Posts Tagged ‘Chief Sales Officer’

Monday’s Musings: The Controversy Surrounding Gartner’s CRM Market Share Analysis

The Gartner Market Share Analysis:CRM Software Report Raises Questions On Accuracy of Market Sizing Reports

The recent Gartner report “Market Share Analysis: Customer Relationship Management Software, Worldwide, 2012” has generated some controversy among the enterprise software set.  The report and other reports such as these, are often used for bragging rights by vendors and for buyers to gauge vendor viability.

This specific report attempts to rank CRM software spending by vendor using total software revenue worldwide.  The good news – the numbers are directionally correct with Salesforce.com claiming the top mantle from SAP this year with $2.525 billion in CRM revenue (see Figure 1). The bad news – many question the accuracy of the actual revenues numbers as listed in the press release, especially for the Microsoft Dynamics CRM business.

As Scott Bekker at Redmond Magazine reported, “Gartner put Microsoft’s CRM revenue at $1.1 billion, up from $900 million in calendar-year 2011.  That’s a sizable bump. As of May 2012, Microsoft was only claiming that all of Dynamics, which includes Microsoft’s established ERP products as well as CRM, amounted to $1 billion in annual revenues.”

Mssr. Bekker makes a polite but astute point.  The 26% bump in CRM revenue is significant.  However, the total revenues are questionable.  In any modest observation, that kind of overall growth in the Microsoft Dynamics unit would have Microsoft CEO, Steve Ballmer, shouting from the tops of Mount Ranier and probably have Kirill Tatarinov next in line to be Microsoft’s CEO.

Figure 1. Gartner’s Recent CRM Software Spending by Vendor, Total Software Revenue Worldwide, 2012 (Millions of Dollars)

Not to violate any copyright laws, despite fair use laws, here’s a link to the full table found in their press release. A recreated table below shows the rankings.

Bottom line it shows Microsoft in 4th place for CRM with over 1.1B in revenue.

Organization 2012 revenues 2012 marketshare (%) 2011 revenues 2011-2012% growth
salesforce.com 2,525.6 14.0 2,004.6 26.0
SAP 2,327.1 12.9 2,325.1 0.1
Oracle 2,015.2 11.1 1,870.0 7.8
Microsoft 1,135.3 6.3 900.9 26.0

The Market Sizing Game For Vendors And Legacy Analyst Firms Flawed With Faulty Methodology

In reality, the market sizing game for enterprise software is both an art with some science.  Having played this role as a vendor in an Analyst Relations capacity in a past life, one knows that executives can not disclose such financial information directly to a research or market sizing firm.  The research analysts must play a guessing game with the software executive and ask 100 questions to zero in on a number.  Unlike hardware, where individual counts are more obvious, software revenue sizing requires analysts to dig deep into financial statements and any conversation where growth rates have been discussed.  Revenues are hidden in bundling, suite sales,  discounting schemes, channel revenue deals, OEM arrangements, and inter-company transfers.  To complicate matters, SaaS revenue calculations can differ from how on-premises revenues are calculated.  Analysts must also determine the truthfulness of vendors who are trying to indirectly guide analysts to the “right” numbers.  In short, this is hard work.

As assumptions are built on previous numbers, one false guess in a previous year, cascades and geometrically inflates or deflates a set of future numbers.  In the case of these CRM numbers, one may speculate that past executives may have provided a higher number than actually generated, resulting in the current alleged inaccuracies.  Another speculation may come from previous and current analysts who may only focus on one area of the business and not have the total picture on the Microsoft Dynamics overall business.  There are many points of inaccuracy that can occur with software revenue market sizing and every legacy analyst and market sizing firm works hard to avoid these situations.  For market analysts, dissecting revenue from vendors such as SAP and Oracle is often difficult as these numbers and break outs are masked with multiple acquisitions and product lines.

To be clear, the SAP and Oracle numbers also seem inflated.   These numbers have been inflated over decades.  Given that these vendors also have many other lines of revenue aside from CRM, it’s hard to gauge the accuracy of their numbers without some digging.  Now one would assume a market sizing firm should be doing this right?

The Microsoft Dynamics CRM Revenues Do Not Meet The General Sniff Test

More…

Tuesday’s Tip: It’s Time To Consolidate Social Business Platforms

Greater Adoption In Social Business Signifies A Move To Consolidate Platforms

Constellation’s buy-side clients tend to fit in the market leader or fast follower categories when it comes to organizational personas of disruptive technology adoption.  Since 2010, respondents have progressed through the DEEPR framework and the latest results from 2012 indicate that most survey respondents have moved to Level 3 (see Figure 1).  Changes between 2010 and 2012 show the following top three priority shifts as users move from Level 2 (Experimentation) to Level 3 (Evangelization):

  • The top challenge among respondents is choosing the right platform (63.8%) among the many inside an organization.
  • Over half (56.8%) of the respondents have incorporated social into business models.
  • Respondents fostering internal collaboration (53.5%) now must worry about adoption challenges.

Figure 1. Respondents Shift to Level 3 in DEEPR Framework for Social Business Adoption

The Bottom Line.  Its Time To Scale The Technology While Pushing Ahead On Innovation

More…

Tuesday’s Tip: Focus On The Business Outcomes, Not Technology With Big Data

The Why Behind Big Data Starts By Asking What’s The Business Outcome

So organizations have lots of data.  New techniques have emerged to correlate big data.  Enamored by the potential of big data, leaders are now reinvesting in technologies to find hidden nuggets of insights with the business goals of:

  • Mitigating regulatory risks
  • Identifying operational efficiencies
  • Improving revenue growth
  • Creating market differentiation
  • Expanding the brand presence

These big data use cases often follow the business hierarchy of needs, which are based on concepts pioneered by Maslow (see Figure 1).  More importantly, a key question in big data has been to ask the right question.

Figure 1. The Business Hierarchy of Needs Drives Many Big Data Use Cases

An Information Flow Approach Moves The Discussion From Data To Decisions

Unfortunately, the problem is most organizations start by talking about outcomes and then get mired in the technologies to achieve these outcomes.  Big data technologies include advanced business analytics, application of existing technologies such as data warehousing and business intelligence.  In many cases, application of decision automation, semantic technology and collaborative tools are also needed. Yet, from Data to Decisions requires the integration of quite a few disciplines.

Data to decisions is about taking data sources, transforming them into useful information, gathering key insights, and then making the right decisions (see Figure 2).  Data sources, information, and orchestration belong in the realm of IT and hopefully will be delivered via the cloud.  Insight, decisions, and actions are line of business driven areas which deliver the most value add:

  • Data sources. Expect a mix of structured, semi-structured, and lots of unstructured.
  • Information and orchestration. The mix of information types include physical, virtual, machine, and contextual.
  • Insight. Information translated to insight considers performance, deduction, inference, and prediction.
  • Decisions and actions. The outcomes are driven from next best action, prevention, suggestion, and even no action.

Figure 2. The Flow From Data To Decisions

More…

Market Maker 1:1: Steve Miranda, Oracle Fusion Applications Update – The Inside Story

The Inside Story On Oracle Fusion Apps At The End of 2012


Constellation sat down with Steve Miranda, Oracle’s Executive Vice President of Oracle Applications Product Development to discuss the state of Oracle Fusion Apps in a no-holds barred honest conversation about what’s working, what’s not, and what to look forward to in 2013.

R “Ray” Wang (RW): Steve Miranda is Executive Vice President of Oracle Applications Product Development. He is responsible for leading all aspects of product strategy, product development, and product delivery for Oracle’s applications and related cloud services. This includes Oracle Fusion Applications and Oracle’s newest products for customer service and support, commerce, and talent management.

Mr. Miranda joined Oracle in 1992 and has held a variety of leadership positions within the development organization. In 2007 he was asked to lead the engineering of Oracle’s next-generation suite of software applications, Oracle Fusion Applications. Under Mr. Miranda’s leadership, Oracle has continually delivered on its promise to help its applications customers innovate and remain competitive while leveraging their existing IT investments and increasing the value of those investments with new Oracle products and services.

Prior to Oracle, Mr. Miranda worked at GE Aerospace. He holds degrees in mathematics and computational sciences from Stanford University.

 

CATCHING UP ON ORACLE FUSION APPLICATIONS TRACTION

(RW): As 2012 is coming to an end it is a good time to reflect on how Oracle Fusion Applications has been doing this year. It would seem that Oracle’s been quite quiet about Oracle Fusion Applications throughout the year. Is the product selling? What’s the state of the Oracle Fusion Applications product lines?

Steve Miranda(SM): Oracle Fusion Applications is doing very well. We’re actively selling the product. In fact, we already have over 400 customers on Oracle Fusion Applications. We’re doing better than Salesforce.com when they started. Keep in mind, we have a rich customer base looking for innovation.

RW: When you say “Oracle Fusion Applications is selling well”, is that the whole suite or components of Oracle Fusion Applications?

SM: We are actively selling the product. More than 400 customers are on Oracle Fusion Applications, that’s any part of Oracle Fusion Applications, not including RightNow, Taleo, Oracle Business Analytics, or Oracle Fusion Middleware. Two thirds of the customers have chosen to deploy in a SaaS model. Then the second largest deployment model but far below are on-premise and the rest are hosted in our managed services.

RW: Does “managed services” means they own their own license, right?

SM: That’s correct. What’s powerful about these deployments patterns is that customers are accessing innovation faster than before. We are at over 100 live customers and are averaging one go-live a day right now.

RW: I understand that Oracle deployed Oracle Fusion Applications internally? How was that experience in “drinking your own champagne”?

SM: Ray, that’s correct. We did drink our own champagne and we are now using Oracle Fusion CRM internally instead of Siebel.. We have a global single instance for the business. When we deployed, we started out with 2 instances to show case a co-existence approach and an end-to-end Oracle Fusion Applications approach. As of June 1, 2012, Oracle Fusion CRM was up around the world. All the territories, forecasting, quotas, sales force automation, and contacts are in Oracle Fusion CRM globally.

RW: Is it one instance now?

SM: Yes. We also went live w/ Oracle Fusion Financials Accounting Hub on the back end. We replaced Hyperion and Oracle E-Business Suite GL and also went live June 1, 2012. We’ve already done several month-end closes and we also have Oracle Fusion Talent Performance Management up live. Employees and managers are now doing goal setting and appraisals.

RW: To be honest with you Steve, we aren’t seeing Oracle much in head to head competitive new deals. We don’t see big press releases about new wins. Where are the customers? Who’s buying what and why?

SM: Well, first of all, many of our existing customers are coming to us about Oracle Fusion Applications. Second of all, and you may not believe this, we’re not focused on publicity, but rather we want to ensure customer success.. Each go-live is very important to us. In our first set of go-lives, we have 10,000 customers who want to talk to the first 10 go lives. We also don’t want to overwhelm our initial customers.

Let me give you some details and examples so you understand the breadth and depth of what the Fusion Apps base looks like and so there’s no confusion. Here’s a selected slice:

More…

Event Report: Dreamforce X (#DF12) Emerges As The South By Southwest (#SXSW) For The Enterprise

Dreamforce Represents The Mecca For The “Art Of The Possible” In The Enterprise

Whether Salesforce.com’s flagship conference at Moscone Center was the most attended conference (~48,000) or the most registered for event (~90,000), matters not.  When examined in context of the magnitude of what was accomplished, the impact of this 10th annual event transcends attendance numbers.  Business folks and the converted IT brethren converged on the week of  September 18th, 2012, to see what the future could be inside the enterprise.  They left with inspiration and the gospel of what was possible, as told by those before them.  The event represented the intersection of where aspiration meets innovation for the enterprise.

Key takeaways from interviews with over 100 attendees reflect the following trends:

  • Attendee sentiment signals the return of the front office.  Prior to the coining of the CRM term, front office was the term which defined marketing, service, eCommerce, and sales force automation.  The move back to integrated customer experiences reflects a renewed interest in all the front office touch points and all the support in the back office required to support the customer experience.  Attendees walked in with questions about how to integrate their legacy ERP and expose their transactional systems into the front office.
  • Customers seek knowledge and case studies on business transformation. Delegations arrived to see how they could change their business.  Most came with both business and IT to learn from the best practices of others.  Almost every customer case study session was packed and common questions revolved around, “How did you do that?”
  • Product announcements and pre-announcements bring the enterprise closer to the consumer experience. Pre-announcement of Salesforce Identity for Winter 2013 will provide users with Facebook-like single sign on and identity management services.  The availability of the Touch Platform services will provide a write once, deploy anywhere touch based mobile UI Experience.  The pre-announcement of the Force.com Canvas provides a UI layer to run any other application within the Salesforce.com environment.  The App Exchange Checkout delivers out of the box billing for developers and improves the users app store experience.  Geolocation capabilities in the pilot of database.com in the Winter 2013 release will improve mobile experiences.  Chatter communities pilot in Fall of 2012 and pre-announcement addresses the issue of multiple group management.
  • More…

Monday’s Musings: The New Engagement Platform Drives The Shift From Transactions

Convergence In The Five Forces Of Consumerization Of Technology Drives The Next Big Thing

Social has given us the tools to connect.  Mobile has given us the ability to interact any time and anywhere.  Cloud delivers access points to us with a rich array of content and information.  Big data provides us with the context and information to make decisions.  Unified communications and video transform how we share ideas.  This convergence of the five forces of consumerization drives the next shifts in technology.  The move from transaction to engagement and from engagement to experience is happening now.  The era of transactional apps rapidly makes way for the era of engagement.

If Business Value And Outcomes Are The Goal, Then We Need An Engagement Platform For The Enterprise

The arrival of engagement platforms does not signify time to throw out the transactional systems. In fact, those systems provide the foundation required for engagement.  The engagement layer exposes transactions and allow for deeper interaction and richer sources of information.  However, the transactional systems lack the ability to support engagement.

In fact, organizations around the world struggle with building the right engagement strategy for their customers and employees.  While crafting the right strategy should be designed prior to any technology selection, once completed, the technology to support the strategy does not exist out of the box from ANY solution provider.  Unfortunately, the technologies to achieve engagement remain disparate and hodge podge.   Many solution providers seek to achieve the engagement layer from different heritages:

  • Pure play social solutions morph to engagement apps.  Vendors such as Broadvision, Jive, Moxie, Lithium, Tibco, and Yammer have delivered many elements of the engagement layer.  These horizontal offerings provide an opportunity to assimilate disparate offerings across multiple processes and roles.  The challenge is finding the tools that support consistent integration at the process, meta data, and data layer.  Gamification vendors such as Badgeville, Bunchball, BigDoor, Crowdtwist, and Gigya play a key role in delivering outcomes and influencing behavior through engagement.  Platforms such as Atlasian, Box, GoodData, and Tidemark open the door to a new era of engagement apps.
  • Legacy transactional systems in transition to engagement. Major ERP and CRM vendors seek to address engagement with “social” and “mobile” features.  While many of the vendors have the components for engagement, the struggle will be to embed a sense and respond design point into both the interaction layer and process flows.  Salesforce embraces the social enterprise and uses Chatter as its entry point in creating engagement.  SAP attempts this with its CubeTree/SuccessFactors acquisition in Project Robus.  Oracle attacks this problem through a customer experience suite.  Microsoft acquired Yammer to create this layer inside Office and its Business Solutions portfolio. IBM embraces social business with a series of acquisitions and product enhancements to its IBM Connections product.  More importantly, IBM has built and acquired a portfolio of software solutions that sit on top of the legacy transactional systems, delivering high value and high impact.
  • Consumer offerings could enter the enterprise. With consumerization of IT increasing, platforms such as Facebook, LinkedIn, Pinterest, and Twitter provide a rich engagement platform that could be adopted in the enterprise.  Meanwhile, solutions providers such as Adobe blend consumer with enterprise as they provide the tools for engagement on the web and in mobile.  The challenge is dealing with societal norms between work and personal information.  The challenge is meeting enterprise class requirements for safety, security, and sustainability.
  • Vertically integrated prosumer platforms already deliver engagement. Google, Amazon, Apple, and Microsoft have the unique capability of delivering an end to end solution from hardware, consumer device, operating system, database, applications, and partner ecosystem.  Engagement platforms form the basis of future business models as consumer and enterprise blend into prosumers.  The challenge is meeting the disparate needs of enterprise and consumer.
  • Marketing and advertising networks provide rich profiles and targeting.  The ad networks are moving fast to shift engagement and offers.  While daily deal sites play one role, companies like Glam Networks also now deliver key components for ad targeting and optimization that compete with Google, Apple, Yahoo, and other media properties.   Marketing automation platforms such as
    Eloqua, Hubspot, InfusionSoft, Marketo, NeoLane, Pardot, and Parature already have may key components.  The challenge is engendering trust among the users or consumers to share more information in exchange for deemed value.

Figure 1. Technologies Will Evolve  From Transactions to P2P

The Engagement Platform Requires Nine Main Technology Components

More…

Event Report: CRM Evolution 2012 #CRME12

CRM Continues To Evolve In A World Of Engagement


The CRM industry’s major non-vendor customer focused event kicked off at the Marriott Marquis in New York from August 13th to 15th.  Conversations with prospects and practitioners at the event highlighted a few emerging trends:

  • Shift from transaction to engagement. CRM traditionally focused mostly on the management, a bit on the customer, and very little on the relationship.  Major shifts in engagement strategy reflect a move towards two way conversations, unstructured information, and influence models.
  • B2B and B2C are dead. The notion of forced fit silos to represent a customer no longer applies. The world is rapidly move to people to people models and new systems must reflect this.
  • The rise of customer experiences. Prior to the coining of the CRM term, front office was the term which defined marketing, service, eCommerce, and sales force automation.  The move back to integrated customer experiences reflects a renewed interest in all the front office touch points and all the support in the back office required to support the customer experience.
  • SaaS/Cloud Best of Breed hell is a real issue. Rapid and random deployment of best of breed solutions versus mature suites results in some basic architectural deficiencies.  These deficiencies result in inefficiencies that impact the delivery of customer experience as  process, data, and meta data integration increase in complexity and cost.

The Bottom Line: Customers must focus on delivering a single source of truth in the fundamentals

Customers making the shift to next generation customer experiences realize that the basic laws of physics must not be violated.  Regardless of where key components reside, a single source of truth must be delivered to support next generation customer experiences.  This requires a strong blue print and engagement platform that delivers:

  1. Listening and intent
  2. Interaction history
  3. Master data management (customer master)
  4. Business process management
  5. Complex event processing
  6. Security and identity management
  7. Integration

Your POV.

Are you ready for the new shift to front office? What are you doing to deliver an integrated customer experience?  Add your comments to the blog or send us a comment at R (at) SoftwareInsider (dot) org or R (at) ConstellationRG (dot) com

Please let us know if you need help with your business strategy efforts.  Here’s how we can assist:

  • Assessing social business/digital marketing readiness
  • Developing your social business/digital marketing  strategy
  • Designing a data to decisions strategy
  • Create a new vision of the future of work
  • Deliver a new customer experience and engagement strategy
  • Crafting a new matrix commerce strategy

Related Research:

Reprints

Reprints can be purchased through Constellation Research, Inc. To request official reprints in PDF format, please contact Sales .

Disclosure

Although we work closely with many mega software vendors, we want you to trust us. For the full disclosure policy, stay tuned for the full client list on the Constellation Research website.

* Not responsible for any factual errors or omissions.  However, happy to correct any errors upon email receipt.

Copyright © 2001 – 2012 R Wang and Insider Associates, LLC All rights reserved.
Contact the Sales team to purchase this report on a a la carte basis or join the Constellation Customer Experience!

Research Summary: Why the Move from Transaction to Experience Requires Better Analytics

Forward And Commentary

This trends report examines how changing expectations among business leaders and the consumerization of IT will shape the future of insights and decision-making. As organizations make the move from transactions to engagement to experience, a new type of analytics will be required.

A. Introduction

Business leaders seek better insights for smarter decision-making. Unfortunately, today’s traditional intelligence tools were designed for two-dimensional transactional systems. As data from consumer trends such as mobile, social, cloud, big data, and video make their way into the enterprise, organizations seek new tools to discern insight from these new engagement and experiential systems.

The shift from transaction to engagement to experience depends on better business analytics. Success requires that new business analytical tools support the information supply chain as data moves from a cacophony of upstream data sources to new and innovative downstream modes of consumption.

B. Research Findings – Why the Move from Transaction to Experience Requires Better Analytics

Leaders seek more than just reporting and dashboards, they expect to make real decisions. A recent Constellation Research survey identified key expectations from business analytics to include: supporting business strategy and planning; optimizing costs across the value chain; identifying hidden patterns and relationships in big data; providing context for relevant engagement; and predicting demand in networks.  Along with these key trends, the report discusses the:

  1. Five Consumer Forces Influence the Future of Analytics
  2. How Business Leaders Move Beyond Simple Reporting and Dashboards in Their Expectations of Business Analytics
  3. Why Organizations Seek Insight to Make Better Decisions in the Shift from Transaction to Experience
  4. How Big Data Provides the Key Element in Moving from Real- Time to Right-Time

Figure 1. Moving From Transaction To Experience

More…

Executive Profiles: From Transaction To Engagement – Michael Park, Microsoft Business Solutions

Welcome to a new series of interviews for 2012 with business leaders making the move from transaction to engagement. The interviews provide insightful points of view from a customer, industry, and vendor perspective.  We’ll be taking limited interviews throughout the year for publication as we also try to catch up on the Disruptive Tech Leaders series.

Michael Park, Corporate Vice President of Microsoft Business Solutions

Biography

Michael Park is the corporate vice president of Microsoft Business Solutions (MBS) sales, marketing and operations at Microsoft Corp. MBS develops and markets Microsoft Dynamics, a line of simple to learn and use enterprise resource planning (ERP) and customer relationship management (CRM) applications which bring together a broad array of Microsoft software and online services to deliver end-to-end business solutions for customers. Microsoft Dynamics is designed to work the way people and organizations work, enable them to make more informed decisions, and is delivered through a global network of partners with deep industry expertise.

Park is a software industry veteran with more than 20 years of experience in key leadership roles, most recently as head of Microsoft’s U.S. Small and Midmarket Solutions & Partners (SMS&P) Group leading sales, marketing and partner professionals, including U.S.-based Microsoft Dynamics partners, serving more than 6 million business customers.

Prior to joining Microsoft in October 2005, Park held key leadership positions with major companies such as SAP where he defined the market strategy for the company’s service-enabled business applications platform and built the infrastructure of people, processes and systems for small and mid-sized businesses. He also defined product strategy and pioneered Siebel Systems Inc.’s first vertical CRM solution for consumer products and life sciences. Park began his career in sales and brand management at Procter & Gamble.

Park has an MBA from Harvard University and a bachelor’s degree in economics from the University of Rochester.

The Interview

1. Consumerization of IT (CoIT) is playing larger role in the daily lives of workers and the workforce. How do you see this shift playing out?

Michael Park (MP): Ray, it comes down to people. In our case, it’s making business applications easier for people to consume. If people can’t do their jobs better, then the technology isn’t delivering on its promise. Why? People are the heart of every business and you have to empower them for success. What’s happening on the consumer side is that people are getting their hands on some really exciting technology that is easy for them to use and this is getting those in the enterprise thinking. People want to work with anyone, anywhere, on any device; they want to be connected. And even though running an enterprise requires complex technology, this trend is forcing us to address the customer experience. It is where the rubber hits the road– the power button is the training manual. It has to be that easy for everyone.

2. In this new shift from transaction to engagement, what changes within organizations from culture, to process, to technology do you anticipate happening in the next three to five years?

(MP): I think this shift will put enormous pressure on IT to deliver effective technology and flexibility at low cost to the end users. Business apps will need to enable the connected state; anytime, anywhere, through any device. These new apps must support how people work and the fact that they want to work collaboratively and communicate with other people, systems and data both internally and externally. Simply rendering forms and lists doesn’t cut it anymore. Apps of the future are connecting people across organizational boundaries, across the business ecosystem and across cultures, time zones, and languages. Culturally it means that employees will be impactful if they can actually use the applications they implement the way they expect them to work. This leads to better context upstream and downstream which helps you not only make better decisions but have better ideas about how you can move the business forward. And that is also where flexibility comes into play. Business applications will need to be flexible enough to change, create, and refine themselves on a different order of magnitude than what’s previously been possible and this needs to go hand in hand with ease of use.

So in the next three to five years, if we give the software the ability to do this, employees will be in a good position to make decisions and deliver impact. When an employee or employer is making a difference, it’s the highest level of impact and accomplishment. If all your apps can help that happen then you are on your way to becoming a dynamic business and leveraging the full power of what your people can do.

More…

Research Summary: Best Practices: Consolidated CRM Deployments Drive Paths to Modernization And Social CRM (SCRM)

Forward And Commentary

As with any maturing product category, CRM applications have evolved over time from point applications to best of breed solutions to end-to-end suites. This report examines some common styles of modernization as CRM emerges from the systems of transaction era to the systems of engagement era and beyond.

A. Introduction

With the average CRM deployment nearing the end of their useful life, over 85 percent of line of business executives and CIOs intend to upgrade their CRM systems in the next 24 months.  Why? Customer expectations and a slew of innovative solutions have changed the delivery of customer centricity. Key factors include the need to adopt disruptive technologies, complete the customer view, and achieve business value.

Constellation’s latest survey of over 200 CRM decision makers highlights a trend to consolidate the CRM core as organizations chart four paths to CRM modernization.  The four paths – stay with status quo, move to shiny new CRM, consolidate and augment, and modernize and surround with best-of-breed – represent pragmatic approaches to achieve customer centricity.

Regardless of approach, Constellation recommends that executives approach CRM modernization with a lens that accounts for including tangibles, intangibles and contingencies in the calculations of business value. Using the Constellation Business Value Framework, organizations can quickly compare the four paths of CRM modernization and determine the most appropriate path.

B. Research FindingsBest Practices Indicate That a Consolidated Core Is the First Step to Modernization

Among 203 respondents, the majority (85.7 percent) intends to make significant efforts to modernize their CRM efforts in the next 24 months (see Figure 1.). The four paths to modernization include:

  1. Stay with status quo (14.3 percent). Organizations may choose to continue business as usual. The catalysts for change include major events such as new business models, merger and acquisition, or regulatory requirements. Status quo includes keeping the system as is. Most organizations in this category have either really good adoption or overbought and barely take advantage of existing capabilities. Backers of the status quo scenario find little business value justification and line of business support in making any changes. Many line of business executives and CIOs gain peace of mind knowing that their CRM landscape remains consolidated on one or two platforms and can deliver the power of an integrated core.
  2. Move to shiny new CRM (21.2 percent). Organizations may choose to stay with their existing vendor to avoid any mass changes in training, adoption and implementation costs. Another popular option will be to do a full out rip and replace. The financial wonks will weigh the cost of a reimplementation against the cost of doing nothing – status quo and making an upgrade with an existing vendor. CIO-led organizations will want the power of an integrated core and minimize point solutions.
  3. Consolidate CRM and augment with best-of-breed (37.9 percent). Organizations may choose to consolidate their CRM environment and surround with best-of-breed applications. SaaS applications and CRM point solutions now play a key role in enabling extensibility to CRM customers. Augmentation with third-party solutions with an integrated core not only ensures that business users gain critical functionality, but also provides users with leverage in future contract negotiations. With CMOs and line of business executives in the front office taking back IT budgets, expect CIOs to argue for consolidation of the core as a call for sanity in overall IT strategy.
  4. Upgrade CRM and surround with best-of-breed (26.6 percent). CRM deployments typically run a five to seven-year life cycle. With the last big set of implementations in the 2004 to 2005 era, almost 50 percent of organizations plan an upgrade. Many line of business executives want to upgrade their core CRM system and then modernize their integrated core by adding best-of-breed apps on top of CRM. This option resonates best with line-of-business-led organizations and those with rapidly changing business models and dynamic businesses.

Figure 1.  Get To SCRM By Taking The Four Paths To CRM Optimization

More…