Posts Tagged ‘customer relationship management’

Executive Profiles: Kirill Tatarinov, President Microsoft Business Solutions

Welcome to our series of market maker 1:1 interviews with business leaders in the world of enterprise software  The interviews provide insightful points of view from a customer, industry, and vendor perspective.

Kirill Tatarinov, President of Microsoft Business Solutions (@KirillTatarinov)

Kirill Tatarinov is president of the Microsoft Business Solutions Division (MBS) with responsibility for MBS research, development, sales, marketing, and operations. MBS develops and markets a portfolio of Microsoft Dynamics products and services covering a broad range of functions including financial, customer relationship and supply chain management (ERP and CRM) that bring simplicity, value and agility to organizations of all sizes.

Prior to joining MBS in 2007, Tatarinov led the Management and Solutions Division at Microsoft, where he was in charge of the Microsoft Windows management technologies and products, including Microsoft System Center, Systems Management Server, Microsoft Operations Manager and Microsoft Application Center, as well as Windows Server solutions, including Microsoft Small Business Server.

Tatarinov joined Microsoft in 2002 with 15 years of experience in the software industry. Before joining Microsoft, Tatarinov was senior vice president and chief technology officer for BMC Software Inc. While at BMC he also had responsibility for corporate development and for Patrol Software business. Before that, Tatarinov was co-founder, chief architect, and head of R & D for Patrol Software, the developer of innovative software solutions for systems and network management acquired by BMC in 1994. Before co-founding Patrol Software, Tatarinov worked in several systems, networking and consulting companies in Russia, Israel and Australia.

In January 2002, Computerworld named Tatarinov one of the business world’s 2002 Premier 100 IT Leaders. This award honors individuals who have had a positive impact on their organizations through the use of technology.

Tatarinov grew up in Moscow, Russia, and holds a master’s diploma in systems engineering from Moscow University of Transport Engineering (MIIT) and an MBA from Houston Baptist University. He serves on the Seattle advisory council of the U.S. Fund for UNICEF, whose mission is to help the world’s children.

Tatarinov lives in the Seattle area with his family. Outside work, he spends his time skiing and is a Level-1 ski instructor, certified by the Professional Ski Instructors of America.

The Interview

Constellation sat down with Kirill Tartarinov in New Orleans, LA during the 2013 Microsoft Convergence Conference to discuss the changes since 2007 and to take a look forward for the Microsoft Dynamics product line.

1. Customers don’t always associate Microsoft with innovation in the enterprise side. What are some milestones that counter that perception Dynamics?

Kirill Tartarinov (KT): While our roots as a company have been on the consumer side, make no mistake, enterprise is hugely important for what we do. People overlook the fact that Microsoft has been providing mission-critical solutions for over 20 years. We achieved significant milestones across the entire product portfolio from Windows and SQL Server to Office, the Cloud both public and private, and Dynamics. We have seen significant innovation from consumer to the enterprise. Innovation that helps Microsoft serve as the trusted advisor between consumers and business customers. But as far as milestones, what is most important is what we see here at this event (Convergence). Convergence is a reflection of our success in the enterprise. Every single one of our customers and partners are proof points. It is their path, their story of how they are innovating using both our enterprise and consumer technologies and making them better at what they do. As we move forward, we see the complete power of Microsoft coming together in the enterprise across Windows Server, Azure, Office 365, and Dynamics.

We are in the business of transformation. We are privileged to wake up every day and get the chance to help businesses unlock their potential by uniting the tremendous innovation across Microsoft and delivering it to people in business in specific scenarios, really helping every person be the best at what they do and helping businesses succeed by uniting their people, processes, and technology with their customers. That’s our mission. It is our differentiator and something Microsoft is in a unique position to deliver.

2.Let’s take a look at over the past 6 years since  you joined MBS in 2007, what did you set out to achieve for across the division and across Microsoft?

(KT): There were three things I set out to achieve on behalf of our customers and the company. First, I set out to unite all MBS employees from Fargo to Hyderabad to Copenhagen to Moscow and Sao Paolo. Second, I had to turn Microsoft Dynamics into a profit engine for our shareholders and third, I had to create a sustainable, long-term growth strategy to ensure our prominence in the enterprise business applications long into the future.

More…

Event Report: Microsoft Dynamics Convegence 2013 (#conv13)

Customer Success, Acquisition, And New Features Drive Day 1 Headlines

Almost 12,000 Microsoft faithful converged in New Orleans for the flagship Dynamics event.  Wayne Morris (@WayneMorrisOz), CVP kicked off the event reiterating the theme of “A World Ahead”. Meanwhile, Kirill Tatarinov (@KirillTatarinov), President of Microsoft Business Solutions Division, led the session with a series of impressive brands and compelling customer success stories.  Highlights from the day include:

  • Impressive Global 2000 customer wins. Kirill hinted at wins at SpaceX and followed with live customer presentations from ShockDoctor, Chobani, Weightwatchers, and Revlon.  Dennis Goetz (CFO) of Shock Doctor shared how they grew their business moving away from spreadsheets to Microsoft Dynamics GP.  Maureen Hurley (VP of IT) and James McConeghy (CFO) explained how Chobani installed Microsoft Dynamics AX in their main New York plant in less than a year and then implemented Dynamics AX at a new plant in less than 27 days. Christine Butler (VP of CRM and Business Development, and Loic Vienne (VP of Systems) at WeightWatchers discussed how they put in Microsoft Dynamics CRM to manage with 500 million customer touch points a year.  David Giambruno (SVP and CIO) and Steven Berns (Executive VP and CFO) of Revlon, made the impressive move to consolidate 21 ERP systems into one on Microsoft Dynamics AX.

    Point of View (POV):
    The Microsoft Dynamics team has successfully moved up market from a previously SMB centric message.  The rise of global 2000 customers in the $500M to $5B revenue range shows the growing presence, success, and scalability of Dynamics AX and Dynamics CRM.  Though the business is estimated to bring $1.4B in revenue, Microsoft Dynamics still represents a small fraction of Microsoft’s overall revenue ($73.72B 2012).  However, success in the Microsoft Dynamics business improves attach rates and cross-sells into Sharepoint, Office, SQL Server, and Azure.  Microsoft’s small investment in Dynamics reduces customer fragmentation and plays a key role in long-term growth.
  • Acquisition of Netbreeze for social analytics. The Netbreeze acquisition brings data mining, natural language processing (NLP), and text analysis to social signals such as Twitter, Facebook, YouTube, 6,000 online news websites, 500,000 message boards, and 18M blogs.   The system supports 28 different languages including Arabic, Chinese (Simplified), Chinese (Traditional), English, French, German, Japanese, Russian, and Spanish. Direct language translation beats translation back to one language.

    Point of View (POV):
    Netbreeze and Marketing Pilot address a growing need among the customer base for marketing automation and management.  Netbreeze is key to merging both the structured CRM information and the unstructured social signals.   As the CMO role continues to reclaim its technology destiny, we are moving away from transaction integrity and moving towards surfacing insights.  Netbreeze provides insight into marketing spend effectivity.
  • Announcement of Marketing Pilot 15.  MarketingPilot 15 adds improved user experience and analytics.  In addition, the long awaited connector to Microsoft Dynamics CRM arrives on March 2013.  International general availability is planned for later 2013.

    (POV):
    Marketing Pilot provides core marketing capabilities that were missing in Microsoft Dynamics CRM.   Customers seeking an integrated marketing solution should consider Marketing Pilot.  However, the technology platform is dated.  For those customers seeking a cloud based approach, Silverpop, InfusionSoft, Aprimo, and Marketo may serve as better alternative today.  Compared to CMS marketing products like SiteCore or Adobe CQ, Marketing Pilot remains a distant second in features, but a top contender when cost is considered.
  • Windows Azure partner hosted offerings for ERP. Partner hosting for Dynamics GP 2013 and NAV 2013 will be available in June 2013.  Dynamics AX will see an Azure hosted version in 2014.

    (POV):
    Among the Dynamics ERP customers, partner hosting remains a popular option for dipping their toes into cloud ERP.  A key barrier to Azure hosting has been the performance issues with SQL Server for Azure.  Resolution of those issues will free Dynamics to deploy more of its capabilities in Azure.  The go forward architectural model for Dynamics AX resembles Dynamics CRM where a VM is assigned per tenant but all management is done by Microsoft.
  • New mobile applications for Microsoft Dynamics AX 2012.  New mobile apps will address key horizontal functions such as expense management, time tracking, and approvals.  The expense management offering will capture and reconcile expenses, time allows the completion of time sheets, and approvals allows managers to complete business requests.  Microsoft intends to support Windows 8 and Windows RT tablets, Windows Phone 8, Android phones, and iOS phone devices

    (POV):
    Customers are increasingly asking for a mobile experience.  The move to address mobility focuses on “in-between time” tasks that improve productivity for employees and bolsters offerings for services based industries and public sector.

 

Figure 1. Ongoing #Conv13 Flickr Stream

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The Bottom Line:  Progression In The Dynamics Product Line Results In A Competitive Alternative For Customers

On December 21, 2000, Microsoft announced the intention to acquire Great Plains.  In July 2002, Microsoft bought Navision A/S, the foundation of Dynamics NAV and AX.  Until 2007, Microsoft Business Solutions had struggled to find and grow beyond its SMB niche. Over the past seven years, the team has focused on deepening vertical capabilities, improved integration with Microsoft components, expanding partner programs, and making strategic acquisitions for product and technology features.  The process has been slow but steady but increased investment in Dynamics AX and Dynamics CRM has paid off.

Fast forward to 2013, Microsoft now has a strong portfolio of solutions that Global 2000 organizations can deploy with confidence.  The MBS team is not afraid of tuck in acquisitions nor purchasing common IP from trusted partners.  The rearchitecture efforts and gradual hosted capabilities have helped move the product forward.  Consequently, customers and prospects seeking a newer architecture, Microsoft footprint, and deeper micro-vertical capabilities now consider the core Dynamics products for both ERP and CRM in short lists.  Key use cases include the consolidation of ERP, move to Two-Tier ERP, and primary CRM system of record.   However, customers should be cautioned that success will require selection of the right Microsoft Partner.  Selection of the right partner is never an easy process as many partners exist and validation of capabilities still remains a challenge for prospects and existing customers.

Your POV

Are you Microsoft Dynamics customer? Do you plan to invest more or less with them in 2013?  What do you think about their strategy?   Are you ready to consolidate on Microsoft? 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 apps strategy.  Sign up for a Constellation Academy Workshop or let us assist with:

  • Assessing readiness
  • Designing your strategy
  • Assessing integration capability
  • Vendor selection
  • Connecting with other pioneers

Resources and Related Research

Event Report: The Sentiment At Microsoft Convergence 2011

Friday’s Feature: Microsoft Dynamics GP 2010

Research Report: Microsoft Partners – Before Adopting Azure, Understand the 12 Benefits And Risks

Monday’s Musings: The Hidden Value In SaaS Deployments

Trends: 2011 Cloud Computing Predictions For CIO’s And Business Technology Leaders

Research Summary: Best Practices – The Case For Two-Tier ERP

Tuesday’s Tip: When To Go With A Two-Tier ERP Strategy

Strategy: 5 Lessons Learned From A Decade Of Naught

Tuesday’s Tip: 10 Cloud And SaaS Apps Strategies For 2010

Tuesday’s Tip: 2010 Apps Strategies Should Start With Business Value

Best Practices: Lessons Learned In What SMB’s Want From Their ERP Provider

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 – 2013 R Wang and Insider Associates, LLC All rights reserved.
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Trends: Seven Priorities In The Shift From CMO to Chief Digital Officer

Shift From CMO to CDO Is In Progress

Today’s marketing strategies increasingly depend more on digital and on data than in the past.  With more data, marketers can measure against a new set of metrics that matter including:

  • calculating return on promotional investment (ROPI),
  • performing multivariable testing (beyond A/b)
  • driving conversion rates and optimizing efforts,
  • fine tuning customer segmentation, and
  • managing omni-channel diversity

Unfortunately the shift to digital requires a greater reliance on technology.  Historically, CMOs relied on IT for help on the database or CRM system or even the website.   However consumerization of technology and the cloud have now given marketers more control on their technology destiny.  In fact, a recent post by fellow analyst Gavin Heaton on “CMO to CIO, It’s time we talked” highlights many of these new challenges.

Expect Seven Strategies To Emerge In The Shift To CDO

Consequently, many marketing leaders are making the shift from CMO type roles to Chief Digital Officers as marketing leaders align technology closer with strategy. This shift from analog marketer to a Chief Digital Officer role will result in seven trends for 2013 (see Figure 1.)

Figure 1.  2013 Trends Signal Shift From Classical CMO to Digital CMOs or Chief Digital Officers

  1. Drive relevancy with context not content. Context trumps content as relevancy required to break channel fatigue.  Relevancy will improves engagement metrics.
  2. More…

Event Report: #InforSummit Reveals More Than A Redesigned Infor

Changes at Infor More Than Cosmetic

Analysts and tech watchers gathered on Valentine’s Day, February 14th, 2013, for Infor Summit, a progress check on Infor, the third largest independent applications vendor in the market.  While many customers may not have heard of Infor, most have heard of the brands it has acquired over the last 20 years.  These venerable brands include Baan, BPCS, Epiphany, Hansen, Intentia, Lawson, MAPICS, NXTrend, SoftBrands, and Syteline.   Since industry veteran Charles ‘Chuck’ Phillips took over Infor, the software vendor has grown revenue from $2.2B to $2.8B.  More impressive, for the past 5 quarters, Infor demonstrated double digit license revenue growth.  Infor is now the third largest private firm in Business Insider’s Digital List witha $16B valuation.  The management team emphasized three key tenets of the Infor strategy:

  • Focus on microverticals. With over 2151 possible market micro verticals, Infor intends to go deeper than the 21 sectors often classified as verticals.  For example, in the wholesale distribution sector, Infor supports micro verticals such as electrical, building materials (BMAT), industrial supply, heating ventilation air conditioning (HVAC), and auto.  For the auto sector, micro verticals include interiors, fixing elements, and  plastics and moldings.

    Point of View (POV):
    Infor’s strategy to go deep on micro verticals comes at a time when SAP and Oracle are no longer substantially investing R&D in deep vertical functionality.  By going deeper and more specialized in micro vertical industries, Infor can differentiate on features and functionality desired by customers.  Infor’s hired over 800 developers since Charles Phillips joined.  The delivery and support of micro verticals is accomplished as Infor’s support folks are co-located with the developers and many key folks are still in their original on-shore development centers.  With 4000 developers just focused on apps, Infor has the economies of scale to focus on micro verticals.
  • Investment in internet architecture. Infor’s design principles begin with architecting software for the internet and embracing a world of heterogeneous apps.  Support for the Open Applications Group Integration Specification (OAGIS) standards allows Infor to standardize on a canonical business language for information integration.  Infor requires its legacy applications to communicate with each other via XML as the common alphabet for identifying business processes and for defining business messages.   Infor has made significant technology investments including updates to the core technology framework Infor ION, the mobility framework Infor Motion, social software platform with Mingle, and analytics via Infor BI.  Infor currently generates $100M in cloud revenues.

    (POV):
    The overall support for OAGIS standards allows Infor’s legacy apps to communicate with newer applications and avoid duplicate creation of common components.  This standardization marks the culmination of the original work initiated by Soma Somasundaram, EVP Global Product Development in 2010.  With Infor ION in place, Infor now has an integrative fabric using loosely coupled architecture.  Customers can run legacy apps and also take advantage of new products and solutions.  Moreover, this enables Infor a platform for rapid integration of future acquisitions.  Customers should pay close attention to see what acquired product families have been enabled to take advantage of Infor Ion and what upgrade paths should be made to take advantage of future innovation.  Expect Infor to nudge customers to the cloud as the margins are higher and the pace of innovation is faster.
  • Creation of a consumer design experience. Infor took advantage of their New York City location to hire designers focused on user experience.  As part of this transformation, they created their own internal agency called Hook & Loop.  Marc Scibelli, VP of Hook & Loop is in charge of the 40 person team behind the design thinking transformation.  From mobile apps to branding, Hook & Loop provides the creative services for Infor (see Figure 1).

    Point of View (POV):
    Duncan Angove, President at Infor’s talk about Beauty as a Competence reflected the deep transformation throughout the organization.  Infor’s new user experience was first revealed to customers at the 2012 Inforum customer conference.   Users will notice a stark difference between the new apps and the old apps.  When apps begin with user design instead of engineering, the end users benefit.  Customers can expect to see the difference in the new apps but will have to wait for the old apps to catch up.

Figure 1. Flickr Feed Scenes From The Infor Summit

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Photos: R Wang & Insider Associates, LLC. All Rights Reserved.

Market Momentum Shows A Shift In Customer Preferences For Outcomes Not Technology

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News Analysis: Aptean Six Months After The CDC Software And Consona Merger

Mergers Continue In The Enterprise Software Space

On August 7th, 2012, CDC Software and Consona Corporation merged to form Aptean.  Over the past six months, Monte Ford, the president of Aptean has made key executive hires, committed to new product investments, and rationalized overhead.  Key points in the acquisition include:

  • Merger creates economies of scale. The merger brings 1500 employees and over 9,000 customers together from CDC Software and Consona Corporation.  Both CDC and Consona have grown through acquisition over the years.  Headquarters will center in Atlanta, GA.

    Point of View (POV):
    The acquisition provides greater scale required to compete with Epicor, Infor,  Microsoft Dynamics, and Syspro in product development, distribution reach, and overhead savings.  Greater scale provides Aptean the means to service both SMB and Global 2000 companies.  Aptean must also find means to move its intellectual property assets into the cloud in order to drive cost reduction and increase innovation delivery.
  • Acquired products provide a large functionality footprint. The acquisition brings together 32 product lines in ERP, CRM, Supply Chain, eCommerce, supply chain, and public sector.  Key product lines include 4-Gov Fund Accounting, Catalyst WMS, Compiere, Ecompix, IMI Supply Chain, Intuitive ERP, Knova KM, Made2Manage, MarketFirst Market Automation,  Onyx CRM, Pivotal, Ross, Saratoga, and Trade Beam GTM.

    (POV):
    Aptean’s broad product portfolio has a strong CRM/Front Office portfolio with Pivotal, Onyx, and MarketFirst.  ERP solutions go deep into micro verticals and broad into both discrete and process manufacturing.  Key solutions include Compiere, Intuitive ERP, Made2Manage, and Ross.

  • Focus on micro-verticals will create a differentiator. Aptean targets key vertical markets such as  financial services, manufacturing, distribution, medical, high tech, and professional services.

    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: The Tweet Stream From #DF12

Enjoy the tweet stream from #DF12.  It’s all in here.

The Storify Tweet Stream

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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…

Market Maker 1:1: Beyond #BigData, The Shift To Decision Management w/ James Taylor (@jamet123)

From Data to Decisions – The Shift To Decision Management

Organizations have faced a constant technology arms race to achieve basic levels of decision management.  From data warehousing, to data marts, to reporting tools to BI, and now Big Data, organizations and leaders have been inundated with technology fads.  While the the latest buzz in technology may come and go, Constellation Research believes organizations seek a path from data to information to insight to action.  This path from Data to Decisions drives the science and discipline behind decision management.

Consequently, decision management in the data to decisions world examines the necessary tools, steps and methods for deriving insight from data and acting on it.  These tools are useful creating informed people and processes, but the continuation and follow-through to decisions and actions demands a robust set of performance monitoring and management practices. Those are the table stakes.  In many cases, application of decision automation, semantic technology and collaborative tools are also needed.   Data 2 decisions is about moving from insight to action and moving to fact based decisions making at all levels of the organization.

I sat down with James Taylor, a thought leader in this space to hear his insights on the latest trends.

The Inside View With James Taylor – One of The Leaders In Decision Management Systems


R “Ray” Wang (RW): James is the CEO and a Principal Consultant of Decision Management Solutions. He is the leading expert in how to use business rules and analytic technology to build Decision Management Systems. James is passionate about using Decision Management Systems to help companies improve decision making and develop an agile, analytic and adaptive business. He provides strategic consulting to companies of all sizes, working with clients in all sectors to adopt decision making technology. James has spent the last 20 years developing approaches, tools, and platforms that others can use to build more effective information systems. He has led Decision Management efforts for leading companies in insurance, banking, health management and telecommunications.

James is the author of “Decision Management Systems: A practical guide to using business rules and predictive analytics” (IBM Press, 2011). He previously wrote Smart (Enough) Systems: How to Deliver Competitive Advantage by Automating Hidden Decisions (Prentice Hall) with Neil Raden, and has contributed chapters on Decision Management to multiple books including “Applying Real-World BPM in an SAP Environment”, “The Decision Model”, “The Business Rules Revolution: Doing Business The Right Way” and “Business Intelligence Implementation: Issues and Perspectives” as well as many articles to magazines.

In addition to strategy and implementation consulting, James delivers webinars, workshops and training. He is a regular keynote speaker at conferences around the world such as the Decision Management Summit, Business Rules Forum, Predictive Analytics World and IBM’s Business Analytics Forum.

James was previously a Vice President at Fair Isaac Corporation where he developed and refined the concept of decision management. The best known proponent of the approach, James helped create the emerging Decision Management market and is a passionate advocate of decision management. He understands how companies buy and use these technologies and he has helped companies successfully adopt these technologies and apply them in the context of Business Process Management and Business Intelligence initiatives.

1. I noticed that you are tying Decision Management to the Customer Relationships? What are some basic principles that someone knew to this space should know about?

James Taylor (JT): Historically Decision Management got applied primarily in risk and fraud but the energy recently has shifted to customer decisions. Decision Management works best on high volume, repeatable decisions. For most organizations, decisions about customers are the ones they take most often. Focusing on how to manage these decisions offers companies tremendous value in becoming more customer-centric and improving their customer engagement and relationships. At the end of the day your customer relationships are driven by their reaction to the decisions you make about them. Developing systems to manage these decisions that are agile enough to change when that is necessary, that embed analytics to improve these decisions, and that are adaptive so they can improve over time is a critical need for better customer relationships. Managing customer decisions is not the only thing you can do with Decision Management, just a great place to start to unlock customer value and drive the customer journey.

2. What’s been the big shift in the journey from Data to Decisions?

(JT): I think there have been three big shifts. The first is an increase in the use of more advanced analytics. Where reporting and perhaps dashboards used to be the primary way to use data, now more organizations are using data mining, predictive analytics and advanced visualization techniques. We see a tremendous growth in these more advanced analytics. Second we also see a focus on operations and operational decisions, with more organizations trying to improve decision-making at the front-line of their organization – where they interact with customers and their supply chain – not just in their back office. Finally we are beginning to see organizations becoming explicit about the decisions involved. Instead of just putting data out there, summarizing it and perhaps visualizing it and hoping that someone will be able to make better decisions, organizations are explicitly identifying the decisions that they need to improve. Then they are building the right kind of decision support or decision management system to ensure that decision gets done right. This last topic is a personal interest and one of the most exciting sessions for me is the hands-on session where folks will actually get to do some decision modeling.

3. Where are we with this fad and hype around #bigdata? Is this just the beginning or will we morph?

More…

Press Release: Gavin Heaton Joins Constellation Research to Provide Digital Marketing Research and Advisory Services

Digital Media Luminary to Launch Constellation’s Newest Research Theme, Digital Marketing Transformation

SYDNEY, AUSTRALIA – Constellation Research, Inc., the award-winning research and advisory firm focused on helping clients navigate emerging and disruptive technologies announced today the addition of esteemed digital media pioneer, Gavin Heaton to the research team as Vice President and Principal Analyst. Heaton will lead Constellation’s latest business-focused research theme, Digital Marketing Transformation. Heaton’s research, which focuses on the changing role and expectations of CMOs, the fusion of marketing channels and change-driven marketing innovation, expands Constellation’s ability to provide digital marketing research and advisory services to its early adopter clients worldwide.

Heaton’sresearch and advisory will enable clients to take advantage of the convergence of media, technology, brands, and business. Specifically:

  • Understanding where social media fits within the business landscape
  • Aligning business and online engagement strategies
  • Channeling the passion of employees toward the achievement of business goals

Heaton commented: “We are seeing a dramatic shift in the role of marketing. Advertising is under pressure, social is changing our customer relationships and the Consumerization of IT is changing the way we do our work. There has never been so much change or opportunity. I’m excited to help chart the course between marketing, technology, customers and vendors.”

 

Heaton has been at the forefront of technology driven marketing innovation for the past 20 years. Recently Heaton served as Social Media Director for SAP’s Premier Customer Network. He is also the co-instigator of the ground-breaking crowdsourced marketing book series The Age of Conversation.

“The move to digital changes how quickly, effectively, and relevantly we listen, test, engage, and anticipate,” says Constellation CEO, R “Ray” Wang. “Gavin is among a handful of people who not only understands this shift to digital marketing, but also brings a converged experience from agency, enterprise, and client side. Our clients expect an experienced and trusted advisor who can speak their language and translate to the IT folks. In fact, our clients seek outcomes, not technologies. Consequently, Gavin’s experiences take them one step further towards this objective. As Constellation builds out our business themed research, expect us to serving more and more of the C-Suite.”

DIGITAL MARKETING TRANSFORMATION

Digital Marketing Transformation is the newest business-focused research theme at Constellation Research, Inc. The C-suite is realizing the futility of remaining analog in a digital world. CMOs can no longer live in the campaign to lead process – CMOs must also involve themselves in big data and analytics, social and community building, reputation, and loyalty. The future is real time convergence and its name is digital.

COORDINATES

Twitter: @servantofchaos

Website: www.servantofchaos.com

Linkedin: au.linkedin.com/in/servantofchaos

Geo: Sydney, Australia

ABOUT CONSTELLATION RESEARCH

Constellation Research is a research and advisory firm focused on disruptive and emerging technologies. This renowned group of experienced analysts, led by R “Ray” Wang, focuses on business themed research including the Future of Work; Next Generation Customer Experience; From Data to Decisions; Matrix Commerce; Technology Optimization and Innovation; and Consumerization of IT and the New C-Suite.

Constellation’s collection of prestigious analysts bring real world experience, independence, and objectivity to client solutions that span cross-role, cross-functional, and cross-industry points of view. Clients join Constellation Research for a fresh and business focused perspective.

Unlike the legacy analyst firms, Constellation Research is disrupting how research is accessed, what topics are covered, and how clients can partner with a research firm to achieve success. Over 100 clients have joined from an ecosystem of buyers, partners, solution providers, c-suite, board of directors and vendor clients.

For more information about Constellation Research, visit www.ConstellationRG.com

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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!

Trends: The Battle For CMO Mind Share

Marketing and Advertising Budgets Are The New Land Grab

Constellation Research, Inc. predicts that the global advertising market (paid search, display, and classified) will hit $125B by 2015.   While IT budgets continue to stay flat, marketing budgets are up.  Warc’s recent Global Marketing Index (GMI) entered positive territory in March 2012.  Consequently, the heat up in marketing and advertising market attracts not only start-ups, but also tech vendors looking to enter this lucrative market.

Solution Providers Rediscover The CMO Budget

In just less than 28 months, enterprise software vendors have bolstered their presence with Chief Marketing Officers mostly through acquisitions and partnerships.  The goal – capture budgets allocated for digital creation, marketing automation and revenue optimization, advertising, CRM and customer experience, analytics, and information brokering (see Figure 1).

Figure 1.  The Battle For The CMO Budget Comes From Six Fronts

Why the change? Marketing sits at the cross roads between the old analog world and the new shift to digital transformation.  With each big shift, organizations will change what technologies they invest in, who they decide to partner with, and how quickly they will make the shift.  This new battle for CMO mind share started when IBM purchased Unica for $480M in August 13, 2010 (Figure 2).  The frenzied activity by Adobe, Dell, Eloqua, Google, Hubspot, Kana, Marketo, Oracle, Salesforce.com, and SAS Institute reflect the desire to be top of mind among CMO budgets.

More…