Monster Mashups

Where are all the enterprise mashups?

The concept of the mashup—a composite application built from easy-to-integrate, reusable components—is simple: inside one application, you automatically show, compare or contrast information from somewhere else. Furthermore, you don’t have to provide parameters; the mashup automatically combines the information.

Some excellent examples involve Google Maps. For example, after the recent earthquake in Chile, mashups provided current information on road closures as well as open supermarkets. In the U.S., meanwhile, one mashup uses data from the Fatality Analysis Reporting System to pintpoint road fatality black spots.

These are incredibly useful applications, but they’re also quite consumer focused. Which leads me to wonder: Where are the enterprise mashups? In 2008, Forrester Research predicted that the enterprise mashup market would reach $700 million by 2013. Ajax, Web Services and location-based services were all the rage. Experts predicted that mashups would free enterprise users especially from the tyranny of waiting weeks or months for IT to create the reports they needed—if indeed they did ever get created.

But is this user-driven state of enterprise information liberation still unfolding in 2010?

Who Wants Mashups?

In the CRM realm, on-premise Siebel CRM software, version 8.1, added an applet-based services, making it relatively easy to embed some service information into other applications. Salesforce.com also makes using these types of applets relatively easy. For example, you can access a contact’s LinkedIn information from Salesforce.com.

Perhaps the above is useful, but so far it doesn’t herald an information-access revolution.

Workplace Mashup Manifesto

What we really need are mashups with hardcore workplace upsides. For example, if I’m working in a service center and a client calls, I’d like to see all of the trouble tickets the client has open, and know if there are any outstanding issues, before I try to up-sell or cross-sell him.

From a professional standpoint, this is the information you need. And if it’s delivered via a mashup—meaning that on one page, I can manipulate and close out the trouble ticket, enter the client’s credit card to resolve the billing dispute or automatically dispatch a required part and provide an actual Fedex tracking number—so much the better.

Liberating Enterprise Data—Or Not

Technically speaking, however, creating enterprise mashups remains challenging. The sticking point is internal data. Combining your CRM application’s contact list with Google Maps to build better territories is one thing. But generating customer-facing epiphanies (or at least really great service)—for example, by mashing-up your CRM, ERP and financial systems and legacy back-end systems via Web-enabled SOA to manipulate data in any of those systems in real time—is relatively difficult, simply because the information most often remains locked in those various systems.

Financial Services Firm: We Don’t Need No Stinking Mashups

Furthermore, organizations that do make the effort to integrate and combine information from numerous systems in innovative ways often don’t need user-driven mashups; they just need the information. For example, Innoveer has been helping a large US financial services firm to extract operational data from numerous back-end systems, combine it with CRM information, and provide agents with a single Siebel CRM homepage—backed by Siebel Analytics—containing, at a glance, everything they need to know.

Front and center on the agent’s homepage is a report listing recently placed orders. This is vital information because the best way to ensure these orders turn into deals is by reaching out—the agent following up by phone, asking how they can help, and using their sales smarts to close the deal. Another report, to encourage better performance, analyzes the revenue each agent has generated, versus the number of client calls they make.

The end result: Agents see useful information, without glimpsing the underlying systems complexity that brought them the information. (That’s definitely not “need to know.”) Even better, they didn’t have to build it themselves.

Not A Quant at Heart?

Perhaps that’s the ongoing roadblock for mashups: It presumes that end users will want to mashup CRM, ERP and financial information themselves. For a small set of power users willing to get their hands dirty, this may be true. But for salespeople who excel at selling, or who can be encouraged to reach this state, the imperative isn’t to provide them with cutting-edge, self-service Web applets, but simply with the information they need: Who do I sell to, and where do I find them?

Easy access to essential information is the currency of any great sales organization. Until composite applications can provide that, and professionals have a compelling reason to use them, we won’t see many enterprise mashups.

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When it comes to CRM, less is more—and mashups are no exception.

Even without mashups, organizations have access to great techniques for getting the data they need. In particular, a service-oriented architecture (SOA) help organizations integrate their systems and consolidate information to better manage customer data and ensure a single, definitive source of information.

SaaS Seeking Large Enterprises

As the cloud expands, it's extending SaaS to even the biggest businesses. Photograph by doug.siefken.

Large + Complicated = On-Premise CRM?

Why not run CRM in the cloud? In other words, why not use SaaS CRM applications, provided they deliver—as they typically do—more rapid procurement, easier manageability and a lower total cost of ownership, compared to on-premise CRM applications?

Well, size may be one factor. Many people’s perception is that SaaS doesn’t work well for large enterprises. But in fact, we’ve found that SaaS solutions are quite a good feature and functionality fit for many organizations, large or small. As the list of salesforce.com customers shows, many heavy hitters are SaaS devotees.

On the other hand, SaaS isn’t the best fit for every organization, and especially large organizations with quite complex requirements. For example, we’re currently helping a large legal information services provider to adopt a new CRM system. Based on our recommendations, the company is implementing an on-premise application, in part because it needs to integrate its CRM software with various back office, order management and provisioning systems. The goal: to enable the company’s sales force to quickly move from quote to order, and then organize product delivery, all from within the CRM application. Building this is relatively complicated, technologically speaking.

Given that technical complexity, as well as the required integration, this type of project is not a great fit for SaaS—at least not in 2010.  I include that caveat because, going forward, we do see more projects of this nature—technically complex CRM implementations requiring advanced functionality and integration—being well served by SaaS.

Redefining the CRM Choice: On-Premise or SaaS

A little over one year ago, Innoveer released its guidance about when to use SaaS versus on-premise CRM software: The New CRM Choice: On-Premise Software or SaaS.

The gist is that in 2008, SaaS CRM applications didn’t offer as many features, or as much functionality, as on-premise applications. For projects with a greater degree of technical or organizational complexity, on-premise CRM software was the better choice.

But that equation has been changing rapidly—and will continue to do so—as cloud computing evolves, further extending SaaS and providing greater business benefits. CRM analyst Denis Pombriant explains:

The Cloud [has] three parts: infrastructure as a service (IaaS), software (SaaS) and, now, a development platform (PaaS). (…) The new ubiquity [of computing access] spawned by Cloud Computing — all three components — is spawning new, fast and, above all, mobile business processes, not just applications.

In other words, SaaS is now just an application layer—albeit with some minimal accompanying tools—in the cloud. To which the cloud adds an infrastructure layer (servers, storage and bandwidth from the likes of Amazon and Google) and platform layer (such as Force.com). Altogether, these layers can make any SaaS application much more useful and easy to work with.

Bigger Clouds, Greater Benefits

As cloud computing expands, it makes SaaS more extensible, useful and cost-effective. Hence my prediction is that SaaS CRM will evolve to become more deeply connected with the expanding cloud ecosystem. In other words, organizations of any size will be able to support much more complex business processes, at lower cost, using SaaS CRM applications.

In 2008, we said that “CRM projects must now begin by answering this fundamental question: on-premise or SaaS?”  Today, however, the question is simpler: Why not use SaaS? And as the cloud evolves, in another three or five years, will we even bother to ask?

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When weighing the pros and cons of on-premise versus SaaS CRM software, assess functionality requirements, organizational structures, costs and long-term goals. For more information, see our aforementioned white paper, The New CRM Choice: On-Premise Software Or SaaS.

Finally, want to know which SaaS CRM software is best? See our CRM Software Smackdown.

Why SFA Failure Rates Will Increase

CRM: A History of Failure?

Are customer relationship management (CRM) projects prone to failure? ZDNet reviewed analyst firms’ reports to chart general CRM failure rates for 2001-2009:

• 2001 Gartner Group: 50%
• 2002 Butler Group: 70%
• 2002 Selling Power, CSO Forum: 69.3%
• 2005 AMR Research: 18%
• 2006 AMR Research: 31%
• 2007 AMR Research: 29%
• 2007 Economist Intelligence Unit: 56%
• 2009 Forrester Research: 47%

Failure is defined broadly, covering projects that didn’t meet expectations (at best) or failed outright (at worst). Because these statistics come from different research firms using dissimilar research methodologies, you can’t accurately compare year-on-year trends. But to pick just about any given year, my immediate reaction is: There’s no need for CRM failure rates to be this high.

Will project success rates improve? In fact, I predict that sales force automation (SFA) project failure rates are going to increase even more. (The majority of CRM implementations today are for SFA.) Why is that? Simple: Companies are shooting without aiming, just like it was 1999 all over again. The only difference is that instead of implementing on-premises CRM software, they’re using SaaS.

SFA Success Starts With a Plan

What can companies do to ensure that their SFA—or broader CRM (encompassing not just sales, but also service and marketing)—projects meet expectations?

For answers, let’s flash back to 1999, when Lee Iacocca, then CEO of Chrysler, was still a well-known business figure. In those days, he talked a lot about planning as a way of saving money.

Here’s the great thing about planning: you don’t need to spend much money to get a great return. For example, say you spend less than 1% of your expected return on a one-week—or, if you like, two-week—exercise to identify the objectives of your SFA system, as well as what your two-year plan will be to achieve those goals.

As a result of having that plan, you’re probably five times as likely to achieve your objectives, versus just implementing this or that software. And really, what did the planning cost? If your returns are over 100 times that initial planning exercise investment, wasn’t the planning more than justified? In fact, why would you neglect such a foundational step, given the potential returns?

Is SaaS Short-Circuiting Our Brains?

If you follow the Freakonomics camp, you know that psychologically speaking, we humans approach financial matters not from a rational perspective—though we think we’re being objective—but rather with our emotions. And perhaps that’s the answer: SaaS offers the opportunity to have something up and running in days or weeks. It’s the latest and greatest. You want it now. Why bother pausing for even a week or two, to plan?

Just as we’re not naturally adept at rationally analyzing financial patterns, when it comes to CRM projects, we also need to check our innate tendencies at the door. Meaning, sit down and figure out what you really want to do, and how you’re going to do it. Unless you want to fail?

Planning Is Cheap

Based on our experience, and—organizationally speaking—having lived through the dot-com bust as well as the boom that preceded it, we’ve continued to emphasize this theme: Want to succeed? Then don’t just implement software. First, plan.

The good news is that over the past 12 years, we at Innoveer have codified what people should be doing in terms of their CRM planning, and have developed best practices to very quickly help people determine what their plan should be. So whereas a decade ago, planning may have been relatively expensive, today, it’s much easier and less expensive, because we already know the best practices for sales effectiveness, marketing, or customer service.

As a result, creating a plan doesn’t require starting from scratch. Rather, to create an SFA plan, one excellent starting point is to benchmark your company’s sales capabilities—in such areas as relationship management, territory management and pipeline management—against other companies to see understand where your organization excels or needs work.

We’ve found that companies often continue to invest in what they’re already good at. In fact, we recommend investing in what you’re not doing well, because that weakest part of your SFA—or wider CRM—program is what holds you back. Of course, you won’t learn that from just having SaaS CRM software. To find out, you need to build a plan.

Learn More

Innoveer offers a brief workshop to help organizations identify the cost, time and business benefits associated with achieving new and more advanced—meaning, more effective—SFA capabilities. During the workshop, Innoveer examines the five core elements of an organization’s field sales program, identifies the optimal enhancements, and produces specific, technology-agnostic recommendations for building plans and budgets, with detailed estimates of the required project time and costs to improve specific elements of your sales program.

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