In today's highly competitive B2B software industry, it's not enough to staff a call center and sit back and wait for customers to reach out when they need you -- it's imperative that you take the initiative. When customers have so many solution vendors to choose from, service becomes a strategic differentiator to set your company apart from the crowd.

Consumers have been adopting disruptive digital technologies in their daily lives at a rapid pace. Customers went from being limited to brick-and-mortar stores to researching, comparing and buying a company's products and services online. Along with those shifts came a change in how customers communicate with companies, and the need for positive, consistent and engaging customer experiences.

Salesforce continues to grow, albeit a little slower than in prior quarters. At least that's my reading of a $4.0 billion quarter that's 22 percent better than the same quarter a year ago. I am used to seeing growth percentages in the high 20s but I am not concerned about a slowdown. I don't know if the spending spree on Tableau and ClickSoftware had anything to do with the numbers.

The business-to-consumer shopper experience has undergone a seismic shift in the past few years, thanks in large part to new technology. Improved personalization enables consumers faced with a vast field of purchase options to select the brand that best meets their needs and desires. Business-to-business buyers rarely enjoy the same rich buying experiences.

These days, what business isn't pushing to become more customer-centric? And for good reason --88 percent of businesses view customer experience as a competitive differentiator. A customer-centric culture is a source of long-term strategic competitive advantage. Culture is the one aspect of a business that cannot be replicated easily by the competition.

Oracle just published some commissioned research that gives us insights into both CRM generally and the times we live in. A study of more than 1,100 people across several generations found the following: Almost half of consumers have blacklisted a brand as the result of a bad experience; more than one-third of consumers said they would never shop with a company again after just one bad experience.

CRM systems are the lifeblood of many businesses, and the volume of customer data within them keeps growing as companies digitize more processes. That data often is not being used to its full potential, beyond basic reporting on sales metrics and marketing campaigns. With the advent of mainstream machine learning and artificial intelligence technologies, this is all changing, and quickly.

Customer relationship management keeps expanding, and some people might wonder why we never seem to get all the way to some mythical goal of perfection. One of the chief reasons is that the goal posts are moving away from us and always will be. This isn't some plot by the software companies to drive demand. From what I've seen, most companies simply try to keep up with demand with increasingly diverse products that meet real market needs.

In one way or another, CRM is the heart of the digital disruption, or the modernization of business. CRM was the first front office system to help organize significant staff doing important but far from routinized things for the business. You could rely on back office apps to organize various aspects of production, but the front office was the Wild West before CRM.

CRM guru Samson Lee has a new idea about customer experience. I don't know that I agree with it, but Lee has a way of making you question your assumptions and possibly change your viewpoint. Lee describes extreme experience as the inevitable pain you have to go through to reach nirvana -- that is, get the product or service you want from the vendor you want.

Trying to do business without also having a modern CRM system is like walking around naked. You can do it, at least for a little while, but people will begin to think you're weird -- and the trouble is, those people are all potential customers. CRM is essential today because, despite our reverence for the free market, it's really more like free markets -- plural.

Looking at the current assortment of CRM functionality, including AI, machine learning, voice recognition and chatbots, you might conclude that the tools are evolving to remove salespeople and others from direct customer contact -- and you wouldn't be wrong. What's surprising to me, though, is the amount of sales angst among senior people about the division of salespeople's time.

Salesforce will be celebrating its 20th birthday on March 8. Where did those decades go? "Time flies like an arrow," said Groucho. "Fruit flies like a banana." There it is. A respectable chunk of the analyst community that follows Salesforce converged last week in San Francisco inside the company's cavernous new headquarters to hear about its plans for the year ahead.

The Top 10 blogs on our top 20 list are written by people well known to CRM professionals. There's a reason for that: In order to understand and appreciate the discipline of CRM, you must be a person who values other people, and part of valuing people is being able to communicate with them. As a result, these bloggers bring a unique combination of insight and personality to their posts.

After several years of instability on this list, 2018 saw things settle down a bit. In past years, blogs would make the list for a flurry of great posts one year, then fizzle the next. Sometimes, bloggers would change careers and their CRM content would dry up. Once in a while, a great blogger would get hired by a major vendor and see his or her output bent to fit the corporate line.

I've been writing a forecast column every year at least since W was president. Nothing's wrong with that, lots of people do. However, I often find that my forecast is more of a wish list than a true prognostication, so this time I'll dispense with the fiction of analytical rigor and just say what I think needs to happen. First, the industry is consolidating. The big and successful companies are competing on a different plane than the smaller ones.

Oracle narrowly missed its number last quarter, so it was good to see the company come roaring back -- it made a lot of money. More importantly, many analysts have conceded that Oracle has reached a point in its infrastructure deployment where it can mount a serious challenge to other providers and supply the needed cloud services for its ERP and cloud database businesses.

You can roughly chart a product's lifecycle based on how it is sold, and this may be having a profound effect on CRM. In general, product categories start with disruptions but commoditize over time, and because of this, the economy needs to be refreshed with new disruptions to drive it. Disruption dominates the early phases of category growth, and the best use case is not always apparent.

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.