Software as a Service Dramatically

Improves CRM Success www.yankeegroup.com

by Sheryl Kingstone | February 2008

Executive Summary
Based on a Yankee Group survey of sales management, We call this trend the consumerization of the enterprise. This
salespeople and IT practitioners at large organizations Report uncovers the voice of enterprise users so that companies
conducted late fall 2007, this Yankee Group Report studies can buck the CRM failure rate with a clear understanding of how
the current business environment and use of technology to new on-demand services and technologies can overcome user
improve sales effectiveness. Although many traditional reluctance and ensure sales success.
premises-based CRM applications implemented during the
last two decades promised a significant improvement and
Exhibit 1
increase in sales effectiveness, in reality their strength was in Major Factors for Business Applications
empowering management with a holistic view of the sales Source: Yankee Group, 2008
process rather than actually helping end users and sales Which of the following factors are most important when
teams succeed. This led many companies to reevaluate their selecting a business application?
current salesforce automation (SFA) and customer relationship Flexible pricing models
such as both on-demand
management (CRM) implementations by replacing or and on-premises
augmenting them with newer on-demand/software-as-a-service Industry/vertical-specific
functionality and relevance
(SaaS) applications. Although many companies are still Single integrated package
to lower integration
considering premises-based applications, the on-demand and number of vendors
applications have moved from niche to mainstream capturing User-interface design
10% of the overall software market with phenomenal 20% Interoperability with other
growth. Considering 37% of the SaaS user respondents in applications

the survey said they dramatically improved sales effectiveness Integration with MS Office and
Exchange, and Lotus Notes
and customer satisfaction, it clearly demonstrates a Software is able to meet our
noticeable improvement over traditional CRM users. needs with minimal customization
Quality customer-
service and support
As shown in Exhibit 1, while features and functionality always
Vendor’s long-term viability
rise to the top, the most important feature when evaluating a Application is easily customized
business application is and should be ease-of-use. Considering by line of business and/or
IT to meet business needs
82% of CRM user respondents still can’t get salespeople to
Feature and functionality
understand the value and use the application, it is absolutely
critical to improve its overall usability. The million dollar Ease-of-use

question is “How to achieve usability?” For SFA and CRM to 0 10 20 30 40 50 60 70 80 90 100

be successful, organizations must ensure that users want to Percent of Respondents

use the application through the combination of simplicity, Major Factor

process management and value creation. Consumer Minor Factor
Not a Factor
applications such as Google, Facebook and MapQuest taught
users that applications can be easy to use and provide value. n 166

Continued on next page

This custom publication has been sponsored by Oracle.

© Copyright 2008. Yankee Group Research, Inc. All rights reserved.
This Yankee Group Report is published for the sole use of Yankee Group clients. It may not be duplicated, reproduced or transmitted in whole or in part without the express permission of
Yankee Group, Prudential Tower, 800 Boylston Street, 27th Floor, Boston, MA 02199. For more information, contact Yankee Group: info@yankeegroup.com; phone: 617-598-7200.
All rights reserved. All opinions and estimates herein constitute our judgment as of this date and are subject to change without notice.
 February 2008

Executive Summary (continued)

Methodology
In fall 2007, Yankee Group conducted a survey of 150
respondents targeted toward sales representatives, sales
management and IT professionals at large organizations to
examine how the on-demand salesforce automation
(SFA)/customer relationship management (CRM) has evolved
along with different desires of sales representatives and sales
management’s use of technology to improve sales effectiveness.
The survey was written and managed by the Yankee Group
Enterprise Research team.

Table of Contents
I. Competitive Market Hinders Service and Sales Effectiveness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
II. Future CRM Applications Demand Collaboration, Process Improvements and Anywhere Information . . . . 4
Consumerization of the Enterprise Drives Future CRM Demands . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
What Do Users Specifically Demand to Ensure High Rate of CRM Adoption? . . . . . . . . . . . . . . . . . . . . 6
III. Conclusions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

I. Competitive Market Hinders Service and Sales Effectiveness

ucceeding in a highly competitive environment where customer
S service is a key differentiator in many industries is one of the
most significant challenges facing businesses today. Companies
realize that product and price differentiation only lead to a short-term
gain as compared with focusing on longer-term customer service
differentiation. Companies also understand that salespeople have a
direct effect on providing a differentiated customer experience. With
88% of respondents stating it as their top challenge over revenue
growth, it is not surprising that businesses are looking for new ways
to use technology to create a unique differentiated position. Sixty
percent of the respondents also stated their current business
applications do not enable them to react to fast-changing and
unpredictable market conditions.
Delving further into the respondents profiles, sales management’s
response to competitive pressure was even more significant with a
high of 97% of this segment of respondents listing it as their top
challenge. As compared with the frontline sales representatives’
responses, they were more concerned with growing revenue
through increasing sales effectiveness, specifically win rates and
contract values.
The good news from Exhibit 2 (on next page) is the respondents’
willingness to use technology as a strategic competitive advantage.
The concept of using applications to facilitate the selling process is
not a new one, but many implementations have not empowered line
of business with applications that have added value to the actual
selling process. Sales teams have moved beyond the days when
they were provided with nothing more than briefcases filled with
outdated pamphlets and samples.

2 © Copyright 2008. Yankee Group Research, Inc. All rights reserved.

 February 2008

Despite investments in CRM and SFA solutions, 55% of companies’
current SFA applications do very little to increase sales effectiveness.
Sixty percent have somewhat improved sales efficiency, but the
sales process is unstructured and these organizations do not have the
applications, data and process to improve effectiveness. Thirty-three
percent of professional services organizations have downright failed
to improve sales effectiveness or efficiency because CRM/SFA has
been just another application that is difficult to use and does not
provide the necessary functionality to enable productive selling.
Other CRM challenges continue to flourish among CRM users today:
• 89.5 % still do not use a technology that offers a suite of
applications for sales, service and marketing
• 89.5% still do not have a single view of the customer/
360-degree view
• 78.9% can’t leverage their social network to build quality
collateral, presentations and proposals
• 58% state their current investment in IT and business
applications are outdated and don’t provide the visibility and
data necessary for business decisions
All these challenges only add to the already complex selling
environment. A company must address these challenges or it will fail
to meet sales management and sales representatives’ top objectives for
2008 of improving win rates through targeted leads and better
messaging for products and services. However, priorities shift
significantly for second and third objectives.
• Sales representatives’ objectives focus more around the ability to
more effectively target accounts, provide guidance on pricing
and improve forecast accuracy.
• Sales management expressed significant interest in improving
customer loyalty.
Process improvements rank high overall in business objectives, but
companies were essentially split between two groups: One that
prioritized an end-to-end business process as a major initiative for
their current CRM (86.7%as a major factor), as compared with
87.3% of companies that prefer to empower their employees with
more collaborative-driven applications that are user-focused.
Essentially, the goal is to choose the right approach for the goals
and objectives of the company.

A key criterion for a CRM solution is to understand the type of

Exhibit 2
Top Business Challenges business interaction. For example, Exhibit 3 shows two very
Source: Yankee Group, 2008 different types of businesses: one large online retailer and a major
How would you rate the following businesses challenges manufacturing company. Both have customers, but one has
your company is facing? hundreds of millions with customer relationships that last a couple
Meeting customers’ demands of minutes. The company would prefer the customer never call the
to do business online
company because the margins are low and costs are essential. The
Getting visibility in critical
business insight in a timely primary value of CRM for this company lies in the processes.
fashion to make decisions
Focusing on customer-
service and support to
meet customer demands Exhibit 3
Growing revenue through Types of CRM Approaches
improved customer loyalty Source: Yankee Group, 2008
Grow revenue through increased
sales effectiveness (increased Online Retailer Manufacturer
win rates, contract values) Low margin, high High margin, low volume
Growing revenue through volume
better marketing for
customer acquisition Millions of customers Hundreds of customers
Using technology fully as a
strategic competitive advantage Millions of flawless Transactions are
transactions collaborative, social
Reacting quickly to fast-
changing and unpredictable
market conditions Human interaction Human interactions defines
adds cost relations
Succeeding in a highly competitive
environment where customer-
service is a key differentiator
Call center efficiencies; Sales-driven process
0 10 20 30 40 50 60 70 80 90 100
web self-service
Percent of Respondents Invest in end-to-end Invest in collaborative CRM
CRM backbone
Very Challenging
Somewhat Challenging
Not Very Challenging
Not at All Challenging

© Copyright 2008. Yankee Group Research, Inc. All rights reserved. 3


The large manufacturer in contrast has a very different customer
experience. The company has potentially a few hundred customers and
a complex, collaborative selling environment. Essentially, the CRM
system must make the people more productive as they move the
sales cycle forward. In other words, if you have a high volume, high
transactional process business like the online retailer, you go with a
CRM implementation that empowers the end-to-end process. If the
company’s differentiation is centered on the people, empower the
strategic asset (people) with a collaboration-driven CRM solution.
Either way, new services and technology can improve both
solutions. Salespeople and management must have the capability to
leverage their inherent collaborative nature to help them influence
the sale and close more deals.
II. Future CRM Applications Demand
Collaboration, Process Improvements and
Anywhere Information
s we expected, top major priorities for CRM initiatives are to
A
•
provide:
Enhanced customer service and support applications for
improved customer experience
• Updated sales applications for sales effectiveness and efficiency
• Improved customer-facing applications to make doing business
with customers and prospects easier
• Mobile employees anywhere, anytime access to corporate
applications
However, the real issue is how businesses can meet their top
priorities for their CRM initiatives to avoid end-user disillusionment
and ensure success. As stated in the executive summary, it is
absolutely critical to improve the overall usability of the application
through simplicity, process improvements and newer value-added
applications such as mobility and analytics.
Considering a CRM solution must align with overall IT strategies,
Yankee Group asked respondents, “What are the biggest priorities
that will impact your strategic business application decisions for the
future?” Our goal was to find if the IT strategies are aligned to
assist with the success of a company’s CRM initiative. The top
results garnered 60% or higher on the priority list (results in order
of major priority):
• Using newer applications for easier customization and business
process needs to drive IT and line-of-business collaboration
• Implementing more collaborative technologies to improve
employee productivity
4 © Copyright 2008. Yankee Group Research, Inc. All rights reserved.
February 2008
• Provide more in-context content and information within business
applications
• Replacing legacy with newer service-oriented applications that
empower line of business
• Enabling mobile access to corporate applications through Wi-Fi,
wireless cards or smart phones
• Reducing application silos to make the organization more
process-centric
The good news here is that IT and CRM initiatives are finally
aligned with process improvements, collaboration and mobility. By
providing newer applications that are more process-oriented and
empower lines of business, companies will improve the overall
usability of the CRM applications. By incorporating in-context content
and information, businesses can not only improve the overall customer
experience, but also increase sales effectiveness. Lastly, IT
understands the priority for mobile access. Salespeople rank mobile
access much higher on the IT priority list, second only to
implementing collaborative technologies.
Consumerization of the Enterprise Drives
Future CRM Demands
or a generation of Web 2.0 consumer application users such as
F Google, Facebook, and MySpace, improving traditional business
applications such as CRM and SFA becomes paramount. The future
demands businesses learn from consumer applications through easy-
to-use web service-based applications that improve user adoption
and meet corporate objectives such as sales effectiveness.
With 80% of CRM users on average seeing little to no improvement
in sales or service effectiveness, it’s a positive sign that 37% of the
SaaS CRM application users have dramatically improved sales
effectiveness and customer satisfaction, a noticeable difference over
results of traditional CRM users. As shown in Exhibit 4, the reason
for such a high rate of success stems from:
• Preferred ease-of-use of the application. Depending on the
ISV, many SaaS CRM applications are built from the ground up
learning from past mistakes. The focus was ease-of-use and line-
of-business empowerment. New features and functionality are
also delivered at a much faster pace than packaged applications to
keep in pace with user demands.
• Allow distributed employees to stay connected and be
productive. Premises-based applications that are located behind
the corporate firewall are more difficult to ensure distributed
employees gain access to the critical customer information.
 February 2008

• Use of application without worrying about upgrades, updates
and security patches. The dirty little secret is that premises-
based applications have a significant hidden cost. Although most
companies only conduct significant upgrades every 3 years, it is a
very painful and expensive process.
Another consumerization of the enterprise lesson includes the use of
users’ content, collaboration and anywhere information. When
respondents were asked to rate whether they agree or disagree with
statements in Exhibit 5, the issues with which they agreed strongly
were all focused on empowering line of business with more
consumer-like functionality such as mobility, collaborative
applications, content and pricing tools. Here are the reasons behind
why they agreed with our statements:
• Sharing content: Salespeople refuse to use SFA because it has
never given them an incentive to log in besides to heed the
warning, “Do it or you won’t get your commission check.”
Technology needs to start giving back. Instead of static content
that adds little value to daily efforts of a sales representative,
solutions need to proactively share changes in information that
are relevant to their current accounts. Again, taking a lesson
from the Web 2.0 world, interactivity meshed with fresh insight
delivered in context is critical to increase user adoption. It also
enables sales representatives to share content such as PowerPoint
presentations and proposals help proliferate best practices.
• Collaborative applications: Collaborative applications
consistently ranked high with respondents while Web 2.0 usage
ranked lower. This is an interesting dichotomy to point out
considering Web 2.0 functionality is generally regarded as the next
wave of technology that will better meet the enterprises
collaboration needs. Vendors must do a better job explaining to
customers and prospects the inherent benefits of Web 2.0 and
how it helps organizations improve collaboration.
• Pricing tools: Salespeople need more pricing guidance. These
tools are designed to help salespeople by evaluating win/loss ratios,
product differences and customer difference to present optimal
price recommendations based on corporate governance rules.
• Mobility: Companies are striving to become Anywhere
Enterprises. Ubiquitous connectivity has enabled the mobile
computing revolution. However, connectivity alone is not
enough to make users more productive. They also require access
to applications and information.

Exhibit 4 Exhibit 5
Top Reasons for Using SaaS Agreement or Disagreement of Key Industry Trends
Source: Yankee Group, 2008 Source: Yankee Group, 2008
Which of the following factors prompted your
organization to adopt software as a service? Do you agree or disagree with the following statements?
Preferred the ease-of-use We would like to incorporate
of the application more Web 2.0-type features
Allow distributed employees in our enterprise software
to stay connected and We would like a more closed-looped
be productive business process to gain insight
Use of applications without and feedback on sales situations
worrying about upgrades, Our customer management
updates and security patches
applications such as CRM and SFA are
Application depth best suited for managing transactions
and functionality
We are looking for new ways to
Less risk—can switch vendor empower mobile workers with
if service not adequate anywhere, anytime access
IT staff are generalists and
cannot support complex Better pricing tools to help
business applications salespeople with optimal prices
Lower TCO because no need We would like to empower our
for IT infrastructure or IT employees with more collaborative
resources for SaaS applications applications that are user-focused
Having private instance of the
SaaS for control and privacy We need a better way
Being able to move to a to share content
premises-based deployment,
if necessary 0 10 20 30 40 50 60 70 80 90 100

SaaS is less expensive than Percent of Respondents

current application deployment
and maintenance costs Strongly Agree
Increased comfort with Somewhat Agree
the security of my data
Somewhat Disagree
Increased comfort with
the privacy of my data Strongly Disagree
0 10 20 30 40 50 60 70

Percent of Respondents

© Copyright 2008. Yankee Group Research, Inc. All rights reserved. 5

 February 2008

• Reduction in data entry coupled with sales guidance increases

What Do Users Specifically Demand to
Ensure High Rate of CRM Adoption? efficiency and effectiveness. One of the most consistent complaints
with salespeople using a CRM or SFA application is the large
amount of administration and data entry forced upon them. To
he most important factors are directly related to improving
T both sales effectiveness and sales efficiency. As shown in
Exhibit 6, top ranked factors are not just about technology, but also
avoid overburdening the users, newer applications must predict and
assist salespeople with data entry for sales opportunities. Use
mashups to pre-fill information about orders and territories from
improved processes such as:
internal systems, along with external information such as
• Analytics and dashboards to assist end users and management
financials and demographic data. The application should then put
with the right information. The goal is to ensure real-time
the information in context to guide the salesperson with
insight with business intelligence tools that are available and
recommendations on who are the most likely prospects, what
easy to use for everyone in the company. Dashboards help guide
products the customer is most likely to buy and even who are the
users with the right information at the right time, allowing them
best potential references among the customer base.
to drill down into detailed data. It is essential that the analytics
• Fixing the lead management gap. The process of acquiring
contain historical and comparative trend analysis about emerging
customers/leads, turning those leads into solid prospects and
opportunities and critical issues so that a business can quickly
converting the prospects into sales—all without losing track of
identify and respond to changes in trends. Using analytics,
potential leads—remains a major hurdle for many businesses.
companies can gain insight into how efficient their sales effort is,
Filling the gap between a lead and a purchase order and preventing
determine how much customers are spending and how the is
opportunities from falling through the cracks are a critical
pipeline growing. Users also want opportunity management so that
competitive requirements. Companies must use a combination of
they can view account status, diagnose key issues and identify
technology and processes to close the loop both within and
opportunities from a single location.
between their sales and marketing teams. Using Web 2.0
intelligence, the salesperson does not have to manually look up
Exhibit 6 critical data to prioritize and qualify the lead. A company can
Major Factors for a Future Sales Automation Solution now mash-up internal lead data with external third-party data
Source: Yankee Group, 2008
from Hoover’s, Dun & Bradstreet or social networking information.
What are the most important factors for future
sales automation tools? • Facilitate best practices with newer gadgets. To get
salespeople to actually use an application, the application has to
Embed social networking
to improve cold call rates not only be easy to use, but also, more importantly, help them
Web 2.0 functionality for sell better. The survey revealed that 64% of salespeople ranked
improved team collaboration
Employ a structured tools to facilitate best practices as their top major factor when
sales methodology choosing a sales automation tool. Embedding tools that allow
such as Miller Heiman
Provide more sales salespeople to share and integrate external data empower them to
guidance from internal
and external sources collaborate more effectively.
Provide sales campaign
tools for prospecting
Easy-to-use tools to facilitate
best practices for proposals, III. Conclusions
Powerpoints and quotes
Enable better
lead management lthough deploying an SFA solution is a first step toward
Improved visibility to
opportunity management
A improving sales administration, it doesn’t necessarily equate to
improving sales effectiveness. It’s critical for companies to
Reduce amount of data
entry by sales people understand the difference between sales administration and sales
Enhance sales management
insight with better analytics effectiveness, and the role technology can play in driving revenue.
and dashboards CRM, specifically, resulted in less than satisfactory results primarily
0 10 20 30 40 50 60 70 80 90 100

Percent of Respondents
because of application complexity, high TCO and lack of user adoption.

Major Factor
Minor Factor
Not a Factor

6 © Copyright 2008. Yankee Group Research, Inc. All rights reserved.


The CRM industry, especially sales automation, has been revitalized
with newer services that buck the failure rate. With a clear understanding
of how new on-demand services and technologies are used effectively,
businesses can overcome end-user disillusionment and ensure sales
success. Interestingly, Web 2.0 technologies ranked lowest on users’
priority list: Only 18% ranked Web 2.0 as a major priority for
improved collaboration. Undervaluing the benefits of Web 2.0 is a
big mistake for any company embarking on evaluating the latest
CRM and sales automation solutions.
Web 2.0 directly impacts the overall success of the application by
providing:
• Dynamic assembly of relevant processes and services: Users
can easily customize services to meet unique process requirements
or mash up components into unique composite applications. A
small piece of functionality such as maps, data services and tools
that is loosely coupled and joined as components is essential.
This ensures that end users can get access to the easy-to-use
services freely available on the web, which can be integrated
into their SFA.
• Creative empowerment of business user: Gone are the days of
“over the wall” IT application development. Business users must
be active participants and co-developers of the service. A
collaborative, iterative approach to releasing functionality
becomes a core competency and the end to release cycles. Sales
management and IT consistently ranked higher collaborative IT
processes. New SaaS and Web 2.0 empower success by
decentralizing the IT process and empowering business users
with a platform to control their business desires.
• Data-driven decisions: Quality data drives business insight. A
platform is nothing but an empty shell without data powering the
end-user interactivity. Disparate data sources need to be
harnessed and then transformed into a visual representation for
improved decision-making.
• A shared ecosystem of intelligence: The web taught users a
valuable lesson: The network effect is a vital element for success.
Users add value in multiple dimensions from knowledge on content
through RSS feeds to participation in processes and collective
networks. While overall rankings of Web 2.0 were lower than
expected, 53% of respondents still agreed that they would like to
incorporate more Web 2.0-type features in their enterprise
software such as ratings, subscriptions and social networks.
Also clearly consistent in the survey was the overwhelming sales
users’ interest in mobile applications that can be used by employees
anywhere, anytime. Ninety percent of the sales respondents agreed
with this statement, thrusting it to the number one position. Today,
mobile CRM projects have evolved from a “nice to have” to a “need
© Copyright 2008. Yankee Group Research, Inc. All rights reserved.
February 2008
to have.” As businesses continue to transform into Anywhere
Enterprises, anywhere applications become strategic priorities.
Recommendations
• SasS might reduce TCO, but not budgets. Instead, reallocate
dollars for improved creativity and strategic development. New
tools can empower both IT and line of business. IT ensures the
foundation provides enough depth, security and scalability. Line
of business adds the context to the business process through easy
to use application development wizards. It’s truly a collaborative
win-win approach.
• Use technology as the enabler. The differentiation is in how it is
applied to increase sales effectiveness. To cover the last mile in
sales effectiveness, companies must enable anytime, anywhere
interactivity for sales and prospect information through a
combination of voice and data transactions. Sales representatives
often make and receive calls from mobile phones. At the close of a
call, representatives could trigger an event to automatically log that
call into the CRM or sales system of record. With a combination of
alerting and preprocessing done on the platform, the end user
spends less time reentering data. This is a simple step, but the
cross-channel benefits could improve the quality of information
available for all users.
• Upgrade or replace existing sales automation applications to
improve pipeline visibility and forecasting. Gain visibility into
the health of your business before it is too late. Management must
be apprised of the top opportunities the salesforce is pursuing and
be able to manage those opportunities from inception to closure.
Because many companies make key decisions based on their
forecasts such as resource allocations, manufacturing schedules.
• Companies with IT resource constraints should use an SaaS
solution to speed time-to-market and minimize ongoing
maintenance requirements. Many companies have already
spent a large amount of money on an on premises-based SFA
solution that sales representatives don’t use. Companies looking
to replace such a system quickly—without the worry of IT
involvement—should choose an SaaS solution.
• Despite user adoption issues, don’t potentially throw out on-
premises CRM. Instead, evaluate augmenting the existing solution
with an on-demand/SaaS application for end users that can work
seamlessly with the existing premises solution. Especially if that
on-premises solution can meet the needs of an end-to-end process
focused around management needs of process control, business
insight and intelligent forecasting.
7
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