CRM is Fragmenting. It's A Controversial Topic

Kate Leggett

CRM purchasing is undergoing a sea change. I see that companies are no longer purchase heavyweight, end-to-end CRM solutions that have had the reputation of being complex, expensive and hard to implement - even if they have great industry specific capabilities. They itend to mpede user productivity with a bloated set of capabilities that many users can't leverage. A number of dynamics driving this change in purchasing behavior:

  • CRM purchases are moving to the cloud. Companies are replacing legacy CRM with SaaS solutions at a higher rate than before.  Cloud CRM has gained traction, as it provides lower upfront costs, better flexibility, and faster time-to-value compared with traditional on-premises applications. It also shifts the burden of software maintenance to the vendor.

  • Cloud CRM extends the life of legacy CRM. Modernizing legacy CRM to support omnichannel customer journeys is a critical priority. Companies are using cloud CRM  to complement and extend on-premises implementations. Cloud  CRM provides the systems of engagement while legacy CRM provides business process support and data management capabilities.

Read more

The Forrester Wave™: Agile Business Intelligence Platforms, Q3 2015

Boris Evelson

Consumers (and B2B customers) are more and more empowered with mobile devices and cloud-based, all but unlimited access to information about products, services, and prices. Customer stickiness is increasingly difficult to achieve as they demand instant gratification for their ever changing tastes and requirements. Switching product and service providers is now just a matter of clicking a few keys on a mobile phone. Forrester calls this the age of the customer, which elevates business and technology priorities to achieve:

  • Business agility. Business agility often equals the ability to adopt, react, and succeed in the midst of an unending fountain of customer driven requirements. Agile organizations make decisions differently by embracing a new, more grass-roots-based management approach. Employees down in the trenches, in individual business units, are the ones who are in close touch with customer problems, market shifts, and process inefficiencies. These workers are often in the best position to understand challenges and opportunities and to make decisions to improve the business. It is only when responses to change come from these highly aware and empowered employees, that enterprises become agile, competitive, and successful.

Read more

SAP and S4HANA

George Lawrie

Many of your peers with heavy enterprise investment in SAP, are thinking about the business case for HANA.  In this research we looked at different HANA use cases and at early efforts to learn how to run an enterprise by predicting, in real time, the direction of a stream of granular observations, rather than by waiting for period end and then explaining variances from plan :   https://www.forrester.com/SAP+Hana+Is+The+Answer+Whats+The+Question/fulltext/-/E-RES117654

But now some firms are migrating to Suite on HANA or more correctly SAP Business Suite Powered By HANA in search of digital transformation opportunities such as the ability to manufacture a batch of one or to target a segment of one. More firms are planning to investigate S4HANA to simplify and streamline their data and processes to get in shape for the more intense competition of a more transparent and digitally empowered economy. We looked here at the stages in planning the transitions the skills and help you will need : https://www.forrester.com/Brief+Plan+The+Next+Phase+Of+Your+SAP+Journey/fulltext/-/E-res122841

Look out for the next in the series in which we investigate HANA scalability.

B2B eCommerce Sites Must Look Beyond "Rogue" Buyers

Duncan Jones

If you’re trying to use e-commerce in a B2B context, it is no longer safe to ignore the procurement role within your customers’ organization. At the moment you may be able to market and sell successfully direct to end-user customers, but not for long. The growing imperative for chief procurement officers (CPOs) to guarantee compliance with various external laws and internal policies is driving a much tougher stance on so-called rogue buying.

I’ve been studying the customer’s side of B2B e-commerce for a number of years. The clients I speak with work in procurement, finance, and the part of I.T. that supports those two functions. One of their most common questions is: “how can I prevent employees buying stuff directly from sell-side websites?” This used to be purely due to concerns about cost—they assumed that their e-procurement application would direct employees to approved suppliers who would, they believed, be the cheapest. Now, however, the bigger issue is supplier risk. Issues such as corporate social responsibility, conflict minerals, corrupt practices, data security, and so on, are forcing CPOs to be much tougher in preventing purchases from unapproved suppliers.

Read more

BI and data integration professionals face a multitude of overlapping data preparation options

Boris Evelson

Ah, the good old days. The world used to be simple. ETL vendors provided data integration functionality, DBMS vendors data warehouse platforms and BI vendors concentrated on reporting, analysis and data visualization. And they all lived happily ever after without stepping on each others’ toes and benefiting from lucrative partnerships. Alas, the modern world of BI and data integration is infinitely more complex with multiple, often overlapping offerings from data integration and BI vendors. I see the following three major segments in the market of preparing data for BI:

  1. Fully functional and highly scalable ETL platforms that are used for integrating analytical data as well as moving, synchronizing and replicating operational, transactional data. This is still the realm of tech professionals who use ETL products from Informatica, AbInitio, IBM, Oracle, Microsoft and others.
  2. An emerging market of data preparation technologies that specialize mostly in integrating data for BI use cases and mostly run by business users. Notable vendors in the space include Alteryx, Paxata, Trifecta, Datawatch, Birst, and a few others.
  3. Data preparation features built right into BI platforms. Most leading BI vendors today provide such capabilities to a varying degree.
Read more

The Breathtaking Future of Software Development -- It's Already Here!

Michael Facemire

"The future is already here -- it's just not very evenly distributed" -- William Gibson

I recently drove a Tesla for the first time. As a kid that grew up in a car dealership (my father and grandfather both owned one) I grew up with a love of cars, speed, and pushing limits. Driving that Tesla changed everything; as a developer I'm starting to feel a experience a similar set of feelings. Developers love change -- and technology provides a constant stream of bright shiny objects for us to chase. Fortunately we're being blessed by many of these objects to chase lately -- to the point that the current velocity of change _around everything we do_ is starting to take my breath away! I equate it to driving a Tesla at the edge of ludicrous mode; incredibly exciting with the knowledge that one false step means sure peril. The areas that are currently exciting me are:
 
The Web plumbing is changing. Earlier this year the Internet Archive put out a call to help building the new distributed web. They point to a number of challenges around the current web -- it's fragile, not reliable, not private, and needs a way to keep track of changes over time. Fortunately some early options are appearing about that I'm digging into, particularly Ethereum, IPFS, Blockchain, and HTTP/2. Each of these brings significant change to how we build, deploy, and scale applications.
 
Read more

The Predictive Modeling Process Using Machine Learning

Mike Gualtieri

Predictive analytics uses statistical and machine learning algorithms to find aptterns in data that might predict similar outcomes in the future. Check out this less than 3 minute, fun and fruity video to understand the six steps of predictive modeling.  For tools that use machine learning to build predictive models, Forrester clients can read The Forrester Wave: Big Data Predictive Analytics Solutions, Q2 2015 and A Machine Learning Primer For BT Professionals.

The Tug Of War Over Front-End Development Ownership

Dominique Whittaker

Front-end developers are getting the short end of the stick: they're either considered not technical enough to be a developer or too technical to be considered a designer/engineer. This conflict resonates further into the organization and stakeholders aren't in agreement on where front-end developers should sit---with the BT organization or within the business. Both sides make compelling arguments as to why front-end devs should sit within their respective parts of the organization. Our recent developer survey tells us that 47% of developers sit within a single centralized BT organization.

 

The main reasons BT organization argues three reasons front-end developers should sit within BT:

  • To make sure that development standards are consistent.
  • It ensures that they work in sync with the back-end team.
  • Front-end devs work with code and BT should have ownership of anything related to code.

On the other hand, marketing argues that front-end developers (also referred to as designers/web developers) are better suited for marketing since:

  • They don't really code, mainly working in HTML, CSS, and Javascript.
  • Front-end devs can create rapid prototypes for customers to see their ideas conceptualized, but it’s not intended to be production-ready at all.  
  • BT organization moves too slowly and is unable to deliver the changes needed to enhance the customer journey at the speed it requires.
Read more

Improving Mobile App Quality Testing

John M. Wargo

In 2014, Michael Facemire and Rowan Curran published a report entitled A Benchmark To Drive Mobile Test Quality. The report covered how organizations had to adjust mobile app testing in a world with an overabundance of mobile devices and applications in constant enhancement mode (very frequent updates). As the new guy, I was asked to do an update to the report, so I reviewed what already existed and proceeded to do some research to see what had changed in the market since the original report was published. Well, my update to the report is called Improving Mobile App Quality Testing and it was just published today.

Later this month, I will be completing reports on HTTP/2 as well as an update to Building High-Performance Mobile Experiences, a report by Jeffrey Hammond and Michael Facemire. 

Find Premium Digital Development Talent With The 3 C's

Anjali Yakkundi

This a guest post by Danielle Geoffroy, a Research Associate on the Application Development & Delivery (AD&D) team.

You have a people and organization problem. In our 2015 survey, we asked what the biggest barriers to success are when it comes to delivering customer-facing mobile and web experiences. The answer didn’t surprise us – the top three challenges were all talent-related. Digital experience delivery is the new black, and in order to incorporate it into your strategy and brand, you need to hire a new breed of development and delivery talent: technologists that are creative, understand business goals, and are up to date on new technology and languages (think WCM, not just ERP, and Javascript, not just Python).

In order to hire this premium talent, you must think like the talent. These designers, developers, creators didn’t grow up in the suit and tie corporate world, and will need competitive salaries and benefits plus much more: meaningful, fast-paced work cultures that foster development.

In order hire this talent that has new priorities, we identified three C’s to build your perfect match digital experience team:

Read more