The Sales and Marketing Promance (technology not included)

Many businesses lack strong alignment between their sales and marketing organizations. Whether you agree or disagree, it’s important to understand the barriers that prevent alignment. Six common barriers include:

  1. Success in the sales and marketing departments is being measured differently.
  2. Sales and marketing have a different vision of the ideal target customer.
  3. Actionable customer insight sits in disconnected databases.
  4. There is a lack of view of customers and their buying preferences.
  5. Broken processes make it impossible to track what is working.
  6. The technology is too hard to use so that there is limited adoption.

 

These barriers lead to the disconnect and are making it difficult for organizations to make the most of their sales opportunities and go to market investments. As an example, companies are unable to provide the right offers to the right people, at the right time, because customer insights live in disparate locations and the company’s go-to-market strategies are uncoordinated and inefficient.

To address this disconnect, businesses are turning to applications and new technology to help build cohesive sales and marketing alliances. The common mistake businesses have been making in their rush to technology is that they forget to address their people and process challenges first.

The promises of the digital revolution and emerging technologies are often not in line with management’s expectations. Many mid to large sized companies have rushed to replace older systems that worked, to new and unproven cloud based technologies that are not living up to expectations. Many of these decisions were based on unrealistic, pie-in the sky, cloud in the sky promises (no pun intended) and the pain is just beginning to be felt by customers.

The reality is that many companies launched into cloud based technologies without a good business plan. So perhaps 2015 will be the year many companies awaken to a reality check.

The pendulum is about to swing in another direction. Brace yourselves.

Good times ahead.

Cheers,

rvargas@solomonconsult.com

The Best BPM Platforms for Digital Business

In the last quarter of 2015, Forrester Research identified Pegasystems, Appian, and IBM as leading the field of suppliers of business process management platforms for today’s digital business.

This post focuses on the value that Pegasystems delivers to today that is transforming how their clients engage with their customers throughout each stage of engagement.

photoSource: Pega.com The complexity of today’s business makes it hard to truly know a person across marketing, sales and service. There are too many customers, too many permutations of what they need and too many obstacles. Your customer base has grown, and so has your need for more sophisticated technology that not only understands prospect and customer demands but also helps accomplish your business objectives. Initially, your systems did what you needed: track customers and help you market and sell to them. But as your enterprise acquires companies and systems, technology becomes a barrier to how you engage with customers — across departments, time zones and geographies. Complexity has also brought inflexibility, making it hard for systems to adapt to changing needs, changing markets and changing regulations. It also makes it difficult to train employees because they’re battling systems, not servicing customers..Click here to read more.

The 8 white boarding videos that follow will help you visualize the unique value that Pega is delivering value today to their clients customer engagement management initiatives around the customer experience…

Build for Change: Directly Capture Objectives (DCO)

With Pega 7, you capture the policies and procedures that define your business – including rules, data models, UIs, integrations, reports, and organizational structures – in the model. Pega 7 automates the code generation. As the requirements change, a change in the model equates to an immediate system change.

Build for Change: Situational Layer Cake

Situational Layer Cake™ (SLC) architecture enables organizations to differentiate, specialize, and reuse their business applications. Pilot projects can grow into enterprise transformation programs overnight. Instant reuse dramatically accelerates the time to value for organizations seeking to be more agile in response to changing market and regulatory demands.

Build for Change: Case Lifecycle Management™

When a business person starts explaining their needs for an enterprise, they don’t generally dive into process details. And they certainly don’t describe “transactions.” They think in terms of the case and its stages. Rather than drawing an end-to-end process, Pega 7 provides tools for business people to define the major steps of how work gets done – essentially building the skeleton on which you hang the more detailed process. You establish a business view of the data before debating the details.

Build for Change: Mashup

Traditional service or API-based architectures result in hard-coding the UX logic into each channel independently. Process changes must therefore be made in multiple places, making it impossible to deliver a consistent customer experience. By embedding the Pega UX directly into the mobile or web channels, all of the intelligence and capability of Pega 7’s Case Management is brought directly to the customer touchpoint.

Build For Change: Omni-Channel UX

Pega’s Omni-Channel UX delivers an optimized and consistent user experience in every channel. Learn more at http://www.pega.com/platform

Build For Change: Event Strategy Manager

Pega’s Event Strategy Manager gives you the tools you need to turn streams of customer data into valuable business decisions and actions. Learn more at http://www.pega.com/platform

Build for Change: Pega Live Data

Pega Live Data allows users to quickly and easily define the data required to build the apps they need, and then access that data in their running application – all without having to worry about how and where the data is actually stored and accessed.

Build for Change: Next Best Action

The real value from Big Data and analytics comes when every customer conversation delivers exactly the right message, the right offer, and the right level of service to both give the customer a great experience and maximize the customer’s value to the organization. With Pega’s Next Best Action, business experts develop decision strategies that combine predictive analytics,
adaptive analytics, traditional business rules.

 

The Forrester Wave™: BPM Platforms For Digital Business, Q4 2015

Key Takeaways: Pegasystems, IBM, and Appian lead the pack

Forrester’s research uncovered a market in which Pegasystems, Appian, and IBM continue to lead the pack. Software AG, Oracle, Newgen Software, OpenText, Bizagi, K2, and DST Systems offer competitive options. Red Hat and TIBCO Software lag behind. The BPM Platforms Market Is Growing As EA Pros Accelerate Digital Transformation The BPM platforms market is growing because more EA professionals see BPM as a way to address emerging challenges for customer experience and digital business. This market growth is, in large part, because EA pros increasingly trust BPM platform providers to act as strategic partners, helping them transform how they use technology to win, serve, and retain customers in the digital age. Differentiators Include Rapid Development, UX Design, And Case Management As legacy BPM technology becomes outdated and less effective, improved delivery speed and process flexibility will dictate which providers will lead the pack. Vendors that can provide fast ramp-up, flexible mobile experiences, and dynamic case management position themselves successfully to deliver speed and business agility to their customers.

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The Ecosystem CMOs Need To Build Now – CMO Nation

The marketing world has undergone a dramatic shift: digital now touches nearly every customer interaction. Marketing has become a technology-powered discipline, with the two areas so interwoven that chief marketing officers are projected to spend more on technology than chief information officers by 2017.

The rise of digital has led to the emergence and explosion of marketing technology (MarTech) applications and platforms. Marketers can now collect and analyze large and disparate volumes of data—and make their insights actionable with a degree of precision just years ago was only a dream. This gives more power to the CMO, who constantly aims to address the basic question of marketing: how to engage and acquire customers for the long term by making engagement and acquisition more attainable and measurable.

Source: The Ecosystem CMOs Need To Build Now – CMO Nation

The Sales and Marketing Promance | Technology not included

Many businesses lack the alignment between the sales and marketing organizations. Whether you agree or disagree, it’s important to understand the barriers that prevent alignment. Some common barriers include:

  • Success in the sales and marketing departments is measured differently
  • Sales and marketing have a different vision of the ideal target customer
  • Actionable customer insight sits in disconnected databases
  • There is a lack of a 360-degree view of customers and their buying preferences
  • Broken processes make it impossible to track what is working
  • The technology is too hard to use so that there is limited adoption

 

These barriers lead to the disconnect and are making it difficult for organizations to make the most of their sales opportunities and go to market investments. As an example, companies are unable to provide the right offers to the right people, at the right time, because customer insights live in disparate locations and the company’s go-to-market strategies are uncoordinated and inefficient.

To address this disconnect, businesses are turning to applications and new technology to help build cohesive sales and marketing alliances. The common mistake businesses have been making in their rush to technology is that they forget to address their people and process challenges first. 

The promises of the Digital Revolution and emerging technologies are often not in line with management’s expectations. Many mid to large sized companies rushed to replace older systems that worked, to new and unproven cloud based technologies that are not living up to expectations. Many of these decisions were based on unrealistic, pie-in the sky, cloud-high promises (no pun intended) and the pain is just beginning to be felt by customers.

The reality is that many companies launched into cloud based technologies without a good business plan. So perhaps 2015 will be the year many companies awaken to a reality check.

The pendulum is about to swing in another direction. Brace yourselves.

Good times ahead.

Three keys to building a successful community | AVOA

THE IMPORTANCE OF COMMUNITY

It is important to note that there is a difference between the value to a community member and the community organizer. The value equation must factor both and be bi-directional. In sum, all parties to the community must see value in their participation.

Read more at: Three keys to building a successful community | AVOA

Exploding Three Common Myths about Real-Time Interaction Management | Pega

Companies know that “spray and pray” marketing doesn’t work anymore and are turning to real-time interaction management (RTIM) technology in hopes it will increase offer uptake.

Source: Exploding Three Common Myths about Real-Time Interaction Management | Pega

The Sales and Marketing Promance | Technology not included

Many businesses lack the alignment between the sales and marketing organizations. Whether you agree or disagree, it’s important to understand the barriers that prevent alignment. Some common barriers include:

  • Success in the sales and marketing departments is measured differently
  • Sales and marketing have a different vision of the ideal target customer
  • Actionable customer insight sits in disconnected databases
  • There is a lack of a 360-degree view of customers and their buying preferences
  • Broken processes make it impossible to track what is working
  • The technology is too hard to use so that there is limited adoption

These barriers lead to the disconnect and are making it difficult for organizations to make the most of their sales opportunities and go to market investments. As an example, companies are unable to provide the right offers to the right people, at the right time, because customer insights live in disparate locations and the company’s go-to-market strategies are uncoordinated and inefficient.

To address this disconnect, businesses are turning to applications and new technology to help build cohesive sales and marketing alliances. The common mistake businesses have been making in their rush to technology is that they forget to address their people and process challenges first. 

The promises of the Digital Revolution and emerging technologies are often not in line with management’s expectations. Many mid to large sized companies rushed to replace older systems that worked, to new and unproven cloud based technologies that are not living up to expectations. Many of these decisions were based on unrealistic, pie-in the sky, cloud-high promises (no pun intended) and the pain is just beginning to be felt by customers.

The reality is that many companies launched into cloud based technologies without a good business plan. So perhaps 2015 will be the year many companies awaken to a reality check.

The pendulum is about to swing in another direction. Brace yourselves.

Good times ahead.