Salesforce has announced the addition of IoT Insights to Field Service Lightning. The new tool permits signals from IoT devices to show up directly on Salesforce Service Cloud and Field Service Lightning mobile app consoles, alongside CRM data. Service organizations can draw on those IoT signals to anticipate and diagnose issues remotely, determine the source of the problem.

The hoopla over vertical market or industry CRM might be eclipsing a similar move that does the same kind of thing but with less fanfare. In the end, we might be discussing two iterations and just a difference of degree. The proliferation of CRM development platforms by companies like Microsoft, Oracle, and especially Salesforce, is changing how we regard core functionality.

Today's customer feedback world is extremely complex with data coming from a variety of sources. With the growing number of cross-functional teams and silos within an organization, leaders have been finding it increasingly difficult to capture the full 360-degree view of the customer to drive true change within an organization. While it's clear that problems exist, what's less straightforward is why.

Digital transformation means a lot of things to different people, but if you do it right it should be virtually unique to your circumstance. The other day I caught up with Rip Gerber, CMO at Vlocity, the Salesforce partner that specializes in vertical industries like telecommunications and insurance. Of digital disruption, Gerber told me, "Nobody changes anything without a strong business case."

For the last 20 years, CRM has occupied a preeminent niche in enterprise software. It has been the hip, up-and-coming solution in the front office, brimming with innovation and new approaches to some difficult problems. CRM applied basic database technology to a business' chaotic collection of customer data, streamlining business practices and boosting productivity in sales and service.

As markets mature, they trend toward oligopoly or even outright monopoly. There isn't much difference, because an oligopoly has several members instead of just one. Examples include electric power generation, an oligopoly made up of vertically integrated monopolies in most areas, and the airline industry -- an oligopoly made up of many airlines that may have monopolies in regional hubs.

Salesforce has been very good at skating to where the puck will be, to paraphrase the great Wayne Gretzky. As a result, the company has a long line of firsts, beginning with its initial disruption and continuing through its early adoption of social media and analytics. So it's no surprise that it is pursuing some very different issues now than it did almost 20 years ago -- or even five.

"The reality of relationships is that people buy from people they like, know and trust," said Nimble CEO Jon Ferrara. "In the old days, before we ever engaged in selling, we made a connection by looking at books, things on the shelves, that kind of thing. Today, we're doing that more and more electronically. Social is the perfect way to know more about somebody, and that's actually your job."

American companies spend an enormous amount of money on training. Spending reached more than $90 billion in 2017, an increase of over 32 percent from 2016. It's unlikely that even a small share of the billions spent on training last year were devoted to educating and motivating employees to regularly and accurately input data into a company's CRM. Maybe it should have been.

The Salesforce people whom I speak with are all heads down and breathing hard in the big push to Dreamforce. In other words, things are normal for this part of the cycle. The big questions for each show are, "What will the vendor emphasize this time?" and "Will that be a tone set for the industry for the year ahead?" Sometimes the announcements set a tone but not always.

There's an emerging theme in sales and marketing that I expect could influence some of the messaging associated with upcoming events like Salesforce's Dreamforce and Oracle's OpenWorld. Each company will have lots to say about security, analytics and machine learning, the IoT, and blockchain, but what's under the radar is the practical application of much of this to marketing and sales.

No one at Oracle will ever be nominated for sainthood, and that's probably OK with them. Over the years the company has developed a bad boy image that in some cases is richly deserved, while in others it has been embellished by events. Much derives from the brash doings of founder and longtime CEO (now CTO) Larry Ellison, who may be a charter member of the "never explain, never complain" club.

If you want to boost sales performance, "there are a few things to think about," said Optymyze SVP Arturo Bentin. "One is, what behaviors are you trying to drive? When you're talking about sales performance, you're talking about a lot of things. You need to think about the metrics and the tools you can use to drive those specific behaviors in your salesforce."

The ability to collect massive amounts of data represented a huge leap forward in customer service and communication when CRM first hit the market as a marketing, sales and data management tool. However, CRMs aren't a holy grail. Data management is one thing. Using data to understand what customers really need -- not just what you think they do -- and how to engage them is another thing entirely.

I fear CRM could be tainted by the failings of social media and the bad actors who exploited social platforms. Today it seems especially important for CRM to separate itself from the worst aspects of social to the extent that we can. There's certainly a lot to say -- from continuing to talk about the care we take of customer data to explicitly renouncing some of the tactics.

EverString, a San Mateo, California-based startup that offers artificial intelligence software for business-to-business sales, marketing and operations teams, hasy released FIRE, a four-point strategy to improve sales performance. The FIRE methodology is designed to unite and simplify the goals of sales and marketing teams. "FIRE" stands for Fit, Intent, Recency and Engagement.

So far, the looming trade war is limited to actions and reactions related to durable things that trade throughout the global economy. Will that remain the battleground? Or should we expect greater contentiousness around services -- specifically, SaaS, and CRM in particular? Retaliation for U.S. trade initiatives so far has been aimed at things produced by Trump-leaning industries and states.

MaritzCX has unveiled preconfigured B2B CX templates that monitor key financial indicators; metrics for customer touchpoints, including NPS and OSAT; business-specific outcomes; and overall account performance. Integrated into the MaritzCX Technology Platform, "the dashboards become a hub that aggregates all of the data being monitored," said Jennifer Rubin, MaritzCX associate practice leader.

"There's a gap in performance across B2B selling, because buyers are innovating faster than sellers are getting better at selling," said Miller Heiman Group CEO Byron Matthews. "Sales enablement's function is to try to close that gap. It's not sales operation ... . It's more strategic, in terms of trying to drive sales performance by getting better content and coaching services for salespeople."

The close of Q2 ends the first wave of vendor customer events. Still to come this fall are Salesforce Dreamforce and Oracle OpenWorld -- and others -- but mercifully, we have the summer to digest all the information absorbed this spring and re-sync with our native time zones.For starters, CRM doesn't appear to be slowing down. As an industry, it's rated at about $35 billion in revenues.

Significant Q4 wins and earnings numbers reflect the strength of Oracle's resurgence as a cloud company. At its earnings call earlier this week, CEO Mark Hurd mentioned some big names -- including Johnson & Johnson, the Cleveland Clinic, Baylor University and AT&T -- that made significant commitments to Oracle in the quarter. For FY2018, total revenues were up 6 percent compared with fiscal 2017.

Before I was a parent, I was a youth leader. As individuals, teens had unique personalities, skills and stories, but one thing that was universal was the effect that parental communication had on them. Whether it was a criticism, a suggestion, or merely a bit of helpful information, the teens tended to look down on it, or even become hostile toward the messenger.

A good way to understand what Salesforce articulated at Connections 2018 is to recall the direction it set a few years ago, when CEO Marc Benioff said the company would develop most apps for the small screen first. Translated, that was a concession that handheld devices -- phones and tablets -- would become the primary devices we'd all use in business. So far that's been a good bet.

Zuora's recent Subscribed user conference was a good first outing since the company's IPO, coming off some impressive first-quarter results. Year-over-year subscription revenues grew 39 percent and total revenue grew an amazing 60 percent, for example. As good as its present situation is, now that Zuora is a public company, it has to push down the gas pedal to feed the insatiable stock market.

Decades after computers were supposed to end paper-based business, we're still at it, using documents to send and receive information and act as proxies in business processes. It's hard to say if paper consumption slowed thanks to digitization, because good historical use statistics are hard to find. However, it doesn't really matter, because business is drowning in paper -- and, more importantly, the expenses associated with it.

SAP has unveiled a new attempt to consolidate a group of about a dozen front office apps into a fully integrated CRM suite -- next year. How do you say "lipstick on a pig" in a non-derogatory way? Look, CRM is over 20 years old now. For most of the early days, the vendors scrambled to integrate their apps into a coherent whole, supporting multiple customer-facing processes.

It was once common knowledge that Apttus was the next big acquisition target on Salesforce's radar, until Salesforce decided to acquire another CPQ vendor to augment its Sales Cloud. In the two-ish years since, Apttus has nicely pivoted, diversifying its partner base and justifying its existence with a new strategy and nomenclature around what it calls the "middle office."

Oracle -- or could we say "Autoracle"? -- has introduced more autonomous products, generally in keeping with what I see as a build-out of an information utility. The products include Autonomous Analytics, Autonomous Integrations, Autonomous Builder code generation and free premium service. The autonomous products broadly leverage a variety of analytics and machine learning tools.

Much of the discussion around sales and artificial intelligence has been outwardly focused. It's exciting to think about using AI to examine leads, sift through data, and help deliver answers that allow salespeople to close more and bigger deals. However, the excitement over using AI to organize customer information overshadows another use of AI that could be equally lucrative.

For some time, it has been my impression that in the CRM market, all -- or at least most -- of the good ideas have been taken. It's been a long time since we've seen a new systemic approach to front-office business. It's even been a long time since we've seen a major innovation at the department level. CRM itself was a systemic innovation in the last decade of the last century.