Customer Relationship Management 2010/11 (Technology Evaluation and Comparison Report)

Date: October 22, 2010
Pages: 362
Price:
US$ 2,995.00
Publisher: Ovum
Report type: Strategic Report
Delivery: E-mail Delivery (PDF)
ID: C9565D84607EN
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Customer Relationship Management 2010/11 (Technology Evaluation and Comparison Report)
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Introduction

Businesses thrive or die on the strength of their relationships with their customers. This strategic issue is best executed through the use of next-generation CRM systems that enable process efficiency, innovation, and drive business value. This CRM report provides comparative CRM system analysis for enterprises selecting a CRM system and insight into the trends shaping the market.

Features and benefits
  • Improve customer loyalty and long term revenue by designing experiences that align with customer expectations.
  • Use CRM technologies such as mobile, social networking and collaboration, and analytics to create new types of customer relationships.
  • Embrace the extended CRM mindset and framework to create a base for joined up customer initiatives to drive customer retention and value.
Highlights

Statistics such as 40% of enterprises planning to increase their investment in CRM and over 50% maintaining current investment levels illustrates the stratefic importance of CRM, particularly in tough economic times.Collaboration is changing internal communications, business-to-consumer, and consumer-to-consumer interactions, raising expectations around response rates, and turbo-charging the pace of business.The concept of value co-creation is largely untapped, but can bring direct and measurable benefits to business and customers.

Your key questions answered
  • How changes in market and customer dynamics are altering the way CRM systems are designed and deployed.
  • Why CRM requires active investment and innovation and can’t be consigned to maintenance mode.
  • How SOA and BPM can be harnessed within CRM to improve alignment with business objectives.

EXECUTIVE SUMMARY

1.1 Executive summary
Catalyst
Key findings
Ovum view
Business issues
Technology issues
Market issues
The Ovum CRM Decision Matrix
1.2 Report objectives and structure
Chapter two – Introduction and business perspectives
Chapter three – Collaborative CRM
Chapter four – Supporting CRM with mobile operations
Chapter five – Exploiting the value of analytics in CRM
Chapter six – Market analysis and vendor comparisons
Chapter seven – Technology audits
Chapter eight – Vendor profiles
Chapter nine – Glossary
Chapter ten – Appendix

INTRODUCTION AND BUSINESS ISSUES

2.1 Summary
Catalyst
Ovum view
Key messages
2.2 CRM in transition
CRM is a tool for mastering customer and market change
Investments in analytics, mobile, and BPM-driven CRM can drive better business results
Explore social media and collaboration for internal and external scenarios – but within a structured environment
Understanding the new CRM application landscape is key to releasing value
2.3 What do CRM buyers want?
New technologies and business requirements raise organizations' expectations
The marriage of old and new
Some differences are deliberate, others reflect immaturity
Shifting go-to-market models
Delivering the right solution
It's about the business, not the technology
2.4 Value potential and maturity
Understanding and overcoming inhibitors
Customer considerations and agility have replaced cost as a CRM driver
Meet the demand for harmonized, realtime customer experiences by tapping into the convergence of CRM and BPM
Improve visibility into enterprise processes by augmenting existing CRM implementations with BPM
2.5 Implementation alternatives
New options help enterprises fit IT to business strategy
2.6 Recommendations
Recommendations for enterprises
Recommendations for vendors
Alternative views

COLLABORATIVE CRM

3.1 Summary
Catalyst
Ovum view
Key messages
3.2 Managing the transition from automation to collaboration
Collaborative CRM is emerging as a new CRM building block
Collaboration requires broadening of the upstream communication pipe
Responsibility, accountability, and scalability underpin collaborative efforts
Customers and organizations are assets for each other
The new building block remains offset from the core CRM components
CRM systems are morphing into collaboration platforms but monitoring is still more prevalent than interaction
Applications remain fragmented
Initiatives are under way to connect collaboration capabilities with enterprise applications
CRM systems have to make the leap from data capture to semantic understanding
Collaboration carries a business cost
3.3 Building a framework for customer experience improvement
Understanding the costs and value of the customer experience must become part of an organization's DNA
Infrastructure must adapt to effectively support dynamic experience management
Existing infrastructure can be selectively adapted to support proactive engagements
Proactive interaction benefits from a light touch
Embedded analytics help organizations understand and promote proactive customer engagements
3.4 Explore new dimensions via the convergence of CRM, unified communications, and business processes
Communication-enabled business processes (CEBP) combines unified communications, business processes, and CRM to streamline business flow
Realtime CRM communications provide a model for business at the speed of the Internet
IP-based communications infrastructures provide an entry point for convergence
3.5 Recommendations
Recommendations for enterprises
Recommendations for vendors
Alternative views

SUPPORTING CRM WITH MOBILE OPERATIONS

4.1 Summary
Catalyst
Ovum view
Key messages
4.2 Mobile access is a 'must have' today
The roots of mobile CRM
The early evolution of mobile CRM
4.3 Rapid evolution in devices, networks, and software is making mobile CRM more effective
Tailoring apps to devices
Tailoring apps to job roles
4.4 New capabilities bring opportunities far beyond conventional CRM
Business intelligence
RFID and location awareness
New types of customers
New routes to market
4.5 Mobile CRM is no panacea, and technology isn't the answer to every business issue
Devices, networks, and software are not fully mature
Markets in upheaval
The limitations of mobile CRM
4.6 How to exploit innovation in mobile CRM, while avoiding the pitfalls
Start from the ground up
Practical matters
4.7 Recommendations
Recommendations for enterprises
Recommendations for vendors
Alternative views

EXPLOITING THE VALUE OF ANALYTICS IN CRM

5.1 Summary
Catalyst
Ovum view
Key messages
5.2 Improved customer insight requires a shift from historic reporting to forward-looking analytics
Business-centric analytic processes lie at the root of operational insight and efficient business activity
The need for rapidity in business operations is driving the deployment of analytics in operational CRM environments
CRM strategy planning without input from forward-looking analytics introduces unnecessary risk, but analytic models are not infallible
Models need to be managed for governance and compatibility
Explore the past for structured insight into future potential
Maximize opportunities by embedding pre-modeled decision criteria into business processes
CRM-based realtime analytics is better described as realtime decision support
5.3 Implementation can be modular but must be part of an enterprise-wide initiative and supported by a flexible IT architecture
Implementation builds on the shoulders of integrated analytics and operational technology stacks
Implementation planning should factor in the hurdles and benefits of disparate architectures
The type of analysis required determines the appropriate tools and technologies
Social analytics brings a new dimension and requires its own set of tools, including text mining and semantic analysis
Look to platform-level architecture and technologies to bridge the two environments
Dashboards and portals provide a method for surfacing results in an intuitive way, but are limited in scope
Complex event processing is an enabler for decision optimization
SaaS analytics provides an alternative deployment option
5.4 Developments are under way to manage issues regarding performance around realtime analytics
Latency is the scourge of analytics, but new technologies are emerging to reduce delays
Developments in multi-tenancy demonstrate another approach to realtime analytics
5.5 Recommendations
Recommendations for enterprises
Recommendations for vendors
Alternative Views

MARKET ANALYSIS AND VENDOR COMPARISONS

6.1 Summary
Catalyst
Ovum view
Key messages
6.2 CRM Features Matrix
The CRM Features Matrix methodology
CRM Features Matrix
6.3 CRM Decision Matrix
The leaders: Microsoft, Oracle, salesforce.com, and SAP
The challengers: NetSuite, Pegasystems/Chordiant, and RightNow Technologies
The prospects: Amdocs, Sage, and SugarCRM
6.4 CRM Market Analysis
Amdocs: CRM radar
Microsoft: CRM radar
NetSuite: CRM radar
Oracle: CRM radar
Pegasystems/Chordiant: CRM radar
RightNow Technologies: CRM radar
Sage: CRM radar
Salesforce.com: CRM radar
SAP: CRM radar
SugarCRM: CRM radar

TECHNOLOGY AUDITS

7.1 Amdocs – Amdocs CRM 8
Summary
Key Findings
Ovum View
Recommendations
Functionality
Solution analysis
Product strategy
Implementation
7.2 Chordiant Software – Chordiant Customer Experience Suite
Summary
Key Findings
Ovum View
Recommendations
Functionality
Solution analysis
Product strategy
Implementation
7.3 Microsoft – Microsoft Dynamics CRM 4.0 and 2011
Summary
Key Findings
Ovum View
Recommendations
Functionality
Solution analysis
Product strategy
Implementation
Deployment examples
7.4 NetSuite – NetSuite CRM+ v2010.1
Summary
Key Findings
Ovum View
Recommendations
Functionality
Solution analysis
Product strategy
Implementation
7.5 Oracle Corp – Oracle CRM On Demand R17
Summary
Key Findings
Ovum View
Recommendations
Functionality
Solution analysis
Product strategy
Implementation
Deployment examples
7.6 Oracle Corp – Oracle E-Business Suite CRM 12.1
Ovum view
Key Findings
Look ahead
Functionality
Deployment
Product strategy
Company profile
Summary
7.7 Oracle Corp – Oracle Siebel CRM v8.1.1
Summary
Key Findings
Ovum View
Recommendations
Functionality
Solution analysis
Product strategy
Implementation
Deployments (names withheld at vendor’s request)
7.8 Pegasystems – SmartBPM Suite 6.1 CRM Frameworks
Summary
Key Findings
Ovum View
Recommendations
Functionality
Solution analysis
Product strategy
Implementation
7.9 RightNow Technologies – RightNow CX May 2010
Summary
Key Findings
Ovum View
Recommendations
Functionality
Solution analysis
Product strategy
Implementation
7.10 Sage – Sage SalesLogix 7.5.2
Summary
Key Findings
Ovum View
Recommendations
Functionality
Product strategy
Implementation
7.11 Sage CRM Solutions – SageCRM 7.0
Summary
Key Findings
Ovum View
Recommendations
Solution overview
Solution analysis
Product strategy
Implementation
7.12 Salesforce.com – Salesforce.com Summer ’10
Summary
Key Findings
Ovum View
Recommendations
Functionality
Solution analysis
Product strategy
Implementation
7.13 SAP – SAP Business All-in-One: CRM capability based on SAP CRM 7.0
Summary
Key Findings
Ovum View
Recommendations
Functionality
Solution analysis
Product strategy
Market opportunity
Go-to-market strategy
Implementation
Deployment examples
7.14 SAP – Business ByDesign Feature Pack 2.5
Summary
Key Findings
Ovum View
Recommendations
Functionality
Solution analysis
Architecture and platform support
Product strategy
Implementation
7.15 SAP – SAP CRM 7.0
Summary
Key Findings
Ovum View
Recommendations
Functionality
Solution analysis
Product strategy
Implementation
7.16 SugarCRM, Inc. – Sugar Enterprise v6.0
Summary
Key Findings
Ovum View
Recommendations
Functionality
Solution analysis
Product strategy
Implementation
Deployments

VENDOR PROFILES

Aprimo
Company Profile
BT CRM Services, part of BT Global Services
Company profile
CDC Software
Company profile
Consona Corporation
Company profile
Epicor
Company profile
Infor
Company profile
Lawson Software
Company profile
SAS Institute
Company profile
SPSS, an IBM company
Company profile
Sword Ciboodle
Company profile
Talisma
Company profile
Teradata
Company profile
Unica
Company profile

GLOSSARY

Glossary
Adapter
Ajax
Algorithm
Analytic model
Analytics
Application programming interface (API)
Application server
Blog
Business intelligence (BI)
Business process automation (BPA)
Business process execution language (BPEL)
Business process management (BPM)
Business process modeling language (BPML)
Business process modeling notation (BPMN)
Business service
Business to business/business to consumer (B2B/B2C)
Cloud computing
Collaborative CRM
Communication-enabled business processes (CEBP)
Complex event processing (CEP)
Composite application
Consumer to consumer (C2C)
CRM 2.0
Customer experience management (CEM)
Customer relationship management (CRM)
Dashboard
Enterprise architecture (EA)
Enterprise service bus (ESB)
Enterprise Web 2.0
Extract, transform, and load (ETL)
Fat client
Grid computing
Hypertext markup language (HTML)
In-memory processing
IaaS
IVR
Java
Java Bean
Java Connector Architecture (JCA)
Java EE
Key performance indicator (KPI)
Latency
Long time evolution (LTE)
Mashup
Massively parallel processing (MPP)
Master data management (MDM)
Metadata
Middleware
.NET
On-line analytical processing (OLAP)
On-line transaction processing (OLTP)
Open database connectivity (ODBC)
Platform-as-a-service (PaaS)
Portal
Portlets
Predictive analytics
Predictive model markup language (PMML)
Really simple syndication (RSS)
Repository
Rich internet application (RIA)
Rich web application (RWA)
Service oriented architecture (SOA)
Small to medium-sized enterprise (SME)
SOAP
Social media
Software-as-a-service (SaaS)
Unified communications
Utility computing
Visual Studio .Net
Voice over internet protocol (VoIP)
Web 2.0
Weblog/blog
Web service
Web services description language (WSDL)
Wiki
Workflow
XML

APPENDIX

Further reading
Methodology
Author(s)
Ovum consulting
Disclaimer

TABLES

Table: The Ovum CRM Decision Matrix
Table: Transaction and data warehouse database characteristics
Table: CRM Decision Matrix (in alphabetical order)
Table: Key Findings
Table: Amdocs CRM Platform Support
Table: Contact Details
Table: Key Findings
Table: Contact Details
Table: Key Findings
Table: Contact Details
Table: Key Findings
Table: Contact Details
Table: Key Findings
Table: Contact Details
Table: Key Findings
Table: Service Management Applications
Table: Channel Revenue Management Applications
Table: Sales Applications
Table: Order Management Applications
Table: Financial Details
Table: Contact Details
Table: Key Findings
Table: Contact Details
Table: Key Findings
Table: Contact Details
Table: Key Findings
Table: Contact Details
Table: Key Findings
Table: Contact Details
Table: Key Findings
Table: Contact Details
Table: Key Findings
Table: Contact Details
Table: Key Findings
Table: Contact Details
Table: Key Findings
Table: SAP’s design approach to Business ByDesign
Table: Contact Details
Table: Key Findings
Table: Contact Details
Table: Key Findings
Table: Contact Details
Table: Contact Details
Table: Financial Details
Table: Contact Details
Table: Financial Details
Table: Contact Details
Table: Contact Details
Table: Financial Details
Table: Contact Details
Table: Contact Details
Table: Financial Details
Table: Contact Details
Table: Contact Details
Table: Contact Details
Table: Contact Details
Table: Contact Details
Table: Financial Details
Table: Contact Details
Table: Financial Details
Table: Contact Details

FIGURES

Figure: Enterprise applications – investment priority
Figure: Year-on-year change in CRM license/subscription budgets
Figure: Areas of planned CRM investment
Figure: The expanded CRM framework
Figure: CRM inhibitors
Figure: Business objectives driving CRM adoption
Figure: Experience management maturity continuum
Figure: CEPB types
Figure: An example of communications embedded into a CRM application
Figure: Data types and sources
Figure: Salesforce.com skinny tables
Figure: CRM Decision Matrix
Figure: The Amdocs CRM radar
Figure: The Microsoft CRM radar
Figure: The NetSuite CRM radar
Figure: The Oracle CRM radar
Figure: The Oracle CRM portfolio technology radar
Figure: The Pegasystems/Chordiant CRM radar
Figure: The Pegasystems/Chordiant CRM portfolio technology radar
Figure: The RightNow CRM radar
Figure: The Sage CRM radar
Figure: The Sage CRM portfolio technology radar
Figure: The salesforce.com CRM radar
Figure: The SAP CRM radar
Figure: The SAP CRM portfolio technology radar
Figure: The SugarCRM CRM radar
Figure: Amdocs Customer Management Portfolio
Figure: Smart Desktop Architecture
Figure: Chordiant Cx Solution
Figure: Chordiant Cx Architecture
Figure: Dynamics CRM architecture
Figure: The NetSuite CRM+ user interface can be configured to display a variety of metrics, including forecasts, key performance indicators and opportunities
Figure: NetSuite’s three-tier multi-tenant architecture is highly scalable to support organizations as they grow in size and/or data volume
Figure: Oracle CRM On Demand
Figure: Release 12 Technology Stack
Figure: Integrated Service Management
Figure: Siebel CRM architecture diagram
Figure: Pegasystems Layered Architecture
Figure: Connect Integration Framework
Figure: Salesforce.com Portfolio
Figure: Business ByDesign Architecture
Figure: SAP CRM Solution Map
Figure: SugarCRM solution architecture
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