Jan 25 2012

2012 CRM Market Overview

By John Chan, ISM Software Lab Director

After an extensive analysis of the current CRM marketplace, here are the main points concerning the CRM market today which ISM has recently discovered:

The CRM industry continues be a robust, with a total 2010 worldwide revenue of $16.5 billion and a forecast of the global CRM market growing at a 6.9% compound annual growth rate (CAGR) for a total revenue of $23 billion in 2015. For North America, there was $9.3 billion in revenue for the CRM market in 2010 and IDC foresees the CRM market growing at a 6.9% CAGR until 2015 for a total market revenue of $12.9 billion. Out of all CRM application segments, the marketing automation applications segment is forecast to have the highest growth from 2010 -2015, with an 8.2% CAGR over this five-year period.

The SaaS model continues to penetrate the CRM market, accounting for 26% of the total enterprise CRM market revenue in 2010 and is expected to account for 50% of the total enterprise CRM market revenue in 2020. SaaS-based CRM will grow twice as fast as on-premise CRM solutions. The CAGR for all CRM software is forecast to be 6.9% for 2010 through 2015, and 12.9% for SaaS-delivered CRM during the same period. During this 2010 – 2020, on-premises applications will be predominate in large companies for their analytics, strategic planning, marketing and campaign management functionality. Small and mid-size companies will continue to lean towards the SaaS model due to their resource and budget constraints.

At present, a lot of the traditionally smaller CRM market players are now entering the enterprise market. For the CRM mid-market, there is also increasing movement among large CRM vendors who want to play in the mid-market space.

Posted by - jennifermq @ 10:58 am

Jan 16 2012

Generation Y’s Tell All On Facebook & Bosses Pay Attention

By Jean Young, Vice President, ISM, Inc.

It isn’t new news. Gen Y’ers – aged 18 to 29 – talk too much on social networking sites. According to a new study by Millennial Branding, based on mining the data of four million Gen Y Facebook profiles, the “youngsters” befriended an average of six coworkers, some including the boss. Eve Tahmincloglu, who writes the “Your Career” column for MSNBC.com, says the problem is the younger crowd reveals too much personal behavior and uses profanity, facts that do not appeal to many bosses. In addition, Human Resources and recruiting folks rely upon social networking sites to see how someone acts when there guard is down.

This study may not be news but the size of the study is staggering. What also interests me is of the 170 + postings to the “Your Career” column, not one referred to a Social Media Policy, company guidelines that cover online behavior at or about work. A policy that outlines what a company considers appropriate online conduct will help employees make decisions. For potential employees, guidelines (which can be requested) will let you know in advance what to expect.

Certainly, users of social networking sites, no matter the age, need to apply some common sense about online behavior. But, companies of all sizes also need to give guidance to employees as to what they consider acceptable online. That way, potential and present employees can make choices about where they want to work or, at least, know when keeping your mouth shut online may help you keep your job. Check out a recent Cisco worldwide study of how many Gen Y’ers are saying no to online restrictions.

Let me know your experiences with social networking behavior by clicking on my email address to send me your experiences.

Tags: , , Posted by - jennifermq @ 10:07 am

Jan 05 2012

Many Execs Have Little or No Input
on Social Media Policies They Implement

By Jean Young, Vice President, ISM, Inc.

I recently followed up with a number of attendees of a successful ISM Social Media Policy Webinar held in November. The big surprise was the intense frustration I heard from the folks who were most directly impacted: marketing, IT, HR, and a slew of other people who have titles with “digital,” “social media” and “online” in them.

A large number of key managers had been completely overlooked during the formation of employee guidelines. This seems particularly true for large global corporations, which are wrestling with policies that will apply in multinational settings. One North American IT executive, for example, was “upset” with an “open policy” that gave little or no direction regarding online behavior at or about work. Meanwhile, a marketing executive faces the opposite challenge—trying to figure out how a subsidiary can offset a highly restrictive policy imposed by the 200,000-employee American-based parent.

Issues crop up early in the process. Many mid-management executives are being told to “come up with a social media policy” with little or no guidance, staffing support, or management involvement. The executive suite may know guidelines are needed, but not how to formulate them, handing it off to mid-management with “don’t bother us—just do it.”

The C-suite needs to be realistic about—and budget for—time, talent and investments needed to create and promote a thoughtful, evolving social media program. Ultimately, the goal is not only to control, but to encourage appropriate employee participation in social media—generating positive messaging and constructive social media engagement.

Please share your Social Media Policy experiences with me by clicking on my email address.

Tags: , , Posted by - jennifermq @ 10:12 am