The document summarizes key findings from a Gartner survey of 275 customers from 13 corporate performance management vendors. Some of the main findings include:
- Among the large vendors, SAP improved satisfaction ratings relative to Oracle and IBM, but all three still have room for improvement.
- Software-as-a-service solutions are not significantly less expensive than traditional on-premises offerings when considering total cost of ownership.
- Specialist CPM vendors like Tagetik and Longview scored higher than the large vendors like SAP, Oracle, and IBM in many areas related to customer satisfaction.
1. Demographic changes, especially the aging of America and growth of ethnic markets, were seen as the most significant industry trends according to survey respondents.
2. Work site and bank sales channels were also viewed as opportunities for growth.
3. Translating strategy into effective expense management and technology use remains a challenge for some companies, despite most having clear strategic visions.
Management Assignment Help | by Onlineassignment.NetOnline
The document discusses implementing new technology and quantitative evaluation techniques at XYZ Construction. It provides an assignment to analyze planning, implementing, and evaluating new technology to help the company transition to becoming publicly traded. It also asks to describe quantitative metrics that can be used to measure customer satisfaction, quality, EEO compliance, and market evaluation. The solution proposes using descriptive statistics and hypotheses testing to quantify these areas and outlines specific metrics for measuring service quality, customer satisfaction, and performance.
This document evaluates the e-business models of three websites - Dell, Paul Kelly, and Mixonic. It analyzes each site based on criteria like revenue sources, costs, market focus, and competitive advantages. Dell is highlighted for its direct sales model and customization options. Paul Kelly's site complements his music business by providing promotional content. Mixonic offers outsourced CD production and distribution services. The document compares the models' strengths in their industries and positions them on a matrix based on market attractiveness and ability to compete.
This document summarizes the results of a survey conducted by ARC Advisory Group of customers using RedPrairie's labor productivity management solution. The key findings were:
1) Over half of customers achieved payback on their investment within one year, which is considered an exceptional return on investment.
2) Customers reported labor productivity improvements between 5-15% for 40% of respondents and over 15% for another 40%, leading to decreased labor costs between 5-15% for 62% of respondents.
3) Employee relations were generally unchanged or slightly improved with implementation, dispelling fears that such systems negatively impact morale.
Do companies with more user-friendly and accessible enterprise resource planning (ERP) systems enjoy more positive business outcomes?
Are they more profitable?
Do highly effective ERP systems help create a sharper upswing of revenue growth?
How much difference does effective data really make to business success?
Benchmarking is the process of measuring products, services, and processes against those of organizations known to be leaders in one or more aspects of their operations.
It is a way of discovering what is the best performance being achieved – whether in a particular company, by a competitor or by an entirely different industry. This information can then be used to identify gaps in an organization’s processes in order to achieve a competitive advantage.
Benchmarking can help you identify areas, systems, or processes for improvements—either incremental improvements or dramatic improvements.
Base Stations - The Forefront of Green TelecomPeter Jarich
The document discusses how base stations are at the forefront of green telecom initiatives due to their large numbers and impact. While energy efficiency is important, there are limits to improving the efficiency of power amplifiers alone. Alternative approaches like using renewable energy sources, innovative siting practices, and network architectures can help reduce the carbon footprint. For base station buyers, factors like evolving energy costs, regulations, and consumer sentiment must be considered when forecasting and evaluating green options. The definition of "green" also merits reexamination in terms balancing environmental aspirations with market realities. Competitive intelligence from sources like Current Analysis can help level the playing field and enable improved competitive responses.
1. Demographic changes, especially the aging of America and growth of ethnic markets, were seen as the most significant industry trends according to survey respondents.
2. Work site and bank sales channels were also viewed as opportunities for growth.
3. Translating strategy into effective expense management and technology use remains a challenge for some companies, despite most having clear strategic visions.
Management Assignment Help | by Onlineassignment.NetOnline
The document discusses implementing new technology and quantitative evaluation techniques at XYZ Construction. It provides an assignment to analyze planning, implementing, and evaluating new technology to help the company transition to becoming publicly traded. It also asks to describe quantitative metrics that can be used to measure customer satisfaction, quality, EEO compliance, and market evaluation. The solution proposes using descriptive statistics and hypotheses testing to quantify these areas and outlines specific metrics for measuring service quality, customer satisfaction, and performance.
This document evaluates the e-business models of three websites - Dell, Paul Kelly, and Mixonic. It analyzes each site based on criteria like revenue sources, costs, market focus, and competitive advantages. Dell is highlighted for its direct sales model and customization options. Paul Kelly's site complements his music business by providing promotional content. Mixonic offers outsourced CD production and distribution services. The document compares the models' strengths in their industries and positions them on a matrix based on market attractiveness and ability to compete.
This document summarizes the results of a survey conducted by ARC Advisory Group of customers using RedPrairie's labor productivity management solution. The key findings were:
1) Over half of customers achieved payback on their investment within one year, which is considered an exceptional return on investment.
2) Customers reported labor productivity improvements between 5-15% for 40% of respondents and over 15% for another 40%, leading to decreased labor costs between 5-15% for 62% of respondents.
3) Employee relations were generally unchanged or slightly improved with implementation, dispelling fears that such systems negatively impact morale.
Do companies with more user-friendly and accessible enterprise resource planning (ERP) systems enjoy more positive business outcomes?
Are they more profitable?
Do highly effective ERP systems help create a sharper upswing of revenue growth?
How much difference does effective data really make to business success?
Benchmarking is the process of measuring products, services, and processes against those of organizations known to be leaders in one or more aspects of their operations.
It is a way of discovering what is the best performance being achieved – whether in a particular company, by a competitor or by an entirely different industry. This information can then be used to identify gaps in an organization’s processes in order to achieve a competitive advantage.
Benchmarking can help you identify areas, systems, or processes for improvements—either incremental improvements or dramatic improvements.
Base Stations - The Forefront of Green TelecomPeter Jarich
The document discusses how base stations are at the forefront of green telecom initiatives due to their large numbers and impact. While energy efficiency is important, there are limits to improving the efficiency of power amplifiers alone. Alternative approaches like using renewable energy sources, innovative siting practices, and network architectures can help reduce the carbon footprint. For base station buyers, factors like evolving energy costs, regulations, and consumer sentiment must be considered when forecasting and evaluating green options. The definition of "green" also merits reexamination in terms balancing environmental aspirations with market realities. Competitive intelligence from sources like Current Analysis can help level the playing field and enable improved competitive responses.
Iwsm2014 importance of benchmarking (john ogilvie & harold van heeringen)Nesma
The document discusses three cases where the International Software Benchmarking Standards Group (ISBSG) database was used to provide benchmarks and industry data for software project estimation, competitive analysis, and supplier performance measurement.
In the first case, a telecom company used ISBSG data to perform a reality check on an expert estimate for a new software project, which found the estimate to be optimistic. In the second case, a software company analyzed ISBSG data to assess the competitiveness of its bidding process. In the third case, an organization set productivity targets for an outsourced supplier based on ISBSG benchmarks.
The document discusses the dilemma businesses face in choosing between commercial software products and in-house development tools. It presents a model to help select solutions based on business and technology drivers. The model separates solutions into a packaged applications approach or development tools approach based on dimensions like the business view, technology view, and separation of concerns. It aims to help businesses match their requirements to appropriate software products or tools.
This document discusses optimization problems in engineering applications. It begins by defining optimization and describing how it can be applied to engineering problems to minimize costs or maximize benefits. Some examples of engineering applications that can be optimized are described, such as designing structures for minimum cost or maximum efficiency. The document then discusses procedures for solving optimization problems, including recognizing and defining the problem, constructing a model, and implementing solutions. It also describes different types of optimization problems and methods for solving linear programming problems, including the graphical and simplex methods.
Is SPIL a right choice for FOXCONN to acquire in the packaging industry?Ta-Wei (David) Huang
This is the final project when I was a junior member in BizPro. In this project I conducted strategic researches about the semi-conductor packaging industry, and then built valuation models using comparable analysis and discounted cashflow valuation.
Mit Benchmarking zu standardisierten IT ServicesWerner Feld
Benchmarking von Outsourcing Verträgen erlaubt die Aufdeckung von Ineffizienzen, die typischerweise auf marktunüblichen IT Serviceanforderungen des Kunden beruhen.
A Comparative Analysis of Factor Effecting the Buying Judgement of Smart Phone IJECEIAES
Smart phone has various utilizations to various clients as per their necessities. With sensational rise in the usage of smart phone the individuals are considering different factors while purchasing a smart phone. This paper has put endeavor to reveal the fundamental factors which effect clients in picking up of the smart phone. A sample of 512 responses was taken through questionnaire. An organized questionnaire was planned with five point Likert scale was utilized to meeting respondent’s .Factor analysis and descriptive statistical tools were applied to extricate the basic variables influence cell phone acquir ing choice. The result shows that the most important factors are physical attributes, apps and sounds while the less importance is given to other factors such as convenience, price which can also vary by age, service and gender. The future scope of this paper lies in the fact that whether age, occupation, gender makes any difference in purchasing decision of smart phone.
Basic Marketing Research 4th Edition Malhotra Test BankQuincyBrowns
The document contains a test bank of multiple choice questions about key concepts from Chapter 2 of the textbook "Basic Marketing Research". It covers topics like defining the marketing research problem, developing a research approach, understanding the environmental context of the problem, and formulating research objectives and hypotheses. The questions assess understanding of tasks involved in problem definition like discussions with decision makers, secondary data analysis, and problem audits. They also cover distinguishing primary and secondary data sources, qualitative and quantitative research methodologies, and components of the problem's environmental context.
The Forrester Wave Us Interactive Agencies Strategy And Execution Q3 2009Ralph Paglia
The document provides an evaluation of the strategy and execution capabilities of 11 leading US interactive agencies. It finds that while the agencies are generally competent across criteria, some agencies stand out from others. Specifically, R/GA, VML, Sapient Interactive, and OgilvyInteractive are identified as Leaders due to their strong performance across criteria such as digital strategy, development/execution, measurement/analytics, social/emerging media, and vision/roadmap. Wunderman, Razorfish, and Organic are also Leaders, while RAPP, Draftfcb, Rosetta, and AKQA are identified as Strong Performers, excelling in some areas but not as consistently as the Leaders. The evaluation is intended to
Contoso Final Assignment Strategy & Finacial acumen Duco BoomsmaDuco Boomsma
Contoso is facing threats from lower-cost online retailers and needs to address declining consumer spending on luxury goods. The recommended strategy is for Contoso to partner with online retailers to expand its sales channels, consolidate stores to reduce costs, and differentiate its products. Microsoft Dynamics CRM and AX cloud solutions can help by providing better insights, inventory management, and a multi-channel approach. This will increase productivity, reduce inventory holding times, and accelerate cash flow. The cloud deployment will also lower costs and risks for Contoso compared to an on-premise solution.
TransPromo involves combining promotional materials with transaction statements to increase marketing ROI. Industry trends show that customer acquisition and retention will be key to success in 2009. InfoPrint Solutions' TransPromo approach addresses these trends by improving campaign response rates and decreasing costs by combining direct mail with transactional communications. The document provides examples of successful TransPromo implementations by cable, hotel, insurance, and telecom companies that increased revenues, applications, and customer satisfaction while reducing costs.
Heap provides a platform for customer data infrastructure and analytics that enables such digital intelligence, allowing organizations to gather customer behavioral data from many sources, analyze it in the platform,and automatically load the data into third-party data stores for specialized
storage, analysis and activation — helping organizations improve offerings
with speed and agility. Heap commissioned Forrester Consulting to
conduct a Total Economic Impact™ (TEI) study and examine the potential return on investment (ROI) enterprises may realize by deploying Heap.
The document summarizes a Total Economic Impact study conducted by Forrester Consulting on the Rocket Fuel Programmatic Marketing Platform. Key findings include:
1) Adopting the Rocket Fuel DMP led to improved media efficiency through reducing overfrequencing of ads by 20% for Organization A, saving $14 million, and avoiding targeting existing customers, saving 10% of annual media spend or $7 million.
2) Organization B realized $62.5 million in benefits from more effective conversions through site optimization powered by Rocket Fuel.
3) Overall the study found an 832% return on investment from media efficiency and a 354% ROI from site optimization and conversion improvements.
The document summarizes a Total Economic Impact study conducted by Forrester Consulting on the Rocket Fuel Programmatic Marketing Platform. Key findings include:
1) Adopting the Rocket Fuel DMP led to improved media efficiency through reducing overfrequencing of ads by 20% for Organization A, saving $14 million, and avoiding targeting existing customers, saving 10% of annual media spend or $7 million.
2) Organization B realized $62.5 million in benefits from more effective site conversions through Rocket Fuel-powered optimization.
3) Overall the study found an 832% return on investment from media efficiency and 354% ROI from site optimization. Qualitative benefits also included improved customer experience and intelligence
As technology demands on logistics services providers (LSPs) become more intense, organizations are seeking to integrate or consolidate their third-part logistics (3PL) providers' solutions for tasks such as warehousing, inventory management, shipment management, cross-docking, order management, bar coding, analytics and far more. We offer a roadmap for selecting whether to make such a transition in logistics systems via a big bang or phased/pilot approach.
Leading procurement organizations are delivering twice as much cost reduction as typical companies and driving competitive advantage through supplier-driven innovation and risk management. They have continued to advance since 2011 by more closely integrating with business units, expanding their use of leadership practices, and achieving breakthrough financial results. Typical companies have only sustained gains made since 2011 and are missing opportunities to further increase impact.
Survey costing is a complex process which balances an organization’s financial objectives against the expenses associated with achieving or maintaining the scientific standards which govern validity and reliability, or quality, of the final product. Achieving optimum balance between budgetary and scientific goals requires that researchers first understand how survey components are related to costs and how changing each influences both data quality and budgetary outcomes.
This document discusses how procurement functions can move beyond reactive roles like buying and negotiating to become strategic business advisors. It argues that supplementing historical spend analysis data with real-time supplier and market intelligence can help procurement add value. Spend analysis provides item-level visibility but limited insights; combining it with intelligence on supplier risks, prices, and industry trends empowers procurement to implement proactive sourcing strategies and identify opportunities that improve business performance. Leveraging technology helps procurement gain the internal and external insights needed to contribute to both operational and strategic goals.
A proposal for an econometric analysis of switching costs in the software ind...haramaya university
This proposal aims to empirically analyze switching costs in the software industry using a hedonic pricing model. It will study the supply chain management software market, where significant switching costs exist due to integration requirements, business process changes, training needs, and maintenance costs. The proposal has three goals: 1) provide a detailed taxonomy of switching cost types; 2) estimate the magnitude of switching costs on price; 3) deduce implications for competitive strategies. It will test hypotheses about how switching costs influence pricing and firm behavior. Project-level data on customer budgets and vendor contracts will be collected from 1991-2003 to estimate switching costs and their impact on SAP's prices as both an entrant and incumbent in the market.
2020 CTRM Vendor Perception Survey and AnalysisCTRM Center
The 2020 Commodity Technology Advisory’s Vendor Perception Study is a biennial survey and analysis conducted to establish end-user and market influencer perceptions of the CTRM vendors, and to determine market leadership perceptions as well as buying criteria and brand awareness of the different vendors. As in previous years, the research survey was comprised of a comprehensive set of questions that CTRM end-users and industry consultants were invited to answer.
The Supply Chains to Admire™ analysis is an annual study of supply chain excellence. Now in its fifth year of development, the focus of this research is to better understand supply chain performance and improvement of 655 publicly held companies in 28 peer groups for the period of 2010-2017. This year there are 31 winners! At the 2018 Supply Chain Insights Global Summit, winners from the analysis will share insights on driving supply chain excellence.
Acresso does an annual survey on licensing trends from both sides of the aisle: software companies and enterprise customers. There are some interesting trends in areas such as disparate views of licensing compliance.
The document provides an overview of SurveyMonkey as a company and discusses its business model, growth opportunities, and financial highlights. It describes SurveyMonkey's mission to power individuals and organizations with people powered data to measure, benchmark and act on opinions. SurveyMonkey has over 17.5 million active users and serves customers, employees, and the market with its survey platform and solutions. The company is pursuing three primary growth drivers: selling directly to enterprises, accelerating growth in self-serve teams, and expanding internationally. SurveyMonkey is driving healthy revenue growth, has a highly visible subscription business model, and generates strong cash flow and retention rates.
Iwsm2014 importance of benchmarking (john ogilvie & harold van heeringen)Nesma
The document discusses three cases where the International Software Benchmarking Standards Group (ISBSG) database was used to provide benchmarks and industry data for software project estimation, competitive analysis, and supplier performance measurement.
In the first case, a telecom company used ISBSG data to perform a reality check on an expert estimate for a new software project, which found the estimate to be optimistic. In the second case, a software company analyzed ISBSG data to assess the competitiveness of its bidding process. In the third case, an organization set productivity targets for an outsourced supplier based on ISBSG benchmarks.
The document discusses the dilemma businesses face in choosing between commercial software products and in-house development tools. It presents a model to help select solutions based on business and technology drivers. The model separates solutions into a packaged applications approach or development tools approach based on dimensions like the business view, technology view, and separation of concerns. It aims to help businesses match their requirements to appropriate software products or tools.
This document discusses optimization problems in engineering applications. It begins by defining optimization and describing how it can be applied to engineering problems to minimize costs or maximize benefits. Some examples of engineering applications that can be optimized are described, such as designing structures for minimum cost or maximum efficiency. The document then discusses procedures for solving optimization problems, including recognizing and defining the problem, constructing a model, and implementing solutions. It also describes different types of optimization problems and methods for solving linear programming problems, including the graphical and simplex methods.
Is SPIL a right choice for FOXCONN to acquire in the packaging industry?Ta-Wei (David) Huang
This is the final project when I was a junior member in BizPro. In this project I conducted strategic researches about the semi-conductor packaging industry, and then built valuation models using comparable analysis and discounted cashflow valuation.
Mit Benchmarking zu standardisierten IT ServicesWerner Feld
Benchmarking von Outsourcing Verträgen erlaubt die Aufdeckung von Ineffizienzen, die typischerweise auf marktunüblichen IT Serviceanforderungen des Kunden beruhen.
A Comparative Analysis of Factor Effecting the Buying Judgement of Smart Phone IJECEIAES
Smart phone has various utilizations to various clients as per their necessities. With sensational rise in the usage of smart phone the individuals are considering different factors while purchasing a smart phone. This paper has put endeavor to reveal the fundamental factors which effect clients in picking up of the smart phone. A sample of 512 responses was taken through questionnaire. An organized questionnaire was planned with five point Likert scale was utilized to meeting respondent’s .Factor analysis and descriptive statistical tools were applied to extricate the basic variables influence cell phone acquir ing choice. The result shows that the most important factors are physical attributes, apps and sounds while the less importance is given to other factors such as convenience, price which can also vary by age, service and gender. The future scope of this paper lies in the fact that whether age, occupation, gender makes any difference in purchasing decision of smart phone.
Basic Marketing Research 4th Edition Malhotra Test BankQuincyBrowns
The document contains a test bank of multiple choice questions about key concepts from Chapter 2 of the textbook "Basic Marketing Research". It covers topics like defining the marketing research problem, developing a research approach, understanding the environmental context of the problem, and formulating research objectives and hypotheses. The questions assess understanding of tasks involved in problem definition like discussions with decision makers, secondary data analysis, and problem audits. They also cover distinguishing primary and secondary data sources, qualitative and quantitative research methodologies, and components of the problem's environmental context.
The Forrester Wave Us Interactive Agencies Strategy And Execution Q3 2009Ralph Paglia
The document provides an evaluation of the strategy and execution capabilities of 11 leading US interactive agencies. It finds that while the agencies are generally competent across criteria, some agencies stand out from others. Specifically, R/GA, VML, Sapient Interactive, and OgilvyInteractive are identified as Leaders due to their strong performance across criteria such as digital strategy, development/execution, measurement/analytics, social/emerging media, and vision/roadmap. Wunderman, Razorfish, and Organic are also Leaders, while RAPP, Draftfcb, Rosetta, and AKQA are identified as Strong Performers, excelling in some areas but not as consistently as the Leaders. The evaluation is intended to
Contoso Final Assignment Strategy & Finacial acumen Duco BoomsmaDuco Boomsma
Contoso is facing threats from lower-cost online retailers and needs to address declining consumer spending on luxury goods. The recommended strategy is for Contoso to partner with online retailers to expand its sales channels, consolidate stores to reduce costs, and differentiate its products. Microsoft Dynamics CRM and AX cloud solutions can help by providing better insights, inventory management, and a multi-channel approach. This will increase productivity, reduce inventory holding times, and accelerate cash flow. The cloud deployment will also lower costs and risks for Contoso compared to an on-premise solution.
TransPromo involves combining promotional materials with transaction statements to increase marketing ROI. Industry trends show that customer acquisition and retention will be key to success in 2009. InfoPrint Solutions' TransPromo approach addresses these trends by improving campaign response rates and decreasing costs by combining direct mail with transactional communications. The document provides examples of successful TransPromo implementations by cable, hotel, insurance, and telecom companies that increased revenues, applications, and customer satisfaction while reducing costs.
Heap provides a platform for customer data infrastructure and analytics that enables such digital intelligence, allowing organizations to gather customer behavioral data from many sources, analyze it in the platform,and automatically load the data into third-party data stores for specialized
storage, analysis and activation — helping organizations improve offerings
with speed and agility. Heap commissioned Forrester Consulting to
conduct a Total Economic Impact™ (TEI) study and examine the potential return on investment (ROI) enterprises may realize by deploying Heap.
The document summarizes a Total Economic Impact study conducted by Forrester Consulting on the Rocket Fuel Programmatic Marketing Platform. Key findings include:
1) Adopting the Rocket Fuel DMP led to improved media efficiency through reducing overfrequencing of ads by 20% for Organization A, saving $14 million, and avoiding targeting existing customers, saving 10% of annual media spend or $7 million.
2) Organization B realized $62.5 million in benefits from more effective conversions through site optimization powered by Rocket Fuel.
3) Overall the study found an 832% return on investment from media efficiency and a 354% ROI from site optimization and conversion improvements.
The document summarizes a Total Economic Impact study conducted by Forrester Consulting on the Rocket Fuel Programmatic Marketing Platform. Key findings include:
1) Adopting the Rocket Fuel DMP led to improved media efficiency through reducing overfrequencing of ads by 20% for Organization A, saving $14 million, and avoiding targeting existing customers, saving 10% of annual media spend or $7 million.
2) Organization B realized $62.5 million in benefits from more effective site conversions through Rocket Fuel-powered optimization.
3) Overall the study found an 832% return on investment from media efficiency and 354% ROI from site optimization. Qualitative benefits also included improved customer experience and intelligence
As technology demands on logistics services providers (LSPs) become more intense, organizations are seeking to integrate or consolidate their third-part logistics (3PL) providers' solutions for tasks such as warehousing, inventory management, shipment management, cross-docking, order management, bar coding, analytics and far more. We offer a roadmap for selecting whether to make such a transition in logistics systems via a big bang or phased/pilot approach.
Leading procurement organizations are delivering twice as much cost reduction as typical companies and driving competitive advantage through supplier-driven innovation and risk management. They have continued to advance since 2011 by more closely integrating with business units, expanding their use of leadership practices, and achieving breakthrough financial results. Typical companies have only sustained gains made since 2011 and are missing opportunities to further increase impact.
Survey costing is a complex process which balances an organization’s financial objectives against the expenses associated with achieving or maintaining the scientific standards which govern validity and reliability, or quality, of the final product. Achieving optimum balance between budgetary and scientific goals requires that researchers first understand how survey components are related to costs and how changing each influences both data quality and budgetary outcomes.
This document discusses how procurement functions can move beyond reactive roles like buying and negotiating to become strategic business advisors. It argues that supplementing historical spend analysis data with real-time supplier and market intelligence can help procurement add value. Spend analysis provides item-level visibility but limited insights; combining it with intelligence on supplier risks, prices, and industry trends empowers procurement to implement proactive sourcing strategies and identify opportunities that improve business performance. Leveraging technology helps procurement gain the internal and external insights needed to contribute to both operational and strategic goals.
A proposal for an econometric analysis of switching costs in the software ind...haramaya university
This proposal aims to empirically analyze switching costs in the software industry using a hedonic pricing model. It will study the supply chain management software market, where significant switching costs exist due to integration requirements, business process changes, training needs, and maintenance costs. The proposal has three goals: 1) provide a detailed taxonomy of switching cost types; 2) estimate the magnitude of switching costs on price; 3) deduce implications for competitive strategies. It will test hypotheses about how switching costs influence pricing and firm behavior. Project-level data on customer budgets and vendor contracts will be collected from 1991-2003 to estimate switching costs and their impact on SAP's prices as both an entrant and incumbent in the market.
2020 CTRM Vendor Perception Survey and AnalysisCTRM Center
The 2020 Commodity Technology Advisory’s Vendor Perception Study is a biennial survey and analysis conducted to establish end-user and market influencer perceptions of the CTRM vendors, and to determine market leadership perceptions as well as buying criteria and brand awareness of the different vendors. As in previous years, the research survey was comprised of a comprehensive set of questions that CTRM end-users and industry consultants were invited to answer.
The Supply Chains to Admire™ analysis is an annual study of supply chain excellence. Now in its fifth year of development, the focus of this research is to better understand supply chain performance and improvement of 655 publicly held companies in 28 peer groups for the period of 2010-2017. This year there are 31 winners! At the 2018 Supply Chain Insights Global Summit, winners from the analysis will share insights on driving supply chain excellence.
Acresso does an annual survey on licensing trends from both sides of the aisle: software companies and enterprise customers. There are some interesting trends in areas such as disparate views of licensing compliance.
The document provides an overview of SurveyMonkey as a company and discusses its business model, growth opportunities, and financial highlights. It describes SurveyMonkey's mission to power individuals and organizations with people powered data to measure, benchmark and act on opinions. SurveyMonkey has over 17.5 million active users and serves customers, employees, and the market with its survey platform and solutions. The company is pursuing three primary growth drivers: selling directly to enterprises, accelerating growth in self-serve teams, and expanding internationally. SurveyMonkey is driving healthy revenue growth, has a highly visible subscription business model, and generates strong cash flow and retention rates.
The document provides an overview of SurveyMonkey as a company that powers engagement with customers, employees, and markets through its People Powered Data platform. It discusses SurveyMonkey's massive footprint with over 2 million active users, its strong brand awareness, and powerful business model driven by viral growth. The document also summarizes SurveyMonkey's strategy of selling directly to enterprises, accelerating growth through its Teams product, and expanding internationally, and highlights its healthy financial results including 17% revenue growth in Q1 2019.
CGT Research May 2013: Analytics & InsightsCognizant
A new survey conducted by Consumer Goods Technology (CGT) and sponsored by Cognizant explores how consumer goods companies are approaching data management strategies and usage.
1. The report provides a benchmark analysis of Cape Rock Ltd's business technology solutions compared to a chosen benchmark group.
2. It assesses the maturity and functionality of Cape Rock Ltd's applications, infrastructure, and IT services in key solution areas.
3. The report also outlines top development trends, popular solutions and providers, and satisfaction ratings within the benchmark group to help Cape Rock Ltd evaluate opportunities to improve support for their business needs.
Extensive and best-practice users of customer analytics significantly outperform their competitors across key performance metrics like profits, sales growth, sales, and return on investment. Companies that extensively use customer analytics are much more likely to achieve above-average performance across the entire customer lifecycle, from new customer acquisition to customer loyalty and profitability. The top performers implement customer analytics broadly across their organizations and view it as a strategic priority rather than just an IT topic.
This document summarizes a study on customer preferences for LG laptops in Hyderabad, India. The study found that Sony was the most preferred brand for quality, service, performance and overall rating. HP was the second most preferred. LG was rated third highest in most categories. The study suggests LG could improve sales by adding new features, improving battery life and display quality, and offering more promotions and retail outlets to improve their brand image.
This report from DCG Software Value discusses whether or not function points are still relevant in the IT world, given all the innovative changes and processes that have occurred.
Download this report here: http://ow.ly/108Vrw
This report from DCG Software Value discusses whether or not function points are still relevant in the IT world, given all the innovative changes and processes that have occurred.
Navigating the changing landscape of channel partners in technology industryJoonas Järvinen
- The document discusses the changing landscape of channel partners in the technology industry and how vendors and partners are managing this change. It provides insights from a survey of channel management professionals.
- While the channel continues to play a vital role for most companies, generating over 50% of revenue for many, the survey found most respondents believe their channel is underperforming expectations.
- Both partners and vendors face challenges from industry trends like consolidation and commoditization. Respondents outlined initiatives around product strategy, partner relations, and service development to address these issues. However, most initiatives suggested lacked uniqueness.
This is the full research report from Amazon Consulting's 5th Annual State of Partnering Study. This comprehensive report in eBook format gives detailed analysis on the findings from this annual study. Thsi full report is only available to subscribers of the PartnerG2 market intelligence service.
The document provides results from a 2018 survey on perceptions of commodity trading and risk management (CTRM) software vendors. Key findings include:
- ION OpenLink and Allegro were the most commonly named and recognized vendors.
- ION OpenLink was perceived as the overall CTRM market leader by nearly half of respondents.
- In the energy category, slightly over half saw ION OpenLink as the leader, while Allegro was also seen as a leader.
- Most respondents were satisfied with their current CTRM solution, though some cited issues with support, bugs, or unfulfilled promises.
Imports & Exports Made Easier with Global Trade Management Software - 10 MAR ...Lora Cecere
Global trade is essential to growth, and it is growing more complex. Global Trade Management (GTM) software makes it easier to become a global shipper and ensures regulatory compliance. Success with GTM requires the careful selection and use of both the software and trade compliance content.
The average study respondent is a supply chain professional in North America working for a manufacturer with $4.5 billion in revenue. Over 90% of the respondents import and export goods; however, the software is only used to manage trade for 11 out of 19 of countries involved in exports. The top countries for the respondents to export and manage shipments from are the United States, China, Mexico, Germany, and England.
In the average company, there is not one solution; instead, the average company has solutions from three different providers. Unlike other software, there is a high satisfaction rate with GTM. In the study, 67% of users were satisfied with their GTM software, reporting a Return on Investment (ROI) of thirteen months with 70% of respondents stating that they had achieved a ROI.
In summary, GTM is a mature supply chain software with high satisfaction and a strong ROI. Here we share the results.
The document summarizes a presentation on using benchmarks to accelerate process improvement. The presentation discusses defining benchmarks and their benefits, providing examples of why cost and schedule data without quality metrics can be misleading. It emphasizes the need for meaningful size attributes and benchmark data to support process improvement. The presentation aims to provide insights into making measurements useful by focusing on the five C's of sizing measures.
This document discusses how most companies say improving the customer experience is a top priority, but many are not actually improving customer satisfaction. Surveys have found that while senior executives recognize the importance of customer feedback, the majority of firms deliver subpar customer experiences and customer satisfaction has remained stagnant or declined. The challenges companies face in effectively using customer feedback include integrating different sources of feedback, linking feedback to operational and financial metrics, and getting internal teams to take action. The document proposes strategies for companies to better leverage customer feedback, such as adopting consistent customer experience categories across all feedback sources and routinely linking feedback to other business measures.
This document provides an overview and methodology for G2's Grid Report on Procure to Pay software. It defines procure to pay software and outlines the scoring and categorization used to rank vendors in the report. Vendors are placed into Leader, High Performer, Contender or Niche categories based on customer satisfaction scores and market presence. SAP Ariba is identified as the sole Leader based on high satisfaction and market presence scores.
Similar to User survey analysis customers rate their CPM vendors, 2012 Gartner (20)
El documento presenta un modelo de administración de capacidad propuesto por CAM-I. El modelo clasifica la capacidad en tres categorías: ociosa, no productiva y productiva. Además, divide cada categoría en subcategorías específicas. El modelo integra mediciones operativas con métricas financieras para proveer una visión completa de la capacidad y apoyar la toma de decisiones.
Activity Based Profitability ManagementMiguel Garcia
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Forrester’s Digital Transformation Framework
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MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
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User survey analysis customers rate their CPM vendors, 2012 Gartner
1. User Survey Analysis: Customers Rate Their CPM
Vendors, 2012
4 June 2013 ID:G00247384
Analyst(s): Christopher Iervolino, John E. Van Decker
VIEW SUMMARY
Gartner's survey of 275 customer references from 13 corporate performance management vendors
between September and November 2012 has produced valuable insights and benchmarking data
for IT leaders assessing CPM solutions. Don't just focus on the megavendors when evaluating
prospective providers.
Overview
Key Findings
Among the megavendors, SAP has improved overall satisfaction ratings in relation to
Oracle, and IBM has maintained an above-average overall rating; however, survey results
highlight room for improvement for all three providers.
Annualized cost comparisons indicate that software-as-a-service solutions are not
significantly less expensive than many traditional on-premises offerings. For both options,
business value attained and total cost of ownership should primarily guide buying
decisions.
Results indicate distinctive customer satisfaction differences among corporate performance
management vendors in vendor-, product- and implementation-related scores. Statistics
related to average number of users per implementation, popularity of modules, length of
time used and cost also characterize vendor solutions.
Many specialist CPM vendors score consistently higher than the megavendors, which
shows they have credible solutions, despite their relatively small size and market share.
Recommendations
Extend product evaluations past the assessment of individual functions, and consider the
cost and complexity of implementations and ongoing use, as well as the overall value of
the vendor relationship.
Conduct cost comparisons of SaaS versus on-premises solutions that consider a wide
range of TCO factors, including ongoing consulting, IT support and upgrade expenditures.
Consider specialist CPM vendors in assessments, and do not focus only on the
megavendors.
TABLE OF CONTENTS
CONTENTS
Survey Objective
Data Insights
2. o Vendor Experience Ratings
o Product Experience Ratings
o Implementation Experience Ratings
o Solution Usage Comparisons
o Solution Cost Comparisons
o Methodology
TABLES
Table 1.
Response by Vendor Customer Locations
Table 2.
Estimated Number of Years Solution Has Been in Use
FIGURES
Figure 1.
Overall Satisfaction
Figure 2.
Overall Satisfaction Versus Average Implementation Size
Figure 3.
Vendor Experience
Figure 4.
Overall Satisfaction Versus the Top-Three Differentiating Vendor Attributes
Figure 5.
Product Experience
Figure 6.
Overall Satisfaction Versus the Top-Three Differentiating Product Attributes
Figure 7.
Implementation Ratings
Figure 8.
Overall Satisfaction Versus the Top-Three Differentiating Implementation Attributes
Figure 9.
Strategic CPM Usage
Figure 10.
Module Usage
Figure 11.
Cost Characteristics: Total Cost to Date
Figure 12.
Annual Cost Characteristics
Figure 13.
Organization Size (Number of Employees)
Figure 14.
Geographic Composition
Figure 15.
Industry Composition
Survey Objective
This document was revised on 6 June 2013. For more information, see the Corrections page.
3. Toward the end of 2012, Gartner conducted its annual corporate performance management (CPM)
Magic Quadrant survey.1
In that survey, 275 CPM customers from 13 different vendors shared
valuable insights for companies selecting CPM vendors and for customers benchmarking suppliers.
The detailed results provide additional insights to support prospective customers in fine-tuning
their RFPs, product selection criteria and project plan approaches for implementations and
upgrades. This survey comprised a key component of the CPM Suite Magic Quadrant report (see
"Magic Quadrant for Corporate Performance Management Suites"). The analysis of these detailed
results is an important complement to that study.
Table of Contents
Data Insights
This research reveals customer satisfaction ratings as they relate to vendor, product and
implementation attributes. It uses the three scores from each category with the greatest variances
among vendors to highlight the most-differentiating factors. It then evaluates responses alongside
the average number of users per implementation, and the levels of use for each module in the
vendors' product suites. This research also sheds light on other differentiating solution cost
characteristics.
Table 1 shows the number of responses by the vendor and describes their customer locations.
Table 1. Response by Vendor Customer Locations
Vendor No. of Survey Participants Customer Locations
IBM 30 Worldwide
Prophix 29 Mainly North America, but also worldwide
Board International 26 Mainly EMEA, but also worldwide
Host Analytics 24 Mainly North America, but also worldwide
Longview 24 Mainly North America, but also worldwide
Oracle 23 Worldwide
Tagetik 21 Mainly EMEA, but also worldwide
Bitam 19 Mainly North and South America, but also worldwide
KCI Computing 17 Mainly North America, but also worldwide
SAP 17 Worldwide
SAS 17 Worldwide
Infor 15 Worldwide
prevero 13 Mainly EMEA, but also worldwide
Source: Gartner (June 2013)
Table of Contents
Overall, most survey participants were satisfied with their CPM vendors (see Figure 1). On a scale
of 1 to 7, the average rating was 6.09. This favorable rating, which is higher than those in previous
years, indicates that CPM solutions are mature and are delivering value. However, the standard
deviation was fairly high (0.94), which reflects a greater variation in scores, especially for KCI
4. Computing (standard deviation = 1.46) and prevero (standard deviation = 1.38). Most of the
customers chosen by the vendors were satisfied with their solutions; however, the level of
variability underscores the importance of matching the correct CPM vendor, product and
implementation capabilities to a given set of organizational needs.
Figure 1. Overall Satisfaction
The rating is an average of respondents' overall aggregate score by vendor. The figure represents
customer perceptions, not Gartner's opinion. The graph may feature vendors that in Gartner's
opinion don't deliver the benefits described (N = 275).
Source: Gartner (June 2013)
Table of Contents
Although it's reasonable to assume that vendors with smaller implementations and few users
would consistently score higher in questions related to vendor support, these survey results do not
wholly support this. As in 2011, vendors Tagetik and Longview score above-average satisfaction
ratings and have an above-average number of users per implementation. IBM also scored above
average in both categories; however, Tagetik and Longview's higher scores are standouts in this
area (see Figure 2).
Figure 2. Overall Satisfaction Versus Average Implementation Size
5. Source: Gartner (June 2013)
Table of Contents
The overall customer satisfaction ratings are an aggregation of vendor, product and
implementation scores. To gain insights into these overall ratings, it's necessary to drill down into
more-detailed survey results that illustrate more-specific strengths and weaknesses of each
vendor.
Table of Contents
Vendor Experience Ratings
The following information highlights results related to the vendor experience, such as sales,
support and ongoing communication. The survey asked this question regarding the vendor
experience: "Compared with experiences with other vendors, how was the experience with this
vendor on the following attributes?"
Ongoing support and after-sales care
Overall value for the money
Ongoing communication
Responsiveness of telephone support
Experience throughout the sales process
Additional implementation and deployment
Ease of applying upgrades, fixes and patches
Professional service implementation, and deployment training and handover
6. The attributes that resulted in the largest variations between high and low scores have the biggest
impact on the overall client satisfaction score, and contribute most to differentiating the vendors
within this category. The three attributes with the greatest variances, and their respective scores
for each vendor, are represented in Figure 3. The question asked was, "Compared with
experiences with other vendors, how was the experience with this vendor on the following
attributes?"
Figure 3. Vendor Experience
The figure represents customer perceptions, not Gartner's opinion, and may feature vendors that
in Gartner's opinion don't deliver the functional capability described (N = 275).
Source: Gartner (June 2013)
Table of Contents
Figure 4 shows overall customer satisfaction, compared with the top vendor-differentiating
attributes.
7. Figure 4. Overall Satisfaction Versus the Top-Three Differentiating Vendor Attributes
The figure represents customer perceptions, not Gartner's opinion, and may feature vendors that
in Gartner's opinion don't deliver the functional capability described (N = 275).
Source: Gartner (June 2013)
Table of Contents
Similar to last year, Longview and Tagetik scored well in this category, and Board International's
rating is also on a par with these vendors. Of the three, Tagetik's high rating stands out, given its
above-average revenue growth rate of 25.7% in 2012. Host Analytics, which had ranked among
these vendors in previous years, scored the highest in 2012. As a pure software as a service
(SaaS) vendor, it naturally scored the highest rating for "ease of applying
upgrades/patches/fixes"; however, it also scored highest on the other two differentiating ratings,
including the important "overall value for the money" rating. Host Analytics has achieved this score
during a period of high revenue growth (78.3%), which indicates its growing organizational
maturity. (All vendor revenue growth figures can be found in "Market Share Analysis: Business
Intelligence, Analytics and Performance Management, Worldwide, 2012.")
The largest variation of all vendor, product and implementation ratings existed for "ease of
applying upgrades/patches/fixes." This suggests that the greatest single difference between the
vendors, from the customer's perspective, relates to upgrades, which encompasses ongoing
maintenance and support cost sensitivity, as well as the desire for new product features available
in more-current software versions.
Consistent with previous years, all three megavendors (IBM, Oracle and SAP) scored below
average in this vendor-specific category. Although Oracle scored the lowest in average, it also had
the lowest "overall value for the money" rating. This low rating may have been affected by the
increased awareness of less-expensive CPM options in the marketplace. Slowed CPM market
8. growth figures for 2012 seem to indicate that additional cost pressures are affecting CPM vendors
differently; for example subscription-based options, such as Host Analytics, have increased their
revenue in 2012 at higher-than-average rates. On the whole, Oracle's average score was most
affected by "responsiveness of telephone support," where it received the lowest score of any other
vendor rating.
All three of the highest variations in overall vendor rating are related to cost. Furthermore, the
largest variations occurred for "ease of applying upgrades/fixes/patches" and "responsiveness of
telephone support." These ratings relate to ongoing solution effort and cost, indicating a growing
gap in customer sentiment related to ease of use and cost considerations among the different
vendors. Prospective customers should note the correlation of these vendor-specific criteria to
overall customer satisfaction. The horizontal distance from average is an indication of how these
vendor-specific factors have affected their overall customer satisfaction ratings.
Table of Contents
Product Experience Ratings
The survey asked the following question regarding product experience: "To what extent has the
organization's vendor CPM solution met the following requirements?"
Improved the quality, accuracy and timeliness of financial and management reporting
Added more sophistication and confidence to the budgeting, planning and forecasting
(BP&F) processes
Reduced the effort to produce budgets, and reduced the budget cycle time
Allowed business users to get the information they need, with reduced reliance on IT
Provided a better understanding of current performance
Allowed a better prediction of financial and business performance
Provided a linkage between strategic planning, financial budgets and operational activity
Allowed a better understanding of profitability drivers
Improved the ability to meet compliance requirements, including external disclosure
As with responses related to vendor experience, the attributes that resulted in the largest
variations between high and low scores have the biggest impact on the overall client satisfaction
score, and contribute most to differentiating the vendors within this product experience category.
The three attributes with the greatest variances in this category and their respective scores for
each vendor are represented in Figure 5. The question asked was, "To what extent has the
organization's vendor CPM solution met the following requirements?"
Figure 5. Product Experience
9. Source: Gartner (June 2013)
Table of Contents
Compared with last year's results, Host Analytics and Board International scored notably higher.
This indicates a growing satisfaction with available product functionality in these areas and an
increased sophistication of use for these vendors' solutions (see "User Survey Analysis: Customers
Rate Their Corporate Performance Management Vendors"). These ratings indicate that the widest
range of end-user satisfaction exists for some key product functionality —compliance, giving
insight into the drivers of profitability and providing a linkage between strategic financial planning,
budgeting and operational planning. The rating for Host Analytics is somewhat surprising in that it
is newer to the market than most of the others. A reasonable assumption is that Host Analytics
does not have the breath of functionality of some of the more widely used solutions that have been
around longer; however, these ratings are a measure of satisfaction with ease of use (accessibility
of the functionality), as well as satisfaction with the functionality itself (robustness of the
functionality). Vendors that scored well in this category are likely to be able to attribute their
10. success to customer satisfaction with a combination of feature accessibility and capability (see
Figure 6).
Figure 6. Overall Satisfaction Versus the Top-Three Differentiating Product Attributes
Source: Gartner (June 2013)
Table of Contents
The horizontal distance from average is an indication of how these product-specific factors have
affected their overall customer satisfaction ratings. Of the three satisfaction categories surveyed
(vendor, product and implementation), the most narrow range of scores exists for product ratings
(between 4.63 and 5.72). That is, vendor- and implementation-related areas had the greatest
impact on overall satisfaction scores. This indicates that customers are more satisfied with the
product-specific functionality their solutions provide than with vendor- and implementation-specific
items. As a result, prospective customers should ensure that they evaluate new solutions from a
product functionality perspective, as well as in terms of information gathered from vendor
references regarding their vendor and implementation experiences.
Table of Contents
Implementation Experience Ratings
The survey requested the following information regarding each customer's implementation
experience by requesting its level of agreement with the following statements about the
organization's implementation of the vendor's CPM solution:
The vendor's professional service staff had the skills and knowledge to make the project a
success.
11. The CPM applications delivered the functionality expected.
The anticipated business benefits from implementing the CPM applications were realized.
It was easy to adapt the CPM applications to meet business requirements over time.
Users found the system easy to use and manage.
IT finds the CPM application technology straightforward to maintain and support.
The solution gained wider acceptance than expected.
The implementation was easier than expected.
The implementation was less expensive than expected.
Because the attributes that resulted in the largest variations between high and low scores have the
biggest impact on the overall client satisfaction score, and contribute most to differentiating the
vendors within this product-experience-related category, the three attributes with the greatest
variances within this category and their respective scores for each vendor are examined in Figure
7. The request was, "Indicate agreement with the following statements about the organization's
implementation of the vendor's CPM solution."
Figure 7. Implementation Ratings
12. Source: Gartner (June 2013)
Table of Contents
Some of these ratings are expected — for example, it's natural that Host Analytics would score
highest for ease of IT maintenance and support, because it's a SaaS solution. Interestingly, Board,
which does not offer a SaaS solution, and Tagetik, whose customer respondents did not use its
cloud-based offering, were not far behind. This shows that CPM apps are different from ERP and
other business applications that require heavy IT support; IT complexity should not be a forgone
conclusion.
Another significant expectation-related result here is that every vendor had its lowest rating for the
item, "our implementation was cheaper than expected." Although installation costs varied among
the vendors, this indicates a consistent set of false expectations with CPM solutions. This may
occur during the sales or the implementation scoping or a combination of the two. This result also
reflects the importance of cost as a satisfaction factor. Prospective customers should ensure they
include a rigorous customer reference effort that includes an exploration of consulting and support
fees as a necessary component of any CPM purchase or project scoping exercise (see Figure 8).
Figure 8. Overall Satisfaction Versus the Top-Three Differentiating Implementation Attributes
Source: Gartner (June 2013)
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The tight diagonal arrangement indicates close relationship between implementation and
satisfaction. This is correlation is highest for these implementation ratings, underscoring the
importance of considering implementation project needs alongside the software purchase when
selecting a particular vendor's solution.
13. Table of Contents
Solution Usage Comparisons
Although most CPM implementations take advantage of office-of-finance CPM capability initially,
organizations can realize significant improvements by taking advantage of strategic CPM. (see
"Getting More Value From CPM: Strategic Versus Office-of-Finance CPM"). This graphic is one
indication of the degree to which different vendor's solutions are used strategically. Figure 9
illustrates the relationship between overall satisfaction and two key metrics that indicate a more-
strategic use of each vendor's CPM solution. The first is the average number of users per
implementation, and the second is module use, which is represented by circle size (more
information regarding module use can be found in Figure 10).
Figure 9. Strategic CPM Usage
Source: Gartner (June 2013)
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Figure 10. Module Usage
14. Source: Gartner (June 2013)
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Those vendors with a larger number of users per implementation (distance to the right) and a
larger circle in Figure 9 (more widely used set of CPM modules) indicate more strategic CPM use.
Those that have also scored high levels of satisfaction (vertical position) are able to do so with
more-complex installations that support a wider number of CPM processes.
How many CPM modules are used is an indication of the popularity of the each of the vendors'
modules. The survey asked the question, "How many users does the organization currently have
for each of the following features of the vendor's CPM solution?" The answers were converted into
percentages of the number of overall users for each vendor to provide consistent comparison
mechanism among vendors. Total scores were ranked from highest to lowest.
This information was then compared with the average number of users per implementation,
another measure of CPM maturity, as well as the average customer satisfaction rating. By
comparing how extensively the product is used (by estimating the modules used and number of
users) the average level of CPM maturity can be estimated. Furthermore, by comparing these
statistics against overall satisfaction, the ease in which the solution allows for additional CPM
maturity for implementations of different sizes can be roughly estimated.
15. Although the customer sample size is small, compared with the total number of customers (this is
especially true for IBM, Oracle and SAP), the survey data indicates patterns of usage among
survey respondents, such as:
IBM's solutions were reported to be used for a broader set of CPM processes than were
SAP's (and somewhat more than Oracle's as well). IBM also had a higher overall
satisfaction rating than either Oracle or SAP.
Longview and Tagetik were able to maintain high customer satisfaction ratings, even with
a high number of average users. Also, a lower percentage of Tagetik customer
respondents use their applications for BP&F, as compared with Longview's.
Prophix, Board International, SAS Institute and Host Analytics respondents support a wide
array of CPM processes, although each does so for implementations of different average
size and, most likely, of varied complexity.
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Solution Cost Comparisons
Respondents were asked to provide the approximate total cost to date of their organizations' CPM
solutions for each of five cost categories. This included subscription fees; external services
(including consulting, system integration, managed services, hosting, and outsourced process);
hardware; software; and internal labor and head count. Because IBM and KCI Computing each had
one customer response with very high costs, median results were used, instead of averages, to
reduce the impact of these two outliers. The breakdown of costs by vendor is shown in Figure 11.
Figure 11. Cost Characteristics: Total Cost to Date
16. Source: Gartner (June 2013)
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These results clearly indicated that Oracle's CPM implementations are the most expensive,
especially for external services, among survey respondents. However, Oracle's CPM solutions have,
on average, been used for longer periods of time. Table 2 shows the median number of years that
respondents reported their solution has been in use (if they have multiple solutions from the
vendor, the solution that was used the longest was reported on).
Table 2. Estimated Number of Years Solution Has Been in Use
Vendor Years Used
Oracle 8
Longview 7
SAS Institute 6
17. Table 2. Estimated Number of Years Solution Has Been in Use
Vendor Years Used
IBM 5
KCI Computing 5
Bitam 4
Board International 4
Infor 3
prevero 3
Tagetik 3
SAP 2.5
Host Analytics 2
Prophix 2
Source: Gartner (June 2013)
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Clearly, vendors with customers that have used their solutions for longer periods of time (such as
those using Longview and SAS Institute's solutions) now show lower comparable costs, because
they have had more years over which to spread initial software purchase and implementation
costs. Others that, on average, have relatively new installations, such as those using SAP's and
Host Analytics' solutions, have higher per-year costs. Oracle remains the most expensive, both on
a total and per year basis; however, it's important to consider that Oracle's customer respondents
also estimated a relatively high number of average users. On a per-user basis Oracle's average
costs per year are lower, as are Longview's and Tagetik's. These annualized cost comparisons also
illustrate ongoing costs over time — for example, Figure 12 highlights the higher annual cost of
external services for both SAP and Oracle.
Figure 12. Annual Cost Characteristics
18. Source: Gartner (June 2013)
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Host Analytics, a SaaS vendor, has a relatively low initial cost; however, when these costs are
annualized, they are higher than many on-premises vendors. Also, because Host Analytics'
respondents reported a relatively low number of users, costs per year, per user are also higher
relative to many of the other solutions. Regarding SaaS versus on-premises cost comparisons, this
survey was generally completed by finance users and internal labor and head count estimates may
not always reflect accurate ongoing IT support costs. In addition, ongoing costs, such as software
upgrades, are generally built into multitenant SaaS vendor costs; such is the case with Host
Analytics. However, these results suggest that prospective customers should look past short-term
costs and perform on-premises versus SaaS cost comparisons from a total cost of ownership (TCO)
perspective over the anticipated life of the solution. Customers should consider all cost
considerations including ongoing internal and external consulting expenses and both long-term
subscription and license fees when selecting a CPM vendor.
19. On the whole, this more-detailed analysis of survey results illustrates the credibility of smaller CPM
vendors across a number of areas for larger, more-complex CPM solutions or more-focused ones.
A number of these vendors consistently score high marks in key satisfaction areas, such as overall
value for the money and ease in adapting the solution for changing business requirements. Despite
the consistent leader ratings of the megavendors in the Magic Quadrant, smaller vendors are
highly credible options for many CPM needs and should be considered in a wide array of product
evaluations. In addition, survey results regarding average implementation size, modules used,
length of use and cost can help determine correct product fit and guide product selection
processes.
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Methodology
As part of our research for the CPM Magic Quadrant, Gartner conducted an English-language Web
survey of 275 CPM suite customers (up from 233 in 2011). The individuals surveyed were
nominated by CPM vendors at Gartner's request (Magic Quadrant methodology mandates
gathering data from vendor customers). The survey was composed of 21 questions regarding
customer experiences in working with vendors. Gartner requested contacts knowledgeable about
how the vendors' CPM products were used by customer organizations. The vendors did not see the
questionnaire before the customers were nominated, and responders were made aware that their
answers would remain strictly anonymous. The survey took 20 minutes and covered the
customer's use of the nominating vendor's CPM solution.
Gartner expected that, because the survey participants were vendor reference customers, the
results would reflect a more positive experience of using and implementing each vendor's CPM
solutions. However, the relative comparison of results is valid, since all respondents were
nominated by their respective vendors. Although representative of this group, and providing useful
indications of customer experiences and deployment characteristics, the survey results may not
reflect the views of the general population using these products.
Cost characteristics were calculated by converting rates to U.S. dollars as of the last day of the
survey, 13 November 2012. Median results were then selected to reduce the effect of outliers.
Size, geography and industry characteristics are shown in Figure 13, Figure 14 and Figure 15,
respectively.
Figure 13. Organization Size (Number of Employees)
22. Gartner’s Board of Directors may include senior managers of these firms or funds. Gartner research is
produced independently by its research organization without input or influence from these firms, funds
or their managers. For further information on the independence and integrity of Gartner research, see
“Guiding Principles on Independence and Objectivity.”
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