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.

There is a meme making the rounds and I have no idea how old it is or its origins but I've heard it twice in the last week. It's easier to start a company than it is to scale one. You can't say it's a revolutionary thought, but for the last 20 years the emphasis has been decidedly on founding, so this is something of a departure. Startups don't grow to the moon on average.

After nearly a decade of company building, Zuora last week went public, valuing itself on the open market at roughly US$2 billion after gaining 43 percent on its first day of trading. Those outlines don't reveal the importance of Zuora generally, and subscription billing systems in particular, to the rapid evolution of the subscription economy and CRM.

We should start discussing what's beyond CRM. I chose the word "beyond" advisedly. CRM is far from dead or even in decline, so "after" would be incorrect. However, CRM already has changed so much that it may be time to rethink it. Also, many of the tangential technologies that have turbocharged CRM in the last few years, like social media, have drawn so much attention that some analysis is due.

Andrew McAfee and Erik Brynjolfesson, who teach at MIT's Sloan School of Management, started writing about the impact of artificial intelligence and machine learning almost a decade ago. Their early books provided deep insights into the way the era we live in would unfold. A lot of their ideas were on display last week at TrailHeaDX: The Salesforce Developer Conference in San Francisco.

"The rise of artificial intelligence, for sales teams both internally and externally, is the biggest trend in the industry," observed Rodrigo Vaca, vice president of marketing for CRM at Zoho. If you think of CRM as the centerpiece for your company, and you marry that with the escalating amount of data that each company is gathering each day, ... you can do any sort of analysis on it."

Markets and companies change as industries grow and as a disruptive innovation commoditizes. Generally, prices come down because the innovation becomes commonplace and competitors fight for every scrap causing margin erosion. Eventually markets equilibrate, and a monopoly or small oligopoly sets in. We can see this playing out right now -- mature industries like databases have an oligopoly set up.

Healthcare might offer the best example of the potential for vertical market CRM, but most people in CRM may not realize this. Healthcare is, after all, a bit of a stretch from what we do in the enterprise or SMB world, but perhaps it shouldn't be. In both spheres we see a relatively small number of highly paid and overworked people addressing the needs of a vast number of people.

Adam Smith famously referred to "the invisible hand" of the free market in his landmark book The Wealth of Nations, and with that made himself one of the very first political economists. Smith's observation was so on point that most of us assume markets run through the agency of individuals pursuing their enlightened self-interests, which helped drive the evolution of CRM as a tracking tool.

We spend a great deal of time and effort trying to make healthcare more affordable and to ensure better outcomes. Too often, the upshot is to reduce all problems and challenges to a singularity in search of a silver bullet. It never works, but it seems like human nature to take that approach. Salesforce has taken a tactic that is bearing fruit, in part because it isn't really trying to fix healthcare.

AdRoll has announced RollWorks, a new division that will provide business-to-business marketers with highly targeted, personalized marketing at scale across multiple channels and devices. The result of a corporate restructuring, RollWorks will focus specifically on B2B marketing, while the AdRoll business unit will focus on the company's legacy products for e-commerce SMBs.

Disruptive innovations expose longstanding needs and signal that there's a solution at hand -- one that usually is less expensive than the status quo. The lower-cost aspect makes adoption inevitable and disruptive. Document management is like that. Decades ago, many enterprises found that the cost of capturing documents as electronic images vastly improved on costly file cabinet systems.

Automation. Robots. Technology taking our jobs. I defy you to pick up a business magazine and avoid this topic -- it will be in there somewhere. Here's another theme you won't be able to avoid: the need to focus on the customer experience. These two trends are in tension much of the time. They don't have to be, but most businesses seem determined to focus on themselves instead of the customer.

It's uncertain how the CRM market will look in six months, given the stock market, the economy and the tax bill. Initial indications are that more money will be available for various corporate activities, like hiring and rewarding employees and investments in products and business processes. If so, a decent amount of cash might find its way into various CRM company coffers.

The IT industry has been playing whack-a-mole since its inception. We've been applying sophisticated technology to our biggest business problems not once but repeatedly, as each new generation of technology offers and delivers order-of-magnitude improvements to our business processes. In some cases, we're on our fourth or fifth iteration of solutions.

Where does the discipline of CRM begin? We have a good idea where the software fits, but where does its impact end? With a sale? With a customer saying good things about your company to other customers? With a repeat purchase? And does CRM contribute to these events alone, or is there a web of other activities that help drive these relationships -- and do we ever consider these things to be CRM?

Partnerships may be playing the role usually reserved for M&A activity in the CRM world right now. Generally a company makes a purchase when it wants to capture the benefits of another business' R&D or established market base. However, at the moment it appears that the desirable targets are too big to swallow, and the result is more partnering between the big guys and the really big guys.

Something very interesting is happening in the world of CRM blogs: CRM is becoming less and less of a subject. Oh, it's in there -- it's just being elbowed to the back of the stage by a whole host of other related disciplines and technologies. Customer experience, customer engagement and content marketing are vying with artificial intelligence, Internet of Things and bots to elbow ahead of CRM.

Oracle's race to the cloud has offered multiple successes to its investors and some disappointment as well. No transition of this magnitude can be expected to run like clockwork, but the difference between revenues for Oracle's Software as a Service apps for last quarter, $1.1 billion, and those for its Infrastructure as a Service apps, at $396 million, should at least get you thinking.

One of the biggest challenges facing organizations of all sizes trying to move to the cloud is finding and retaining the skilled workers necessary to implement today's rapidly expanding assortment of on-demand services. This skills gap cost companies more than $250 million in lost business opportunities in just one year, according to a recent survey conducted by the London School of Economics.

One of the big stories of next year might be decentralization. Decentralization is what it sounds like: pushing centralized processes and decision-making to the periphery, where it is believed people can be more effective at dealing with whatever is on tap. Western democratic capitalism runs circles around Soviet style centralized command-and-control economics.

Dreamforce 2017 is in full swing this week in San Francisco, which means that Salesforce is changing, shedding a skin to reveal a new and improved creature. This time, rather than announcing a new cloud or a mountain of technology, the company seems focused on improving what it has and delivering a tighter and more powerful solution set for a future that's just emerging.

Optimove has released a new version of its relationship marketing hub. Optimove 6.0 lets users automate targeted marketing campaigns for new visitors as precisely as they can for current customers, the company said. It combines Web analytics with look-alike data, machine learning, and AI from its retention ecosystem to make accurate predictions of future spend before customers make a purchase.

Salesforce is a large and well-disciplined development company. It's pretty good at marketing too. It continues to innovate in all product areas, from core platform to applications, and the one criticism I'd make is that it's information overload at times. Lately Salesforce has made a big deal of adding its AI product, Einstein, to every application area to provide insights and stack rank options.