I've been writing about the importance of platform as a tool and as a strategy for a while -- and not only with regard to Salesforce. I'd say most CRM vendors have a platform story; others like Oracle and Zoho come up as examples all the time. The difference with Salesforce is that it's looking beyond the platform to what it does, not only for its customers but also for the company's own positioning.

Customer churn is costing mid-market companies an average of $5.5 million per year. Retailers need to avoid the expensive mistakes that result in such disastrous churn. This presents a clamorous alarm to marketers. One solution to this costly predicament is to get sales teams to work effectively, and consistently, in CRM platforms.

Even the most customer-centric businesses can overestimate their performance or miss the broad trends in customer behavior. That is why NICE inContact conducts annual surveys that track the customer experience from the perspective of businesses and consumers. CRM Buyer discussed the recent findings and related issues in more detail with the company's CEO Paul Jarman.

In the old days you could identify weak spots in your business and purchase software systems designed to eliminate or at least to significantly reduce those liabilities. Performing an ROI analysis usually consisted of two parts: a before study to determine the business' steady state; and a post implementation analysis to determine improvement. Good as that sounds, such studies left out a lot.

As the CRM solution set continues to grow, it's likely that training systems will be increasingly important. That growth has the effect of converging vendor functionality at roughly the same place, making tertiary product attributes like training systems important differentiators. Taking this into account, the next big thing in CRM might not be a new customer-facing app -- but one that faces employees.

Two CRM vendors made news recently. Zoho had an analyst conference that reminded us that many businesses don't benefit enough from verticalized suites; and Microsoft introduced several vertical industry systems, including one for nonprofits. One could say that Zoho and Microsoft displayed mirror image solutions in some ways. Let's take closer look.

There is budding optimism about the future. COVID-19 cases and deaths are in decline, financial indicators are decent and trending up, and forecasters are predicting a booming economy. This involves a lot of buying and selling at both the business-to-business and business-to-consumer ends of the spectrum. So now might be a very good time to take inventory on plant, equipment and employees through the lens of CRM.

Salesforce has made it official, coming back to the office will be a fluid thing -- and why not? The company has arguably done more in the last year to build systems such as Salesforce Anywhere and Work.com that enable workers -- at least a kind of knowledge worker -- to work from anywhere. Think of what this means.

Oracle's continued strides in the tech space say a lot about perseverance and deep pockets. It was a darling of the 20th century tech era, rising from a startup in the database wars and becoming the sole surviving independent database company. But at some point, success leveled out its rise and it became just another big company. Then came the challenge of cloud computing.

If you step back and look at what the tech sector has demonstrated to us through COVID, you can feel impressed. Early in the crisis vendors like Salesforce and Zoho began offering their products for free, or at low cost, to companies and end users suddenly faced with working at home. Oracle, Salesforce and others also developed tracking apps that could be easily deployed on the Web to help health authorities track exposure and quarantines.

Both marketing and loyalty had delayed starts in the CRM world, and both exhibited traits of confusion among those charged with their rollouts; strongly evidenced by a lack of specificity in the early applications that carried their badges. Loyalty is back in the spotlight now; as multiple vendors have entered the loyalty market as both startups and established businesses take a swing at the ball.

Three announcements at Dreamforce tell a credible story of the future in which algorithmically driven assistance drives business -- and much more. We've long known that we can't manage what we can't measure, and measurement requires data to deliver real information. These announcements provide an insight into how that gets done.

The front office is moving out the front door and into the world. Actually, it's exiting via the Internet, the windows and side doors, to form the basis of what will be the 'next normal' or whatever future historians want to call it. For a while, when we were just dabbling with mobility and social media, we could ignore all that -- but no more.

Back in Q1 Salesforce threw out its annual plan and did a pretty good imitation of a startup or a jazz band. They developed products like Work.com and Salesforce Anywhere as solutions to the evolving need for systems that would help their customers cope with the pandemic. The products supported both working remotely and safeguarding the premises when people returned.

Many businesses have bought into CRM, of course. It isn't an 80-billion-dollar industry for nothing. Still, there's a disconnect between the wonderful features and functions of new technologies and the realities of how companies use them -- or not. Only about a quarter of organizations use CRM appropriately. Others use it for simple record keeping, or barely use it at all.

Many of the workarounds that have kept old systems running have reached the end of the line. If people are already working in their cars, the gym or the bathroom, it's hard to see how things get any better without replacing systems. That requires a different approach for the customer. The old adage of "if it ain't broke, don't fix it," doesn't really apply any more.

A raft of new technologies that impact CRM are about to be announced, but even without the latest announcements due now through October, there's a realization that we're coming full circle. Oracle is making hardware sexy again, using it to drive new business models and to push its CX version of CRM; and Salesforce is tackling a kind of mass customization of its CRM product line.

Technology's fall selling season is gearing up for year-end as it always does, coronavirus or not, and the CRM industry follows suit with some mods. The majors like Salesforce and Oracle, as well as fast followers like Zoho, are in hot pursuit of what's new -- and they're betting new in this context means a process orientation, not simply delivering new products, features, or functions.

Centralizing all tools and customer-effecting services into one system delivers great efficiencies for businesses. However, enabling customers to have the same experience in real time is the difference between a CRM and CXM. CRM Buyer pursued the potential transition process -- and the impact of both CRM and CXM products -- in a conversation with Thryv VP Ryan Cantor.

Deep in its DNA, Salesforce has always focused on a bigger picture. Its commitment to community issues is best expressed in the company's philanthropic orientation. At the same time, Salesforce has always had the customer at the heart of what it does -- and that transcends its customer relationships to include its customers' customers.

The IDC CRM market share numbers are in for 2019. For the seventh consecutive year Salesforce leads the pack, this time with 18.4 percent of the market. Other big vendors trailing the leader include, SAP, Oracle, Microsoft and Adobe. After 25 years of competition, the runners-up have a combined share that is still less than that of Salesforce.

Oracle continues to be the big software vendor we love to hate. There are any number of reasons for this, starting with the brash prognostications of founding CEO and current CTO Larry Ellison. Last week, another in a long line of incidents cropped up that will likely provide hours of conversations among my fellow analysts at trade conference watering holes, just as soon as such things are again common.

The emergency caused by the novel coronavirus is causing deep structural changes to how we do business. We don't sell or market the way we did before the virus, and it may be some time before we return to that model -- if indeed we ever do. Oracle's strategy centers around the CX Unity Customer Intelligence Platform, a data management platform that's central to marketers' activities.

Salesforce continues to offer new products in an expanding demonstration of its platform's relevance to business and society at large. Sustainability Cloud is best understood as a carbon accounting solution that enables organizations to more quickly audit their carbon emissions and take action in that area. This covers a lot.

Recent research shows that employees are well aligned with the directions and goals of their companies, and that they are competently led and respect their bosses; but the technologies they use leave a lot to be desired. This includes CRM, and too often the functionality that their currently installed CRM doesn't offer. Consequently, the changes Salesforce just introduced in its Marketing Cloud could not have been more timely.

Oracle's new offerings, really packaging of existing recent high-performance products for the enterprise market, enable companies to continue running their data and datacenters on premise while still benefitting from gains made by its autonomous database like eliminating most forms of routine maintenance and operations activities.

Some years ago, Marc Benioff told me he was not interested in developing back office apps that would compete with SAP and Oracle in the ERP and finance market. Many people, myself included, looked askance at that idea and wondered out loud how the company would continue to grow because, hey, there's front office and back office and nothing else right? Nope.

Verint has announced new capabilities within its workforce management solution that automate compliance with CDC guidelines to reduce the risk of COVID-19 infection as employees transition back to the workplace. New workflows automatically create a comprehensive schedule that is prescriptive, while including traditional workforce management criteria such as skill level, channels and peak hours.

Oracle appears to be undergoing a kind of resurgence during the coronavirus crisis. Financial analysts are saying nice things about its ability to pay dividends even in tough times. Its technology, which always has been good, is seeing an interesting uptick. All of this is buffing the company's image after years of, yes-but responses from the market.

Salesforce has announced a new version of Work.com designed to help businesses function safely during the COVID-19 pandemic. "Work.com is a completely new initiative using an existing domain name that we previously owned," said Salesforce spokesperson Joel Steinfeld. "Our focus is on speed and moving as quickly as possible to help our customers, and Work.com is an optimal way to do that.