Stephen Hurrell's Analyst Perspectives

In a previous role I was actively involved with identifying and implementing dashboards and reports tracking key sales department metrics and KPIs for enterprise-size customers as well as high-tech growth companies. These included recognizable examples such as opportunity conversion rate, average deal size and sales velocity (length of time to close, won or lost). Wind the clock forward and in my role as an industry analyst I now talk to customers and have a wider view of the market.

Spring and fall are conference seasons, and this spring I was fortunate to be invited to several software provider events that are part of my coverage of the Office of Revenue.

As a business application tech analyst, I tend to focus more on B2B than B2C and the differences between the two. So, when it comes to digital commerce, I am interested in the differences from a process or functional point of view and therefore the potential digital commerce application or platform needs required to support B2B commerce. With more B2B enterprises looking to provide access in a timely manner and when and where the customer chooses, digital commerce is a growing part of the...

Much development and marketing resource is being directed at technology that supports tracking and managing the customer experience (CX) and identifying prospects. All of this is good for business and highlights some of the exciting potential for artificial intelligence (AI) and generative AI (GenAI) to really accelerate the basic need of matching buyers and sellers to create more efficient markets for the benefit of all. But part of the B2B customer experience also revolves around quality and...

Ventana Research recently announced its 2024 research agenda for the Office of Revenue, continuing the guidance we have offered for nearly two decades to help enterprises across industries derive optimal value and improved outcomes from business technology. Chief Sales and Revenue Officers face an imperative to manage their sales and revenue organizations, but they do not always have the guidance they need to embrace technology. As we look forward to 2024, we are focusing on the entire selling...

I recently published an Analyst Perspective on how the rise of omnichannel buyer engagement coupled with subscription pricing is increasing the complexity in achieving corporate targets. An example is the software provider who implemented a new self-service capability to speed fulfillment for existing customers by enabling the direct purchase of additional licenses without assistance from the assigned salesperson. But the desired outcome of faster fulfillment wasn’t realized. The initiative did...

There are stark reminders that all is not well in business-to-business sales and marketing land. Many organizations struggle to hit revenue targets, and individuals consistently fail to hit their quotas. Various reasons are put forward, but the more convincing argument is that buyer behavior has transformed over the years, requiring changes to the traditional way of engaging with B2B prospects and customers. Even Jon Miller, co-founder of Marketo, has acknowledged that the process on which he...

Customer relationship management systems have been around since Tom Siebel created one while working at Oracle in the late ‘80s and then monetized it founding Siebel Systems that eventually was bought by Oracle. When Salesforce launched its “No Software” slogan in the early 2000s, CRM moved to the cloud, but the concept was still based on a object model centered around an opportunity that represented a potential sale. The user interface allowed entry of data to the opportunity, along with...

PROS has been in business since 1985, but over the past 10 years, the company has transformed itself from being primarily a vendor of on-premises price optimization software supporting the airline industry to providing a cloud-based set of applications that use data and artificial intelligence (AI) to aid in price determination. PROS also offers a scalable configure, price, quote (CPQ) application. 

I wrote last year about how interest in pricing management is now expanding from the traditional use cases in industries such as manufacturing and chemicals. In part, this has been helped by technology changes that are allowing vendors to offer the advantages of pricing optimization and management without the “science project” approach, which has previously convinced many that the returns did not justify the disruption and time to value of traditional initiatives. All three parts of a typical...