon.AI earns our 13th Digital Innovation Award for Office of Sales</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-research.net/author/mark-smith"> Mark Smith </a> on <span class="post-date">15 October 2020 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-research.net/hs-fs/hubfs/AP_MS_Varicent_Symon.AI_earns_our_13th_Digital_Innovation_Award_for_Office_of_Sales.png?width=200&name=AP_MS_Varicent_Symon.AI_earns_our_13th_Digital_Innovation_Award_for_Office_of_Sales.png" width="200" !important: srcset="https://marksmith.isg-research.net/hs-fs/hubfs/AP_MS_Varicent_Symon.AI_earns_our_13th_Digital_Innovation_Award_for_Office_of_Sales.png?width=100&name=AP_MS_Varicent_Symon.AI_earns_our_13th_Digital_Innovation_Award_for_Office_of_Sales.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/AP_MS_Varicent_Symon.AI_earns_our_13th_Digital_Innovation_Award_for_Office_of_Sales.png?width=200&name=AP_MS_Varicent_Symon.AI_earns_our_13th_Digital_Innovation_Award_for_Office_of_Sales.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/AP_MS_Varicent_Symon.AI_earns_our_13th_Digital_Innovation_Award_for_Office_of_Sales.png?width=300&name=AP_MS_Varicent_Symon.AI_earns_our_13th_Digital_Innovation_Award_for_Office_of_Sales.png 300w, https://marksmith.isg-research.net/hs-fs/hubfs/AP_MS_Varicent_Symon.AI_earns_our_13th_Digital_Innovation_Award_for_Office_of_Sales.png?width=400&name=AP_MS_Varicent_Symon.AI_earns_our_13th_Digital_Innovation_Award_for_Office_of_Sales.png 400w, https://marksmith.isg-research.net/hs-fs/hubfs/AP_MS_Varicent_Symon.AI_earns_our_13th_Digital_Innovation_Award_for_Office_of_Sales.png?width=500&name=AP_MS_Varicent_Symon.AI_earns_our_13th_Digital_Innovation_Award_for_Office_of_Sales.png 500w, https://marksmith.isg-research.net/hs-fs/hubfs/AP_MS_Varicent_Symon.AI_earns_our_13th_Digital_Innovation_Award_for_Office_of_Sales.png?width=600&name=AP_MS_Varicent_Symon.AI_earns_our_13th_Digital_Innovation_Award_for_Office_of_Sales.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>The annual Ventana Research Digital Innovation Awards showcases advances in the productivity and potential of business applications, as well as technology that contributes significantly to improved efficiency and productivity in the processes and the performance of an organization. Our goal is to recognize technology and vendors that have introduced noteworthy digital innovations that advance business and IT.</p> </div> <a href="https://marksmith.isg-research.net/varicent-symon.ai-earns-our-13th-digital-innovation-award-for-office-of-sales"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-research.net/topic/sales">Sales</a>, <a href="https://marksmith.isg-research.net/topic/marketing">Marketing</a>, <a href="https://marksmith.isg-research.net/topic/embedded-analytics">embedded analytics</a>, <a href="https://marksmith.isg-research.net/topic/analytics">Analytics</a>, <a href="https://marksmith.isg-research.net/topic/sales-performance-management">Sales Performance Management</a>, <a href="https://marksmith.isg-research.net/topic/digital-technology">Digital Technology</a>, <a href="https://marksmith.isg-research.net/topic/intelligent-marketing">intelligent marketing</a>, <a href="https://marksmith.isg-research.net/topic/sales-enablement">sales enablement</a>, <a href="">AI and Machine Learning</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-research.net/the-business-continuity-imperative-the-price-and-revenue-management-imperative-for-resilience-in-2020-and-beyond">The Business Continuity Imperative: Price and Revenue Management for Resilience in 2020 and Beyond</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-research.net/author/mark-smith"> Mark Smith </a> on <span class="post-date">02 August 2020 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-research.net/hs-fs/hubfs/Ventana_Research_AP_Biz_Cont_Part_16_Q_200801.png?width=200&name=Ventana_Research_AP_Biz_Cont_Part_16_Q_200801.png" width="200" !important: srcset="https://marksmith.isg-research.net/hs-fs/hubfs/Ventana_Research_AP_Biz_Cont_Part_16_Q_200801.png?width=100&name=Ventana_Research_AP_Biz_Cont_Part_16_Q_200801.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/Ventana_Research_AP_Biz_Cont_Part_16_Q_200801.png?width=200&name=Ventana_Research_AP_Biz_Cont_Part_16_Q_200801.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/Ventana_Research_AP_Biz_Cont_Part_16_Q_200801.png?width=300&name=Ventana_Research_AP_Biz_Cont_Part_16_Q_200801.png 300w, https://marksmith.isg-research.net/hs-fs/hubfs/Ventana_Research_AP_Biz_Cont_Part_16_Q_200801.png?width=400&name=Ventana_Research_AP_Biz_Cont_Part_16_Q_200801.png 400w, https://marksmith.isg-research.net/hs-fs/hubfs/Ventana_Research_AP_Biz_Cont_Part_16_Q_200801.png?width=500&name=Ventana_Research_AP_Biz_Cont_Part_16_Q_200801.png 500w, https://marksmith.isg-research.net/hs-fs/hubfs/Ventana_Research_AP_Biz_Cont_Part_16_Q_200801.png?width=600&name=Ventana_Research_AP_Biz_Cont_Part_16_Q_200801.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>Economic dynamics and market pressures during a black-swan event can wreak havoc on efforts to effectively manage revenue operations and pricing for business continuity. For many organizations, environmental changes disrupt the methods by which these essential business processes are managed can be disrupted, damaging the revenue streams that create profitability. The array of pricing strategies and related promotional tactics across channels for configure, price and quote (CPQ), digital...</span></p> </div> <a href="https://marksmith.isg-research.net/the-business-continuity-imperative-the-price-and-revenue-management-imperative-for-resilience-in-2020-and-beyond"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-research.net/topic/sales">Sales</a>, <a href="https://marksmith.isg-research.net/topic/customer-experience">Customer Experience</a>, <a href="https://marksmith.isg-research.net/topic/human-capital-management">Human Capital Management</a>, <a href="https://marksmith.isg-research.net/topic/marketing">Marketing</a>, <a href="https://marksmith.isg-research.net/topic/analytics">Analytics</a>, <a href="https://marksmith.isg-research.net/topic/business-intelligence">Business Intelligence</a>, <a href="https://marksmith.isg-research.net/topic/collaboration">Collaboration</a>, <a href="https://marksmith.isg-research.net/topic/internet-of-things">Internet of Things</a>, <a href="https://marksmith.isg-research.net/topic/data">Data</a>, <a href="https://marksmith.isg-research.net/topic/product-information-management">Product Information Management</a>, <a href="https://marksmith.isg-research.net/topic/sales-performance-management">Sales Performance Management</a>, <a href="https://marksmith.isg-research.net/topic/workforce-management">Workforce Management</a>, <a href="https://marksmith.isg-research.net/topic/workforce-planning">Workforce Planning</a>, <a href="https://marksmith.isg-research.net/topic/price-and-revenue-management">Price and Revenue Management</a>, <a href="https://marksmith.isg-research.net/topic/total-compensation-management">Total Compensation Management</a>, <a href="https://marksmith.isg-research.net/topic/conversational-computing">Conversational Computing</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-research.net/business-continuity-through-experience-management-across-business-and-industries">The Business Continuity Imperative: Experience Management across Business for Organizational Effectiveness in 2020 and Beyond</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-research.net/author/mark-smith"> Mark Smith </a> on <span class="post-date">26 July 2020 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-research.net/hs-fs/hubfs/Images/Research_Agendas/Research_Assertions/2020/Business%20Continuity/Business_Continuity_7_200418.png?width=200&name=Business_Continuity_7_200418.png" width="200" !important: srcset="https://marksmith.isg-research.net/hs-fs/hubfs/Images/Research_Agendas/Research_Assertions/2020/Business%20Continuity/Business_Continuity_7_200418.png?width=100&name=Business_Continuity_7_200418.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/Images/Research_Agendas/Research_Assertions/2020/Business%20Continuity/Business_Continuity_7_200418.png?width=200&name=Business_Continuity_7_200418.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/Images/Research_Agendas/Research_Assertions/2020/Business%20Continuity/Business_Continuity_7_200418.png?width=300&name=Business_Continuity_7_200418.png 300w, https://marksmith.isg-research.net/hs-fs/hubfs/Images/Research_Agendas/Research_Assertions/2020/Business%20Continuity/Business_Continuity_7_200418.png?width=400&name=Business_Continuity_7_200418.png 400w, https://marksmith.isg-research.net/hs-fs/hubfs/Images/Research_Agendas/Research_Assertions/2020/Business%20Continuity/Business_Continuity_7_200418.png?width=500&name=Business_Continuity_7_200418.png 500w, https://marksmith.isg-research.net/hs-fs/hubfs/Images/Research_Agendas/Research_Assertions/2020/Business%20Continuity/Business_Continuity_7_200418.png?width=600&name=Business_Continuity_7_200418.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>Over the past several months, I have discussed a wide range of topics that organizations must consider and appropriately prioritize to maintain business continuity during periods of upheaval. But sometimes it’s important to take a step back and reflect on a critical and recurring theme: experiences. The array of experiences across the workforce and business processes both inside and outside of the organization are an essential part of an organization’s success. Leadership must give these...</span></p> </div> <a href="https://marksmith.isg-research.net/business-continuity-through-experience-management-across-business-and-industries"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-research.net/topic/sales">Sales</a>, <a href="https://marksmith.isg-research.net/topic/customer-experience">Customer Experience</a>, <a href="https://marksmith.isg-research.net/topic/human-capital-management">Human Capital Management</a>, <a href="https://marksmith.isg-research.net/topic/marketing">Marketing</a>, <a href="https://marksmith.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://marksmith.isg-research.net/topic/analytics">Analytics</a>, <a href="https://marksmith.isg-research.net/topic/business-intelligence">Business Intelligence</a>, <a href="https://marksmith.isg-research.net/topic/collaboration">Collaboration</a>, <a href="https://marksmith.isg-research.net/topic/internet-of-things">Internet of Things</a>, <a href="https://marksmith.isg-research.net/topic/data">Data</a>, <a href="https://marksmith.isg-research.net/topic/sales-performance-management">Sales Performance Management</a>, <a href="https://marksmith.isg-research.net/topic/workforce-management">Workforce Management</a>, <a href="https://marksmith.isg-research.net/topic/workforce-planning">Workforce Planning</a>, <a href="https://marksmith.isg-research.net/topic/operations-supply-chain">Operations & Supply Chain</a>, <a href="https://marksmith.isg-research.net/topic/total-compensation-management">Total Compensation Management</a>, <a href="https://marksmith.isg-research.net/topic/conversational-computing">Conversational Computing</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-research.net/the-business-continuity-imperative-the-continuous-planning-experience-and-organizational-agility-in-2020-and-beyond">The Business Continuity Imperative: The Continuous Planning Experience and Organizational Agility in 2020 and Beyond</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-research.net/author/mark-smith"> Mark Smith </a> on <span class="post-date">19 July 2020 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-research.net/hs-fs/hubfs/Images/Research_Agendas/Research_Assertions/2020/Office%20of%20Finance/Ventana_Research_2020_Assertion_Office_of_Finance_2.png?width=200&name=Ventana_Research_2020_Assertion_Office_of_Finance_2.png" width="200" !important: srcset="https://marksmith.isg-research.net/hs-fs/hubfs/Images/Research_Agendas/Research_Assertions/2020/Office%20of%20Finance/Ventana_Research_2020_Assertion_Office_of_Finance_2.png?width=100&name=Ventana_Research_2020_Assertion_Office_of_Finance_2.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/Images/Research_Agendas/Research_Assertions/2020/Office%20of%20Finance/Ventana_Research_2020_Assertion_Office_of_Finance_2.png?width=200&name=Ventana_Research_2020_Assertion_Office_of_Finance_2.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/Images/Research_Agendas/Research_Assertions/2020/Office%20of%20Finance/Ventana_Research_2020_Assertion_Office_of_Finance_2.png?width=300&name=Ventana_Research_2020_Assertion_Office_of_Finance_2.png 300w, https://marksmith.isg-research.net/hs-fs/hubfs/Images/Research_Agendas/Research_Assertions/2020/Office%20of%20Finance/Ventana_Research_2020_Assertion_Office_of_Finance_2.png?width=400&name=Ventana_Research_2020_Assertion_Office_of_Finance_2.png 400w, https://marksmith.isg-research.net/hs-fs/hubfs/Images/Research_Agendas/Research_Assertions/2020/Office%20of%20Finance/Ventana_Research_2020_Assertion_Office_of_Finance_2.png?width=500&name=Ventana_Research_2020_Assertion_Office_of_Finance_2.png 500w, https://marksmith.isg-research.net/hs-fs/hubfs/Images/Research_Agendas/Research_Assertions/2020/Office%20of%20Finance/Ventana_Research_2020_Assertion_Office_of_Finance_2.png?width=600&name=Ventana_Research_2020_Assertion_Office_of_Finance_2.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>Business planning is an essential part of an organization’s focus on its future performance and overall potential because it ensures continuous operations, even in black-swan events. Planning across the entire organization needs to be a critical priority and leadership should give it the attention it deserves. In challenging times, a focus on execution tends to take hold — this is not unreasonable but in focusing on satisfying immediate customer and workforce needs and putting out fires,...</span></p> </div> <a href="https://marksmith.isg-research.net/the-business-continuity-imperative-the-continuous-planning-experience-and-organizational-agility-in-2020-and-beyond"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-research.net/topic/sales">Sales</a>, <a href="https://marksmith.isg-research.net/topic/human-capital-management">Human Capital Management</a>, <a href="https://marksmith.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://marksmith.isg-research.net/topic/continuous-planning">Continuous Planning</a>, <a href="https://marksmith.isg-research.net/topic/analytics">Analytics</a>, <a href="https://marksmith.isg-research.net/topic/business-intelligence">Business Intelligence</a>, <a href="https://marksmith.isg-research.net/topic/collaboration">Collaboration</a>, <a href="https://marksmith.isg-research.net/topic/internet-of-things">Internet of Things</a>, <a href="https://marksmith.isg-research.net/topic/data">Data</a>, <a href="https://marksmith.isg-research.net/topic/sales-performance-management">Sales Performance Management</a>, <a href="https://marksmith.isg-research.net/topic/workforce-management">Workforce Management</a>, <a href="https://marksmith.isg-research.net/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://marksmith.isg-research.net/topic/price-and-revenue-management">Price and Revenue Management</a>, <a href="https://marksmith.isg-research.net/topic/operations-supply-chain">Operations & Supply Chain</a>, <a href="https://marksmith.isg-research.net/topic/enterprise-resource-planning">Enterprise Resource Planning</a>, <a href="https://marksmith.isg-research.net/topic/erp-and-continuous-accounting">ERP and Continuous Accounting</a>, <a href="https://marksmith.isg-research.net/topic/total-compensation-management">Total Compensation Management</a>, <a href="https://marksmith.isg-research.net/topic/predictive-planning">Predictive Planning</a>, <a href="https://marksmith.isg-research.net/topic/conversational-computing">Conversational Computing</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-research.net/the-business-continuity-imperative-the-selling-experience-and-sales-performance-agenda">The Business Continuity Imperative: The Selling Experience and Sales Performance Agenda</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-research.net/author/mark-smith"> Mark Smith </a> on <span class="post-date">17 May 2020 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-research.net/hs-fs/hubfs/AP_Biz_Cont_Part_5_Q_200516-1.png?width=200&name=AP_Biz_Cont_Part_5_Q_200516-1.png" width="200" !important: srcset="https://marksmith.isg-research.net/hs-fs/hubfs/AP_Biz_Cont_Part_5_Q_200516-1.png?width=100&name=AP_Biz_Cont_Part_5_Q_200516-1.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/AP_Biz_Cont_Part_5_Q_200516-1.png?width=200&name=AP_Biz_Cont_Part_5_Q_200516-1.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/AP_Biz_Cont_Part_5_Q_200516-1.png?width=300&name=AP_Biz_Cont_Part_5_Q_200516-1.png 300w, https://marksmith.isg-research.net/hs-fs/hubfs/AP_Biz_Cont_Part_5_Q_200516-1.png?width=400&name=AP_Biz_Cont_Part_5_Q_200516-1.png 400w, https://marksmith.isg-research.net/hs-fs/hubfs/AP_Biz_Cont_Part_5_Q_200516-1.png?width=500&name=AP_Biz_Cont_Part_5_Q_200516-1.png 500w, https://marksmith.isg-research.net/hs-fs/hubfs/AP_Biz_Cont_Part_5_Q_200516-1.png?width=600&name=AP_Biz_Cont_Part_5_Q_200516-1.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>Sales plays a lead role in the revenue and growth of every organization. Whether the selling is direct or indirect, what happens in the sales department has ramifications that are perilous to underestimate. The imperative to maintain business continuity becomes painfully clear in a global pandemic, and that imperative demands that organizations cultivate sales excellence. This effort should start with leadership and engage sales operations, management and professionals with the objective of...</span></p> </div> <a href="https://marksmith.isg-research.net/the-business-continuity-imperative-the-selling-experience-and-sales-performance-agenda"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-research.net/topic/sales">Sales</a>, <a href="https://marksmith.isg-research.net/topic/sales-performance">Sales Performance</a>, <a href="https://marksmith.isg-research.net/topic/sales-effectiveness">Sales Effectiveness</a>, <a href="https://marksmith.isg-research.net/topic/business-continuity">Business Continuity</a>, <a href="https://marksmith.isg-research.net/topic/cfo">CFO</a>, <a href="https://marksmith.isg-research.net/topic/sales-performance-management">Sales Performance Management</a>, <a href="https://marksmith.isg-research.net/topic/sales-enablement">sales enablement</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-research.net/the-revolution-in-sales-in-2020-ventana-research">The Revolution in Sales in 2020: Ventana Research Agenda</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-research.net/author/mark-smith"> Mark Smith </a> on <span class="post-date">25 February 2020 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-research.net/hs-fs/hubfs/2020%20Research%20Agenda%20Logo.png?width=200&name=2020%20Research%20Agenda%20Logo.png" width="200" !important: srcset="https://marksmith.isg-research.net/hs-fs/hubfs/2020%20Research%20Agenda%20Logo.png?width=100&name=2020%20Research%20Agenda%20Logo.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/2020%20Research%20Agenda%20Logo.png?width=200&name=2020%20Research%20Agenda%20Logo.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/2020%20Research%20Agenda%20Logo.png?width=300&name=2020%20Research%20Agenda%20Logo.png 300w, https://marksmith.isg-research.net/hs-fs/hubfs/2020%20Research%20Agenda%20Logo.png?width=400&name=2020%20Research%20Agenda%20Logo.png 400w, https://marksmith.isg-research.net/hs-fs/hubfs/2020%20Research%20Agenda%20Logo.png?width=500&name=2020%20Research%20Agenda%20Logo.png 500w, https://marksmith.isg-research.net/hs-fs/hubfs/2020%20Research%20Agenda%20Logo.png?width=600&name=2020%20Research%20Agenda%20Logo.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p>Ventana Research recently announced its 2020 research agenda for sales, continuing the guidance we’ve offered for nearly two decades to help organizations derive optimal value from business technology and improve outcomes. Chief sales and revenue officers face an imperative to manage the sales organization but they don’t always have the guidance they need to embrace technology and gain the best possible outcomes. As we look forward to 2020 we’re focusing on the selling experience and the...</p> </div> <a href="https://marksmith.isg-research.net/the-revolution-in-sales-in-2020-ventana-research"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-research.net/topic/sales">Sales</a>, <a href="https://marksmith.isg-research.net/topic/analytics">Analytics</a>, <a href="https://marksmith.isg-research.net/topic/internet-of-things">Internet of Things</a>, <a href="https://marksmith.isg-research.net/topic/data">Data</a>, <a href="https://marksmith.isg-research.net/topic/product-information-management">Product Information Management</a>, <a href="https://marksmith.isg-research.net/topic/sales-performance-management">Sales Performance Management</a>, <a href="https://marksmith.isg-research.net/topic/digital-technology">Digital Technology</a>, <a href="https://marksmith.isg-research.net/topic/digital-commerce">Digital Commerce</a>, <a href="https://marksmith.isg-research.net/topic/conversational-computing">Conversational Computing</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-research.net/incentive-solutions-shows-potential-in-sales-performance-management">Incentive Solutions Shows Potential in Sales Performance Management</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-research.net/author/mark-smith"> Mark Smith </a> on <span class="post-date">20 December 2019 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_Incentive_Solutions_Shows_Potential_in_Sales_Performance_Management_Social_Graphic-Horizontal.png?width=200&name=AP_MS_Incentive_Solutions_Shows_Potential_in_Sales_Performance_Management_Social_Graphic-Horizontal.png" width="200" !important: srcset="https://marksmith.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_Incentive_Solutions_Shows_Potential_in_Sales_Performance_Management_Social_Graphic-Horizontal.png?width=100&name=AP_MS_Incentive_Solutions_Shows_Potential_in_Sales_Performance_Management_Social_Graphic-Horizontal.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_Incentive_Solutions_Shows_Potential_in_Sales_Performance_Management_Social_Graphic-Horizontal.png?width=200&name=AP_MS_Incentive_Solutions_Shows_Potential_in_Sales_Performance_Management_Social_Graphic-Horizontal.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_Incentive_Solutions_Shows_Potential_in_Sales_Performance_Management_Social_Graphic-Horizontal.png?width=300&name=AP_MS_Incentive_Solutions_Shows_Potential_in_Sales_Performance_Management_Social_Graphic-Horizontal.png 300w, https://marksmith.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_Incentive_Solutions_Shows_Potential_in_Sales_Performance_Management_Social_Graphic-Horizontal.png?width=400&name=AP_MS_Incentive_Solutions_Shows_Potential_in_Sales_Performance_Management_Social_Graphic-Horizontal.png 400w, https://marksmith.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_Incentive_Solutions_Shows_Potential_in_Sales_Performance_Management_Social_Graphic-Horizontal.png?width=500&name=AP_MS_Incentive_Solutions_Shows_Potential_in_Sales_Performance_Management_Social_Graphic-Horizontal.png 500w, https://marksmith.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_Incentive_Solutions_Shows_Potential_in_Sales_Performance_Management_Social_Graphic-Horizontal.png?width=600&name=AP_MS_Incentive_Solutions_Shows_Potential_in_Sales_Performance_Management_Social_Graphic-Horizontal.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>Here are some insights on Incentive Solutions drawn from our latest Value Index research, which provides an analytic assessment of how well vendor offerings address buyers’ requirements. The <a href="https://www.ventanaresearch.com/value_index/sales/sales_performance_management/market_report/2019?uniqueID=AP" style="text-decoration: underline;">Ventana Research Value Index on Sales Performance Management 2019</a> is the distillation of a year of market and product research efforts by Ventana Research. We evaluated Incentive Solutions and eight other vendors in seven categories, five product-related adaptability, capability, manageability, reliability...</span></p> </div> <a href="https://marksmith.isg-research.net/incentive-solutions-shows-potential-in-sales-performance-management"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-research.net/topic/sales">Sales</a>, <a href="https://marksmith.isg-research.net/topic/customer-experience">Customer Experience</a>, <a href="https://marksmith.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://marksmith.isg-research.net/topic/analytics">Analytics</a>, <a href="https://marksmith.isg-research.net/topic/contact-center">Contact Center</a>, <a href="https://marksmith.isg-research.net/topic/data">Data</a>, <a href="https://marksmith.isg-research.net/topic/sales-performance-management">Sales Performance Management</a>, <a href="https://marksmith.isg-research.net/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://marksmith.isg-research.net/topic/digital-technology">Digital Technology</a>, <a href="https://marksmith.isg-research.net/topic/digital-commerce">Digital Commerce</a>, <a href="https://marksmith.isg-research.net/topic/predictive-planning">Predictive Planning</a>, <a href="https://marksmith.isg-research.net/topic/conversational-computing">Conversational Computing</a>, <a href="https://marksmith.isg-research.net/topic/collaborative-computing">collaborative computing</a>, <a href="https://marksmith.isg-research.net/topic/mobile-computing">mobile computing</a>, <a href="https://marksmith.isg-research.net/topic/subscription-management">Subscription Management</a>, <a href="https://marksmith.isg-research.net/topic/agent-management">agent management</a>, <a href="https://marksmith.isg-research.net/topic/intelligent-sales">intelligent sales</a>, <a href="">AI and Machine Learning</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-research.net/nice-is-a-leader-in-reliability-for-sales-performance-management">NICE is a Leader in Reliability for Sales Performance Management</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-research.net/author/mark-smith"> Mark Smith </a> on <span class="post-date">18 December 2019 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_NICE_is_a_Leader_in_Reliability_for_Sales_Performance_Management_Social_Graphic-Horizontal.png?width=200&name=AP_MS_NICE_is_a_Leader_in_Reliability_for_Sales_Performance_Management_Social_Graphic-Horizontal.png" width="200" !important: srcset="https://marksmith.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_NICE_is_a_Leader_in_Reliability_for_Sales_Performance_Management_Social_Graphic-Horizontal.png?width=100&name=AP_MS_NICE_is_a_Leader_in_Reliability_for_Sales_Performance_Management_Social_Graphic-Horizontal.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_NICE_is_a_Leader_in_Reliability_for_Sales_Performance_Management_Social_Graphic-Horizontal.png?width=200&name=AP_MS_NICE_is_a_Leader_in_Reliability_for_Sales_Performance_Management_Social_Graphic-Horizontal.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_NICE_is_a_Leader_in_Reliability_for_Sales_Performance_Management_Social_Graphic-Horizontal.png?width=300&name=AP_MS_NICE_is_a_Leader_in_Reliability_for_Sales_Performance_Management_Social_Graphic-Horizontal.png 300w, https://marksmith.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_NICE_is_a_Leader_in_Reliability_for_Sales_Performance_Management_Social_Graphic-Horizontal.png?width=400&name=AP_MS_NICE_is_a_Leader_in_Reliability_for_Sales_Performance_Management_Social_Graphic-Horizontal.png 400w, https://marksmith.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_NICE_is_a_Leader_in_Reliability_for_Sales_Performance_Management_Social_Graphic-Horizontal.png?width=500&name=AP_MS_NICE_is_a_Leader_in_Reliability_for_Sales_Performance_Management_Social_Graphic-Horizontal.png 500w, https://marksmith.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_NICE_is_a_Leader_in_Reliability_for_Sales_Performance_Management_Social_Graphic-Horizontal.png?width=600&name=AP_MS_NICE_is_a_Leader_in_Reliability_for_Sales_Performance_Management_Social_Graphic-Horizontal.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>Here are some insights on NICE drawn from our latest Value Index research, which provides an analytic assessment of how well vendor offerings address buyers’ requirements. The <a href="https://www.ventanaresearch.com/value_index/sales/sales_performance_management/market_report/2019?uniqueID=AP" style="text-decoration: underline;">Ventana Research Value Index on Sales Performance Management 2019</a> is the distillation of a year of market and product research efforts by Ventana Research. We evaluated NICE and eight other vendors in seven categories, five product-related adaptability, capability, manageability, reliability and usability) and two...</span></p> </div> <a href="https://marksmith.isg-research.net/nice-is-a-leader-in-reliability-for-sales-performance-management"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-research.net/topic/sales">Sales</a>, <a href="https://marksmith.isg-research.net/topic/customer-experience">Customer Experience</a>, <a href="https://marksmith.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://marksmith.isg-research.net/topic/analytics">Analytics</a>, <a href="https://marksmith.isg-research.net/topic/contact-center">Contact Center</a>, <a href="https://marksmith.isg-research.net/topic/data">Data</a>, <a href="https://marksmith.isg-research.net/topic/sales-performance-management">Sales Performance Management</a>, <a href="https://marksmith.isg-research.net/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://marksmith.isg-research.net/topic/digital-technology">Digital Technology</a>, <a href="https://marksmith.isg-research.net/topic/digital-commerce">Digital Commerce</a>, <a href="https://marksmith.isg-research.net/topic/predictive-planning">Predictive Planning</a>, <a href="https://marksmith.isg-research.net/topic/conversational-computing">Conversational Computing</a>, <a href="https://marksmith.isg-research.net/topic/collaborative-computing">collaborative computing</a>, <a href="https://marksmith.isg-research.net/topic/mobile-computing">mobile computing</a>, <a href="https://marksmith.isg-research.net/topic/subscription-management">Subscription Management</a>, <a href="https://marksmith.isg-research.net/topic/agent-management">agent management</a>, <a href="https://marksmith.isg-research.net/topic/intelligent-sales">intelligent sales</a>, <a href="">AI and Machine Learning</a> <hr> </div> <div class="blog-index__post-content" style="margin-bottom: 80px"> <div class="post-meta"> <h2 style="font-size: 1.875rem;"><a href="https://marksmith.isg-research.net/beqom-is-a-value-index-leader-for-manageability-in-sales-performance-management">beqom is a Value Index Leader for Manageability in Sales Performance Management</a></h2> <div class="author-meta"> Posted by <a href="https://marksmith.isg-research.net/author/mark-smith"> Mark Smith </a> on <span class="post-date">16 December 2019 </span> </div>  <hr> </div> <div class="list-card-p"><div class="wrapingimage"> <img src="https://marksmith.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_beqom_is_a_Value_Index_Leader_for_Manageability_in_Sales_Performance_Management_Social_Graphic-Horizontal.png?width=200&name=AP_MS_beqom_is_a_Value_Index_Leader_for_Manageability_in_Sales_Performance_Management_Social_Graphic-Horizontal.png" width="200" !important: srcset="https://marksmith.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_beqom_is_a_Value_Index_Leader_for_Manageability_in_Sales_Performance_Management_Social_Graphic-Horizontal.png?width=100&name=AP_MS_beqom_is_a_Value_Index_Leader_for_Manageability_in_Sales_Performance_Management_Social_Graphic-Horizontal.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_beqom_is_a_Value_Index_Leader_for_Manageability_in_Sales_Performance_Management_Social_Graphic-Horizontal.png?width=200&name=AP_MS_beqom_is_a_Value_Index_Leader_for_Manageability_in_Sales_Performance_Management_Social_Graphic-Horizontal.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_beqom_is_a_Value_Index_Leader_for_Manageability_in_Sales_Performance_Management_Social_Graphic-Horizontal.png?width=300&name=AP_MS_beqom_is_a_Value_Index_Leader_for_Manageability_in_Sales_Performance_Management_Social_Graphic-Horizontal.png 300w, https://marksmith.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_beqom_is_a_Value_Index_Leader_for_Manageability_in_Sales_Performance_Management_Social_Graphic-Horizontal.png?width=400&name=AP_MS_beqom_is_a_Value_Index_Leader_for_Manageability_in_Sales_Performance_Management_Social_Graphic-Horizontal.png 400w, https://marksmith.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_beqom_is_a_Value_Index_Leader_for_Manageability_in_Sales_Performance_Management_Social_Graphic-Horizontal.png?width=500&name=AP_MS_beqom_is_a_Value_Index_Leader_for_Manageability_in_Sales_Performance_Management_Social_Graphic-Horizontal.png 500w, https://marksmith.isg-research.net/hs-fs/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_beqom_is_a_Value_Index_Leader_for_Manageability_in_Sales_Performance_Management_Social_Graphic-Horizontal.png?width=600&name=AP_MS_beqom_is_a_Value_Index_Leader_for_Manageability_in_Sales_Performance_Management_Social_Graphic-Horizontal.png 600w" sizes="(max-width: 200px) 100vw, 200px"> </div> <p><span>Here are some insights on beqom drawn from our latest Value Index research, which provides an analytic assessment of how well vendor offerings address buyers’ requirements. The <a href="https://www.ventanaresearch.com/value_index/sales/sales_performance_management/market_report/2019?uniqueID=AP" style="text-decoration: underline;">Ventana Research Value Index on Sales Performance Management 2019</a> is the distillation of a year of market and product research efforts by Ventana Research. We evaluated beqom and eight other vendors in seven categories, five product-related adaptability, capability, manageability, reliability and usability) and two...</span></p> </div> <a href="https://marksmith.isg-research.net/beqom-is-a-value-index-leader-for-manageability-in-sales-performance-management"><span class="readmore"> Read More </span></a><br><br> Topics: <a href="https://marksmith.isg-research.net/topic/sales">Sales</a>, <a href="https://marksmith.isg-research.net/topic/customer-experience">Customer Experience</a>, <a href="https://marksmith.isg-research.net/topic/office-of-finance">Office of Finance</a>, <a href="https://marksmith.isg-research.net/topic/analytics">Analytics</a>, <a href="https://marksmith.isg-research.net/topic/contact-center">Contact Center</a>, <a href="https://marksmith.isg-research.net/topic/data">Data</a>, <a href="https://marksmith.isg-research.net/topic/sales-performance-management">Sales Performance Management</a>, <a href="https://marksmith.isg-research.net/topic/financial-performance-management">Financial Performance Management</a>, <a href="https://marksmith.isg-research.net/topic/digital-technology">Digital Technology</a>, <a href="https://marksmith.isg-research.net/topic/digital-commerce">Digital Commerce</a>, <a href="https://marksmith.isg-research.net/topic/predictive-planning">Predictive Planning</a>, <a href="https://marksmith.isg-research.net/topic/conversational-computing">Conversational Computing</a>, <a href="https://marksmith.isg-research.net/topic/collaborative-computing">collaborative computing</a>, <a href="https://marksmith.isg-research.net/topic/mobile-computing">mobile computing</a>, <a href="https://marksmith.isg-research.net/topic/subscription-management">Subscription Management</a>, <a href="https://marksmith.isg-research.net/topic/agent-management">agent management</a>, <a href="https://marksmith.isg-research.net/topic/intelligent-sales">intelligent sales</a>, <a href="">AI and Machine Learning</a> <hr> </div> <script> // Check active classes var checkClass = function() { if ( $('.fil_item').hasClass('hide') ) { $('.fil_item').removeClass('hide'); 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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://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png" alt="David Menninger" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=50&name=Menninger.David%20Pic.Circle.png 50w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=100&name=Menninger.David%20Pic.Circle.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=150&name=Menninger.David%20Pic.Circle.png 150w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=200&name=Menninger.David%20Pic.Circle.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=250&name=Menninger.David%20Pic.Circle.png 250w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Menninger.David%20Pic.Circle.png?width=300&name=Menninger.David%20Pic.Circle.png 300w"> <h5 class="analyst_name">David Menninger</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://jefforr.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png" alt="Jeff Orr" width="100" data-constrained="true" caption="false" srcset="https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=50&name=Orr.Jeff.Circle.png 50w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=100&name=Orr.Jeff.Circle.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=150&name=Orr.Jeff.Circle.png 150w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=200&name=Orr.Jeff.Circle.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=250&name=Orr.Jeff.Circle.png 250w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Orr.Jeff.Circle.png?width=300&name=Orr.Jeff.Circle.png 300w" sizes="(max-width: 100px) 100vw, 100px"> <h5 class="analyst_name">Jeff Orr</h5> </a> </div> </div>   <div class="row-fluid"> <div class="span6" style="text-align: center;"> <a href="https://keithdawson.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png" alt="Keith Dawson" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=50&name=Dawson.Keith%20Pic.Circle.png 50w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=100&name=Dawson.Keith%20Pic.Circle.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=150&name=Dawson.Keith%20Pic.Circle.png 150w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=200&name=Dawson.Keith%20Pic.Circle.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=250&name=Dawson.Keith%20Pic.Circle.png 250w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Dawson.Keith%20Pic.Circle.png?width=300&name=Dawson.Keith%20Pic.Circle.png 300w"> <h5 class="analyst_name">Keith Dawson</h5> </a> </div> <div class="span6" style="text-align:center;"> <a href="https://marksmith.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png" alt="Mark Smith" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=50&name=Smith.Mark%20Pic.Circle.png 50w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=100&name=Smith.Mark%20Pic.Circle.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=150&name=Smith.Mark%20Pic.Circle.png 150w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=200&name=Smith.Mark%20Pic.Circle.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Smith.Mark%20Pic.Circle.png?width=250&name=Smith.Mark%20Pic.Circle.png 250w, https://marksmith.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://marksmith.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://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=50&name=Aslett.Matt%20Pic.Circle.png 50w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=100&name=Aslett.Matt%20Pic.Circle.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=150&name=Aslett.Matt%20Pic.Circle.png 150w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=200&name=Aslett.Matt%20Pic.Circle.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=250&name=Aslett.Matt%20Pic.Circle.png 250w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Aslett.Matt%20Pic.Circle.png?width=300&name=Aslett.Matt%20Pic.Circle.png 300w"> <h5 class="analyst_name">Matt Aslett</h5> </a> </div> <div class="span6" style="text-align: center;"> <a href="https://matthewbrown.isg-research.net/"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=100&name=profile_vr_matthew_brown_circle_900x900.png" alt="Matthew Brown" width="100" data-constrained="true" caption="false" sizes="(max-width: 100px) 100vw, 100px" srcset="https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/profile_vr_matthew_brown_circle_900x900.png?width=50&name=profile_vr_matthew_brown_circle_900x900.png 50w, 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href="https://robertkugel.isg-research.net"> <img class="analyst_img" style="width: 100px;" src="https://marksmith.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://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=50&name=Kugel.Robert%20Pic.Circle.png 50w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=100&name=Kugel.Robert%20Pic.Circle.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=150&name=Kugel.Robert%20Pic.Circle.png 150w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=200&name=Kugel.Robert%20Pic.Circle.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Kugel.Robert%20Pic.Circle.png?width=250&name=Kugel.Robert%20Pic.Circle.png 250w, https://marksmith.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://marksmith.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://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=50&name=Hurrell.Stephen%20Pic.Circle.png 50w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=100&name=Hurrell.Stephen%20Pic.Circle.png 100w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=150&name=Hurrell.Stephen%20Pic.Circle.png 150w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=200&name=Hurrell.Stephen%20Pic.Circle.png 200w, https://marksmith.isg-research.net/hs-fs/hubfs/_images/_team/Hurrell.Stephen%20Pic.Circle.png?width=250&name=Hurrell.Stephen%20Pic.Circle.png 250w, https://marksmith.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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id="hs_cos_wrapper_module_147975372439311792" 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 Month</h3> <div class="widget-module"> <ul> <li> <a href="https://marksmith.isg-research.net/archive/2024/05">May 2024 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li> <a href="https://marksmith.isg-research.net/archive/2024/02">February 2024 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li> <a href="https://marksmith.isg-research.net/archive/2024/01">January 2024 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li> <a href="https://marksmith.isg-research.net/archive/2023/11">November 2023 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li> <a href="https://marksmith.isg-research.net/archive/2023/03">March 2023 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li> <a 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style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2021/08">August 2021 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2021/07">July 2021 <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2021/06">June 2021 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2021/02">February 2021 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2020/12">December 2020 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2020/11">November 2020 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2020/10">October 2020 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2020/08">August 2020 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2020/07">July 2020 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2020/06">June 2020 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2020/05">May 2020 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2020/04">April 2020 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2020/02">February 2020 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2019/12">December 2019 <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2019/11">November 2019 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2019/10">October 2019 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2018/12">December 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2018/11">November 2018 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2018/10">October 2018 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2018/06">June 2018 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2018/05">May 2018 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2017/06">June 2017 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2017/05">May 2017 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2017/04">April 2017 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2017/03">March 2017 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2016/12">December 2016 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2016/07">July 2016 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2016/06">June 2016 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2016/05">May 2016 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2016/04">April 2016 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2016/03">March 2016 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2015/12">December 2015 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2015/11">November 2015 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2015/02">February 2015 <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2015/01">January 2015 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2014/12">December 2014 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2014/11">November 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2014/07">July 2014 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2014/06">June 2014 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2014/05">May 2014 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2014/04">April 2014 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2014/03">March 2014 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2014/02">February 2014 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2014/01">January 2014 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2013/08">August 2013 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2013/06">June 2013 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2013/05">May 2013 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2013/04">April 2013 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2013/03">March 2013 <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2013/02">February 2013 <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2013/01">January 2013 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2012/12">December 2012 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2012/11">November 2012 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2012/10">October 2012 <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2012/09">September 2012 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2012/08">August 2012 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2012/07">July 2012 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2012/06">June 2012 <span class="filter-link-count" dir="ltr">(14)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2012/05">May 2012 <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2012/04">April 2012 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2012/03">March 2012 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2012/02">February 2012 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2012/01">January 2012 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2011/12">December 2011 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2011/11">November 2011 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2011/10">October 2011 <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2011/09">September 2011 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2011/08">August 2011 <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2011/07">July 2011 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2011/06">June 2011 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2011/05">May 2011 <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2011/04">April 2011 <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2011/03">March 2011 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2011/02">February 2011 <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2011/01">January 2011 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2010/12">December 2010 <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2010/11">November 2010 <span class="filter-link-count" dir="ltr">(40)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2010/07">July 2010 <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/archive/2010/06">June 2010 <span class="filter-link-count" dir="ltr">(11)</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://marksmith.isg-research.net/topic/agent-management">agent management <span class="filter-link-count" dir="ltr">(23)</span></a> </li> <li> <a href="https://marksmith.isg-research.net/topic/ai">AI <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li> <a href="https://marksmith.isg-research.net/topic/ai-and-machine-learning">AI and Machine Learning <span class="filter-link-count" dir="ltr">(30)</span></a> </li> <li> <a href="https://marksmith.isg-research.net/topic/alteryx">alteryx <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li> <a href="https://marksmith.isg-research.net/topic/analytic-data-platforms">Analytic Data Platforms <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/analytics">Analytics <span class="filter-link-count" dir="ltr">(119)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/analytics-data">Analytics & Data <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/application">application <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/assets">assets <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/big-data">Big Data <span class="filter-link-count" dir="ltr">(137)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/billing-and-recurring-revenue">Billing and Recurring Revenue <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/blockchain">blockchain <span class="filter-link-count" dir="ltr">(12)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/business-analytics">Business Analytics <span class="filter-link-count" dir="ltr">(204)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/business-applications">Business Applications <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/business-collaboration">Business Collaboration <span class="filter-link-count" dir="ltr">(133)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/business-continuity">Business Continuity <span class="filter-link-count" dir="ltr">(14)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/business-digital-commerce">business digital commerce <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/business-intelligence">Business Intelligence <span class="filter-link-count" dir="ltr">(169)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/business-intelligence-3">business intelligence <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/business-intelligence-2">business intelligence <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/business-mobility">Business Mobility <span class="filter-link-count" dir="ltr">(106)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/business-performance-management-bpm">Business Performance Management (BPM) <span class="filter-link-count" dir="ltr">(235)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/business-planning">Business Planning <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/business-process-management">Business Process Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/business-technology">Business Technology <span class="filter-link-count" dir="ltr">(29)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/call-center">Call Center <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/callidus-software">Callidus Software <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/calliduscloud">CallidusCloud <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/cambridge-semantics">Cambridge Semantics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/camelon-software">Camelon Software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/candidate-engagement">candidate engagement <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/cep">CEP <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/ceridian">Ceridian <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/cfo">CFO <span class="filter-link-count" dir="ltr">(26)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/channel">channel <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/channelinsight">ChannelInsight <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/chatter">Chatter <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/cio">CIO <span class="filter-link-count" dir="ltr">(70)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/cirro">Cirro <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/cisco">Cisco <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/cloud-computing">Cloud Computing <span class="filter-link-count" dir="ltr">(238)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/cloud9-analytics">Cloud9 Analytics <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/cloudera">Cloudera <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/cmo">CMO <span class="filter-link-count" dir="ltr">(25)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/coaching">coaching <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/cognitive-computing">Cognitive Computing <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/cognos">Cognos <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/collaboration">Collaboration <span class="filter-link-count" dir="ltr">(52)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/collaboration-for-business">collaboration for business <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/collaborative-computing">collaborative computing <span class="filter-link-count" dir="ltr">(24)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/commerce">Commerce <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/commission">commission <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/compensation">Compensation <span class="filter-link-count" dir="ltr">(39)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/complex-event-processing">Complex Event Processing <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/compliance">compliance <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/composite-software">Composite Software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/contact-center">Contact Center <span class="filter-link-count" dir="ltr">(46)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/contact-center-analytics">Contact Center Analytics <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/content-management">Content Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/contingent-labor">Contingent Labor <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/continuous-payroll">Continuous Payroll <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/continuous-planning">Continuous Planning <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/continuous-supply-chain">continuous supply chain <span class="filter-link-count" dir="ltr">(24)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/conversational-computing">Conversational Computing <span class="filter-link-count" dir="ltr">(36)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/coo">COO <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/cornerstone-ondemand">Cornerstone OnDemand <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/cpq">CPQ <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/crm">CRM <span class="filter-link-count" dir="ltr">(25)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/cto">CTO <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/customer">Customer <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/customer-analytics">Customer Analytics <span class="filter-link-count" dir="ltr">(27)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/customer-communications">Customer Communications <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/customer-data-management">Customer Data Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/customer-engagement">Customer Engagement <span class="filter-link-count" dir="ltr">(20)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/customer-excellence">Customer Excellence <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/customer-experience">Customer Experience <span class="filter-link-count" dir="ltr">(69)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/customer-experience-management">Customer Experience Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/customer-feedback-management">Customer Feedback Management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/customer-interaction-technology">Customer Interaction Technology <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/customer-performance-management-cpm">Customer Performance Management (CPM) <span class="filter-link-count" dir="ltr">(159)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/customer-service">Customer Service <span class="filter-link-count" dir="ltr">(24)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/cybersecurity">Cybersecurity <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/dashboards">Dashboards <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/data">Data <span class="filter-link-count" dir="ltr">(61)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/data-discovery">Data Discovery <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/data-governance">Data Governance <span class="filter-link-count" dir="ltr">(32)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/data-integration">Data Integration <span class="filter-link-count" dir="ltr">(26)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/data-integrity">data integrity <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/data-lake">Data Lake <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/data-lakes">data lakes <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/data-management">Data Management <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/data-mart">data mart <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/data-mining">Data Mining <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/data-operations">data operations <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/data-preparation">Data Preparation <span class="filter-link-count" dir="ltr">(15)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/data-quality">Data Quality <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/data-science">Data Science <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/data-virtualization">Data Virtualization <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/data-warehousing">Data Warehousing <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/database">Database <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/database-as-a-service">Database as a Service <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/database-com">database.com <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/datameer">Datameer <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/datawatch">Datawatch <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/dayforce">dayforce <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/decision-management">Decision Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/dell-boomi">Dell Boomi <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/demand-generation">Demand Generation <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/department-of-labor">Department of Labor <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/desktop-analytics">Desktop Analytics <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/df11">DF11 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/dg">DG <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/digital-applications">Digital Applications <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/digital-business">Digital Business <span class="filter-link-count" dir="ltr">(21)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/digital-commerce">Digital Commerce <span class="filter-link-count" dir="ltr">(46)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/digital-communications">Digital Communications <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/digital-intelligence">Digital Intelligence <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/digital-interviewing">Digital Interviewing <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/digital-marketing">Digital Marketing <span class="filter-link-count" dir="ltr">(8)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/digital-operations">Digital Operations <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/digital-publishing">Digital Publishing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/digital-security">Digital Security <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/digital-technology">Digital Technology <span class="filter-link-count" dir="ltr">(81)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/digital-transformation">Digital transformation <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/discovery">Discovery <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/document-management">Document Management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/domestic-payroll">Domestic Payroll <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/domo">Domo <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/dreamforce">Dreamforce <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/eg-solutions">eg Solutions <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/eloqua">Eloqua <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/embedded-analytics">embedded analytics <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/emc">EMC <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/employee-experience">employee experience <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/enterprise-applications">Enterprise Applications <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/enterprise-data-strategy">Enterprise Data Strategy <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/enterprise-messaging-internet-of-things-iot-middle">Enterprise messaging, Internet of Things, IoT, mid <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/enterprise-resource-planning">Enterprise Resource Planning <span class="filter-link-count" dir="ltr">(25)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/enterprise-software">Enterprise Software <span class="filter-link-count" dir="ltr">(14)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/enterworks">Enterworks <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/equifax">Equifax <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/erp">ERP <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/erp-and-continuous-accounting">ERP and Continuous Accounting <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/esri">ESRI <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/ethority">eThority <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/event-discovery">Event discovery <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/event-stream">Event Stream <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/exacttarget">ExactTarget <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/excentive">Excentive <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/experience-management">Experience Management <span class="filter-link-count" dir="ltr">(6)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/expert-systems">Expert Systems <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/exploration">Exploration <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/extended-reality">extended reality <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/field-service">Field Service <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/final-rule">Final Rule <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/finance">finance <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/financial-management">Financial Management <span 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href="https://marksmith.isg-research.net/topic/mobile-applications">Mobile Applications <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/mobile-computing">mobile computing <span class="filter-link-count" dir="ltr">(20)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/mobile-marketing">mobile marketing <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/mobile-technology">Mobile Technology <span class="filter-link-count" dir="ltr">(23)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/mobility">Mobility <span class="filter-link-count" dir="ltr">(25)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/modeling">Modeling <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/monarch">Monarch <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/mulesoft">Mulesoft <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/na14">NA14 <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/narrative-science">Narrative Science <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/natural-language">Natural Language <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/natural-language-processing">natural language processing <span class="filter-link-count" dir="ltr">(10)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/netbase">NetBase <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/netezza">Netezza <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/netsuite">NetSuite <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/networking">Networking <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/newvoicemedia">NewVoicemedia <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/nice-systems">NICE Systems <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/nosql">NoSQL <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/office-of-finance">Office of Finance <span class="filter-link-count" dir="ltr">(47)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/office-of-revenue">Office of Revenue <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/office-of-sales">Office of Sales <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/on24">On24 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/open-pages">Open Pages <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/opera-solutions">Opera Solutions <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/operational-intelligence">Operational Intelligence <span class="filter-link-count" dir="ltr">(71)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/operational-management">Operational Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/operational-performance-management-opm">Operational Performance Management (OPM) <span class="filter-link-count" dir="ltr">(227)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/operations">Operations <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/operations-supply-chain">Operations & Supply Chain <span class="filter-link-count" dir="ltr">(50)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/oracle">Oracle <span class="filter-link-count" dir="ltr">(24)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/oracle-cloud">Oracle Cloud <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/oracle-fusion-hcm">Oracle Fusion HCM <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/order-management">Order Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/other">Other <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/overall-operational-leadership">Overall Operational Leadership <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/overtime-rule">Overtime Rule <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/panopticon">Panopticon <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/pardot">Pardot <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/part-541">Part 541 <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/partner-management">partner management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/paxata">Paxata <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/payroll-management">Payroll Management <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/payroll-optimization">Payroll Optimization <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/pentaho">Pentaho <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/people-analytics">People Analytics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/peoplefluent">Peoplefluent <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/performance">Performance <span class="filter-link-count" dir="ltr">(21)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/performance-analytics">Performance Analytics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/performance-management">Performance Management <span class="filter-link-count" dir="ltr">(20)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/pervasive">Pervasive <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/pim">PIM <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/pim-product-information-management-sales-marketing">PIM, Product Information Management, Sales, Market <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/pitney-bowes">Pitney Bowes <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/pivotal-hd">Pivotal HD <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/planning">Planning <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/planview">Planview <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/plateau">Plateau <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/playbook">Playbook <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/portfolio-management">Portfolio Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/portrait-software">Portrait Software <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/potus">POTUS <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/powercenter">PowerCenter <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/predictive">Predictive <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/predictive-analytics">Predictive Analytics <span class="filter-link-count" dir="ltr">(18)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/predictive-planning">Predictive Planning <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/president-obama">President Obama <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/price-and-revenue-management">Price and Revenue Management <span class="filter-link-count" dir="ltr">(23)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/pricing-and-promotion-management">Pricing and Promotion Management <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/process-mining">Process Mining <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/product-experience-management">product experience management <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/product-information-management">Product Information Management <span class="filter-link-count" dir="ltr">(46)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/pxm">PXM <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/qlikview">QlikView <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/quotas">Quotas <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/qvidian">Qvidian <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/r">R <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/ransomware">Ransomware <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/recruiting">Recruiting <span class="filter-link-count" dir="ltr">(24)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/recurring-revenue">Recurring Revenue <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/reporting">Reporting <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/research">Research <span class="filter-link-count" dir="ltr">(14)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/retail-analytics">Retail Analytics <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/revenue">Revenue <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/revenue-performance">Revenue Performance <span class="filter-link-count" dir="ltr">(9)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/revolution">Revolution <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/rim">RIM <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/risk">Risk <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/risk-compliance-grc">Risk & Compliance (GRC) <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/riversand">Riversand <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/roambi">Roambi <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/robotic-automation">robotic automation <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/robotic-finance">robotic finance <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/robotic-process-automation">Robotic Process Automation <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/rypple">Rypple <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/saas">SaaS <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sab-miller">SAB Miller <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/saba">Saba <span class="filter-link-count" dir="ltr">(5)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales">Sales <span class="filter-link-count" dir="ltr">(73)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-and-operations-planning">Sales and Operations Planning <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-cloud">Sales Cloud <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-coaching">Sales Coaching <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-commission">Sales Commission <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-compensation">Sales Compensation <span class="filter-link-count" dir="ltr">(13)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-effectiveness">Sales Effectiveness <span class="filter-link-count" dir="ltr">(2)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-enablement">sales enablement <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-enablement-and-execution">Sales Enablement and Execution <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-force-automation">Sales Force Automation <span class="filter-link-count" dir="ltr">(14)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-forecasting">Sales Forecasting <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-operations">Sales Operations <span class="filter-link-count" dir="ltr">(11)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-performance">Sales Performance <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-performance-management">Sales Performance Management <span class="filter-link-count" dir="ltr">(47)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-performance-management-spm">Sales Performance Management (SPM) <span class="filter-link-count" dir="ltr">(182)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-planning">Sales Planning <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-planning-and-analytics">Sales Planning and Analytics <span class="filter-link-count" dir="ltr">(4)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sales-sfa-spm-sales-performance-management-sales-c">Sales, SFA, SPM, Sales Performance Management, Sal <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/salescloud">SalesCloud <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/salesforce-com">Salesforce.com <span class="filter-link-count" dir="ltr">(24)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sap">SAP <span class="filter-link-count" dir="ltr">(28)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sap-epm">SAP EPM <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sap-hana">SAP HANA <span class="filter-link-count" dir="ltr">(3)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sap-lumira">SAP Lumira <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sap-netweaver">SAP NetWeaver <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sapphire">SAPPHIRE <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/sas">SAS <span class="filter-link-count" dir="ltr">(7)</span></a> </li> <li style="display:none;"> <a href="https://marksmith.isg-research.net/topic/savi">Savi <span class="filter-link-count" dir="ltr">(1)</span></a> </li> <li style="display:none;"> <a 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{}; hsVars['language'] = 'en-us'; </script> <script src="/hs/hsstatic/cos-i18n/static-1.53/bundles/project.js"></script> <script src="https://marksmith.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": "Palantir Earns Overall Digital Innovation Award for 2021", "mainEntityOfPage": "https://marksmith.isg-research.net/palantir-earns-overall-digital-innovation-award-for-2021", "datePublished": "04/08/2021", "dateModified": "04/08/2021", "articleBody": "The annual Ventana Research Digital Innovation Awards showcase advances in the productivity and potential of business applications, as well as technology that contributes significantly to the improved processes and performance of an organization. Our goal is to recognize technology and vendors that have introduced noteworthy digital innovations to advance business and IT. Ventana Research has awarded Palantir its prestigious 2021 Overall Digital Innovation Award for Palantir Foundry. This award is given to the vendor that best exemplifies overall innovation and change that supports an organization’s ability to maximize its people, processes, information and technology. Finalists from each area of expertise — Analytics, Customer Experience, Data, Digital Business, Digital Technology, Human Capital Management, Marketing, Office of Finance, Office of Sales, and Operations and Supply Chain — are considered for this award. The necessity of data and its efficient processing requires technology that is designed to support data efforts across the enterprise. No matter the volume or velocity, the need for integration across the hybrid cloud requires that organizations can efficiently process data continuously and securely. Expectations for digital technology that supports the data requirements of an organization has drastically changed, while the need to support policies and regulatory environments requires more adaptive technological approaches than ever before. Ventana Research selected Palantir for the 14th Annual Overall Digital Innovation Award for its innovation in Palantir Foundry. Foundry operates as an efficient data platform, processing data through its microservices architecture as well as a state-of-the-art design and administration approach that supports manageability through its unique ontology and data lineage capabilities. It also delivers high-scale operations that operate its platform reliably across the world while applying data governance and analytical computations to meet business and organizational requirements to support decision making and real-time operations. Palantir’s innovation in the science of processing data helps organizations be even more resilient, acquiring the organizational agility to adapt data processes to meet ever-changing operational and analytical needs of the enterprise and business processes across its customers, partners and suppliers. Addressing the pressing needs of digital transformation as well as business continuity and resilience makes Palantir unique in its approach to digital innovation. If you have not examined how Palantir Foundry can help your organization, it is well worth your time. Congratulations, Palantir, for your continued innovation. Regards, Mark Smith", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_MS_Palantir%20Earns%20Overall%20Digital%20Innovation%20Award%20for%202021.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-research.net/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.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": "Varicent: Symon.AI earns our 13th Digital Innovation Award for Office of Sales", "mainEntityOfPage": "https://marksmith.isg-research.net/varicent-symon.ai-earns-our-13th-digital-innovation-award-for-office-of-sales", "datePublished": "15/10/2020", "dateModified": "15/10/2020", "articleBody": "The annual Ventana Research Digital Innovation Awards showcases advances in the productivity and potential of business applications, as well as technology that contributes significantly to improved efficiency and productivity in the processes and the performance of an organization. Our goal is to recognize technology and vendors that have introduced noteworthy digital innovations that advance business and IT. Ventana Research has awarded Varicent: Symon.AI its 2020 Digital Innovation Award for Sales. This award recognizes the technology vendor that best exemplifies innovation in the application or technologies that support the sales organization. An organization is measured by its ability to reach its expected outcomes, so ensuring effective sales must become the primary responsibility. Identifying issues and opportunities on which to focus time and resources is not easily done and can become the largest challenge for a sales organization. The inflection point for change often only occurs when inefficient routines lead to insufficient performance. But this path could be avoided by using advanced technology designed to help identify and optimize the execution and performance of sales and guide better outcomes through helping identify and act on what can directly or indirectly impact sales performance. We assert that by 2022, two-thirds of sales leaders will begin considering a new generation of sales analytics and applications designed to improve performance and productivity. Varicent is a provider of applications designed to manage and optimize sales within a technology category called “sales performance management.” With its decades-long tenure and dedication to the mission of helping sales organizations manage incentives, quotas and territories, Varicent was ranked as an overall Value Index leader in our vendor and product research. Varicent recently brought forward its Symon.AI product, which melds historical data with machine learning and data science to provide forward-looking predictions and insights to guide potential actions and decisions. Ventana Research selected Varicent Symon.AI for its ability to apply technological innovation to the office of sales using advanced AI and machine learning methods to discover and present actionable insights through intelligent narratives and visualization that are not easily found through traditional analytics. By unifying the data and analytics, the Symon.AI technology can help identify questions and answers to achieve the areas of opportunity and potential of sales performance but also in areas related like customers, products and even marketing. It is not reasonable to ask these organizations to become AI experts, but by utilizing technology such as that offered by Varicent, the gap can be eliminated and bring the focus back to the strategy and planning of sales effectiveness and guiding the efforts to reach the quotas and maximum potential from the territories. The real magic in Symon.AI is in the simplicity of experience using technology that does not require a data scientist but offers the sophistication of one built into the platform. This results in the enablement of easily engaged applications for sales and beyond. If you have not had a chance to assess Symon.AI for your sales organization needs, the company and its products are well worth your time to evaluate. Congratulations Varicent for your continued innovation. Regards, Mark Smith", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_MS_Varicent_Symon.AI_earns_our_13th_Digital_Innovation_Award_for_Office_of_Sales.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-research.net/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.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 Business Continuity Imperative: Price and Revenue Management for Resilience in 2020 and Beyond", "mainEntityOfPage": "https://marksmith.isg-research.net/the-business-continuity-imperative-the-price-and-revenue-management-imperative-for-resilience-in-2020-and-beyond", "datePublished": "02/08/2020", "dateModified": "02/08/2020", "articleBody": "Economic dynamics and market pressures during a black-swan event can wreak havoc on efforts to effectively manage revenue operations and pricing for business continuity. For many organizations, environmental changes disrupt the methods by which these essential business processes are managed can be disrupted, damaging the revenue streams that create profitability. The array of pricing strategies and related promotional tactics across channels for configure, price and quote (CPQ), digital commerce and subscription management can challenge the best of organizations. Leadership must examine the agility of pricing management to determine if they have ability to make and manage changes to determine the effectiveness of decisions. This requires visibility into revenue operations and selling channels, which in turn requires programs, processes and technology designed to meet the needs of what is called price and revenue management (PRM). Unfortunately, organizations far too often neglect the need for continuous pricing and revenue processes to ensure optimal business outcomes across financial and customer areas of operations. Therefore, Ventana Research asserts that through 2021, one-half of organizations will realize that digital transformation investments have not met the organizational readiness requirements of business continuity, leading to a new focus on innovative digital technologies that more reliably sustain operations. The business continuity imperative requires that organizations make it a priority to examine essential business and technology areas that are often overlooked in the physical and virtual workplace but that make a meaningful impact on financial objectives. Leadership must not just support business processes but ensure they’re optimized and that they support the level of resilience needed to weather internal and external factors that impact sustainability of operations. It’s critical to operate effectively — across direct channels to customers and indirect ones to partners — to provide products or services to the market. Existing applications are not always designed to integrate pricing in a centralized and unified manner, which makes managing pricing across business processes more difficult than it should be. Whether your organization operates in a B2B or B2C manner, reaching optimal outcomes for effective price and revenue management requires a process that includes analytics, planning and modeling to best determine strategy. Easy digital participation and collaboration critical for anyone involved in the organization related to pricing and revenue management. The most efficient approach requires methods that are easy to both assess and act upon to optimize results. Organizational sustainability hinges on effective technology investments that enable an enterprise to maximize its potential. So, where should leadership start? Building Continuity with Pricing and Revenue Management Every organization should start by holistically assessing all short- and long-term needs related to price and revenue management for business continuity that may already be in place. No matter how an organization manages its pricing to achieve agility and effectiveness in its readiness, to maintain business continuity it must remain on the lookout for the most successful and impactful pricing and promotional tactics. This is nearly impossible to accomplish from a tangle of spreadsheets and applications that do not provide the ability to manage and optimize pricing to revenue objectives. Furthermore, organizations that haven’t yet unified pricing management across channels so that they’re managed in the cloud for continuous operations must make this an immediate priority. It’s difficult to maintain business continuity and achieve the optimization needed when pricing is not managed in a unified manner that ensures an acceptable level of resiliency. Organizations should embrace a culture of seamless digital experiences that bolster more collaborative interactions across people, processes and systems for price and revenue management. Organizations that have a discipline for this imperative are well on their way to understand and optimize profitability. Streamlining pricing management is critical for success and this is impossible without high-quality digital experiences. In fact, Ventana Research asserts that by 2022, one-half of organizations will determine that the digital experiences they provide are not intelligent or automated and fall short in maintaining business continuity for organizational readiness, resulting in lost customers and workforce instability. Organizations must cultivate excellent experiences across all roles and people involved, using pricing processes, with applications and underlying data to build a strong, forward-looking and agile enterprise. Success with business continuity must support more than just providing analytics on pricing changes or manage price lists with products and ensure that they are not inadequate or isolated within the individual applications across an organization. This approach can enable mistakes that collectively can impact revenue potential. Success is not even about pricing itself or sustaining those efforts in best and worst of times, under pressure and over time. Price and revenue management is about cultivating an enterprise-wise focus on margin optimization and profitability that enables the organization to seize market opportunities and deliver outcomes that exceed expectations. Price and revenue management should go beyond optimizing these processes and operations — it should guide a path toward excellence in everything that the organization is focused on accomplishing. It should provide business insights using critical metrics from analytics that indicate the future revenue health of the organization as well as the readiness of those performing pricing strategies for margin optimization. This requires advanced techniques using machine learning (ML) and even further using artificial intelligence (AI) within a platform that integrates with specific applications for price and revenue management. Managing revenue requires specialized analytics that can assess variables across pricing and promotions to optimize revenue across customer segments and market penetration strategies. Revenue analytics also should be able to provide historical performance and predictive indicators that leadership can then use to understand variances and target improvements. Many organizations depend on analytics but metrics that lack context or a dashboard-only approach are insufficient. The real value comes from applying machine learning and analytics to uncover challenges for optimizing margins and provide immediate guidance on revenue opportunities across the array of processes. Machine-generated insights about pricing and revenue must be easy to manage and optimize; some of the most accessible insights use natural language and generate stories that can be read or heard, presenting the impact of potential plans in simple and actionable terms. A pricing and revenue management system should be able to create effective notifications that place intelligence into the hands of the people involved in the business process who are responsible for maximizing margins and customer relationships. A pricing and revenue management system should be able to create effective notifications that place intelligence into the hands of the people involved in the business process who are responsible for maximizing margins and customer relationships. I discussed this next generation of digital experiences in my recent perspective on how to use data and analytics to achieve organizational success. A strong focus on experiences can unify an organization’s efforts to not just sustain continuity but bring new value to business efforts through educating and guiding business professionals. It’s more about optimizing than administration of pricing. Optimizing margins is more than just a nicety; it’s essential for every organization that looks to make the most of customers relationships across channels of customers, partners and subscribers. Price and revenue management should be the foundation of all selling processes and experiences. I have written about this essential part of achieving sales performance. Maintaining business continuity during challenging times means that an organization has the flexibility to adapt organizational priorities and rapidly align pricing and revenue plans to reach expected performance. This effort is important whether the work environment is from home or on the front lines of a pandemic; organizations should seek to manage towards bigger margins and better financial performance. Without an optimized and continuous set of processes dedicated to price and revenue management, an organization won’t be able to elevate performance and reach its ultimate potential; I recently discussed why this is a critical part of your mission for business continuity and beyond. Digital Communications is Essential Managing pricing requires not just the right platform and applications but ones that enable collaborative digital communications so leaders can make good decisions. Challenges such as a global pandemic or natural disasters demand digital communication across a distributed and most likely virtualized workforce; however, crises often shift priorities and engagement in price and revenue management can suffer. Ventana Research asserts that through 2022, one-half of organizations will determine that their technology for unified communications is ineffective for meeting business continuity needs and falls short in the open communications requirements for secured and seamless interactions across devices and people. Organizations must ensure their digital communications can interoperate with the necessary applications and provide frictionless digital experiences and sensible pricing processes that ensure high levels of engagement. This collaboration might be best addressed through conversational computing methods such as intelligent virtual agents (IVAs), which are smarter than most bots. This technology should include AI so the organization can rapidly respond to individual needs and can also streamline responses to exceptions and issues that inevitably arise. IVA should enable a dialogue on pricing and revenue insights so stakeholders understand the full range of opportunities and potential challenges. It’s important that an organization rally its digital communications efforts during a crisis such as a pandemic, because effectiveness in enhancing revenue across channels requires collaboration across the organization. To be effective, organizations should establish best practices and pricing policies that guide improvement to revenue processes, enhancing margins for profitability and financial performance. This assessment should include customers, partners and subscribers and should examine the extent to which contextual collaboration helps achieve mutual financial objectives. And organizations must keep this axiom of business continuity in mind: Applications and systems for price and revenue management must not just support digital communications; these tools should be a fundamental part of managing margins within the organization. Pricing and Revenue Matters Many organizations have managed the pricing processes that involve customers, marketing, operations, products, sales, subscribers and the demand chain across an array of business applications. However, few of these applications support a dedicated focus on optimizing pricing by providing an integrated and continuous toolset. A quality approach to managing pricing requires the right technology, which currently we certainly don’t find in spreadsheets, nor within ERP or CRM suites of applications. Many technology vendors have failed to provide an integrated and continuous approach to pricing and revenue management. It’s important that an organization make investments in supporting price and revenue management that use an automated and intelligent approach — in other words, simplifying tasks, collaboration and facilitating easy examination of scenarios and potential outcomes. The current movement in technology towards a unified platform can satisfy these needs, optimizing pricing and enhancing operations across the organization. We assert that by 2022, one-third of sales organizations will determine that pricing of products and services is mismanaged and begin to invest in new pricing management software. Success here demands using the right technology across the organization to provide visibility and optimization of pricing and revenue processes — in other words, the agility to adapt and improve in a volatile market climate. Organizations must improve pricing by assessing and prioritizing improvements to these processes to optimize engagement and readiness. Using the right technology is foundational to success and creates opportunities for breakthrough growth that far exceed mere productivity improvements. The work-from-home and virtualized business efforts during a pandemic are a prime example of how most organizations were ill-prepared because business continuity planning was not a priority. Many organizations do not have the ability to plan and adapt pricing to acceptable margins and achieve levels of revenue and profitability that meet financial performance expectations. Sustainable growth requires a refined strategy on pricing and revenue management, which is only possible when an organization is deliberate about the technology it uses to work collaboratively across the organization to optimize growth, outcomes and ultimately revenue. Our research suggests that this need to collaborate will also require that organizations embrace more sophisticated forms of collaborative computing so that people across business processes can capture, share and analyze interactions to guide effective actions and decisions. For this reason, we assert that by 2023, one-half of organizations will shift from email to messaging-based collaboration; one-third of those also will adopt digital forums to capture knowledge and improve organizational competencies. This requires an assessment of specific revenue strategies, particularly organizations engaged using configure, price and quote (CPQ) and digital commerce across B2B and B2C environments where customers and subscribers engage with products and services. Organizations with a unified approach to price and revenue management will find that it’s easier to achieve organizational agility with digital communication platforms that are open and secure and that can help increase the velocity of engaging in and executing on pricing strategies. For obvious reasons, price management technologies should integrate with product information management (PIM) and as I have articulated is a critical component of product experiences for buyers. Also, the use of augmented or extended reality is critical for buyers to simulate products and use of them. Thus configured products should be integrated with CPQ as well as dynamic pricing methods so leadership understands the revenue impact of configuration-based pricing. Organizations should also prioritize investments that enable more effective price and revenue strategies and there enhanced organizational agility. Investments into dedicated applications with this focus are critical, especially during or following a pandemic, to ensure the continuity of processes. And clearly, organizations must be prepared to adapt and respond to business continuity priorities that can change daily. To do this organizations will need methods that use digital technology to virtualize interactions with technology that supports workflow and robotic process automation (RPA) to streamline and guide price- and revenue-related processes and workflows. Smart Investments Matter Organizations must consider whether investments in applications and technology support continuous optimization and visibility into pricing and revenue across all the channels. It’s also critical that investments are built from a cloud-based platform that can interoperate with the necessary people virtually and processes digitally while supporting operations in real-time. Supporting these processes is significantly different than traditional pricing methods, which need not necessarily be continuous and real-time. The right technology includes a platform and applications that easily integrate with the channels and portfolio or products and services across an organization and every line of business. Appropriate tools facilitate enterprise needs for a distributed — and during times of business continuity, virtualized — workforce and processes. Investments should do more than manage prices or analyze potential revenue based on historical and projected sales but should provide value to everyone involved as well as support business continuity. And this is why we assert that through 2023, one-third of organizations will initiate business continuity planning to realign the priority of technology investments required to operate seamlessly in a distributed and virtual manner in customer, product, supply chain and workforce processes. Smart investment requires an effective assessment of an array of applications and tools. A solid evaluation includes the following questions: Do your price management technologies support the feedback and optimization needed for your enterprise across types of buyers and channels of commerce? Do you have the price and revenue management processes to optimize margins and improve outcomes from existing and new customer relationships? Are you able to track and review pricing scenarios across channels of operations to those engaged in revenue processes during a pandemic? Are you able to optimize pricing and promotions across channels to gain immediate insight into needs and issues? Is your organization ready to manage engagement and measure how revenue strategies impact performance? Are you able to have digital communications across the revenue process and pricing used in the organization — and in a secured and governed manner? Can you integrate pricing across selling and across customers, partners and subscribers in a consistent manner that integrates across the organization? Do you have the analytics and predictive indicators for pricing and revenue insights that are dynamically generated from machine learning? Are you able to collaborate about pricing and revenue strategies across business process and garner structured feedback for optimizing margins? A “no” answer to any of these questions indicates risk that could directly impact an organization’s potential with its price and revenue management efforts. Every organization — no matter the industry, the number of its employees or the size — has an opportunity to significantly improve its continuous revenue processes and provide pricing optimization across channels. It’s critical that applications enable leaders and managers to adequately plan for and respond to needed changes in pricing and revenue strategies, from black-swan events to meeting typical business continuity obligations. Organizations are unwise to even consider any investments that aren’t analytics- and collaboration-ready. We assert that by 2022, one-third of organizations will determine that their business applications are not suited to support their business continuity needs due to ineffective collaborative and mobile experiences, which are essential to operate seamlessly in a virtual environment. Every organization must ensure it has direct or embedded applications to operate across areas where products and services are sold and support remote management, including from the couch and home office, so it can effortlessly optimize pricing. Organizations should be ruthless about any operation that impedes this effort to meet pricing and margin requirements and ensure optimal levels of profitability. While organizations have spent significant resources and efforts on digital transformation in the form of automation and efficiency improvements, a far more important consideration is whether those investments make a meaningful impact on organizational agility and support a focus on revenue optimization so it can achieve best possible financial performance. Partner with Business Leaders The importance of teamwork among business leaders cannot be overstated when it comes to developing agility and engagement across the entire organization and its associated business processes that support price and revenue management. Pricing processes are typically focused on the customer, the optimization of which might be managed by the Chief Revenue Officer (CRO) and Chief Customer Officer (CCO). Those in this role are tasked with looking at the potential process and performance challenges and readiness of the organization to shift and meet revenue objectives. Smart leaders in business have developed models to assess any pricing and risk variables such as promotions and mix that can impact the organization’s ability to reach its financial objectives, including the critical objective of business continuity. A successful price and revenue-focused organization goes further, embracing collaborative and continuous operations in all aspects of its business across customers, subscribers, partners, and selling channels, all of which contribute to the financial performance of the business. A successful price and revenue-focused organization goes further, embracing collaborative and continuous operations in all aspects of its business across customers, subscribers, partners, and selling channels, all of which contribute to the financial performance of the business. A focus on price and revenue management is the foundation of both executive and operational leadership. However, cultivating excellent price and revenue management across the organization is just as important for ensuring business continuity. Thus, the Chief Revenue Officer’s (CRO) role is to work across the entire business to manage pricing and margins across channels. Ventana Research asserts that by 2025, more than half of B2B businesses will adopt price and revenue optimization. Today, the technology is only lightly adopted. Enterprise leadership needs to work actively and closely with business process managers and examine how to engage and improve pricing. Success requires effective engagement, not just fulfilling and responding to the requests but operational efficiency. Similarly, legacy investments into traditional CRM and ERP or outdated pricing technology don’t provide sufficient organizational agility. Unfortunately, business leaders might not always grasp their obligation to be a partner, but this can be addressed through executive dialogue on pricing and revenue management for business continuity to establish a clear understanding of the risks of not achieving expected outcomes. Business must lead and go beyond spreadsheets or stand-alone analytics tools to support their needs. One example is partnering across heads of finance, sales and operations to examine if pricing is optimized and effective. Dialogue across lines of business is a critical aspect of pricing effectiveness, and leaders must understand margins, channels and requirements to help business professionals work together to achieve optimal outcomes. Technology vendors that provide price and revenue management tools have not done a great job marketing and selling their offerings beyond articulating how they help specific pricing audience segments or channels. Many of these vendors’ websites lack depth and connection to the range of lines of business and processes, thus needs often go unmet. Business leadership should treat this impediment as an opportunity to develop a common approach that unifies their efforts with a pricing and revenue platform and applications that optimize roles, the related processes and any constituents under a common objective of maximizing margins and customer relationships. And of course, this effort should include price management software that helps model and benchmark all aspects of revenue, especially the ones that address the broader needs of specific roles and help establish a stronger connection with customers, partners and subscribers. Establish a baseline Pricing Index and apply analytical models and internal benchmarks to guide price improvements across specific channels for selling products and services. Solid benchmarks can help foster a path to building a business case for investment. Executive teams and even boards of directors are responsible for ensuring that investments into pricing and revenue processes will support current and future needs. Next Steps In times of crisis such as the current global health pandemic, when business continuity is a top priority, organizations mustn’t neglect digital investments into pricing and revenue management, especially if it has not previously been a focal point of executive leadership or a team involved with these processes. A superior approach demands technology that can improve processes, productivity and the overall digital effectiveness of pricing strategies to maximize revenue. Leadership that invests in managing pricing and related revenue processes can have a profound impact on business outcomes and an organization’s ability to reach expected levels of responsiveness and financial performance. Ensuring optimal revenue strategies is a shared responsibility across the entire business and is impossible to do without leadership focused on optimizing pricing both inside and outside of the organization. Optimization is about more than just pricing software for recording policies. The right tools provide insights that can guide the effectiveness in revenue operations across the enterprise to meet business needs. It’s about a dedicated approach that’s focused on the pricing and revenue processes for an array of commerce and selling activities that span customers, subscribers and partners. Even a focus on experiences with prices related to products, via digital or physical, are part of the mission to experience management and should be swiftly addressed. Antiquated methods such as spreadsheets or stand-alone applications are not designed for managing pricing towards margin and volume targets and desired outcomes. We assert by 2023, competitive pressures will force three-fourths of B2B companies to adopt technology-supported strategic pricing strategies to achieve volume and margin objectives. Moreover, effective revenue management requires far more than just the administration and stand-alone, administrative tools certainly don’t provide modern digital methods to understand and optimize pricing. One-off technology approaches can also decrease productivity, diminish accountability and increase risk in not having a comprehensive enterprise-wide approach to price and revenue management. It is critical that organizations, especially in times of duress, use business continuity as a driver to engage the business through the intelligent use of dedicated pricing platform and tools, and thus should examine their investments in technologies. If you are not sure how to approach improving the digital aspects of your business to better focus on the pricing and revenue — and thus engagement and outcomes — through the lens of business continuity, there are specific steps that every organization should take, similar to the steps outlined in my perspective on the imperative for digital innovation in business continuity. The effective use of digital technologies can reinvent pricing and revenue management — for every constituent no matter their role with the organization. This requires the right lens for a more comprehensive approach to support rather than distract from business continuity. Most organizations have realized this and are making it a priority to be more prepared. We assert that by 2022, after a decade of concerted efforts in digital transformation, one-half of organizations will not have established business continuity as an investment priority and will not be prepared to operate in a future pandemic or crisis, which will lead to increased operational risks. To achieve business continuity, optimize underlying processes by embracing pricing management strategies that include dedicated selling applications that support CPQ, digital commerce and subscription management for business-wide efforts. This can have an immediate impact on top- and bottom-line results and reflects the priority you place on your business performance and revenue operations. Once your organization has an effective approach, you can be assured that your organization is built to last. Ensure that existing and future application investments are designed for effective price and revenue management, not just for automation and efficiency, but those that can integrate with PIM and customer relationship management (CRM) systems. The digital experience is much more than one application; it’s about tools that integrate pricing and revenue management across people, processes and an array of systems. Every experience matters, including the internal ones. The entire executive team — the CEO’s staff, the CMO, CFO, CIO, CCO, COO, CXO, CPO, and the Chief Digital or Innovation Officers— should be aware of the strategy and plans for optimizing pricing. They should look to the CRO, who should be focused on optimizing pricing and revenue processes for future performance. Organizational leadership needs to ensure they embrace the discipline these efforts entail. The future depends on the active involvement of those who see building sustainable revenue as fundamental to business continuity and possess the agility and readiness to adapt and make smart changes. Determining your path forward for 2020 and beyond requires an effective strategy that sustains business continuity and exceeds expectations. Make sure you are using applications and a pricing and revenue platform that can truly manage these crucial processes across channels to provide optimal margins, boost financial performance and enable sustainable long-term success. Regards, Mark", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Ventana_Research_AP_Biz_Cont_Part_16_Q_200801.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-research.net/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.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 Business Continuity Imperative: Experience Management across Business for Organizational Effectiveness in 2020 and Beyond", "mainEntityOfPage": "https://marksmith.isg-research.net/business-continuity-through-experience-management-across-business-and-industries", "datePublished": "26/07/2020", "dateModified": "26/07/2020", "articleBody": "Over the past several months, I have discussed a wide range of topics that organizations must consider and appropriately prioritize to maintain business continuity during periods of upheaval. But sometimes it’s important to take a step back and reflect on a critical and recurring theme: experiences. The array of experiences across the workforce and business processes both inside and outside of the organization are an essential part of an organization’s success. Leadership must give these experiences the attention they deserve, and this requires visibility into operations and the tools to measure effectiveness, especially during black-swan events. Fulfilling this objective requires the programs, processes and technology designed to meet the needs of what is called experience management (XM). Unfortunately, organizations far too often neglect the need for continuous and high-quality experiences. This is why Ventana Research asserts that through 2021, one-half of organizations will realize that digital transformation investments have not met the organizational readiness requirements of business continuity, leading to a new focus on innovative digital technologies that more reliably sustain operations. The business continuity imperative requires that organizations make it a priority to examine essential business and technology areas that are often overlooked in the physical and virtual workplace but that make a meaningful impact on the organizational objectives. Leadership must not just support execution of business processes but ensure high-quality experiences by optimizing how and where work is conducted with critical constituents — customers, partners and suppliers — to provide products or services. Managing experiences in business processes is more difficult than it should be because existing applications are not designed to deliver the feedback and insights an organization needs to improve. Effective engagement to reach optimal outcomes requires a process that facilitates great experiences — that is, easy digital participation and collaboration for anyone involved with others in the organization. To provide experiences that exceed expectations, organizations require information that’s easy to access and act upon to optimize results. The sustainability of every organization hinges on effective experiences and technology investments that enable an organization to maximize its potential. Building Continuity with Experience Management Every organization should start by assessing all short- and long-term needs related to managing experiences and business continuity for the entire organization that may already be in place. No matter how an organization manages its experiences to achieve agility and skills that ensure readiness, to maintain business continuity it must continuously ensure experiences are effective and impactful. This is nearly impossible to accomplish from a tangle of surveys, forms and spreadsheets. Furthermore, organizations that haven’t yet unified experiences so that they’re managed in the cloud for continuous operations must make this an immediate priority. It’s difficult to maintain business continuity and do the optimization needed when experiences aren’t managed in a unified manner that ensures an acceptable level of resiliency. Organizations should embrace a culture of seamless digital experiences that encourage engagement to bolster more collaborative interactions across people, processes and systems. Organizations that have a Voice of the Customer (VoC) and Voice of the Employee (VoE) program are well on their way to understanding and optimizing experiences. Streamlining experience management is critical for success and this is impossible without high-quality, seamless digital experiences. In fact, Ventana Research asserts that by 2022, one-half of organizations will determine that the digital experiences they provide are not intelligent or automated and fall short in maintaining business continuity for organizational readiness, resulting in lost customers and workforce instability. Organizations must create excellent experiences to build a strong, forward-looking and agile enterprise. Success with business continuity is about more than just providing continuous electronic surveys, fishing for a better NPS score or assuming any one channel represents the totality of the experiences across an organization that can make a mistake when they manage from this vantage point alone. It’s not even about increasing levels of satisfaction and even sustaining those efforts in best and worst of times, under pressure and over time. Business success is about cultivating organizational readiness and ensuring that the organization has the agility to deliver expected outcomes. Experience Management should do more than just optimize the flow of operations — it should guide a path toward excellence in everything that the organization is focused on accomplishing. It should provide business insights using critical metrics that indicate the future health of the organization as well as the readiness of those performing work. An integrated portfolio of managing experiences requires specialized analytics that can assess interactions, sentiment around them and feedback after the fact, whether speech or text, in real-time or over time. The analytics also should be able to provide historical performance that leadership can then use to understand variances and target improvements. Many organizations depend on analytics but metrics that lack context and a dashboard alone are insufficient. The real value comes from applying machine learning to analytics to uncover challenges and opportunities for optimizing experiences and provide immediate guidance on business process and interactions. Machine-generated insights about the experience inside and to the outside of the organization must be easy to consume and use; some of the most accessible products use natural language and generate stories that can be read or heard and present the impact of potential plans in simple and actionable terms. The experience management system should be able to create effective notifications that place intelligence into the hands of the people involved the business process, not just after an interaction but in the moment when it matters. The experience management system should be able to create effective notifications that place intelligence into the hands of the people involved the business process, not just after an interaction but in the moment when it matters. I discussed this next generation of digital experiences in my recent perspective on how to use data and analytics to achieve organizational success. A strong focus on experiences can unify an organization’s efforts to not just sustain continuity but bring new value to business efforts. It’s more about optimizing engagement than administration. Optimizing experiences is more than just a nicety; it’s essential for every organization that looks to make the most of engagement and relationships across a workforce and with customers, partners and suppliers. Maintaining business continuity during challenging times means that an organization has the flexibility to adapt organizational priorities and rapidly align plans to reach expected performance. This effort is important whether the work environment is from home or on the front lines of a pandemic; organizations should seek to provide experiences that go beyond what the enterprise expects. Without an optimized and continuous set of processes dedicated to experience management, an organization won’t be able to elevate performance and reach their ultimate potential; I recently discussed why this is a critical part of your mission for business continuity and beyond. Digital Communications is Essential Managing experiences requires not just the right applications but ones that enable collaborative digital communications so leaders can make good decisions. Challenges such as a global pandemic or natural disasters demand digital communication across a distributed and most likely virtualized workforce; however, crises often shift priorities and engagement can suffer. Ventana Research asserts that through 2022, one-half of organizations will determine that their technology for unified communications is ineffective for meeting business continuity needs and falls short in the open communications requirements for secured and seamless interactions across devices and people. Organizations must ensure their digital communications can interoperate with the necessary applications and provide frictionless digital experiences and sensible processes that ensure high levels of engagement where experiences occur. This collaboration might be best addressed through conversational computing methods such as intelligent virtual agents (IVAs), which are smarter than most bots. This technology can rapidly respond to individual needs and can also streamline responses to exceptions and issues that inevitably arise. IVA should enable the collection of feedback to understand individuals’ participation in a range of roles and responsibilities. Engaging the workforce effectively requires that organizations examine virtual ways to optimize work management methods that best support business processes and experiences of those in the workforce. It’s important that an organization rally its digital communications efforts during a crisis such as a pandemic, because effectiveness in enhancing experience across business processes requires collaboration across the organization. To be effective, organizations should establish best practices and policies that guide improvement to business processes, enhancing virtual interactions with leaders and managers for business continuity. This includes the direct engagement with customers, partners and suppliers and with business leaders to manage contextual collaboration that helps achieve mutual objectives including those to manage experiences. And organizations must keep this axiom of business continuity in mind: Applications and systems for experience management must not just support digital communications but use it as part of managing experiences with the organization inside and outside of normal operations and in a secured manner. Experiences Matter Many organizations have managed the business processes that involve customers, marketing, operations, products, sales, subscribers and the supply chain across an array of business applications. However, few of these applications support a dedicated focus on optimizing experiences by providing an integrated and continuous toolset that can operate across a range of business processes for people inside and outside of the organization. A quality approach to managing experience requires the right technology, which currently we certainly don’t find in legacy feedback and survey tools, nor within ERP, CRM or CX suites of applications. Though the the “X” in CX stands for customer experience, both old and newer vendors have failed to provide the integrated and continuous approach for collecting and acting upon experiences that organizations require. It’s important that an organization make investments in supporting experience management that use an automated and intelligent approach — in other words, simplifying tasks, collaboration and facilitating easy examination of scenarios and potential outcomes. The current movement in technology towards a common platform can satisfy these needs, optimizing engagement and enhancing operations across the organization. One such example that I have written about is the importance of a Voice of the Agent (VoA) program that focuses on meeting the needs of agents, whose mission is to provide a quality customer experience. We assert that by 2023, one-fifth of organizations will establish a voice-of-the-agent (VoA) program, enabling them to ascertain agent satisfaction through analysis of interactions with and feedback from customers. Success here demands active engagement across the organization to provide visibility and the agility to adapt and improve in a volatile market climate. Organizations must improve experiences by assessing and prioritizing improvements to these processes to optimize engagement and readiness. Using the right technology is foundational to success and creates opportunities for breakthrough growth that far exceeds mere productivity improvements. The work-from-home and virtualized business efforts during a pandemic are a prime example of how most organizations were ill-prepared because business continuity planning was not a priority. Many organizations did not have the quantitative feedback on the needs and issues of the workforce, which is the foundation of human capital management (HCM) and for which I have outlined the steps to improvement. Sustainable growth requires better experiences, which are only possible when an organization is deliberate about the technology it uses to work collaboratively across the organization to optimize them. Our research suggests that this need to collaborate will also require that organizations embrace more sophisticated forms of collaborative computing so that people across business processes can capture, share and analyze interactions to guide effective actions and decisions. For this reason, we assert that by 2023, one-half of organizations will shift from email to messaging-based collaboration; one-third of those also will adopt digital forums to capture knowledge and improve organizational competencies. It is just as important in many industries to engage those outside the enterprise, particularly organizations across the supply chain, from suppliers, manufacturing and distribution partners to customers and partners. Organizations with a unified approach to experience management will find that it’s easier to achieve organizational agility when blended with digital communication platforms that are open and secure and that can help increase the velocity of engaging in and executing work. Organizations should also prioritize investments that enable more effective digital workforce experiences and therefore enhanced organizational readiness. Investments into dedicated applications for experience management is critical, especially during or following a pandemic, to ensure the continuity and engagement of the workforce. And clearly, organizations must be prepared to adapt and respond to business continuity priorities that can change in a daily basis. To do this organizations will need methods that use mobile devices to virtualize interactions with technology that supports workflow and robotic process automation (RPA) that can streamline to capture and provide feedback on experiences. Smart Investments Matter Organizations must consider whether investments in applications and technology support continuous visibility and optimization of experiences across the enterprise both inside and outside of corporate operations. It’s also critical that investments are built from a cloud-based experience management platform. Supporting these processes is significantly different than traditional survey or feedback procedures, which need not necessarily be continuous. The right technology includes a platform and applications that support the portfolio an organization needs across every line of business. Appropriate tools facilitate enterprise needs for a distributed — and during times of business continuity, virtualized — workforce and processes. Investments should do more than automate survey participation but should provide value to everyone involved as well as support business continuity. And this is why we assert that through 2023, one-third of organizations will initiate business continuity planning to realign the priority of technology investments required to operate seamlessly in a distributed and virtual manner in customer, product, supply chain and workforce processes. Smart investment requires an effective assessment of an array of applications and tools. A solid evaluation includes the following questions: Do your experience management technologies support the feedback and optimization needed for your enterprise across departments and processes? Do you have the experience management processes to optimize engagement and increase outcomes? Are you able to track and motivate feedback and provide insights to those engaged in business processes during a pandemic? Are you able to get feedback across channels such as phone, text and an IVA to gain immediate insight into needs and issues? Is your organization ready to manage engagement and measure how experiences impact performance? Can you assess the quality of interactions from text and voice across any channels to determine levels of experiences being provided? Are you able to have digital communications across the business process and experiences in the organization — and in a secured and governed manner? Can you integrate the external feedback from customers, partners and suppliers in a consistent manner that can identify challenges and issues inside the organization? Do you have the analytics and predictive indicators for experiences that are dynamically generated from machine learning? Are you able to collaborate about experiences in business process and garner structured feedback for optimizing engagement? A “no” answer to any of these questions indicates risk that could directly impact an organization’s potential with its experience management efforts. Every organization – no matter the industry, the number of its employees or the size – has an opportunity to significantly improve its continuous processes and provide excellent digital experiences. It’s critical that applications enable leaders and managers to adequately plan for and respond to needed changes, from black-swan events to meeting typical business continuity obligations. Organizations are unwise to even consider any investments that aren’t mobile-ready and powered with collaboration methods across the organization. We assert that by 2022, one-third of organizations will determine that their business applications are not suited to support their business continuity needs due to ineffective collaborative and mobile experiences, which are essential to operate seamlessly in a virtual environment. Every organization must ensure it have applications directly or can be embedded to operate on a mobile device and in a remote location, including from the couch and home office, so it can effortlessly capture feedback Organizations should be ruthless about any operation that is not being monitored and assessed for optimal digital experiences. While organizations have spent significant resources and efforts on digital transformation in the form of automation and efficiency improvements, a far more important consideration is whether those investments make a meaningful impact and can support a focus on organizational readiness and agility; adapting the workforce so it can achieve best possible experiences. Partner with Business Leaders The importance of teamwork among business leaders cannot be overstated when it comes to experience management and developing agility and responsiveness across the entire organization and its associated business processes. Optimizing processes where experiences occur is typically focused on the customer, which might be managed by the Chief Customer Officer (CCO). Those in this role are tasked with looking at the potential performance challenges and readiness of the organization to shift and meet customer objectives. Smart leaders in business have developed models to assess any risk variables that can impact the organization’s ability to reach its objectives, including the critical objective of business continuity. A successful experience-focused organization goes further, embracing collaborative and continuous operations in all aspects of its business, including agents, customers, employees, partners, products, sales, suppliers and overall operations, all of which are contribute to the health and performance of the business. A focus on Experience Management is the foundation of both executive and operational leadership but cultivating a direct relationship with the entire organization — which actually performs the work across business processes — is just as important for ensuring business continuity. Thus, the new role of a Chief Experience Officer’s role is to work across the entire business to create superior experiences for everyone involved with the organization. A successful experience-focused organization goes further, embracing collaborative and continuous operations in all aspects of its business, including agents, customers, employees, partners, products, sales, suppliers and overall operations, all of which are contribute to the health and performance of the business. The business leadership need to actively support working closely with their business leaders who manage the business processes and examine how to engage and improve experiences. Success requires effective engagement, not just fulfilling and responding to the requests but operational efficiency. Similarly, legacy investments into surveys to knit together a view of experiences and the processes that support them are don’t provide sufficient visibility into organizational readiness. Unfortunately, business leaders might not always be a partner, but this can be addressed through executive dialogue on business continuity to establish a clear understanding of the risks of not achieving expected outcomes. Business must lead and not be satisfied with just using surveys from employees and customers to support their needs. One example is partnering with heads of sales to examine if the selling experience is optimized and effectiveness. Dialogue with buyers and customers is a critical aspect of sales effectiveness, so understanding interactions and measuring sentiment can help sales professional achieve optimal outcomes. Technology vendors that provide Voice of Customer or Employee approaches have not done a great job marketing and selling their offering beyond articulating how they help business leaders in their respective areas and across the organization. Many of these vendors’ websites lack depth and connection to the lines of business and processes, thus needs often go unmet. This should not be an impediment for business, but an opportunity to help leadership develop a common approach that unifies their efforts with a common platform and applications that optimize across all peoples’ roles, the related processes and any external constituents with a common experience to maximize engagement. And of course, this effort should include continuous experience management that helps model and benchmark all aspects of the experience, especially the ones that address the broader needs of specific workforce roles and the connection to customers, partners and suppliers. By establishing a baseline of what you should have in an Experience Index (XI), through applying analytics and models, an internal benchmark can guide improvements across the specific areas. The ability to establish solid benchmarks can help foster the path to building a business case for investment. Executive teams and even boards of directors are responsible for ensuring that investments into these organizational processes will support current and future needs. Next Steps In times of crisis such as the current global health pandemic, when business continuity is a top priority, organizations mustn’t neglect digital investments into managing experiences, especially if it has not previously been a focal point of executive leadership or a team involved with these processes. A superior experience demands technology that can improve processes, productivity and the overall digital effectiveness of the business. Leadership that invests in managing experiences and related processes can have a profound impact on engagement and an organization’s ability to reach expected levels of responsiveness and performance. Ensuring optimal experiences is a shared responsibility across the entire business, and is impossible to do without leadership designed to optimize the engagement both inside and outside of the organization. This approach is not about technology for just feedback but providing insights that guide the actual engagement and interactions with the enterprise to meet their business needs. It’s about a dedicated approach that’s focused on the experiences and processes related to the specific areas of the business that includes agents, customers, employees, marketing, partners, products, sales, subscribers, suppliers, and relevant areas and processes unique to your industry. Even a focus on experiences with products, via digital or physical, are part of the mission to experience management and should be swiftly addressed. Antiquated methods such as one-off extensions to conduct surveys and place results in a dashboard are not designed for understanding one type of interaction beyond customer and employee feedback. Moreover, effective management of experiences requires far more than just the administration and tracking of surveys and they certainly don’t provide modern digital methods to understand and optimize experience. One-off technology approaches can also decrease productivity, diminish accountability and increase risk in not having a comprehensive enterprise-wide approach to experience management. It is critical that organizations, especially in times of duress, use business continuity as a driver to engage the business through the intelligent use of dedicated platform and systems, and thus should examine their investments in technologies. If you are not sure how to approach improving the digital aspects of your business needs and the focus on the experience — and thus engagement and outcomes — through the lens of business continuity, there are specific steps that every organization should take, similar to the steps outlined in my perspective on the imperative for digital innovation in business continuity. The effective use of digital technologies can reinvent experiences — for every participant no matter their relationship with the organization — requiring the right lens for a more comprehensive approach to support business continuity and not distract from it. Most organizations have realized this and are making it a priority to be more prepared. We assert that by 2022, after a decade of concerted efforts in digital transformation, one-half of organizations will not have established business continuity as an investment priority and will not be prepared to operate in a future pandemic or crisis, which will lead to increased operational risks. To achieve business continuity, optimize underlying processes to embrace experience management and the dedicated applications for business-wide efforts and your organization. This can have an immediate impact on top- and bottom-line results and reflects the priority you place on your experiences. Once your organization has an effective approach then ensure that the digitally secure and open communications, along with the right unified tools – the collaboration is an essential part in delivering an optimal experience – you can be assured that your organization is built to last. Ensure that existing and future application investments are designed for effective engagement and a fantastic work experience, not just for automation and efficiency. The experience is much more than just the digital or the user experience (UX) of your existing applications but the ones that are designed for how the process and interactions between people operate. Every experience matters, including the internal ones in your organization dedicated to all people and processes. The entire executive team — the CEO’s staff, the CMO, CFO, CIO, CCO, COO, CRO, CPO, and the Chief Digital or Innovation Officers— should be aware of the strategy and plans for optimizing experiences. They should look to a new CXO called the chief experience officer, who is focused on optimizing people and processes for future performance through increased effectiveness. Organizational leadership needs to ensure they embrace the discipline it entails. The future depends on the active involvement of those who see building sustainable experiences as fundamental to business continuity as well as the agility and readiness of the entire workforce. Determining your path forward for 2020 and beyond requires an effective strategy that sustains business continuity and exceeds expectations. Make sure you are using applications and a platform that can truly provide an optimal digital experience that’s focused on organizational effectiveness through readiness and engagement, and sustainable long-term relationships. Regards, Mark", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Images/Research_Agendas/Research_Assertions/2020/Business%20Continuity/Business_Continuity_7_200418.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-research.net/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.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 Business Continuity Imperative: The Continuous Planning Experience and Organizational Agility in 2020 and Beyond", "mainEntityOfPage": "https://marksmith.isg-research.net/the-business-continuity-imperative-the-continuous-planning-experience-and-organizational-agility-in-2020-and-beyond", "datePublished": "19/07/2020", "dateModified": "19/07/2020", "articleBody": "Business planning is an essential part of an organization’s focus on its future performance and overall potential because it ensures continuous operations, even in black-swan events. Planning across the entire organization needs to be a critical priority and leadership should give it the attention it deserves. In challenging times, a focus on execution tends to take hold — this is not unreasonable but in focusing on satisfying immediate customer and workforce needs and putting out fires, business leaders too often forget that forward-looking continuous planning is essential to achieving desired outcomes. Fulfilling this objective requires technology designed to meet these needs for every business process in the organization. Operating under duress during a crisis such as a global pandemic and achieving business continuity is a challenge for any organization’s skillset, particularly if digital transformation investments did not make it to business areas that needed it most. Unfortunately, far too often organizations neglect the need for continuous, long-term planning. In fact, Ventana Research asserts that through 2021, one-half of organizations will realize that digital transformation investments have not met the organizational readiness requirements of business continuity, leading to a new focus on innovative digital technologies that more reliably sustain operations. The business continuity imperative requires that organizations make it a priority to examine essential areas that are often overlooked in the physical and virtual workplace but that make a meaningful impact on the organizational objectives. One such business area is planning — leadership must support not just business processes but the need for planning across the organization, from its workforce and the customers it services to the products it develops and provides. Managing the planning experience and continuous planning processes in a simple yet sophisticated manner is not as easy as it should be because many existing applications were not designed to enable quick and easy participation. Nor do they provide insights from what the plan reveals to guide actions and decisions. Effective engagement with planning requires a process that facilitates easy digital participation and collaboration no matter the participant’s location or device being used. It’s critical that organizations provide a planning experience that exceeds expectations, and this requires information that is easy to update and simple to get personalized information from in return. The sustainability of every organization hinges on an effective planning experience and technology investments that enable it to be interactive and valuable to individuals and the organization. Building Continuity with Continuous Planning Every organization should start by assessing all short- and long-term needs related to continuous planning and business continuity for the entire organization that may already be in place. No matter how an organization manages its business planning to achieve agility and the knowledge and skills for ensuring readiness — whether from a dedicated approach such as a planning application and platform, or worse, from a tangle of spreadsheets — it must continuously improve the planning experience and must also ensure it is integrated and effective. We assert that by 2022, only one-third of organizations will have deployed an integrated business planning platform that is collaborative and intelligent across operations. Furthermore, organizations that haven’t yet unified business planning to the cloud for integrated and continuous operations must make this an immediate priority. It’s more difficult to prepare for the readiness of the workforce and do the planning needed when it’s not managed in a unified manner that ensures an acceptable level of resiliency for business continuity. It is essential to go beyond conventional wisdom; applications in the cloud and mobile access are basic steps in digital transformation, but that doesn’t mean that everything will be just fine, or that an organization will have the agility the market requires. We have all witnessed the peril of this mindset. Many current approaches require significant improvement in processes and technology to support effective continuous planning. Organizations should embrace a culture of planning that encourages engagement —through digital efforts — to bolster more interactive collaborative experiences. Doing this requires more intelligent, streamlined and automated planning processes so that every level of the workforce can engage and contribute effectively to objectives. Streamlining planning processes is critical for success and this is impossible without high-quality, seamless digital experiences. In fact, Ventana Research asserts that by 2022, one-half of organizations will determine that the digital experiences they provide are not intelligent or automated and fall short in maintaining business continuity for organizational readiness, resulting in lost customers and workforce instability. Organizations must effectively initiate a planning experience that’s resilient in order to build a strong, forward-looking and agile organization. Success with business continuity is about more than just providing continuous planning and assuming the workforce understands what to do and how to manage operations. It’s also not just about increasing levels of performance and even sustaining those efforts in best and worst of times, under pressure and over time. Business success is about cultivating organizational readiness and agility that delivers expected outcomes. A clear understanding of business planning requires a platform that can manage to performance — roles, responsibilities and processes across the organization, no matter the line of business. In addition, organizations should seek a platform that enables them to manage and achieve goals and desired results. Planning should do more than just optimize productivity in operations — it should guide a path toward excellence in everything that the organization is focused on accomplishing. It should provide business insights from critical metrics that indicate the future health of the organization as well as the readiness of those performing work. A integrated portfolio of critical business analytics should provide a baseline of the historical performance across the organization that leadership can then use to understand variances and target improvements. Many organizations depend on analytics but metrics that lack context and a dashboard alone are insufficient. The real value comes from applying machine learning to analytics to uncover challenges and opportunities for improvement and provide immediate guidance in the planning process and recommendations for resolution. Machine-generated insights about the business must be easy to consume and use; some of the most accessible products use natural language and generate stories that can be read or heard and present the impact of potential plans in simple and actionable terms. The planning system should be able to create effective notifications that place intelligence into the hands of the people in the planning process that matter. I discussed this next generation of continuous planning that focuses on the digital experience in my recent perspective on how to use data and analytics to achieve organizational success. A strong focus on the planning experience can unify an organization’s efforts to not just sustain continuity but bring new value to business efforts. It’s more about engagement than administration. Optimizing the planning experience is more than just a nicety; it’s essential for every organization that looks to make the most of engagement and relationships. Maintaining business continuity during challenging times means that an organization has the flexibility to adapt organizational priorities and rapidly align plans to reach expected performance. This effort is important whether the work environment is from home or on the front lines of a pandemic; organizations should seek to provide a planning experience that goes beyond what the enterprise expects. Without an optimized continuous planning process, an organization won’t be able to elevate the planning experience; I recently discussed why this is a critical part of your mission for business continuity and beyond. Digital Communications is Essential Managing planning experiences requires not just the right applications but ones that enable collaborative digital communications so leaders can determine relevant actions and make decisions. Challenges such as a global pandemic or natural disasters demand digital communication across a distributed and potentially virtualized workforce; however, crises often shift priorities and engagement can suffer. Being collaborative in planning and responsive in communications is crucial and organizations must design a program and technology that’s comprehensive across all channels and valuable to all parties. This is what resiliency and business continuity is all about. Ventana Research asserts that through 2022, one-half of organizations will determine that their technology for unified communications is ineffective for meeting business continuity needs and falls short in the open communications requirements for secured and seamless interactions across devices and people. Organizations must ensure their digital communications can interoperate with the necessary applications and provide digital experiences that help engage the organization directly in the planning processes to ensure high participation. Organizations must enable digital collaboration among all parties in the workforce involved in the planning processes to reduce friction and optimize performance. This collaboration might be best addressed through conversational computing methods such as intelligent virtual agents (IVAs), which are smarter than most bots, to rapidly respond to individual needs and can also streamline responses to exceptions and issues that inevitably arise. Engaging the workforce effectively requires that organizations examine virtual ways to optimize work management methods that best support planning processes. It’s important that an organization rally its digital communications efforts during a crisis such as a pandemic, because effectiveness in enhancing planning processes requires collaboration across the organization. To be effective, organizations should establish best practices and policies that guide improvement to planning processes, enhancing virtual interactions with leaders and managers for business continuity. This includes supporting direct engagement with finance and business leaders to manage contextual collaboration towards mutual objectives. And organizations must keep this axiom of business continuity in mind: Applications and systems for planning must support digital communications with the organization outside of normal operations and in a secured manner. Planning Experiences Matter Many organizations have managed the planning processes as they have finance, operations, sales, and the supply chain — across an array of business applications. However, few of these applications support a dedicated focus on optimizing planning by providing an integrated and continuous planning experiences across a range of business processes. A quality planning experience requires the right technology, which currently we don’t find in legacy budgeting and planning applications, or even in most of the current ERP approaches. Though the P in the acronym ERP stands for planning, these applications, both old and new, have failed to provide the integrated and continuous planning that organizations require. It’s important that an organization make investments into supporting continuous planning technology that uses an automated and intelligent approach, simplifying participation, related tasks and activities and examination of scenarios and potential outcomes. The current movement in planning technology can help enhance the digital and virtual needs using a common platform that can author and support planning endeavors to optimize engagement across the organization. One such example is revenue planning, where there’s collaboration across many business areas. Success here demands the active engagement of finance, sales, marketing, customer service and operations to provide visibility and methods to adapt to a volatile market climate. Organizations must improve planning experiences by assessing and prioritizing improvements to these processes to optimize engagement and readiness. Using the right technology is foundational to success and creates opportunities for breakthrough growth that far exceeds mere productivity improvements. The work-from-home and virtualized workforce efforts during a pandemic is a prime example of how most organizations were ill prepared because business continuity planning was not a priority. Sustainable growth requires better planning experiences, which are only possible when an organization is deliberate about the technology it uses to work collaboratively across the organization. Our research suggests that this need to collaborate will also require that organizations embrace more sophisticated forms of collaborative computing so that people across business processes can share and capture knowledge that can be used to guide effective actions and decisions. For this reason, we assert that by 2023, one-half of organizations will shift from email to messaging-based collaboration; one-third of those also will adopt digital forums to capture knowledge and improve organizational competencies. It is just as important in many industries to engage those outside the enterprise, particularly organizations across the supply chain, from suppliers, manufacturing and distribution partners to the input into forecasts from the demand chain of customers and partners. Unifying the traditional forms of supply chain planning with sales and operations planning can bring the value of orchestrating changes to the continuous plan, even those hourly and daily decisions that impact the medium-term monthly and quarterly plans. Organizations with a unified approach will find that it’s easier to achieve organizational agility when blended with digital communication platforms that are open and secure and that can help increase the velocity of engaging in and executing work. Organizations also should prioritize investments that enable more effective digital workforce engagement in continuous planning to ensure organizational readiness. Investments into dedicated applications for planning processes are critical, especially during or following a pandemic, to ensure the continuity and performance of the workforce. And clearly, organizations must be prepared to adapt and respond to business continuity priorities that can change in a daily basis. To do these organizations will need methods that use mobile devices to virtualize interactions with planning and technology that supports workflow and robotic process automation (RPA) that can streamline continuous planning. Smart Investments Matter Organizations must consider whether investments in applications and technology that support continuous planning and related experiences and that can be utilized across the enterprise both inside and outside of corporate facilities. It’s also critical that investments are built from a cloud-based planning system. Supporting the planning process is significantly different than traditional analytics or budgeting processes, which need not necessarily be continuous. The right planning technology includes a platform and applications that support the portfolio an organization needs across every line of business to facilitate the enterprise needs for a distributed — and during times of business continuity, virtualized — workforce. Investments should do more than automate the efficiency of participation in planning but should provide value to individuals and help guide potential actions and decisions needed for reaching performance expectations and that supports business continuity. And this is why we assert that through 2023, one-third of organizations will initiate business continuity planning to realign the priority of technology investments required to operate seamlessly in a distributed and virtual manner in customer, product, supply chain and workforce processes. Smart investment requires an effective assessment of an array of applications and tools. A solid evaluation includes the following questions: Do your planning technologies support the engagement and experiences needed for your enterprise across departments and processes? Do you have the planning processes to optimize experiences and increase business performance? Are you able to track and motivate engagement and provide insights to those in the planning process during a pandemic? Do you utilize an IVA to provide immediate response to planning needs and issues? Can you manage your organization readiness to manage engagement and performance targets in planning? Are you able to have digital communications across the planning process in the organization — and in a secured and governed manner? Can you integrate the external economic and workforce data into the models and planning systems that can be used across the organization? Do you have the analytics and predictive indicators that are integrated into the planning processes? Are you able to collaborate within the planning process and garner input into the scenarios and actions that are essential for optimizing performance? A “no” answer to any of these questions indicates risk that could directly impact an organization’s potential with its planning efforts. Every organization, no matter the industry, the number of its employees or the size, has an opportunity to significantly improve its continuous planning processes and provide excellent digital experiences. It’s critical that a planning application enable leaders and managers to adequately plan for and respond to needed changes, from black-swan events to meeting typical business continuity obligations, which my colleague has discussed. Organizations are unwise to even consider any investments that aren’t mobile-ready and powered with collaboration methods across the organization. We assert that by 2022, one-third of organizations will determine that their business applications are not suited to support their business continuity needs due to ineffective collaborative and mobile experiences, which are essential to operate seamlessly in a virtual environment. Every organization must ensure it has planning applications that can operate on a mobile device and in a remote location, including from the couch and home office, where the review and participation should be simple and effortless. Organizations should be ruthless about any operation that impairs the planning processes and related digital experiences. While organizations have spent significant resources and efforts on digital transformation in the form of automation and efficiency improvements, a far more important consideration is whether those investments make a meaningful impact on planning and simulations required and can support a focus on organizational readiness and agility that can adapt the workforce so it can reach best possible performance expectations. Partner with Finance and Planning Leaders It’s difficult to overstate the importance of teamwork needed with business and finance leaders when it comes to planning and developing agility and responsiveness across the entire organization and associated business processes. The focus on planning processes is typically managed by the Chief Financial Officer (CFO) or a new role evolving called the Chief Planning Officer. Those in this role are tasked with looking at the potential performance challenges and readiness of the organization to shift and meet the objectives. In one way or another this is all related to costs and margins that are part of business and financial planning and adapting to meet performance needs. Smart finance organizations have developed models to assess any risk variables that can impact the organization’s ability to reach its financial objectives, including the critical objective of business continuity. A successful planning-focused organization goes further, embracing it to be collaborative and continuous operations in all aspects of their business, including finance, operations, customer service, sales, supply chain, marketing and partners, all of which are responsible for contributing to health and performance of the business. A focus on continuous planning is the foundation of both finance and operational leadership, but cultivating a direct relationship with the entire organization — which actually performs the work across business processes — is just as important for ensuring business continuity. Thus the Chief Planning Officer’s role is to work across the entire business to achieve the level of performance from the people and processes of the organization. The CFO and finance leadership need to actively support working closely with their business leaders who manage the business processes and examine how to engage and improve the planning experience. Success requires engagement, not just fulfilling and responding to the requests for the financial plan but for the entire organization with operational efficiency. Similarly, legacy investments into ERP, whether on-premises or in the cloud, to knit together planning processes is insufficient, especially when it comes to the agility and readiness of the workforce. Business leaders want finance to become more strategic and partner more closely to help them work as a team more effectively. Our research confirms that nine out of 10 executives say they want their finance organization to be a strategic partner to their company, but by 2023 fewer than 25 percent of finance organizations will evolve into this role. Unfortunately, finance might not always be that strategic partner, but this can be addressed through executive dialogue on business continuity and the direct correlation to the risks in not achieving expected outcomes needed for achieving financial performance. Finance must lead and not be satisfied with just using internal data to support their continuous planning needs. External data such as economic forecasts can indicate potential risks for particular industries, geographies and roles across the enterprise. The economic data can also help provide guideposts to sales, marketing, operations and supply chain, which at least in theory have a more holistic view of the market and risks they might be facing. This type of external data should not just provide the historical context but should include predictive indicators that are built from sophisticated analytics and machine learning designed by knowledge data scientists and those who have expertise in economics. Technology vendors that provide planning have not done a great job marketing and selling their offering beyond the office of finance or articulating how they help business leaders in their respective areas and across the organization. These websites lack depth and connection to the line of business areas and processes that have specific planning needs that go unmet. This should not be an impediment for finance, but an opportunity for helping garner leadership to develop a common approach that unifies their efforts with a common platform and applications that optimize the planning processes with a common experience to maximize engagement. And of course, this effort should include continuous workforce planning that helps models and benchmark all aspects of the workforce from the entire work lifecycle and especially the compensation needed from recruiting to retention. Using another form of external data that is extremely important in continuous planning is in the form of compensation and workforce benchmarks that provide context to guide future operating budgets that are part of financial planning. This step using benchmarks will also help finance leaders better address pay equity in a more methodical way. Executive teams and even boards of directors are responsible for ensuring that investments into the planning processes with the organization will support the needs of today and in the future. Next Steps In times of crisis such as the current global health pandemic, when business continuity is a top priority, organizations mustn’t neglect digital investments into continuous planning, especially if it has not previously been a focal point of executive leadership or a team involved with these related processes. A superior planning experience demands technology that supports processes that improve productivity and the overall digital effectiveness of everyone involved in the process. Leadership that invests in managing planning and related processes can have a profound impact on engagement and an organization’s ability to reach expected levels of responsiveness and performance expectations. Continuous planning is a shared responsibility across the entire business, and impossible to do without leadership designed to optimize the engagement and experience of planning across the enterprise. This approach is not about technology for analytics but providing insights that guide the actual engagement and interactions with the enterprise to meet their planning needs. It’s about a dedicated approach to continuous planning that’s focused on the experiences and processes related to the specific areas of the business that includes finance, operations, customers, products, sales, marketing, supply chain and relevant processes unique to your industry. Antiquated methods such as one-off extensions to an ERP system are not always designed for the engagement beyond finance. Moreover, effective planning requires far more than just the administration and tracking of input for budgeting purposes and they certainly don’t provide a modern planning experience. One-off technology approaches can also decrease productivity, diminish accountability and increase risk in not having a comprehensive enterprise wide approach to planning. It is critical that organizations, especially in times of duress, use business continuity as a driver to engage the business through the intelligent use of planning systems, and thus should examine their investments in technologies. If you are not sure how to approach improving the digital aspects of your business needs and planning experience — and thus engagement and performance — through the lens of business continuity, there are specific steps that every organization should take, similar to the steps outlined in my perspective on the imperative for digital innovation in business continuity. The effective use of digital technologies can reinvent the planning experience — for every participant no matter their relationship with the organization — requires the right lens that can support business continuity and not distract from it, which can ensure a more comprehensive approach. Most organizations have realized this and are making it a priority to be more prepared. We assert that by 2022, after a decade of concerted efforts in digital transformation, one-half of organizations will not have established business continuity as an investment priority and will not be prepared to operate in a future pandemic or crisis, which will lead to increased operational risks. To achieve business continuity, optimize underlying planning processes and dedicated applications for your organization as well as for your overall business-wide efforts. This can have an immediate impact on top- and bottom-line results and reflects the priority you place on your planning experience. Once your organization has an effective approach then ensure that the digitally secure and open communications, along with the right unified tools as the collaboration is an essential part in delivering an optimal planning experience, you can be assured that your organization is built to last. Ensure that existing and future planning applications investments are designed for effective engagement and a fantastic work experience, not just for automation and efficiency. The planning experience is much more than just the digital, or the user experience (UX) of your existing applications but the ones that are designed for the process itself and the relationship with the processes focused upon. Every worker matters as does the internal team in your organization dedicated to designing the processes that support them. The entire executive team — the CEO’s staff, the CMO, CFO, CIO, CCO, COO, CRO, CPO, and the Chief Digital or Innovation Officers— should be aware of the strategy and plans for optimizing planning. They should look to a new CPO and the chief planning officers who are focused on optimizing people and processes for future performance. Organizational leadership needs to ensure they embrace planning and the discipline it entails throughout the organization. The future depends on the active involvement of those who see building sustainable planning experiences as fundamental to business continuity and determining the flexibility to prepare for the agility and readiness of the entire workforce. Determining your path forward for 2020 and beyond requires an effective strategy and an understanding of how to best sustain the required business continuity for your organization. We also have our benchmark research in business planning that is also continuous and will help provide more education and insights to all our improvement. We would be honored to have you take the business planning survey. Make sure you are using planning applications that can truly provide an effective digital experience that’s focused on engagement and sustainable long-term relationships for organizational agility. Regards, Mark", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Images/Research_Agendas/Research_Assertions/2020/Office%20of%20Finance/Ventana_Research_2020_Assertion_Office_of_Finance_2.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-research.net/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.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 Business Continuity Imperative: The Selling Experience and Sales Performance Agenda", "mainEntityOfPage": "https://marksmith.isg-research.net/the-business-continuity-imperative-the-selling-experience-and-sales-performance-agenda", "datePublished": "17/05/2020", "dateModified": "17/05/2020", "articleBody": "Sales plays a lead role in the revenue and growth of every organization. Whether the selling is direct or indirect, what happens in the sales department has ramifications that are perilous to underestimate. The imperative to maintain business continuity becomes painfully clear in a global pandemic, and that imperative demands that organizations cultivate sales excellence. This effort should start with leadership and engage sales operations, management and professionals with the objective of building customer relationships that can survive the test of time. The health of a sales organization hinges on an effective selling experience, and this requires technology investments that enable leaders to not just manage sales performance but help inspire it every single day. Building Sustainable Success Organizations should begin by assessing the short- and long-term business impact of all sales engagement efforts as well as how the selling experience is linked to sales performance. It is important to go beyond traditional sales enablement and examine the extent to which the sales experience encourages engagement that bolsters sales performance. Organizations require better intelligence and more streamlined automation in the selling process and leading vendors have responded with a new and modern set of applications and technology designed to enable virtual and digital selling that’s aligned to support sales. A sales organization’s relationship with its customers will continue to determine its success in the months and years ahead. And building connections and relationships with today’s customers is impossible without high-quality, seamless digital experiences. In fact, Ventana Research asserts that by 2022, one-half of organizations will determine that the digital experiences they provide are not intelligent or automated and fall short in maintaining business continuity for organizational readiness, resulting in lost customers and workforce instability. Sales success is about more than just attaining quarterly or annual quotas — it’s about sustainability and a sales team’s ability to operate under pressure over time and rise to the demands of business continuity. A selling experience imperative unifies an organization’s efforts to ensure sustainability through the best and worst of times, and should provide continuity and engagement that exceeds buyers’ expectations at every interaction. Optimizing the selling experience is more than just a nicety; it’s essential for every organization that looks to optimize sales engagement and customer relationships. Streamlining lead-to-close efforts with sales enablement tools and applications such as contract, price and quote (CPQ) and contract lifecycle management (CLM) does not by itself mean a sales organization is enabling a superior selling experience. Organizations require more effective sales enablement, which is why we assert that by 2022, one -half of sales organizations will lack an effective selling environment to motivate buyers to collaborate on purchasing products and services. The challenge with the majority of sales organizations is understanding which sales enablement technologies go beyond automation and efficiency improvements to improve the experience and guide more effective engagement. In cases where the product can be visualized, extended reality (XR) technology can virtualize and augment the buying and selling experience, significantly enhancing engagement and often answering their questions without losing valuable time on a phone call. Using this digital technology can also be essential as it should be integrated with CPQ and digital commerce systems to streamline access and decrease time to gaining the confidence from the buyer. In times of crisis such as the current global health pandemic, when business continuity is a top priority, organizations mustn’t neglect the selling experience, especially if it has not previously been a focal point of sales leadership or the executive team. The selling experience is not just about tools and processes that improve sales’ efficiency but management that supports the sustainability of sales performance. How sales leadership manages quotas and territories can establish the tone of the relationship with the sales team and can have profound impact on individuals’ ability to reach goals and earn incentives. Clear Communication is Key Challenges such as a global pandemic demand active dialogue and clear communication across the sales organization, however, crises often have the opposite effect. Ad-hoc communications about changes in strategy or incentives and discounts are easily misinterpreted and can hamper effective management and sales operations. Furthermore, working out of a home office with limited outlets and otherwise routine after-work and weekend activities can challenge the mental health of any worker, including a seller. To maintain confidence and trust in the organization, sales leadership and managers must communicate goals and changes in strategy with this context in mind. Carrying on as if business is usual or, worse, sending haphazard and unclear communications will severely diminish chances of success. To operate effectively sales organizations must be able to provide digitally secure and open communications to collaborate with buyers and potential customers on products and services. Ineffective communication creates friction that can lead to frustration, especially when the applications do not seamlessly support mobile technology. Sales organizations must ensure their communications and applications provide mobile experiences that help support sales interactions with buyers. We assert that by 2022, one-third of organizations will determine that their business applications are not suited to support their business continuity needs due to ineffective collaborative and mobile experiences, which are essential to operate seamlessly in a virtual environment. Engaging a sales organization in new, virtual ways is essential to enacting selling methods that best represent the organization’s values and optimize interactions with buyers and potential customers. While it’s important that an organization rally its sales efforts during a crisis such as a pandemic, trust in a sales organization is based on sincere interactions and a sales organization’s ability to deliver continuous value. This requires more than simply increasing the velocity of communications. To be effective, an organization should establish best practices and policies that guide selling experiences and interactions with buyers — whether the relationship is direct or indirect. Applications and systems must enable communications outside of normal operations. And importantly, sales organizations should engage in active coaching and measure the experience at every buying touchpoint by soliciting feedback and monitoring sales to accurately determine challenges and opportunities. Experiences Matter Many organizations have managed to optimize their direct and indirect sales by focusing more on the sales process and less on the selling experience and performance outcomes. It’s important that an organization make investments into better supporting digital interactions with buyers, from emails and calls to meetings and pipeline creation. However, these efforts are rarely differentiators that create opportunities for breakthrough growth compared to productivity improvement. Sustainable growth is only possible when the organization goes beyond sweet talk to demonstrate to buyers and potential customers value in what’s possible. The seller-buyer relationship is not a “one-and-done” situation; an organization must foster memorable interactions and meaningful digital engagement. These selling experiences require digital and video collaboration that can foster the sales relationship in the most personal manner and best replace what might have been done at events that during a pandemic are not possible. These selling experiences require digital and video collaboration that can foster the sales relationship in the most personal manner and best replace what might have been done at events that during a pandemic are not possible. Any meaningful sales interaction with buyers should be examined where educational digital content can be provided to inform and guide buyers to potentially help them professionally and not just organizationally. Organizations should examine the buyer’s experience with the seller related to the interested products and services and provide information that can best represent the product experience and what can be provided from a modern product information management (PIM) system. Organizations should prioritize investments that will yield continuous insights on the buyers sentiment. Namely, if an organization is unable to capture and monitor interactions and feedback from sellers and buyers, then it’s probably missing the insights they require to effectively coach the sales team and improve performance. Continuous feedback from sales and buyers provides visibility into the dynamics that determine an organization’s revenue potential. Sales organizations should seek to establish a Voice of the Sales (VoS) program with a set of processes and technology that uses sales feedback and sentiment along with analytics and machine learning to help them better understand and optimize sales performance. VoS processes and applications provide insight into actual selling experiences using feedback across every interaction to guide improvement. Furthermore, sales organizations that lack a quality VoS program demonstrate a lack of commitment to — and investment in — the buying and selling experience. Buyers provide the most honest feedback at the time of the interaction and a failure to capture these sentiments significantly hinders an organization’s understanding of seller and buyer satisfaction and its effect on the overall customer experience. If your executive team looked at the feedback and sentiment from your sales team and buyers sharing their interactions on Glassdoor, would you be pleased with what they would have to say? Will your sales team share their negative selling experience sentiments with your organization and impact your employee experience? What is the impact to the future customer experience? I outlined the importance of providing an excellent customer experience in a previous perspective on the mission of a customer experience program. It’s impossible to separate the customer experience from the selling experience, which in turn is inextricable from the selling experience. Merely stating a commitment to the selling experience is not enough to meet revenue expectations, let alone to establish mutual confidence in the sustainability of the sales organization. Similar to an organization’s roadmap for its products and services, a roadmap for placing more intelligence into buying and selling experiences for optimizing sales performance reflects an organization’s investments and priorities to ensure business continuity. Smart Investments Matter Organizations must consider whether investments in applications that support sales enablement — from providing insights to coaching and managing accounts, products and services — align to sales performance expectations. Investments should do more than automate tasks. We at Ventana Research assert that by 2022, one-half of sales organizations will plan to replace applications with more intelligent ones that manage and optimize sales performance. Smart investment requires an effective assessment of an array of sales applications. An assessment should include the following questions: Do your sales applications enable leadership and operations to work closely with managers to coach and motivate sales professionals? Are you able to have digitally secure and open communications to collaborate between your sales professionals and the buyers and customers? Can you monitor and coach your sales professionals based on their actual conversations and experiences with buyers? Have you performed resiliency testing to ensure all sales applications and processes can operate efficiently in suboptimal conditions? Do you have optimal product information that is easily assembled for buyers? Are you able to collaborative and digitally configure and quote deals efficiently? Do you have the price management methods, not only to optimize deals to close but also to achieve revenue and margin targets? Can you intelligently reconfigure your territories based on sales potential and performance and potential scenarios based on resources in the future? Do you have the ability to assess your sales capacity and resources, and then plan to adapt and hire resources to maximize your sales territory potential? A “no” answer to any of these questions indicates risk that could directly impact a sales organization’s revenue potential. Every organization, no matter the industry, the number of its customers or the size of its sales organization, has an opportunity to significantly improve the selling experience and sales performance. Furthermore, sales applications should do more than just enhance the selling experience and provide insights into sales performance. It’s critical that an application enable sales leaders and managers to adequately plan for and adapt to changes in territory and quotas based on the capacity and resources available. This continuous exercise is a shared responsibility, and impossible to do without linking actuals to the plan to determine the impact of changes. Antiquated methods such as spreadsheets are clumsy, error-prone and not designed for modern, collaborative business processes. They are difficult to operate, diminish accountability and increase risk. It is critical that sales organizations, especially in times of duress, use business continuity as a driver to improve sales planning and intelligent use of analytics and thus examine their investments in sales performance management. Just as important is to provide managers and sales professionals the ability to instantaneously assess and plan their sales activity to the performance of their quota and territory they are being held accountable and what compensation in the form of commission, incentives and rewards they might earn. We assert that by 2022, only one-half of sales organizations will have made the commitment to embrace sales performance management to guide leadership and operations. Partner with Finance It’s difficult to overestimate the importance of teamwork between sales and finance when it comes to the revenue potential and the sustainability of the sales organization. This focus on revenue has inspired the role of Chief Revenue Officer to look beyond just the direct sales organization at how an organization can monetize products and services, and even subscriptions, all of which can contribute to its financial performance. Smart finance organizations have developed revenue risk models that assess variables that can impact the sales organization’s ability to achieve plans, quotas and targets. A successful sales organization goes further, embracing collaborative and continuous planning for all aspects of sales, from the pipeline and forecast, quotas and territories to capacity and resources, compensation, commissions and incentives. A successful sales organization goes further, embracing collaborative and continuous planning for all aspects of sales, from the pipeline and forecast, quotas and territories to capacity and resources, compensation, commissions and incentives. Sales planning demands continuous refinement and seamless collaboration within and beyond sales that increases the potential in achieving sales performance goals. A focus on revenue is the foundation of both finance and sales, but the “softer side” of the relationship with the sales organization is just as important for ensuring business continuity and a sustainable relationship between sales and finance as well as sellers and buyers. The CFO, finance and sales leaders must also actively engage with HR leadership to ensure recruitment and retention in the sales organization. Keeping top talent requires insights on benchmarked compensation and pay equity issues that, left unaddressed, could lead to negative sentiment through the sales organization and even publicly impacting recruitment efforts from tarnished reputation. Keeping good sales talent is essential but attracting new sales talent and optimizing onboarding and ramp time requires effective sales planning across your capacity and resources. The CFO and finance leadership need to actively support sales and take time to examine potential improvements and investments. Success requires engagement, not just fulfilling requests for an update on projected sales forecasts or inputs to the plans. Similarly, past investments into SFA and CRM tools to aid selling and manage and pay on incentive plans are insufficient. For this reason, we assert that by 2023, one-half of chief revenue officers will find their existing SFA technology inadequate to optimize territories and accounts and accounts to meet the quotas required to achieve maximum revenue potential. Unfortunately, finance often doesn’t adequately understand most of sales’ applications nor the value they provide, and these vendors have not done a great job marketing and selling their products to the office of finance. This should not be an impediment for finance, but an opportunity for sales leadership and operations to develop a working plan that unifies their efforts with common applications and systems that optimize the selling experience and enable sales performance management. And one that should include the intersection with price and revenue management that ensure maximum return from all sales efforts. Sales and finance leaders must work more closely together than ever before and focus on not just the annual plan or quarterly quota levels, but the information, technology and processes the sales team uses every day of the year. Executive teams and boards of directors are responsible for ensuring investments into the selling experience and sales performance management that will support sales needs today and in the future. Next Steps If you are not sure how to approach improving the selling experience and sales performance through the lens of business continuity, there are specific steps that every organization should take, similar to the steps outlined in my perspective on the imperative for digital innovation in business continuity. The use of digital technologies to reinvent the selling experience — from the outside in and from the inside out — requires the right lens that can support business continuity and not distract from it, which can ensure a more comprehensive approach. Most organizations have realized this and are making it a priority to be more prepared. We assert that by 2022, after a decade of concerted efforts in digital transformation, one-half of organizations will not have established business continuity as an investment priority and will not be prepared to operate in a future pandemic or crisis, which will lead to increased operational risks. To achieve business continuity, optimize underlying processes and technology for your sales organization along with the buyers and customers who they interact with. This can have an immediate impact on top- and bottom-line results and reflects the priority you place on your sellers. Once your organization has an effective program and processes with leadership committed to delivering an optimal selling experience, you can be assured that the relationship is built to last. Ensure that existing and future sales enablement investments are designed for the selling experience, not just for automation and efficiency. Every sales-to-customer relationship matters, no matter what role it plays in your sales process and growth. The entire executive team — the CEO’s staff, the CMO, CFO, CIO, COO, CHRO and the Chief Revenue Officer — should be aware of the strategy and plans for optimizing selling experiences. Sales leadership needs to ensure they embrace sales performance management and the discipline it entails throughout the sales organization. The future of sales depends on the active involvement from finance and HR as they strive to optimize performance. Achieving this requires investment and active, working relationships between finance, HR and the chief sales or chief revenue officer. Determining your path forward for 2020 and beyond requires an effective strategy and an understanding of how to best sustain the required business continuity for your sales organization. Make sure you are using applications and technology for sales that can truly provide an effective selling experience that’s focused on sales performance. Regards, Mark Smith", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/AP_Biz_Cont_Part_5_Q_200516-1.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-research.net/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.isg-research.net", "logo": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/ISG_Software_Research_Logo_Color@2x.png" } } }</script> <script type="application/ld+json"> { "@context": "http://schema.org", "@type": "BlogPosting", "headline": "The Revolution in Sales in 2020: Ventana Research Agenda", "mainEntityOfPage": "https://marksmith.isg-research.net/the-revolution-in-sales-in-2020-ventana-research", "datePublished": "25/02/2020", "dateModified": "25/02/2020", "articleBody": "Ventana Research recently announced its 2020 research agenda for sales, continuing the guidance we’ve offered for nearly two decades to help organizations derive optimal value from business technology and improve outcomes. Chief sales and revenue officers face an imperative to manage the sales organization but they don’t always have the guidance they need to embrace technology and gain the best possible outcomes. As we look forward to 2020 we’re focusing on the selling experience and the applications that simplify processes and tasks across the sales organization. To help, we craft our research agenda using our firm’s expertise on business requirements and our knowledge of technology vendors and products. Through our continuous market research, we offer insights and best practices to help both the lines of business and IT as well as across industry verticals that will help any organization reach its maximum potential. We have in 2020 a new focus on price and revenue management to help organizations address the strategy, planning and execution of pricing policies. These processes require specific technology — pricing optimization for managing B2C models, for example, and configure-price-quote (CPQ) to enable adjusting pricing based on the configuration of products as is most often found in B2B-focused organizations. But for many, the chief issue is establishing and maintaining process consistency in managing price books across sales force automation (SFA), accounting and ERP systems to commerce and channel-based systems. We also will focus on the evolution of the intelligent virtual agent (IVA), which can enable customers and the sales organization to get immediate answers to questions or address needed tasks. Improving sales outcomes and revenue are the key to sales effectiveness, and emerging sales applications and tools provide the path to that goal. New applications designed for sales organizations and processes are part of an new generation of technology designed for digital effectiveness. Reflecting this, our sales practice addresses six focus areas: digital commerce; price and revenue management; product information management; sales enablement; sales performance management; subscription management. Digital Commerce Digital Commerce enables organizations to engage with any type of customer across digital channels — the web, mobile apps, text, voice activated “agents,” video and social channels — to deliver an optimal customer and product experience. In the world of digital commerce, the customer and product experience are top differentiators. Conversational computing is transforming customer engagement and many organizations will need to renovate their digital platform to optimize customer and product experiences or risk lagging behind competitors. We will conduct new benchmark and value index research in 2020 to identify best practices and assess and rate technology vendors’ potential to help meet evolving commerce needs. Pricing and Revenue Management Using big data analytics, machine learning and process management, price and revenue management technology enables B2B companies to optimize profit margin and sales objectives and achieve consistently better financial results. Pricing and revenue management for many B2B and B2C organizations is going mainstream, better equipping sales operations and deal desks to streamline the leasing and purchasing of products and services. We will conduct new benchmark and value index research in 2020 to identify best practices and assess and rate technology vendors’ potential to help meet emerging pricing and revenue management needs. Sales Enablement Sales enablement facilitates intelligent engagement and execution by sales professionals to achieve optimal revenue outcomes. Technology can provide unified information to help organizations optimize sales. In addition, systems that use AI and knowledge management technology can provide prioritized insights that increase effectiveness. Organizations should invest in sales enablement systems designed to meet sales needs and support their efforts with preparation and guidance. We will conduct new Dynamic Insights research in 2020 on the challenges and potential of sales enablement. Sales Performance Management Sales performance management (SPM) enables sales leaders to align strategy and planning to optimally engage accounts and territories through use of quotas and compensation to achieve the best possible outcomes. Managing sales performance requires that organizations effectively plan sales processes and resources; it’s critical that planning be collaborative to optimize engagement and boost sales performance. Mobile devices can provide instantaneous updates and give sales professionals and managers a straightforward view of performance to enable more effective management. We recommend that organizations adopt SPM. We recently published Value Index findings on Sales Performance Management and will begin new benchmark research on this topic in 2020. Subscription Management Subscription management involves processes and applications designed to manage the subscriber experience from first digital touch to subscriber engagement and billing. To more effectively engage subscribers, organizations must prioritize technology that enhances the subscriber experience by automating subscriber operations and financial processes. Success increasingly requires organizations to embrace subscription platforms that provide a unified view of the customer. We will conduct new benchmark and value index research in 2020 to identify best practices and assess and rate technology vendors’ potential to help meet emerging subscription 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 2020 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 2020 and come to our sales 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, Mark Smith", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/2020%20Research%20Agenda%20Logo.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-research.net/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.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": "Incentive Solutions Shows Potential in Sales Performance Management", "mainEntityOfPage": "https://marksmith.isg-research.net/incentive-solutions-shows-potential-in-sales-performance-management", "datePublished": "20/12/2019", "dateModified": "20/12/2019", "articleBody": "Here are some insights on Incentive Solutions drawn from our latest Value Index research, which provides an analytic assessment of how well vendor offerings address buyers’ requirements. The Ventana Research Value Index on Sales Performance Management 2019 is the distillation of a year of market and product research efforts by Ventana Research. We evaluated Incentive Solutions and eight other vendors in seven categories, five product-related adaptability, capability, manageability, reliability and usability) and two concerning the vendor (TCO/ROI and vendor validation). To arrive at the Value Index rating for a given vendor, we weighted each of the seven categories to reflect its relative importance in an RFP process, with the weightings based on data derived from our benchmark research on sales performance management. Incentives Solutions struggled to compete in a mature marketplace in this Value Index evaluation, placing last overall. The vendor’s strongest showings are in the Manageability and Reliability categories, where it demonstrated its ability to support administration for its deployment. Its product, JOOPY, is a focused application that covers the basics of modeling, planning and analytics for managing sales compensation and performance. It offers straightforward manageability and good support for sales leadership and operations teams. Our assessment finds room for improvement in TCO-ROI, as the vendor provides little information to help organizations assess an investment. On the product side its lowest performance is in Adaptability, where it struggled in providing easy integration with other processes and systems. The low performance rating in Capability is due to its lack of depth in application-specific support and the vendor showed room for growth in collaboration, mobile support and integration with required systems for sales performance management. Incentive Solutions is a newer provider of sales performance management to organizations outside its base of operations in Israel. The vendor’s biggest challenge is supporting larger sales organizations with more complex requirements. It has potential, having expanded its R&D efforts for the broader category of sales performance management. This research-based index is the most comprehensive assessment of the value of sales performance management software in the industry. You can learn more about our Value Index as an effective vendor selection and RFI/RFP tool here. Participating vendors can learn more about how to use the Value Index here. Regards Mark Smith", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_Incentive_Solutions_Shows_Potential_in_Sales_Performance_Management_Social_Graphic-Horizontal.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-research.net/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.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": "NICE is a Leader in Reliability for Sales Performance Management", "mainEntityOfPage": "https://marksmith.isg-research.net/nice-is-a-leader-in-reliability-for-sales-performance-management", "datePublished": "18/12/2019", "dateModified": "18/12/2019", "articleBody": "Here are some insights on NICE drawn from our latest Value Index research, which provides an analytic assessment of how well vendor offerings address buyers’ requirements. The Ventana Research Value Index on Sales Performance Management 2019 is the distillation of a year of market and product research efforts by Ventana Research. We evaluated NICE and eight other vendors in seven categories, five product-related adaptability, capability, manageability, reliability and usability) and two concerning the vendor (TCO/ROI and vendor validation). To arrive at the Value Index rating for a given vendor, we weighted each of the seven categories to reflect its relative importance in an RFP process, with the weightings based on data derived from our benchmark research on sales performance management. NICE, a vendor of sales performance management systems and tools, ranks eighth overall in this Value Index evaluation. NICE is a Value Index Leader in Reliability, with great support for performance and scalability and strong overall technology architecture. Its product, NICE ICM, does well processing large volumes of orders and in complex crediting of commissions and incentives, which is represented in its strong performance and ranking in Reliability. Its strength in Manageability is due to good business and technology administration of sales compensation and ultimately performance. The vendor’s investment into customers and providing those customers tools with which to establish a business case for investment contributed to its good performance in the Validation and TCO-ROI categories. Our research found areas for improvement in the product’s Adaptability, where it could improve its support for customization and integration, especially process-focused, and for the broader requirements of sales performance management. Its eighth-place rank in Usability would improve with better intelligence and accessibility. NICE’s ICM is part of the vendor’s larger product portfolio offering in customer experience, contact centers and outbound call centers. Its potential to support high-volume sales efforts combined with its contact center capabilities can help many organizations streamline their incentive and performance efforts. This research-based index is the most comprehensive assessment of the value of sales performance management software in the industry. You can learn more about our Value Index as an effective vendor selection and RFI/RFP tool here. Participating vendors can learn more about how to use the Value Index here. Regards Mark Smith", "image": { "@type": "ImageObject", "url": "https://www.ventanaresearch.com/hubfs/Images/Twitter_Cards/AP/MS/AP_MS_NICE_is_a_Leader_in_Reliability_for_Sales_Performance_Management_Social_Graphic-Horizontal.png", "height": 400, "width": 750 }, "author": { "@type": "Person", "name": "Mark Smith", "url": "https://marksmith.isg-research.net/author/mark-smith", "sameAs": "http://www.linkedin.com/in/markallensmith" }, "publisher": { "@type": "Organization", "name": "ISG", "url": "marksmith.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": "beqom is a Value Index Leader for Manageability in Sales Performance Management", "mainEntityOfPage": "https://marksmith.isg-research.net/beqom-is-a-value-index-leader-for-manageability-in-sales-performance-management", "datePublished": "16/12/2019", "dateModified": "16/12/2019", "articleBody": "Here are some insights on beqom drawn from our latest Value Index research, which provides an analytic assessment of how well vendor offerings address buyers’ requirements. The Ventana Research Value Index on Sales Performance Management 2019 is the distillation of a year of market and product research efforts by Ventana Research. We evaluated beqom and eight other vendors in seven categories, five product-related adaptability, capability, manageability, reliability and usability) and two concerning the vendor (TCO/ROI and vendor validation). To arrive at the Value Index rating for a given vendor, we weighted each of the seven categories to reflect its relative importance in an RFP process, with the weightings based on data derived from our benchmark research on sales performance management. Placing seventh overall in the Value Index is beqom, a compensation management software vendor offering a specific product for sales performance management. The vendor is a Value Index Leader in Manageability due to the product’s administration and security and its support for managing usage in larger deployments. This vendor’s offering has helped organizations use one provider to handle overall compensation as well as meet the commission and incentive needs in sales and other lines of business. The company has invested in features so the product can adapt to and integrate with a broader range of processes and applications including those in sales. These investments show up in its performance in Adaptability, where it earned its second-highest ranking. Our assessment finds room for improvement in the product’s capabilities. In this category beqom earned its lowest ranking, struggling to meet application-specific needs. The vendor could provide more robust collaboration and mobile-specific support. It also has room for improvement in meeting the specific needs of sales managers and sellers, though it has begun to provide better mobile support for these roles. A dedicated provider of compensation management software, beqom has done much to demonstrate how it supports the sales organization, but it will have to invest further to meet the broader application and process needs of sales performance management. Despite this, the vendor has been able to meet a diverse set of organizations’ requirements and provides a solid offering. This research-based index is the most comprehensive assessment of the value of sales performance management software in the industry. You can learn more about our Value Index as an effective vendor selection and RFI/RFP tool here. Participating vendors can learn more about how to use the Value Index here. 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Mark Smith's Analyst Perspectives | Sales Performance Management