This might be a big year for CRM. I say might because I am not clairvoyant, and humility is on the resolutions list. CRM has gone through five 5-year cycles during the past few decades. That trend feels as old as SaaS at this point, and I think we're going to embark on a new cycle that will take roughly five years to reach fulfillment. The big question now is: "What will it be?"

E-commerce is now at an all-time high, with global sales figures projected to reach $4.1 trillion in 2020, almost doubling since 2015. While the spectrum of global customers has broadened, so has the scope of competition. As the need for customer support grows, there is a golden opportunity for brands to capitalize on the changes fueled by the pandemic and emerge from the crisis with a newfound customer base.

The idea that CRM products should be priced according to the utility they deliver sounds good, but it raises a lot of questions too. With value pricing, you might expect the cost of CRM to rise and fall as a business gets more or less use and value from its investment, but who gets to determine the value received and, while we're at it, what is the right measure of value?

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.

It is often said that only a poor workman blames his tools and only an inferior vendor blames the customer for their troubles with a product. But too many user organizations just don't seem to be adopting CRM to the degree that it takes to be successful -- even after more than two decades of trying.

Online shoppers face myriad basic obstacles, including not being able to complete a purchase transaction. Research by customer engagement firm goMoxie shows that consumers across all ages, genders, and regions in the U.S. struggle to complete basic tasks on retail websites. Most are more likely to abandon the experience or switch to a competitor rather than seek assistance.

High-performing businesses reach peak commercial performance by reducing friction in customer interactions in the face of a market with increasing complexity. If you look at who's winning, it's the companies that not only embraced digital transformation early, but also made it a core building block of their foundation moving forward. So, what does it take to win today?

Today, change feels more common than stability. On top of all the uncertainty, sales professionals face increased demands while rebuilding the pipeline. Yet it's clear that there is still business to be won. But first we must assess the new realities this pandemic has brought on. Here are five ways the sales world has changed and what teams can do to adapt and prosper.

To survive in this new business reality, it is imperative that remote employees have the skills to succeed while away from their physical offices. How to do that effectively is a multifaceted process. CRM Buyer discussed that journey with Heather Caudill, senior vice president of relationship management at AvidXchange.

Last week my good friends Brent Leary and Paul Greenberg opened up their online show, CRM Playaz, to an executive roundtable discussion with some of the movers and shakers in our CRM world. Unfailingly, each speaker espoused the centrality of the customer and visibility through 360 degrees of customer interaction. It's hard to disagree with that -- though I will.

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.

Robocalls, spam and call spoofing have all but destroyed Americans' trust in telephone calls -- to the point that many individuals have essentially stopped answering the phone. Here are seven steps that organizations can take to combat erroneous call blocking and increase answer rates. These measures will help businesses optimize contact operations, increase call performance, and protect and promote their brands by restoring trust in calls.

Ask anyone in the e-commerce space and they'll tell you: it's a numbers game. The numbers we rely on every day offer insights into every aspect of our competitive industry, from the click-through success of advertising campaigns to the conversion rates of specifically placed "Buy Now" buttons. Yet in this world of quantitative analytics, we're losing something: the human element.

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.

The 2020 holiday shopping forecast and consumer spending patterns well into next year will be marked by a pullback in spending, an increase in consumer expectations for brand behavior, and a focus on supporting small businesses. Marketers are advised to focus on brand values and trustworthiness to combat the continuing challenges retailers face in courting consumers across all generations.

The pandemic has exposed one fundamental, seemingly contradictory reality: people like to shop online, but they also crave in-person experiences. This era has also made clear that there's an answer to this conundrum: to provide shopping experiences that combine both physical and digital elements. Also known as "phygital" experiences, these strive to give customers the best of both the online and in-person worlds.

Customer loyalty has increased drastically in the last five years, though it has not reached boom status for many brands. Winning repeat business is increasingly difficult, especially with the economic uncertainty brought on by COVID-19. New studies reveal how solidly personalization in marketing drives brand loyalty, however consumers still feel that brands fail to do enough to recognize them as individuals.

If the ongoing struggles amid the pandemic have taught retailers anything, it is the need to automate their customer service experience. Customer experience automation is making the difference between hanging on until closing down and ensuring more returning customers.

Getting a prospect on the line and talking to them directly matters. It's the ability to deliver the pitch with the right content, cadence, and care for your future clients' needs that makes a voice call so effective. It's not just salespeople who prefer a call -- 92 percent of all customer interactions happen over the phone. Simply put, that direct human connection creates the right environment to establish trust.

Walmart is embracing new strategies, partnerships, and infrastructure that have modernized its e-commerce platform and made it a more formidable rival to Amazon. In particular, three big factors are at play: enhanced content opportunities, the introduction of new fulfillment capabilities, and the introduction of self-service marketing tools.

A recent study found that businesses across North America are led well and staffed with people who are engaged in what they're doing. But technology is barely adequate -- and because of this, managers should devote their attention to improving systems whenever they think about how to improve overall company performance.

A company's ability to answer customer questions and resolve problems has become as essential as product, quality, and price. When customers are ignored, or given the impression they are unimportant by slow response times, the consequences of lost business and a damaged reputation can be irreversible. A recent study found that many businesses fall short of providing timely customer service.

If you search for "why CRM fails" you get over three million results. Analysts report that close to half of all CRM projects fail and about 40 percent of CRM software purchased goes unused -- because sales teams don't want to use software that makes them glorified data entry clerks and still doesn't "work." As a CRM industry veteran, this ongoing failure rate hits close to home, and in my experience is much higher.

Accuracy means getting the right answer. Precision is about getting the right answer time after time. In a CRM situation an algorithm that gets the right answer is accurate and nice (we got the deal!) but if the business process supported by CRM has a lot of returns or unhappy customers, it's not very precise.

The enterprise IT environment is complex. Many systems, technologies and practices developed at various times coexist in the same world. With expectations for technological advancements at their peak, we're tasked with enabling these systems to work together harmoniously to support the continuous sharing of information. Systems and data must connect as if all information were native to each.

These days are either the most trying time for encouraging employee engagement or the best we could expect. With so many people working remotely, many businesses need extra ways to communicate with the rank and file, and this might present a prime opportunity to try new things. We make a big deal of engaging the customer, and in most CRM circles engagement outranks simple customer experience.

Does your customer relationship management strategy have what it takes to reach Generation Y? It's estimated that by 2021, an additional $394 billion in revenue could be gained from artificial intelligence adoption in CRM activities in the U.S. As companies grow and technology evolves at a faster-than-ever pace, collecting, storing and providing data is becoming a bigger and bigger task.

In today's evolving business environment, every operational decision is critical -- and that includes best practices for managing the customer journey. The CRM platform is an integral part of the process. In fact, 91 percent of companies with more than 11 employees use a CRM system. Because of the time it saves and the structure CRM delivers, it can seem daunting for businesses to make a switch.