Oracle and NetSuite have completed their merger. The combination is likely to be positive for customers because NetSuite will have access to “more,” a word repeated many times over the course of Oracle’s post-acquisition webcast. Existing NetSuite customers will benefit from increased investment as well as economies of scale that Oracle can bring to R&D and sales and marketing. Oracle has stated that there’s little overlap between its target customer base and NetSuite’s. However, there is substantial overlap with NetSuite’s application partner network because of Oracle’s own broad application portfolio. As such, many of these partners are likely to shift their attention to NetSuite’s cloud-only competitors (for example, FinancialForce and Intacct), which will benefit those rivals’ sales and marketing efforts.
Aria Systems provides companies with software for managing subscription or recurring revenue business models. A recurring revenue business models includes three types of selling and billing structures: a one-time transaction plus a periodic service charge; subscription-based services involving periodic charges; or a contractual relationship that charges periodically for goods and services. Aria’s cloud-based software addresses key requirements of users in the marketing, sales, operations and accounting functions in this type of business.
Topics: SaaS, Sales, Customer Engagement, ERP, Marketing, NetSuite, Operational Performance Management (OPM), Recurring Revenue, Billing, customer life cycle, streaming, subscription, Business Analytics, Cloud Computing, Customer Service, Accounting, Business Performance Management (BPM), Customer Performance Management (CPM), Financial Performance Management (FPM), Sales Performance Management (SPM), Aria Systems, billing software, invoicing
Supply and demand chain planning and execution have grown in importance over the past decade as companies have recognized that software can meaningfully enhance their competitiveness and improve their financial performance. Sales and operations planning (S&OP) is an integrated business management process first developed in the 1980s aimed at achieving better alignment and synchronization between the supply chain, production and sales functions. A properly implemented S&OP process routinely reviews customer demand and supply resources and “replans” quantitatively across an agreed rolling horizon. The replanning process focuses on changes from the previously agreed sales and operations plan; while it helps the management team understand how the company achieved its current level of performance, its primary focus is on future actions and anticipated results. Adoption of S&OP has increased as software to support the process has become more powerful and affordable and as a growing list of companies demonstrated its value in producing meaningfully improved business results. Even without adopting a full-scale S&OP management approach, companies can benefit from better coordination and collaboration between their supply and demand functions. Software plays an important role here, too, in facilitating this coordination and collaboration.
Topics: Planning, SaaS, Sales, Forecast, Mobile Technology, Operational Performance Management (OPM), Human Capital, Supply Chain Planning, Analytics, Business Analytics, Business Collaboration, Cloud, Cloud Computing, Business Performance Management (BPM), Financial Performance Management (FPM), Sales Performance Management (SPM), Sales Planning, Supply Chain, Supply Chain Performance Management (SCPM), Demand Chain, Integrated Business Planning, SCM Demand Planning, S&OP
Ventana Research recently released the results of our Next-Generation Business Planning benchmark research. Business planning encompasses all of the forward-looking activities in which companies routinely engage. The research examined 11 of the most common types of enterprise planning: capital, demand, marketing, project, sales and operations, strategic, supply chain and workforce planning, as well as sales forecasting and corporate and IT budgeting. We also aggregated the results to draw general conclusions.
Topics: Big Data, Planning, Predictive Analytics, Sales, Social Media, forecasting, Marketing, Operational Performance Management (OPM), Reporting, Budgeting, Controller, sales forecast, strategic, workforce, Business Analytics, Cloud Computing, In-memory, Business Performance Management (BPM), CFO, Customer Performance Management (CPM), Financial Performance Management (FPM), Sales Performance Management (SPM), Supply Chain, Workforce Performance Management (WPM), capital spending, demand, Financial Performance Management, financial reporting, FPM, Integrated Business Planning, S&OP, spreadsheet
PROS Holdings, a provider of price and revenue optimization software, has an agreement in principle to acquire Cameleon Software, which offers configure, price and quote (CPQ) applications. The combined company is likely to benefit from a broader geographic presence (PROS is based in Houston while Cameleon is in Toulouse, France) for their sales and marketing efforts. However, the longer-term strategic value of the merger lies in the combination of the related categories of price optimization and CPQ to improve sales effectiveness and financial performance.
Topics: Sales, FP&A, Operational Performance Management (OPM), PRO, PROS, yield management, Analytics, Business Analytics, Business Collaboration, Business Performance Management (BPM), CFO, CPQ, Financial Performance Management (FPM), Sales Performance Management (SPM), CEO, FPM, incentive sales management, Price optimization, Profitability
Pricing and profit margins appear to be trending topics, which is normal at this stage of the business cycle. North American companies achieved high levels of profitability coming out of the last recession by staying lean, but this trend has run its course. Margins are being squeezed, and companies are looking for ways to add to the bottom line.
Topics: Planning, Sales, Operational Performance Management (OPM), ABC, Analytics, Business Performance Management (BPM), Financial Performance Management (FPM), Sales Performance Management (SPM), Activity Based Costing, costing, FPM, Price optimization, profit, Profitability, S&OP
This is the third in a series of blog posts on what CEOs (and for that matter, all senior corporate executives) need to know about IT and its impact on running a business. The first covered the high-level issues. As I noted, it’s not necessary for a CEO to be able to write Java code or master the intricacies of an ERP or sales compensation application. However, CEOs must grasp the basics of IT just as they must understand basic corporate finance, the production process and – at least at a high level – the technologies that support that process. My second post was about four supporting technologies that will drive change in business computing over the next five years. It relates examples of how applications can help every part of a business operate more effectively, not just efficiently. Now let’s turn our attention to finance and sales – and as I’ve noted in the previous posts, what follows is an “elevator pitch” treatment of what could be a much longer discussion.
Topics: Planning, Predictive Analytics, Sales, Customer, Operational Performance Management (OPM), Budgeting, close, closing, plan, PRO, sales management, strategy, Analytics, Business Analytics, Accounting, Business Performance Management (BPM), CFO, Customer Performance Management (CPM), Financial Performance Management (FPM), Information Management (IM), pricing, Sales Performance Management (SPM), CEO, FPM, Profitability, SPM
Many companies have automated their sales and use tax processes to cut the effort required to execute them and to reduce the number of errors and their cost in dealing with a fiendishly complex set of rules and rates. This is one step in bringing tax into the mainstream of finance, which we advocate. Most people are familiar with sales tax; a “use tax” is a form of excise tax assessed on otherwise tax-free goods purchased by a resident of the assessing state regardless of where it was purchased. The use-tax rate is usually the same as the sales tax rate that would have been applied to an in-state purchase and is designed to serve the same purpose of generating revenue.