TripleTree CRM

SaleS, Marketing and Service
convergence:
HOW SAAS ECOSYSTEMS AND COLLABORATION
TOOLS ARE REDEFINING CRM

a tripletree industry analysis

SPotligHt rePort
WWW.triPle-tree.coM 7601 France ave S, Ste 150, MinneaPoliS, Mn 55435 12526 HigH BlUFF dr, Ste 300, San diego, ca 92130 952.253.5300

TABLE OF CONTENTS

INTRODUCTION 2

EXECUTIVE SUMMARY 3

WHY CONVERGENCE IS HAPPENING 4

ECOSYSTEMS 6

COLLABORATION 10

IT – SHIFTING MARKETING FROM ART TO SCIENCE 14

MARKETING AUTOMATION 16

THE CHANGING ROLE OF PROFESSIONAL SERVICES 18

CONCLUSIONS 21

APPENDIX 24 TripleTree, LLC

7601 France Avenue South
Suite 150
THE TRIPLETREE TEAM 26 Minneapolis, MN 55435

Minneapolis

t 952.253.5300
f 952.253.5301

San Diego

t 858.792.3406
f 858.792.3407

www.triple-tree.com

MINNEAPOLIS 952.253.5300 SAN DIEGO 858.792.3406 WWW.TRIPLE-TREE.COM Q3 2007 CRM CONVERGENCE PAGE 1

INTRODUCTION

Organizations are no longer making independent departmental decisions about
how to best serve their clients.

Driven by a range of compliance benchmarks, organizations have become aware
of customer information silos. The result is that they are now internally focused
on their varied customer touch points and where sales, marketing and service
workflows and processes intersect. Externally, the impact of consumerism and
the success of Internet communities are redefining how customer and business
experiences can be managed.

TripleTree is fanatical about understanding unique delivery models and how
they can create value for emerging companies. Few domains are being impacted
by innovative delivery models more than Customer Relationship Management
(CRM). Thanks to this innovation, critical customer and business information
can be shared, and performance can be measured by simple, powerful, common
systems that are engineered to automate customer facing workflows.

We’re convinced that the Software as a Service (SaaS) delivery model is a catalyst
for the next generation of CRM. As the micro-disciplines of CRM link with Web
2.0 tools (specifically collaboration solutions), we believe Business Relationship
Management could become a more meaningful description of the technologies
and processes that mesh to frame the customer experience.

For emerging vendors in the midst of this transformation, SaaS will create value
for its investors because of the well known benefits of recurring revenue streams
and lower costs of innovation. However, these firms will need to align with
platform partners who can provide the infrastructure and logic around other core
business components to truly emerge as leaders.

This report reviews:

- how the silos around sales, marketing and service are being
torn down because of SaaS;

- where leading vendor ecosystems are rationalizing new technology
platforms that can impact CRM;

- where Web 2.0 and collaboration tools are becoming
competitive differentiators for CRM vendors; and

- how the role of professional services is changing as SaaS proliferates.
For more on how TripleTree is
helping growth businesses with
TripleTree continues to work with terrific firms seeking their next plateau of
investment banking, strategic growth while also advising global acquirers on ways they can remain opportunistic
capital and long term advisory as new competitors enter the landscape. If your organization could benefit from
services, please visit our website our thinking and support regarding investment banking or strategic advisory
at www.triple-tree.com. services, please contact us.

PAGE 2 Q3 2007 CRM CONVERGENCE WWW.TRIPLE-TREE.COM MINNEAPOLIS 952.253.5300 SAN DIEGO 858.792.3406

EXECUTIVE SUMMARY

Application functionality is demand-driven, not supply-driven. Workflows
for IT, executive and knowledge workers are converging and the enterprise
applications that were engineered for yesterday’s processes aren’t keeping up.
Ten years ago legacy ERP, HCM, CRM and other enterprise functionalities were
designed and built around silos and departments – and for the most part these
solutions haven’t changed. Workflows today are broadly defined relative to their
domain or industry vertical. For CRM, they refer to a set of related end-to-
end business processes that produce a specific product or service that enhances
customer value. Because more of today’s workflows and processes are both cross-
departmental and may extend outside of an organization, the ways in which co-
workers can collaborate to support these processes can be erratic – leading to
unstructured, (or worse) undocumented activities. CRM software suites have
automated many of the business processes which tie together sales, marketing
and customer service functions and their accompanying workflows and activities.
While much was accomplished by legacy CRM vendors, new and meaningful
evidence of a convergence between key micro-disciplines within sales, marketing
and service is emerging. This is buoyed in large part by the need for users to share
information and the explosive growth of the SaaS (or “on-demand”) delivery
model.

SaaS is proving to be an effective mechanism for building and aligning the tools
necessary to facilitate inter-departmental collaboration and to alleviate some of
the pain associated with change management and re-implementation of legacy
software solutions. TripleTree’s perspective on the disruptive nature of SaaS is
based on several emerging trends: The capital markets have recognized the
growth (both in terms of user adoption and
• Ecosystems have formed around a handful of technology and business services revenue) and business benefits of SaaS,
firms. These are most often technical at their foundation, but the need for eight and are associating a premium valuation
(see page 9) “core” financial and operational components are becoming evident.
with vendors who can demonstrate the
• Collaboration technologies are tying together disparate workers to share ability to clearly track and optimize
information and better serve customers. In addition, they’re redefining vertical customer acquisition and loyalty. For
solutions and business platforms upon which new applications can be developed,
shared and marketed.
these businesses, the options for gaining
scale are numerous, however fast growth
• CIO’s are finally coming around to the reality that SaaS-based applications can alone doesn’t denote value creation.
benefit most departments within their organizations. Many Web 2.0 tools are
moving too quickly for IT to support in a traditional manner, yet the CIO and
the team have a role to play as customer data is shared and analyzed.
Positioning, messaging, pricing, a keen
focus on adoption and relevant partnering
• Vertical applications are increasingly relevant, especially in sectors like all have a role in the strategic thinking of
healthcare or domains like compliance. The information needs and converging
workflows around data quality and content sharing are critical elements of
CRM vendors offering a SaaS delivery
compliance and user satisfaction and are becoming increasingly intertwined. model. This, coupled with the rapid pace
of innovation around SaaS, should spur
• Marketing automation is emerging as the hub around which many customer – emerging vendors to identify and become
facing applications will orbit. In addition, traditional linkages that marketing
has with sales and service are growing stronger and new linkages with finance quickly visible within an ecosystem and
and HR are forming. to simultaneously leverage a collaboration
tool set to remain disruptive and become
part of a platform solution.


WHY CONVERGENCE IS HAPPENING

Convergence within CRM is becoming top-of-mind because the differences
between sales, marketing and service are narrowing, the related business processes
are becoming more integrated, and the value of customer retention is hyper-
appreciated.

The history of on-demand CRM grew from point-based solutions addressing
specific customer needs into burgeoning functionality and broader product suites.
At its worst, licensed CRM software deployments littered the IT landscape with
abysmal shelf-ware stories and an underserved small and mid-sized business
(SMB) market. However, as on-demand CRM took flight in 2001, good-enough
functionality and affordable pricing drove high user adoption and were early signs
of a broad trend in how application functionality could evolve and perpetually
innovate.

SaaS pioneers like Salesforce.com and Salesnet anchored broad on-demand sales
functionality and RightNow emerged as a leader in services. However, marketing
has been left behind. Vendors like Unica and Aprimo represent on-premise
software solutions that do not necessarily offer best-in-class functionality across
the wide range of needs confronting most marketing roles. It’s because of the
continued growth of sales and service, and the promise of marketing that CRM
remains a “top five” growth category among the two dozen SaaS domains and
verticals tracked by TripleTree (for a complete list of these domains and verticals,
see TripleTree’s SaaS Update Spotlight Report, September 2006).

Currently over 300 firms offer CRM solutions delivered via SaaS, but as
collaboration tools mature and vertical specialization takes hold, TripleTree
believes this number could double by late 2009. One reason for this growth is
that the influence of collaboration tools on business relationship management
solutions is influencing how vendor ecosystems are forming. Encouraged by hot
capital markets and the lack of competitive fervor from legacy software firms, ISVs
are attempting to broaden their functionality by joining ecosystems in the hopes
About TripleTree’s Sector-Q of building market awareness and client uptake. Also spurred by the enthusiasm of
Diagram on Page 5: ISVs to “join their family,” ecosystem leaders are scurrying to amass core business
functions. Borrowing from the old adage “membership has its privileges” is a
reasonable portrayal of how member ISVs will view these coordinated functions
In 2005, TripleTree established a
as ecosystems mature into more stable sales and delivery platforms.
graphical representation for mapping
markets and sectors as its Sector-Q As shown in Figure 1 on page 5, licensed or packaged CRM is no longer a “high
diagram (trademark of TripleTree) and growth” component of the enterprise applications sector as we project it to grow
schema. Originally designed to support at 3.1% CAGR through 2011. In contrast, TripleTree is projecting strong growth
client advisory assignments, the Sector- for SaaS-based CRM solutions and professional services at 54.7% CAGR through
Q diagrams now encompasses 15 2011. A number of factors influence these estimates: an expected strong rate of
versions covering a range of domains venture capital investment continuing in CRM; growth and proliferation of open
source CRM; growth of enterprise-class SaaS CRM deployments; broad and deep
and verticals and have become integral
penetration of the SMB market; and an evolution of collaboration-inspired CRM
to our research agenda.
solutions. Thus, by 2011 we estimate that spending on SaaS applications and

MINNEAPOLIS 952.253.5300 WWW.TRIPLE-TREEE.COM SAN DIEGO 858.792.3406

professional services will comprise over 50% of the overall CRM market (or approximately $8.4B).

Figure 1: CRM Sector Revenue Forecast: SaaS vs. Packaged/Licensed

(in $ millions)

$18,000
51%
$16,000 SaaS Delivered Growth 50%

$14,000
Estimated CAGR = 54.7%
39%
40%
$12,000

$10,000 30%

$8,000 28%
20%
$6,000
20%
$4,000 Packaged Software Growth
12% Estimated CAGR = 3.1% 10%
$2,000

$0 0%
2006-2007 2008 2009 2010 2011

SaaS-delivered CRM (includes subscription revenues for sales, marketing and service disciplines and SaaS-specialized professional -
services).

Packaged CRM Software (also includes maintenance and professional services revenues related to packaged software implementations).
n n SaaS-delivered CRM revenue growth as a percentage of the overall CRM sector.
Source: TripleTree, LLC & Industry Sources

Driving the growth in Figure 1, TripleTree’s proprietary database contains qualitative and quantitative rankings of over
300 firms offering CRM solutions via SaaS (TripleTree’s overall SaaS database now exceeds 1,100 firms). Using our
proprietary Sector-Q market map, TripleTree has identified approximately 80 micro-disciplines within sales, marketing
and service (See Figure 2) that are impacted by SaaS vendors and professional services firms focused on SaaS. The
Sector-Q is a framework used by TripleTree when advising business builders on how value can be quantified and strategic
alternatives assessed.

Figure 2: TripleTree’s Sector-Q for Customer Relationship Management
Live
Customer Chat &
Voice
& Web Self-
Self-
Product & Service
Service Delivery Support
Service
Interaction Presence
Service Training Standards Community Platforms
CSR Unified Mgmt
VOIP
Account Management Desktop Remote Contact Center Agents
Outsourced Contact Center
Sales Analytics & Reporting
Customer Service Portals / Microsites
e-Commerce & Order Management

Sales
Customer Asst’d. Product Dev.
Incentive Compensation Inbound Communication Order Processing
Team Performance Dashboards Contact Center
Human Capital & Performance Management
Life-Cycle Management
Sales Coaching & Training
Technical Support
Sales Operations
Negotiations & Contract Management Performance Management Case Management
Configuration Management
Proposal & Quote Management
Internal Communication Mobility Solutions / Dispatch
Field Service Management
Mobile Sales Case Resolution / Reporting
Presentation Generators Applications
Forecasting Account Preparation Customer Service Analytics
Channel Management Enterprise Feedback Management
RFP Response and Pursuit
Customer Experience Management
Opportunity Management
Territory Management Data Assessment Customer Data Hub
Web Site Analytics
Lead Conversion Analytics Partner Feedback Management
Marketing Analytics & Econometrics
Multi-Channel Sales Development
Product Management
Prospecting/Contact Management Product Engineering and Launch
Promotional Competitive Market Analytics
Management Lead Management Unstructured Data Analytics
Lead Qualifications & Scoring
Lead Development Outsourcing
Planning and Strategy Privacy Management
Marketing Planning and Calendars
Customer Information File
Web to Lead Pricing Strategy
Trade Promotion Marketing Resource and Asset Management
Event Management Alliance & Partner Relationship Management
Web Marketing External Communication Advertising Planning and Strategy
Email Marketing Media Intelligence and Monitoring
Campaign Planning & Optimization Product Content Management
Ad Placement & SEO
Marketing Spend Management

Marketing
Loyalty Marketing
Affiliate Management 1:1 Decision Data Marketing Product Messaging & Positioning
Support Quality Compliance
Marketing
Analytics Detection

Source: TripleTree, LLC


ECOSYSTEMS – A CORNERSTONE FOR SaaS PLATFORMS

Businesses and end-users have complex technology and information needs that no
“SaaS ecosystems are quickly enabling single CRM vendor can possibly satisfy. For nearly two decades, sales, marketing
SaaS vendors and users to integrate and service systems have been built in silos to address these needs, yet they have
unknowingly created limitations for sharing product, customer, and sales data.
multiple on-demand applications. These
These limitations stemmed from technologies that built a proprietary wall around
ecosystems typically permit integration
customer and market data and didn’t establish a means for information sharing or
and interoperability at a software code fluid collaboration. And, because these cross-departmental views were clouded
level via mutual APIs and web services; and disjointed, executives have been limited in their ability to tap valuable data
at a user interface level via common resources across departments. The result is that there are now thousands of
design elements; and at a sales and
business leaders in charge of ecosystems and most don’t realize it.

marketing level with joint procurement and
With workflows between departments flattening organizations, the task of
provisioning capabilities.”
re-engineering legacy applications to address these information sharing and
collaboration needs would be a significant, multi-year undertaking and be
– Jeff Kaplan,
extremely cost prohibitive. As application vendors realize that customers want
Senior Advisor to TripleTree/
more than just applications to tackle these needs, ecosystems are forming to
Managing Director, THINKstrategies
facilitate the integration of best-in-class solutions.

Ecosystems while not new, are being redefined as best-in-class SaaS and
collaboration tools permeate business units and IT departments. The productivity
leverage from linking these point solutions are beginning to illustrate that
“workflow integrations” are as much (if not more) important than “systems
integrations.”

To ensure rapid deployment and strong user adoption, integration of discrete SaaS
solutions still require the guidance of a professional services firm – both at a systems
SALES PERFORMANCE and workflow level. However, as Web 2.0 technologies mature, the move toward
Diamond Performance Group platforms will likely see SaaS vendors embedding more plug-and- play integration
www.diamondpg.com capabilities and added considerations for automating workflows. The goal for
WHY THEY’RE INNOVATIVE: these vendors will be to drive down customer costs associated with implementing
platforms (which may be one-time fees) while building up a recurring revenue
Diamond Performance Group has evolved stream. Illustrated throughout this report are a few considerations on how SaaS
its highly unique approach to performance ecosystems are beginning to link departments across an extended enterprise and
benchmarking around key metrics and where SaaS platforms may likely evolve.
behavior traits which can feed directly
into incentive compensation programs and Performance Management:
HR hiring profiles. This data allows sales Human Resources and Finance are two departments becoming more actively
managers to become better coaches linked to sales, marketing and service disciplines, making performance
for their reps and promote a culture of management a potential growth area in CRM. As these departments grapple
continuous improvement between sales, with manual processes and spreadsheet-driven information flows, SaaS vendors
finance and HR. – with performance management solutions – will see strong market interest from
customers focused on getting the most out of their employees.
KEY METRIC:

Focus on attributes of top performers to
drive financial results.


• Employee Optimization: Most sales executives will agree that
integrating a technology-based selling solution with a proven sales
methodology can be beneficial. The benefits range from equipping reps
to handle thorny account management issues and optimizing how peak
performers are managed to where incentive compensation can be best
positioned. As shown in Figure 3, this data can be captured and fed
to an HR department as useful information when hiring or facilitating
performance evaluations, and to the finance department as quantitative
INCENTIVE COMPENSATION
business and product results are measured.
Centive
www.centive.com
Figure 3:
Microdiscipline Cluster – Performance Management Solutions Voice Self-
Live & Web
Customer Chat &
Self-
Product & Service
Service Delivery Support
Service
WHY THEY’RE INNOVATIVE:
Interaction Presence
Service Training Standards Community Platforms
CSR Unified Mgmt
VOIP
Account Management Desktop Targeting mid-market clients has allowed
Remote Contact Center Agents
Outsourced Contact Center
Sales Analytics & Reporting
Customer Service Portals / Microsites
e-Commerce & Order Management Centive to enjoy strong growth and build
Customer Asst’d. Product Dev.
Incentive Compensation Inbound Communication Order Processing
Team Performance Dashboards
Human Capital & Performance Management
creativity into their solutions. While
Contact Center
Life-Cycle Management
Sales Coaching & Training
Sales Operations addressing SarBox needs around reporting,
Technical Support
Negotiations & Contract Management Performance Management Service Case Management
Configuration Management
Proposal & Quote Management
Internal Communication realized Management
Centive has Mobility Solutions / Dispatch
Field Service
that gaining input
Inbound Communication
Mobile Sales
Sales from sales professionals can be invaluable
Case Resolution / Reporting
Presentation Generators Applications
Account Preparation Performance Management Customer Service Analytics
Forecasting
Channel Management
as solutions are Feedback Management
Enterprise tailored and incentive
Internal Communication
RFP Response and Pursuit
Opportunity Management Account Preparation programs are designed.
Customer Experience Management

Territory Management Data Assessment
Data Assessment
Customer Data Hub
Web Site Analytics
Lead Conversion Analytics Partner Feedback Management

Multi-Channel Sales Development Lead Management KEY METRIC: & Econometrics
Marketing Analytics
Product Management
Prospecting/Contact Management Planning and Strategy Product Engineering and Launch
Promotional Competitive Market Analytics
Management Lead Management Marketing Unstructured Data Analytics
Lead Qualifications & Scoring
External Communication
Planning and Strategy Maintain solution creativity and listen to
Privacy Management
Lead Development Outsourcing Marketing Planning and Calendars

Web to Lead
Customer Information File
Pricing Strategy
your sales professionals.
• Incentive Compensation Management: ICM is a discipline being
Trade Promotion
Event Management
Marketing Resource and Asset Management
Alliance & Partner Relationship Management
Web Marketing External Communication
improved by the proliferation of discrete SaaS tools.Advertising an obvious It’s Planning and Strategy
Email Marketing Media Intelligence and Monitoring
Campaign Planning & Optimization
Ad area & of
Placement SEO convergence as Finance and Marketing Spend Management
HR departments begin to
Product Content Management

Marketing
Loyalty Marketing
Data Marketing Product Messaging & Positioning
collaborate on Marketing and Detection
Decision
team Analytics
Affiliate Management 1:1
Support individual performance, and the CFO becomes
Quality Compliance INCENTIVE COMPENSATION

increasingly focused on sales team ROI. Currently two SaaS vendors Xactly
– Centive and Xactly – are addressing this domain area with unique www.xactly.com
client approaches.

Workflow Improvement:
Xactly is building a suite of services on
Complex processes can define a workflow when linked by a dynamic set
top of its base sales compensation and
of related tasks. Sales pursuits, product development and compliance
performance management solution for
management are examples of resource-intensive activities that drive
mid to large-sized organizations. Some of
important results. For sales pursuits, customer information, product data,
these include approaches to help align the
competitive intelligence, configuration resources and pricing data all
sales department with the CIO, with better
converge into a proposal or quote. When developing a product, notes
territory management, and compliance
from contact center employees, customer forums, enterprise feedback
reporting.
management and cost data converge to craft a product roadmap. As
compliance is monitored, documents, financial data and business rules KEY METRIC:
converge to evaluate risk and identify issues. Because many SaaS solutions
have simplistic workflow engines, complex environments like these can Link sales and finance on a broader suite
be addressed by point solutions and integrated within an ecosystem. of functionality.


Addressing Vertical Markets:
Vertical markets are becoming a key point of competitive focus and differentiation
for many SaaS vendors. Annually, TripleTree spends hundreds of hours in briefings
with global firms regarding their SaaS strategies and other disruptive forces in the
market. Invariably these discussions center on key industry verticals as evidenced
by Salesforce.com’s recent introduction of its Wealth Management Edition. The
marketplace is now seeing a major SaaS vendor put a marketing focus behind a
CRM vertical solution. For this edition, Salesforce.com will likely tweak little of
its core technology, but instead leverage its AppExchange platform and partner
support to deploy at Merrill Lynch (its first announced Wealth Management
Edition client).

The Impact of Consumerism:
A number of household name consumer web-based firms (WebMD, eBay,
Amazon) have awakened to the reality that their consumer-based pricing
models (advertising, content, transaction) and user design constructs could be
successful if focused on a business solution. Not only are these consumer models
sustainable, but in verticals like Healthcare – where employers are taking control
of costs – they could be extremely effective, e.g. Yahoo! Health and Google Health.
Consumer business models are about trust, and considering the credibility that
Paypal and Verisign bring to a Web property, SaaS platforms will follow suit. A
good example of this is AmericanExpress, whose recent investment in Rearden
OUTSOURCED CUSTOMER
SERVICE Commerce proves that they “get it” and could potentially become a disruptive
competitor with customer-facing business applications like CRM. Another
Connextions
www.connextions.com
solution provider taking what they learned from selling to customers and applying
it to businesses is Connextions.

Maturing Ecosystems:
Connextions has revolutionized how To take advantage of these opportunities, many other consumer brands will likely
customer data is harvested and applied at evolve their platforms to enable Web-based business functionality and attract
every stage of the transaction lifecycle; partners. Consider Amazon.com with its Amazon Web Services platform. Via its
using every touchpoint as an opportunity aStore and Omakase functions, Amazon is building eCommerce capacity for SMBs
to drive revenue and brand loyalty. that want a simplified and proven way to link products, make recommendations
Connextions has applied its proprietary and track sales. As TripleTree maps how SaaS ecosystems are influencing markets,
expertise within the healthcare sector, we are aware that many emerging SaaS vendors are not sufficiently capable of
enabling plans and providers to make delivering a comprehensive solution without professional integration and support
the transition from commercial (B2B) to services. For these firms, a hybrid business model balancing custom pricing, project-
retail (B2C) distribution, addressing the oriented deployments, and a common definition of client relationships is the
rapid growth of consumer-driven decision norm. As shown in Figure 4 on page 9, there are eight foundational components
making and sales. TripleTree views as critical for an ecosystem to mature into a platform. These
components will offer ecosystem members a comprehensive ability to connect
KEY METRIC: suppliers, clients and communities – elements which can improve workflow as an
“extended organizational team” and foster collaboration. Not all of the market
Make customer data manageable and leaders listed in Figure 4 offer a CRM solution. However, key SaaS platform
actionable to increase sales and customer elements are maturing for these firms which could make them viable business
retention. relationship management providers.


Figure 4: Potential Business Relationship Management Platforms

Eight Core SaaS Components

Document
Compliance Security Billing
Management

Integration &
Workflow Administration Community
Partnering

Consumer Oriented Vertical / Business Enterprise
Tools/Portals Services Providers Application Vendors
• Adobe
• Amazon • ADP • Cisco
• AmEx •AON • IBM
• Apple •
•BankofAmerica • Intuit
• eBay •
•Fiserv • Microsoft
• Google •
•JP Morgan Chase • NetSuite
• WebMD •
•Wachovia • Oracle
• Yahoo! •
•UnitedHealth Group • Salesforce.com
• SAP

Platform-Ready Market Leaders (SaaS Capable)



COLLABORATION TOOLS ARE STREAMLINING WORKFLOWS

LOYALTY MARKETING The growth of collaboration and Web 2.0 is making an impact on the CRM
Vertical Response
sector. As knowledge workers seek others who share their energy and vision for a
www.verticalresponse.com given topic, collaboration tools are blurring the lines between how organizations,
departments, functions and roles are interacting. As these interactions occur,
harnessing ideas and best practices on a platform will be a logical link for CRM
Vertical Response has evolved as a workflows and collaboration technologies.
resource for its clients beyond plain
vanilla email marketing services. Using The Web 2.0 technologies that support collaboration (social networking, blogs,
simple Web 2.0 tools, their executive wikis, tagging and RSS) are mostly offered by point solution providers. But
team has built a fan-like following of users similar to the evolution of the micro-disciplines evolving in CRM, the move
who are regularly blogged with valuable toward a platform of linked functions is happening quickly. Cisco’s recent
insights on marketing best practices and acquisitions of FiveAcross (social networking) and more notably WebEx signify
links to useful sales enhancement tools.
that a market premium can be placed on content and collaboration tools, but also
Encouraging a two-way dialogue balances that large global players are beginning to enter the playing field. Not surprisingly,
this collaboration and creates a simple Adobe, IBM, Google, Microsoft, Oracle, and Salesforce.com are also among the
but powerful community where innovation, major software vendors building collaborative tools. TripleTree believes that
value and loyalty are exchanged. collaboration tools will mature into a key platform component as the metadata
resulting from client and partner interactions is captured, analyzed and put to
KEY METRIC: use. Depicted in Figure 5 and Table 1 on page 11, TripleTree has identified
approximately 50 micro-disciplines linking communications and business
Evolve to avoid becoming applications in the collaboration sector.
commodotized.

Figure 5:
TripleTree’s Sector-Q for Collaboration
eMarket RSS
Place Feeds Mash-ups Service 2.0 Folksonomies Support
E-Commerce Services
Web Meeting Complimentary
Application Systems Business
Desktop Sharing Web 2.0 Groupware
Data Sharing
Conferencing Social Software
Video
Conferencing Social Podcasts
VOIP
Telephony
Conferencing Wikis

Online Chat Blogs

Internet Forums
Online Office
Web Publishing Suites
Unified Messaging Web Analytics /
Instant Messaging Reporting
Dashboards
Email Communication Business Applications
eForm Management
Voicemail
Portals
Faxing Group
Calendaring
Presence Document
Management
Virus Protection Management Contact Lists
Virtual Team
Backup Management Mobility Space
Application
Patch Desktop Streaming
Contact Remote
Management Streaming
Center Support


Table 1: Where Collaboration Links the Extended Enterprise
Departments Linked to Sales, Marketing and Service

CRM Disciplines Finance Human Resources IT

Sales

Incentive • Visibility into quota attainment,
• Evolve to performance based • Up-sell and cross-sell forecasting and
Compensation performance metrics and
incentive and advancement. reporting.
Management commission payments.
• Development of an deal sales rep
Sales Knowledge and
profile. • Access to corporate knowledge databases,
Team Performance • Sales rep ROI
• Complex solution selling and competitive content and best practices.
Management
activity reporting.
• Mobile worker connectivity primarily
Mobile Technologies • Remotely monitor marketing impacts contact information, email and
• Foster collaboration
and Portals programs. chat; but service alerts and order status are
emerging applications.

Marketing

• Addressing organization alignment • Ensure users understand and work with
Customer Experience • Links financial performance to of how a customer experience customer facing systems.
Management customer satisfaction strategies. mindset would be adopted across • Design these systems with common UI and
and organization. interconnectivity across channels.
• Allows managers to make trade-off
Marketing Spend
decisions related to how campaigns
Management and • Optimized IT Spend Management
perform relative to planning and
Campaign ROI
budgeting.
Benchmarked • Clean prospect and customer data is a key
Marketing • Analyze and predict churn, driver to overall CRM success.
Performance, likelihood of next purchase, • Tied closely to Service technologies via
Predictive Analytics, effective targeting. contact center data collection and
Data Quality validation.

Service

• Knowledge management aids
• Define and lead standards around
client/agent/employee/ partner interaction.
Collaborative Service Extended Enterprise
• Can lead to integrated document sharing
communications.
and proactive service.
• Performance metrics help manager
Outsourced Contact • Optimized ROI for service • Lower cost, accelerated time to market,
and agent with reporting and
Center initiatives. simplified IT demands.
workflow improvements
• Unified quality monitoring,
Workforce
workforce management, e-learning
Optimization
and performance management.
• Survey driven feedback designed for a
Enterprise Feedback
centralized view of feedback across sales,
Management
marketing and service.

More Evidence from Salesforce.com:
Not surprisingly, Salesforce.com is educating the market and current Salesforce.com customers who will never invest
on the disruptive influence collaboration tools can have in EMC’s Documentum and who find Microsoft’s Sharepoint
within sales, marketing and service disciplines. The too complicated. Both of these initiatives were in some
Company’s Spring ’07 edition includes a platform called ways trumped by the announcement that the Company’s
AppSpace which is designed to allow users to share content Apex platform can now be subscribed to separately from its
and best practices on a collaborative portal. In addition, SFA service to build custom applications. This represents a
Salesforce.com recently acquired Koral, a document major step forward in the ecosystem capacity and platform
management firm that began as an AppExchange partner. aspirations of Salesforce.com.
The Koral functionality will likely be aimed at prospects


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