This document discusses how traditional tech giants face slowing growth rates and are looking to customer relationship intelligence to drive ongoing success and transformation. It notes that 80% of next year's revenue will come from existing customers, so these companies must understand their complex customer relationships to meet changing demands and capture opportunities. The document advocates that by using customer relationship intelligence to gain insights from customer contract data, companies can solve revenue leakage today and position themselves for future growth.

1. TECH DINOSAURS

2. AS TRADITIONAL TECHNOLOGY GIANTS
FACE A FUTURE OF SLOWING GROWTH
RATES, INNOVATIVE LEADERS TURN TO
CUSTOMER RELATIONSHIP INTELLIGENCE
AS THEIR DRIVER TO REAP VALUE TODAY
WHILE EVOLVING FOR ONGOING SUCCESS.
TRADITIONAL TECH GIANTS
AT A CROSSROADS
SETTING THE STAGE FOR
TODAY’S GROWTH, TOMORROW’S
TRANSFORMATION
SOLVING REVENUE LEAKAGE
RIGHT NOW
POSITIONING FOR THE FUTURE
A MODERN MODEL FOR
CONTINUED SUCCESS
2
3
4
5
6

3. THE LANDSCAPE
Traditional tech giants at a
crossroads
Having led and shaped the industry for
decades, many of today’s technology
giants now find themselves at a pivotal
crossroads as they evaluate options to
sustain and foster their success.
A recent article from McKinsey &
Company throws down the gauntlet for
these companies in its very title: “Grow
fast or die slow: Focusing on customer
success to drive growth.”1
The article
specifies that “while customer acquisition
is a clear part of revenue growth, a less
obvious but critically important driver is
customer success, as measured by high
retention rates.”
The leaders of tech businesses know
that 80 percent of next year’s revenue
will come from customers already in
the fold. And to make the most of these
opportunities, these organizations must
meet changing demand, and must
understand their customer relationships
inside and out to do so.
What’s more, Yale University’s Professor
Richard Foster reports that today’s
rate of change “is at a faster pace than
ever.”2
This fact is further emphasized by
the S&P 500 index’s indication that the
average lifespan of a company is just 15
years today, down dramatically from the
67-year average of the 1920s.
1
http://www.mckinsey.com/industries/high-tech/
our-insights/grow-fast-or-die-slow-focusing-on-
customer-success-to-drive-growth
2
http://www.bbc.com/news/business-16611040
THE LEADERS
OF TECH BUSINESSES
KNOW THAT 80
PERCENT OF NEXT
YEAR’S REVENUE
WILL COME FROM
CUSTOMERS ALREADY
IN THE FOLD. AND TO
MAKE THE MOST OF
THESE OPPORTUNITIES,
THESE ORGANIZATIONS
MUST MEET CHANGING
DEMAND, AND
MUST UNDERSTAND
THEIR CUSTOMER
RELATIONSHIPS INSIDE
AND OUT TO DO SO.
In the face of constant market pressures,
complex, business-to-business providers
of tech solutions aren’t strangers to
evolution. They entered the market
with a focus on software, expanded
to complement those offerings with
hardware and services, and today seek to
strategically bundle solutions that answer
business challenges. They’ve reacted
and responded to the shifting trends
of a dynamic sector, juggling frequent
product updates, managing an evolving
product mix, and assimilating complex
mergers and acquisitions. They’ve
shifted from field sales to inside sales
and channel partner sales, altered their
approach from on-premise installations
to Software-as-a-Service (SaaS) models,
and increased their emphasis on
delivering shareholder value.
But a substantial barrier to business
success lies in revenue leakage. Failure
to understand the details of numerous
complex accounts leads to missed
opportunity. Significant amounts of
earned revenue leak away, leaving
companies taking profitability hits today,
while watching business transformation
goals slip further out of sight.
Why is this happening, and what can
these organizations do to capture what
they’ve earned? Furthermore, how
can they channel resources into the
transformation they must undergo to
remain relevant and successful for the
long term? Technology innovators such
as Oracle and Microsoft have illustrated
the importance of navigating a shifting
industry, modernizing their sales models
and solution offerings to accommodate
the demands and expectations of a more
sophisticated customer.
The good news for these companies is
that they already possess the assets they
need to capitalize, grow and transform.
The answers are hidden in complex
customer contract information, and
they’re waiting to be revealed.
2

4. IT’S A STAGGERING
AMOUNT OF DATA
TO MASTER—BUT
MASTER IT, YOU MUST.
THERE’S SUBSTANTIAL
PRESSURE TO STRIVE
FOR FUTURE SUCCESS,
BUT YOU CAN’T
TRANSFORM FOR
TOMORROW IF YOU
DON’T UNDERSTAND
WHAT’S HAPPENING
TODAY.
THE CHALLENGE
Setting the stage for today’s growth,
tomorrow’s transformation
You’ve been in this business a long time,
and as you’ve worked, your customer
relationships have grown, expanded and
become increasingly complex.
It’s a positive that you’ve become an
important strategic partner to your
customers, but it’s a negative—to you—
when crucial information becomes
so detailed, so intricate, so deep, that
you’re no longer using it thoroughly and
effectively to make business decisions
that directly impact your ability to grow
customer value—and the revenue that
yields. What’s more, taking control
over data today is crucial to generating
opportunity and success down the road.
Let’s think for a moment about
Michael Lewis’ “Moneyball: The
Art of Winning an Unfair Game,” in
which a budget-challenged Oakland
Athletics management team embraced
untraditional data—stats and numbers
collected by baseball enthusiasts,
software engineers, statisticians, lawyers
and physics professors—to discover
affordable baseball talent. The first-of-its-
kind approach led to the A’s amassing an
impressive winning record despite having
the lowest budget in the major league.
They clearly were onto something.
Are you? Consider:
yy Do you know all the terms of all
your existing deals?
yy Do you know each deal’s pricing,
and when it could—and
should—change?
yy Do you recognize how you can
bundle products and services
to deliver comprehensive solutions
to your customers?
yy Can you efficiently manage
M&A activity to recognize where
your customer bases overlap …
and where there are cross-sell
opportunities?
yy Are you up to speed on upcoming
renewal dates?
yy Can you quickly and easily spot
whitespace—and capitalize on it?
Don’t be too hard on yourself if you
couldn’t answer “yes” to all of these
questions. It’s all too common. But
unfortunately, it’s also a sign you’re not
securing revenue you’ve already earned.
The truth is, relationships are complex.
Contracts are unwieldy. Terms are unique,
dynamic and detailed. It’s a staggering
amount of data to master—but master
it, you must. There’s substantial pressure
to strive for future success, but you can’t
transform for tomorrow if you don’t
understand what’s happening today. If
you’re not thoroughly monetizing your
opportunities, you’re not capitalizing
on them. And they’re right there. You
created them. You just need to see them
through.
This industry’s growth rate has
slowed. But, large tech companies are
experiencing a higher engagement level
among their customers. These customers
seek to make more sophisticated, more
complete, more strategically oriented
purchases.
According to a recent article from
Harvard Business Review, “Products
continue to evolve long after entering
service. The relationship a firm has with
its products—and with its customers—is
becoming continuous and open-ended.”3
As such, you need to mine these
relationships to both secure the revenue
they can yield and to increase the
strategic value of each relationship.
Organizations that fail to recognize
and adapt to this dramatic shift are at
tremendous risk. In fact, the HBR writer
takes the bold stance that, “what is under
way is perhaps the most substantial
change in the manufacturing firm since
the Second Industrial Revolution, more
than a century ago.”3
It isn’t too late for tech leaders to
capitalize on this market shift. But before
they can shape a transformed future,
they must understand the revenue reality
their companies face today. Here’s where
to begin …
3

5. 3
https://hbr.org/2015/10/how-smart-connect-
ed-products-are-transforming-companies
SOLVING REVENUE LEAKAGE RIGHT NOW
Your company is likely leaking revenue even as you read this sentence. It happens to everyone.
The question is how much and how fast? But, with awareness and the right approach, you can
effectively seal the gaps and redirect earned revenue straight to your bottom line.
Large, complex, B2B organizations like yours manage numerous complex customer
relationships. Relationship gaps that offer revenue-generating potential when recognized
and closed often occur in these areas:
When you know where to look, it’s easy
to see where earned revenue escapes.
But once you’ve spotted those leaks,
can you easily repair them to reap the
value you’re due? The answer is yes, and
not only can the right solution create
value right now, it can prepare your
organization to adapt for future success.
That solution is customer relationship
intelligence (CRI). It’s a smart strategic
approach to harnessing complex
customer data and combining it with
other critical data to fuel business
decision-making.
In fact, forward-thinking companies
have done precisely this, in efforts that
yield dramatic results. For example, one
leading provider of cloud infrastructure
and hosted IT solutions sought to change
the way it served enterprise customers.
The organization envisioned transitioning
from a traditional product emphasis
to a true solution sale. The shift was
handicapped by missing, incomplete
or inaccurate customer information
scattered across legacy systems and
acquired businesses. Sales teams spent
too much time searching for data and
too little engaged with customers, which
negatively impacted customer retention
and impeded organizational growth.
Organizational leaders recognized that
comprehensive customer information
held the key to successful solution sales.
The company embraced customer
relationship intelligence to digitize data
assets and deliver crucial customer
detail to its sales teams. It collected
and analyzed more than 250,000
customer contracts, consolidating
them into a comprehensive, up-to-
date repository integrated with its
Salesforce implementation for seamless
incorporation into the daily workflows of
more than 3,500 sales professionals.
Teams now enjoy immediate access to
contract expiration dates, products,
credits, a family tree of associated
amendments and exhibits, and billing
information. Focus has shifted from the
tedious data hunt to strategic, proactive
customer engagement.
12 mo. 18 mo.
EXPIRED DISCOUNT
PRICE INCREASES
You’re perfectly entitled to implement price increases
based on CPI, performance and usage. But do you know
when to do it, and are you applying the increases when
you should? When contracts say one thing—if you can find
the specifics at all—and your CRM system says another,
which information should you believe? The uncertainty
leads to inaction, and that leads to lost dollars.
PURCHASE COMMITMENTS
Your customers often commit to specific purchase
volumes or values. But are they making good? When it’s
not easy to check agreements regularly, it’s not easy to
collect the payments due.
DISCOUNT EXPIRATIONS
Offering discounts is an excellent way to entice new
customers. But once you’ve secured that relationship, are
you tracking the duration of the discount to adjust pricing
when the reduction expires? If not, you’re losing money,
big time.
LICENSE + SUPPORT RENEWALS
Renewals represent recurring opportunity. But when
renewal terms are buried in contracts, you’ll miss
collection windows without even realizing it. And what if
your customers have increased users or taken advantage
of more support? Failure to recognize and capitalize on
these terms means failure to pick up money simply sitting
on the table.
COST PASS-THROUGHS +
CHARGEBACKS
Recognizing when you have the right to share your costs
with your customers—and following through on those
opportunities—can make a dramatic impact to your
bottom line.
4

6. According to the company’s vice
president of sales effectiveness, this
initiative “is helping us improve the
retention of at-risk revenue by 4.5
percent and increase active selling time
for our sales team by 15 percent. That
is an extraordinary return on a modest
investment.”
POSITIONING
FOR FUTURE
TRANSFORMATION
Growth is challenging for large tech
companies today. Transformation—
reinvention—is critical to continued
success. Such organizations must
redefine their go-to-market approach.
Gone are the days of standalone software
sales. Today’s customer seeks software,
hardware and service solutions, including
SaaS. To fuel this transformation,
companies must glean as much value out
of each customer relationship as they
possibly can.
Tech companies must ask:
yy Are we fully monetizing what we
have sold?
yy Are we strategically applying
knowledge to grow our
relationships?
yy Are we seamlessly assimilating
M&A activity?
When you can emphatically answer “yes”
to these questions, you will be well on
your way to the next-generation model.
You will have recouped leaking revenue
and set a stage for transformation.
Pramata customers know that customer
relationship intelligence provides the
solution to managing massive volumes of
data in such a way as to transform it into
a tremendously valuable asset.
Consider the concrete and quantifiable
changes this client anticipates after
applying our technology to better
understanding customer relationships:
yy This $10 billion technology
customer credited our solution with
the potential to achieve greater
than $200 million in revenue impact
and $24 million in efficiency gains.
Components of these customer-
vetted estimates included:
»» Drive efficient renewals and
reduce churn for more than $54
million in incremental revenue
»» Manage renewals team
efficiency for nearly $1 million in
recovered productivity
»» Increase win rate with more
accurate quotes for new deals
for $6 million
»» Improve sales team productivity
for almost $10 million in value
Here, this organization applied customer
relationship intelligence to better
understand customer accounts, but soon
recognized its potential to make dramatic
operational improvements in a number of
important areas. Customer relationship
intelligence became the linchpin of a
broader digital transformation initiative.
This is representative of the scale of
transformation Pramata solutions
make possible. With value emerging in
as little as 30 days from the moment
you say go, this technology is key to
stopping revenue leaks now and building
actionable insight that informs strategic
growth.
And it’s not just what we do, but also
the way we do it. In the words of a
satisfied client, “It was clear there was a
real commitment to understanding and
hitting our business objectives. That’s
been a differentiator here. They make it a
collaborative conversation and
bring a lot more value to what we’re able
to achieve.”
ACCORDING TO A
RECENT ARTICLE FROM
HARVARD BUSINESS
REVIEW, “PRODUCTS
CONTINUE TO
EVOLVE LONG AFTER
ENTERING SERVICE.
THE RELATIONSHIP A
FIRM HAS WITH ITS
PRODUCTS—AND WITH
ITS CUSTOMERS—
IS BECOMING
CONTINUOUS AND
OPEN-ENDED.”
5

7. Pramata Customer Relationship Intelligence™ empowers large B2B
companies with complete, actionable insights about their most valuable
customer relationships to drive significant revenue growth potential and
stronger compliance efforts.
www.pramata.com
© 2017 Pramata Corporation. All rights reserved.
Our innovative CRI approach bridges
the information gaps inside your current
technology infrastructure. We synthesize
critical data from multiple sources and
deliver a simplified, accurate view to
everyone involved in the customer
relationship.
While most of our clients realize they’re
leaking some revenue, most don’t know
how much or how quickly. When we’ve
helped them to apply CRI to their sales
effectiveness and business performance
strategies, we’ve often helped them
discover an annual recurring revenue
gain of more than $12 million, just by
examining one big source of leakage
across their most valuable customer
relationships.
From sales to delivery, operations to
retention, there are numerous points
from which revenue leakage adds up to
meaningful totals. CRI mines the valuable
hidden data within your customer
contracts, synthesizes that data with
relevant information from your billing
systems and CRM applications and
delivers it in the most meaningful context
for your finance, sales and legal teams.
Mine, synthesize, deliver, repeat. It’s a
cycle that helps companies meet both
today’s and tomorrow’s objectives.
With this complete digital view of
actionable customer insight, it becomes
routine to capitalize on pricing increases,
discount expirations, cost pass-throughs
and many more untapped opportunities
within your most valuable customer
relationships. And when regularly,
consistently, easily capturing earned
revenue becomes the norm, companies
bolster their foundations now to cultivate
success moving forward.
AND IT’S NOT JUST WHAT WE DO, BUT ALSO THE WAY WE DO IT. IN
THE WORDS OF A SATISFIED CLIENT, “IT WAS CLEAR THERE WAS A
REAL COMMITMENT TO UNDERSTANDING AND HITTING OUR BUSINESS
OBJECTIVES. THAT’S BEEN A DIFFERENTIATOR HERE. THEY MAKE IT A
COLLABORATIVE CONVERSATION AND BRING A LOT MORE VALUE TO
WHAT WE’RE ABLE TO ACHIEVE.”
4
http://www.mckinsey.com/industries/high-
tech/our-insights/grow-fast-or-die-slow-fo-
cusing-on-customer-success-to-drive-growth
A MODERN MODEL FOR
CONTINUED SUCCESS
The McKinsey article calls for
organizations to “think about the
full customer journey and tailor your
approach,” and to “use analytics to
gain an advantage.”4
The Pramata approach is designed
specifically to answer directives
like these. You need a technology
solution to help you review the areas
of your customer lifecycle to identify
opportunities to grow revenue
immediately while laying the groundwork
for future value.
We can help companies leverage the
asset that is their current customer
base to drive current growth and future
transformation. Pramata helps companies
like yours transform complicated
customer agreement information into
accessible, digital intelligence your
sales teams can use to strengthen
relationships, increase revenue and
reduce operational risks.