Robert Kugel's Analyst Perspectives

Tidemark Enables More Effective Business Planning

Posted by Robert Kugel on Nov 12, 2015 10:22:49 AM

Tidemark Systems offers a suite of business planning applications that enable corporations to plan more effectively. The software facilitates rapid creation and frequent updating of integrated company plans by making it easy for individual business functions to create their own plans while allowing headquarters to connect them to create a unified view. I coined the term “integrated business planning” a decade ago to highlight the potential for technology to substantially improve the effectiveness of planning and budgeting in corporations, and it remains true that integrating business planning can produce superior results. Companies that maintain direct links between functional or departmental plans more often have a planning process that works well than others. Our next-generation business planning benchmark research shows that two-thirds (66%) of those that maintain such links have a planning process that works well or very well, compared to 40 percent that copy information from individual plans into an overall plan and just 25 percent in which plans have little or no connection.

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Topics: Planning, Predictive Analytics, Customer Experience, Marketing Planning, Reporting, Budgeting, Human Capital, Analytics, Business Analytics, Business Collaboration, Business Mobility, Cloud Computing, Governance, Risk & Compliance (GRC), Business Planning, Customer Performance Management (CPM), Financial Performance Management (FPM), Sales Performance Management (SPM), Supply Chain Performance Management (SCPM), Tidemark, Workforce Performance Management (WPM), Demand Planning, Integrated Business Planning, Project Planning

New Revenue Recognition Rules Require Software

Posted by Ventana Research on May 12, 2015 9:33:06 PM

For most of the past decade businesses that decided not to pay attention to proposed changes in revenue recognition rules have saved themselves time and frustration as the proponents’ timetables have slipped and roadmaps have changed. The new rules are the result of a convergence of US-GAAP (Generally Accepted Accounting Principles – the accounting standard used by U.S.-based companies) and IFRS (International Financial Reporting Standards – the system used in much of the rest of the world). Now, however, it’s time for everyone to pay close attention. Last year the U.S.-based Financial Accounting Standards Board (FASB, which manages US-GAAP) and the Brussels-based International Accounting Standards Board (IASB, which manages IFRS) issued “Topic 606” and “IFRS 15,” respectively, which express their harmonized approach to governing revenue recognition. A major objective of the new standards is to provide investors and other stakeholders with more accurate and consistent depictions of companies’ revenue across multiple types of business as well as make the standard consistent between the major accounting regimes.

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Topics: Planning, Customer Experience, Office of Finance, Reporting, Revenue Performance, Budgeting, Tax, Governance, Risk & Compliance (GRC), Business Performance Management (BPM), commission, Customer Performance Management (CPM), Financial Performance Management (FPM), Sales Performance Management (SPM)

Recurring Revenue Challenges Finance Departments

Posted by Ventana Research on Mar 13, 2015 8:44:05 AM

As I noted in a recent analyst perspective note the recurring revenue business model is gaining increasing use worldwide. Our recently completed recurring revenue benchmark research shows that companies are using this business approach because they find that it can convey a strategic advantage in creating additional sales opportunities, making future revenues more predictable, enhancing their customers’ experience  and increasing customer loyalty. However, recurring revenue businesses have unique challenges, especially in finance and accounting departments because most ERP systems (the ones that handle the accounting function) are not designed to manage the specific requirements of a recurring revenue businesses.

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Topics: SaaS, Customer Experience, NetSuite, Office of Finance, Operational Performance Management (OPM), Recurring Revenue, Zuora, Cloud Computing, Customer Service, Business Performance Management (BPM), Customer Performance Management (CPM), Financial Performance Management (FPM), Sales Performance Management (SPM), billing software, Intacct

Recurring Revenue: An Increasingly Important Business Model

Posted by Ventana Research on Feb 19, 2015 4:47:53 AM

Recurring revenue is a term applied to business models that involve 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. Telecommunications was the first major industry to use it, but recently the model has gained popularity in others. It is a major trend in information technology as an increasing number of companies offer software and hardware technology accessed as a service through cloud computing. Recurring revenue also has been transforming the entertainment business, as customers subscribe to rent movies, music and other creative digital products instead of owning them; this is part of the so-called “sharing economy” whose social impacts are wide-ranging.

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Topics: SaaS, Customer Experience, NetSuite, Office of Finance, Operational Performance Management (OPM), Recurring Revenue, Zuora, Cloud Computing, Customer Service, Business Performance Management (BPM), Customer Performance Management (CPM), Financial Performance Management (FPM), Sales Performance Management (SPM), billing software, Intacct

NetSuite Rides Wave of Cloud ERP Adoption

Posted by Robert Kugel on Jul 29, 2014 11:52:54 PM

Like other vendors of cloud-based ERP software, NetSuite offers the key benefits of software as a service (SaaS): a smaller upfront investment, faster time to value and potentially lower operating costs. Beyond that NetSuite’s essential point of competitive differentiation from is broad functionality beyond financial management, including capabilities for customer relationship management (CRM), professional services automation (PSA) and human capital management (HCM). These components make it easier for businesses to manage processes from end to end (such as quote- or order-to-cash) as well as to have transactions and business data available in a single system in consistent forms and synchronized. This in turn facilitates real-time reporting, dashboards and the use of analytics that integrate a wider set of functional data. Midsize companies are most likely to benefit from this integration because typically they have smaller, less sophisticated IT staffs than larger ones. A side benefit of having a single, integrated data source is improvement of situational awareness and visibility for executives and managers. It also enables organizations to reduce their use of spreadsheets for stitching together processes, doing routine analyses and reporting. These sorts of activities waste valuable time and reduce an organization’s agility.

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Topics: Microsoft, Mobile, SaaS, Sales, Customer Experience, ERP, HCM, Human Capital, Office of Finance, Operational Performance Management (OPM), communications, Dynamics AX, Dynamics GP, Dynamics NAV Dynamics SL, PSA, Sage Software, UI, Unit4, Analytics, Business Analytics, Cloud Computing, Business Performance Management (BPM), CFO, CRM, Customer Performance Management (CPM), Financial Performance Management (FPM), FinancialForce, HR, Infor, Sales Performance Management (SPM), Supply Chain Performance Management (SCPM), Workforce Performance Management (WPM), Social, Financial Performance Management, FPM, Plex, Professional Services Automation, Workday Collaboration

IBM Advances Business Experience in Using Advanced Analytics

Posted by Robert Kugel on Jul 3, 2014 9:13:32 PM

The developed world has an embarrassment of riches when it comes to information technology. Individuals walk around with far more computing power and data storage in their pockets than was required to send men to the moon. People routinely hold on their laps what would have been considered a supercomputer a generation ago. There is a wealth of information available on the Web. And the costs of these information assets are a tiny fraction of what they were decades ago. Consumer products have been at the forefront in utilizing information technology capabilities. The list of innovations is staggering. The “smart” phone is positively brilliant. Games are now a far bigger business than motion pictures.

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Topics: Big Data, Mobile, Predictive Analytics, Social Media, Customer Experience, Operational Performance Management (OPM), Performance, Analytics, Business Analytics, Business Collaboration, IBM, Business Performance Management (BPM), Customer Performance Management (CPM), finance, Financial Performance Management (FPM), Sales Performance Management, Sales Performance Management (SPM), Social, Financial Performance Management, SPSS

Epicor Faces a Challenging Future

Posted by Robert Kugel on Jun 2, 2014 9:46:32 AM

Epicor used its recent user group conference to explain its strategic direction and product roadmap. The company is the result of multiple mergers of business software corporations over the past 15 years; its target customers are midsize companies and midsize divisions of larger organizations. Its most significant products are Epicor (ERP software aimed mainly at manufacturing and distribution companies) and Activant Solutions (software for small and midsize retailers, including a point-of-sale system). The company also has software that manages CRM, HR and human capital and supply chains,  and provides financial performance management (FPM) and governance, risk and compliance (GRC) capabilities. These components of the software suites are adequate for the needs of many of the company’s target customers and are not intended as stand-alone applications.

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Topics: Microsoft, Mobile, SaaS, Sales, Customer Experience, ERP, HCM, Human Capital, Office of Finance, Operational Performance Management (OPM), communications, Dynamics AX, Dynamics GP, Dynamics NAV Dynamics SL, Epicor, Sage Software, UI, Unit4, Analytics, Business Analytics, Cloud Computing, Collaboration, Business Performance Management (BPM), CFO, Customer Performance Management (CPM), Financial Performance Management (FPM), FinancialForce, HR, Infor, Supply Chain Performance Management (SCPM), Workday, Workforce Performance Management (WPM), Social, Financial Performance Management, FPM, Plex

Infor at the End of the Beginning

Posted by Robert Kugel on May 3, 2014 10:54:41 PM

From my perspective, Infor’s strategy to accelerate revenue growth is to offer companies more innovation and a lower and more predictable cost of ownership than its rivals in the business software market; its products include the major categories of ERP, human resources and financial performance management. It aims to innovate by focusing on improving the user experience and to lower costs by redesigning its software architecture. The innovation stems from a fresh approach to designing interactions between users and business software: simplifying it and providing a more modern user experience that people have grown accustomed to in their personal software. The better cost-effectiveness rests on designing its software to reduce the expense of integrating and customizing it. One element of this is creating richer functionality for narrowly segmented micro-verticals. Another is offering cloud-based versions built on less expensive open source infrastructure and third-party commodity services. The software markets that Infor serves are mature and offer limited growth. So to be successful the company must increase both its market share and its share of a company’s IT spend (capturing internal IT spending and outlays to third-party consultants and systems integrators). To prove that the company’s strategy is working will require sustained organic growth (excluding new acquisitions) in revenues.

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Topics: Microsoft, Mobile, SaaS, Sales, Customer Experience, ERP, HCM, Human Capital, Office of Finance, Operational Performance Management (OPM), Dynamics AX, Dynamics GP, Dynamics NAV Dynamics SL, Sage Software, UI, Unit4, Analytics, Business Analytics, Business Collaboration, Cloud Computing, Business Performance Management (BPM), CFO, Customer Performance Management (CPM), Financial Performance Management (FPM), FinancialForce, HR, Infor, Information Management (IM), Sales Performance Management (SPM), Supply Chain Performance Management (SCPM), Workday, Workforce Performance Management (WPM), Financial Performance Management, FPM, Plex

Finance Can Get a Big Advantage from Big Data

Posted by Robert Kugel on Nov 16, 2013 8:22:39 AM

All the hubbub around big data and analytics has many senior finance executives wondering what the big deal is and what they should do about it. It can be especially confusing because much of what’s covered and discussed on this topic is geared toward technologists and others working outside of Finance, in areas such as sales, marketing and risk management. But finance executives need to position their organization to harness this technology to support the strategic goals of their company. To do so, they must have clarity as to what big data can do, what they want it to do, and what skills and tools they need to meet their objectives.

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Topics: Big Data, Performance Management, Predictive Analytics, Customer Experience, Fraud, Governance, GRC, Office of Finance, audit, Controller, Analytics, Business Analytics, Cloud Computing, Governance, Risk & Compliance (GRC), Operational Intelligence, Business Performance Management (BPM), CFO, compliance, finance, Financial Performance Management (FPM), Information Management (IM), Risk, Financial Performance Management, financial risk management

Social Collaboration Is in Finance’s Future

Posted by Robert Kugel on May 10, 2013 11:00:10 AM

Finance departments don’t immediately come to mind in conversations about social collaboration technology. Most of the software used for social collaboration that I’ve seen demonstrated focuses on the sales process or for broader employee engagement. The Facebook-style interface may cause finance department managers and executives to roll their eyes, especially if they’re over 40 years old. Yet business and social collaboration is an important set of capabilities that has been taking hold in business. Our benchmark research shows it ranking second behind analytics as a technology innovation priority. It will gain adoption over the next several years as software transitions from the rigid constructs established in the client/server days, which force users to adapt to the limitations of the software, to fluid and dynamic designs that mold themselves around the needs of the user. Perhaps because most of the attention so far on the benefits of collaboration has focused on front-office roles, there’s less awareness of the potential in back-office and administrative functions. Indeed, the same research reveals that those in front-office roles five times more often than those in accounting and finance roles (21% vs. a mere 4%) said that business and social collaboration are very important to their organization. However, I assert it’s just a matter of time before the finance group understands that social collaboration has substantial potential to improve its performance.

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Topics: Customer Experience, ERP, Operational Performance Management (OPM), communications, Business Collaboration, Cloud Computing, Collaboration, Business Performance Management (BPM), CRM, Financial Performance Management (FPM), Workforce Performance Management (WPM), Social, FPM