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

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Dec 08, 2010, 02:21 ET

NEW YORK, Dec. 8, 2010 /PRNewswire/ -- Reportlinker.com announces that a new market research report is available in its catalogue:

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

http://www.reportlinker.com/p0337476/Customer-Relationship-Management-2010/11-Technology-Evaluation-and-Comparison-Report.html

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: Financial Details

Table: Contact Details

Table: Financial Details

Table: Contact Details

Table: Financial Details

Table: Contact Details

Table: Financial 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

To order this report: