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G00272057

Magic Quadrant for CRM and Customer Experience Implementation Services, Worldwide Published: 22 December 2015

Analyst(s): Patrick J. Sullivan, Ed Thompson

Customer experience implementation services continue to be in high demand, fueled by front-office and digital business transformation. Here, we position the largest customer experience and CRM implementation service providers to help enterprises identify providers that best fit their needs.

Market Definition/Description This Magic Quadrant focuses on the CRM and customer experience (CX) implementation service market worldwide. This has evolved during the past few years into a broad and diverse marketplace with many different offerings and services.

CRM implementation services are the more traditional type of project, in which sales, marketing, customer service and digital commerce processes are improved. Over 85% of the time, this involves the implementation of CRM software, typically as a system of record (as per Gartner's Pace-Layering Framework; for more on this, see "Optimize Your Digital Commerce Strategy Using Pace Layering"). A CRM implementation service (hereafter referred to as CRM) strategizes, designs, integrates and deploys software with minimal integration or extensions within any of the four CRM domains:

■ Sales — Solutions that support field sales, telesales, retail sales, Web sales and technology- enabled buying

■ Marketing — Solutions that support customer segmentation, marketing analysis, campaign management, marketing process automation and other marketing functions

■ Customer service and support — Solutions that support customer service and support processes, including consulting, technology implementation and solution deployment, but excluding the outsourcing of call centers and customer service centers

■ Digital commerce — Solutions that support e-commerce storefronts, product catalogs, personalization, mobile commerce and social commerce

For more information on the categories and subcategories of CRM applications, see "Use Gartner's CRM Application Functionality Starfish to Evaluate Your CRM Requirements."

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In practice, the minority of CRM projects are actually enterprisewide, encompassing all four of these areas; most are departmental or regional in scope. CRM projects tend to focus more on the benefits to the organization, such as driving increased acquisition of customers, cross-selling to them or lowering the cost to serve. Benefits to the customer are often viewed as a secondary focus. Nonetheless, to achieve this takes much more than just implementing technology (see "The Eight Building Blocks of CRM: Overview"), and often requires help in the form of strategy, industry- specific business process and change management consulting.

During the past decade, the market for CRM implementations has been supplemented by a different type of project that focuses primarily on improving the CX. The focus of CX initiatives is to improve customer satisfaction, loyalty and advocacy. So the focus is foremost on providing benefits to the customer with the secondary benefits indirectly accruing to the business or government department. The CX initiatives tend to be enterprisewide in scope as customers interact across departments (see "Customer Experience Is the New Competitive Battlefield"). The projects to support these initiatives are varied and range well beyond sales, marketing and customer service departments. Supply chain, procurement, billing, logistics and delivery, manufacturing, and new product development may all be involved to some degree. CX implementations are typically very information-centric due to sharing information and transactions across processes and often leverage analytics to provide better customer insights. The technologies used also span much more than traditional CRM. They range from multichannel or omnichannel customer interaction management tools, through personalization and user experience (UX) design, to voice-of-the- customer applications that capture and respond to customer feedback (see "Gartner's Seven Types of Customer Experience Projects"), along with business consulting and analytics.

This Magic Quadrant looks at the wide range of capabilities and competencies needed across this full range of CX and CRM implementation services. Providers are assessed as to how well they support both the more traditional CRM and the new wave of CX projects.

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Magic Quadrant Figure 1. Magic Quadrant for CRM and Customer Experience Implementation Services, Worldwide

Source: Gartner (December 2015)

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Vendor Strengths and Cautions

Accenture

Accenture is positioned in the Leaders quadrant due to market presence, vision and digital orientation. Accenture Strategy, Accenture Consulting and Accenture Digital coordinate to support enterprises looking for large complex CX initiatives focused on achieving business benefits, while Accenture Technology takes the lead on CRM initiatives. Accenture is a good fit for enterprises needing complex or industry-specific transformational efforts requiring multiple disciplines. Gartner estimates that Accenture is one of the two largest CRM and CX service providers, with revenue estimated to be between $2.4 billion and $2.7 billion (around 9% of Accenture's total revenue and 17% of all consulting and implementation revenue).

Strengths

■ Digital focus, scale and scope — Accenture has a corporate focus on digital and CX services. It has steadily invested in solutions, skills, practitioners and practices that encompass business, technical and domain skills across all major CRM software and CX. Accenture's scale continues to grow with acquisitions in 2015 including Javelin Group, i4C Analytics, Chaotic Moon and Cloud Sherpas. Accenture Strategy provides digital strategy and business transformation consulting, while Accenture Digital provides deep design, analytic and technology integration. Accenture has the ability to support global and multinational accounts due to its extensive scale and global breadth.

■ Vision and thought leadership — Accenture approaches the market from a business consulting and technology-enabled transformation perspective. Accenture perceives CX services to be outcome-driven, requiring end-to-end services to improve clients' business results. This approach incorporates multiple competencies, including business consulting, business operations design, digital design, customer analytics, e-commerce and multichannel CX. Accenture conducts extensive market research in CX and CRM, which enables Accenture to be quicker than most of its competitors to identify new patterns of demand, set out a vision for CRM and then innovate its services to match.

■ Partnership with CRM software providers — Accenture has the largest practices in terms of both staff and revenue for the largest CRM software platforms (Salesforce, Siebel and SAP). The acquisition of Cloud Sherpas further expands the Salesforce practice. Accenture is also the largest Microsoft Dynamics CRM provider due to the Avanade partnership (a joint venture with Microsoft) and is among the largest providers for Adobe and Pegasystems. Accenture works closely with all these software firms to develop industry- and process-specific solutions.

Cautions

■ Premium price — If pricing is a top criterion for selection, then evaluate Accenture with care. According to Gartner reference checks, the most common reason Accenture has lost competitive bids is due to the premium price of its services. Among companies named as references by other providers, most companies that evaluated but did not select Accenture said

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the reason for not selecting Accenture was that the price was too high. References also rated Accenture below average for the total cost for the contracted services.

■ Proactive change management — References praised Accenture for vision, thought leadership and consulting competencies, but some also desired Accenture to be more proactive in applying these. Clients suggested that Accenture should be more assertive in helping the business transform and in forging the IT-business partnership.

■ Smaller stand-alone CRM implementations — Accenture is optimized for large complex engagements that include business change. The average size scale and costs of its engagements are large relative to most other providers. Accenture is not typically the best fit for small CRM implementation projects unless there are other services also being provided.

Atos

Atos is positioned in the Niche Players quadrant due to being a Europe-centric provider. Customer experience is one of Atos' key go-to-market themes, focusing on the connected CX for consumer- centric industries. Atos approaches CX from a digital technology perspective, leveraging an integrated approach to digital, cloud, mobility, analytics and CRM technology integration. Atos is a good fit for European enterprises that are looking to increase revenue and customer interaction through technology. Atos is the 10th-largest CX and CRM service provider worldwide, with 2014 implementation revenue of about $520 million. Atos focuses most heavily on retail, manufacturing, consumer packaged goods (CPG), travel/hospitality, telecommunications, public-sector and energy/ utility industries.

Strengths

■ Addressing business objectives with technology — Customer references repeatedly stated that Atos was very good at listening to their objectives, understanding their business models and processes, and then being able to adapt CRM and CX technologies to support the customers' processes. Atos utilizes its UX Lab and Business Transformation Innovation Center network to help clients envision these solutions. This enables IT organizations to support business objectives in a pragmatic and effective manner and is particularly true within its focus industries.

■ Technical and system integration skills — Atos has a wide range of deep technology competencies, particularly those needed for CRM and CX projects including analytics and commerce. References scored Atos highest on technical skills, architecture, system integration and project management. Comments alluded to its technical depth, its design capabilities and the ability to adapt to the client situation, which is very important to IT buyers.

■ Commerce and mobility — Atos has aligned its CX strategy to the "connected customer" with the attitude that everything is mobile first and digital first. The investments into Canopy, Worldline and the CX practice enable Atos to bring together commerce, mobility and analytics in end-to-end solutions. Atos has the highest percentage of revenue from commerce enablement of all providers, and mobility enablement is part of virtually all services.

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Cautions

■ Business process expertise and change management — While Atos is well-regarded by IT buyers in understanding business processes, customer references scored Atos low in several areas related to business transformation; these included business acumen, business functional skills, business change management and industry expertise. These are all traits that are more important to business buyers where business transformation is critical.

■ Geographical coverage — Non-European buyers may find a lower base of skills in CRM and CX implementation in their region. Atos remains a predominantly European firm with a large portion of CRM and CX revenue being generated in Europe. This percentage of revenue for CRM and CX is higher in Europe than for other Atos services due to a heightened focus on consulting and digital there than other regions; however, Atos can support customers globally.

■ Flexibility and agility of services — Atos is a conservative organization, and customer references perceived Atos to be less adaptive, agile and proactive in its approaches to projects and contracting than desired and when compared with other providers.

BearingPoint

BearingPoint with its global network partners is positioned in the Visionaries quadrant because it has a consultative approach to CX transformations but with limited scale and reach. BearingPoint, West Monroe, gA and ABeam are all regional consulting and strategy firms that have formed a strategic partnership and support clients globally. BearingPoint in Europe and West Monroe in North America are a good fit for enterprises seeking business-driven CRM strategy and/or complex customer service solutions. Gartner estimates that BearingPoint, combined with its partners, makes up the 16th-largest CX and CRM service provider worldwide, with 2014 revenue of about $300 million from the global network. BearingPoint is a good choice for European enterprises looking for CX strategy and consulting, along with analytics, as part of their solution. West Monroe is a good choice for North American enterprises looking for CX strategy and transformation with limited scale of implementation. Industries of focus include the public sector, banking, automotive, discrete manufacturing and utilities/energy.

Strengths

■ Business consulting and vision — BearingPoint's understanding of business needs in general and CX in particular has translated into a business-driven practice with innovative solutions. Customer references cited capabilities of CX and CRM vision, business acumen, business consulting, change management, analytics and industry expertise as reasons for selecting BearingPoint and West Monroe. BearingPoint, with its partners, has the second-highest percentage of revenue derived from CX and CRM consulting services, with 26% of total revenue from these services.

■ Customer analytics and software assets — BearingPoint's investment in advanced analytics complements and extends CX and CRM solutions. HyperCube is an analytics engine that analyzes data from divergent sources (structured and unstructured) to make business decisions. Infonova R6 is a multitenant concept-to-cash platform that supports convergent business

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models, in which commerce is transacted and orchestrated into ongoing service management, such as telecommunications, media, utilities or connected vehicles. These assets and others bring business value and applied analytics as part of most CX services.

■ Flexibility and agility — References gave BearingPoint strong scores and comments related to flexibility and ability to address business concerns. Comments alluded to the ability to understand the client's business model, adapt to the unique client needs and bring business change in a rapid yet pragmatic manner.

Cautions

■ Technology integration and scale — According to some client references, BearingPoint and West Monroe were both rated relatively low in the depth of architecture, technical and system integration skills. The scale of their resources is also relatively limited, especially outside Europe. Given BearingPoint's business consulting orientation, customers with a primary focus on CRM technology implementation without business change should evaluate BearingPoint on a case- by-case basis.

■ Geographical coverage — The global network is strong and becoming more effective, but the combined entity still generates 67% of CX and CRM revenue from BearingPoint's efforts in Europe, and it has a limited presence outside its strongholds in France, Germany, the U.K., the Netherlands, Switzerland, Austria, Belgium and the Nordics. BearingPoint and ABeam's combined activities in Asia/Pacific now represent 22% of revenue, mostly in Japan for technology-oriented CRM initiatives. North America, led by West Monroe, contributes only 9% of revenue from CX initiatives. gA has a minimal focus on CRM and CX services but grew in 2014 to 2% of revenue.

■ Global delivery — BearingPoint and West Monroe are built for in-region delivery with limited investment in remote or offshore delivery. BearingPoint's limited ability to scale system integration services, compared with its peer set, is also a concern; however, its partnership agreement with ABeam and KPIT to enable global delivery helps mitigate this limitation.

Business & Decision

Business & Decision is positioned in the Niche Players quadrant due to its specialty focus on European enterprises seeking revenue generation from sales and marketing with heavy use of customer analytics. Gartner estimates that Business & Decision is the 18th-largest CRM service provider worldwide, with 2014 revenue of about $160 million. Business & Decision has established a global practice focused on Microsoft Dynamics CRM and Adobe, as well as practices in Salesforce, Siebel, Oracle Fusion and Coheris. Industries of focus include public sector, banking, insurance, natural resources/oil and life sciences.

Strengths

■ Sales and marketing services — Business & Decision had the highest focus and percentage of revenue related to marketing services of all providers, due in large part to its strong customer

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analytics focus. There is also a high percentage of revenue from sales enablement. This corresponds to the focus on the front office to know, attract, reach and develop customers.

■ Marketing and sales — Business & Decision focuses its CRM efforts and skills on the marketing organizations and sales support. The percentage of revenue from marketing solutions was the highest of all providers, and the company also generates significant revenue from sales enablement services. This orientation has a technology focus on Adobe and analytics, which are applied to consumer-centric industries of banking, insurance, hospitality, retail, telecommunications and media.

■ Analytics — Overall, business intelligence and CRM have become the focus of Business & Decision, and the two disciplines generate more than 80% of revenue. This analytics focus is reflected in its CRM practice, which has strong marketing analytics skills in areas such as lead management, segmentation and campaign automation. There have been targeted investments to develop frameworks that deliver incremental value creation through return on information. There have also been several acquisitions in 2014 to build deeper analytics, geographic coverage, cloud services and industry depth.

Cautions

■ Geographic coverage — Non-European companies may not be as well-supported by Business & Decision, which has a strong presence in France, Belgium and Switzerland. There is a growing presence in the U.K. and North Africa; but more than 80% of its revenue is still generated in Europe and more than 50% of that from France. Business & Decision has only a small presence in Latin America (Peru) and India and remains weak in parts of Europe (the Nordics, Italy and Central Europe) and other regions of the world compared with market leaders.

■ Technology and system integration — Business & Decision was viewed as weak relative to other firms related to several technology characteristics; these included skills related to system integration, architecture, mobility/design, and CRM packages, as well as program management and project management execution.

Growth and scale — Business & Decision's CRM revenue growth in 2014 was about 5%, which is far below the market average for CRM and CX implementation services of around 10%. With limited growth and offshore capabilities, it is difficult for Business & Decision to scale for large or global implementations.

Capgemini

Capgemini is positioned in the Challengers quadrant due to market presence, growing market share and bringing solutions for large or complex projects that require both CRM technical advisory and implementation skills. In 2014, Capgemini launched its Digital Customer Experience and Mobile Solutions unit, bringing together all capabilities related to CX across the Capgemini Group. This practice integrates industry, consulting, design and analytics competencies. Gartner estimates that Capgemini is the fourth-largest CX and CRM implementation provider worldwide, with 2014 CX and CRM revenue estimated to be about $1.6 billion (accounting for about 19% of its global consulting and technology service revenue) with above-average market growth. Capgemini has very large

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practices in all major software platforms, including SAP CRM, Siebel, Oracle Cloud and Salesforce, with additional competencies in Microsoft Dynamics CRM, Pegasystems and Adobe.

Strengths

■ Industry focus — Reference checks cited Capgemini consultants' competencies, industry experience and project teams as leading reasons for selection. These strengths are most specific to CRM technology-centric solutions for selected industries. The largest proportion of Capgemini's focus, staffing and project experience continued to be in the industries of insurance, the public sector (the U.K. and France), banking/financial services, retail/CPG and utilities.

■ Technical and platform competencies — Capgemini is very strong from a technology, architecture and platform perspective. It has large practices related to each CRM platform, and it also has experience with how these platforms are applied within selected industries. Capgemini has about 10,000 CRM consultants and technicians, with most trained on SAP, Siebel, Salesforce or Microsoft Dynamics CRM. References also commented on the depth and quality of technical knowledge and architectural skills.

■ Flexibility and global delivery model — References praised Capgemini for being flexible and adaptable to their business and project needs. Capgemini has invested in a global delivery model it terms "Rightshore" to leverage resources globally in an optimal manner. This delivery model is a competitive differentiator relative to other European firms in the English-speaking countries of the U.S., the U.K. and the Netherlands. This model is also adaptable in France and Germany, where buyers prefer more local delivery and Capgemini turns to in-country-based resources, with some use of nearshore centers. Capgemini increased this capability with the acquisition of Igate to increase support for North America, in particular.

Cautions

■ Price — If pricing is a top criterion for selection, then evaluate Capgemini with care. The most common reason cited by other providers' client references that evaluated but did not select Capgemini was its high price points. Capgemini appears to be one of the higher-priced providers for CRM and CX services. This appears to be the case in continental Europe and China, where the price can be higher due to the client desire for on-site and in-country resources with limited leverage of Capgemini's global delivery capabilities.

■ Business understanding and consulting — References gave Capgemini a relatively low score on several criteria related to business transformation and change, including business acumen, business process consulting, business consulting and knowledge management.

■ Proactive innovation — Multiple client references suggested that Capgemini could be more proactive and directive in making recommendations on both business improvement and technology solutions. They stressed the need for more "out of the box" thinking to better leverage their technical skills. Capgemini has recently set up its Applied Innovation Exchange, which should have a significant impact in this area.

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Cognizant

Cognizant is positioned in the Challengers quadrant due to market traction, growth and strong technical implementation skills, particularly within the selected industries. Cognizant goes to market by industry, focused on retail, CPG, banking, insurance, pharmaceuticals and healthcare, and is investing in these industries to deepen its capabilities (recent acquisitions of TriZetto and Cadient Group in healthcare and Odecee). In 2015, Cognizant increased its focus on digital, design thinking and analytics with Digital Works. Gartner estimates that Cognizant is the seventh-largest CX and CRM service provider worldwide, with total 2014 revenue from CX and CRM implementation services of about $760 million. Cognizant has large practices in Salesforce and Pegasystems, with additional competencies in SAP CRM, Siebel, Adobe and Microsoft Dynamics CRM.

Strengths

■ Customer and project management — Cognizant is very strong at working with clients and managing the overall relationship and the project. Account executives and senior Cognizant leaders interact regularly with clients to assure issues are addressed. When issues arise, such as when the staff is not performing as expected, Cognizant is very responsive and addresses the issues. Clients cite this responsiveness and flexibility in execution as key strengths.

■ Business understanding and process design — Cognizant focuses on helping clients "reimagine" business operations at an operational level. This focus is possible because of the orientation to industries, the consultants and software that are aligned to these industries, and the responsiveness to bring in key resources. References gave Cognizant higher-than-average scores for business process consulting and cited instances where Cognizant brought process understanding and transformation along with technology design.

■ Technical skills and integration — Cognizant is strong from a technology, architecture and platform perspective. References gave Cognizant a higher-than-average score for technical architecture, system integration and especially information architecture and migration. This was particularly true when Salesforce and Pegasystems were part of the solution.

Cautions

■ Reactive — According to references, Cognizant is often reactive to the client rather than proactively bringing suggestions and improvements. This is particularly true with offshore and remote resources who will execute well within the global delivery framework but are not forceful in proposing new approaches or solutions. Cognizant's Collaboratory within Digital Works is effective at co-innovation but may not be utilized on all key accounts.

■ Design and usability — References gave Cognizant below-average scores related to mobility, digital design and usability. Multiple references commented that creativity in solution design, journey mapping and user interface are areas where Cognizant can show improvement.

■ Geographic coverage — Cognizant is strongest when leveraging its large India-based delivery model for English-language customers. Eighty percent of Cognizant's revenue is generated within the U.S., 16% within Europe and 4% in Asia/Pacific. Cognizant has a growing presence

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in France, Germany, Italy, Japan, China and Latin America but may still need to supplement with resources from other countries to address client needs.

Deloitte

Deloitte is positioned in the Leaders quadrant due to market traction, digital consulting and CX transformation competencies. Deloitte is a good fit for enterprises that seek business-consulting-led comprehensive solutions or complex digital or CX solutions. The fit is particularly good when the business is looking for innovative customer CX solutions to bring competitive differentiation. Gartner estimates that Deloitte is the third-largest CX and CRM implementation service provider worldwide, with 2014 CX and CRM revenue estimated to be about $2 billion (accounting for 10% of its consulting and implementation revenue). Deloitte has very large practices in Siebel, Salesforce and SAP CRM. It also has significant staff with skills in other major CRM software products (such as Adobe, Oracle CRM On Demand, Pegasystems and IBM).

Strengths

■ Vision and CRM leadership — Deloitte approaches CX services as part of digital business transformation, leveraging business and industry consulting, along with digital and CX expertise. This means that Deloitte brings together a full set of capabilities focused on transforming the front office of customers that includes strategy, business process consulting, CRM technology, digital design and analytics. Customer references rated Deloitte far above average for vision and overall thought leadership.

■ Business consulting — Deloitte has access and credibility with business buyers due to its focus on business transformation, as well as its ability to leverage the audit, risk and strategy practices. This access and its orientation toward getting business results enable differentiation from more-IT-oriented competitors. References gave Deloitte high ratings for business acumen, business process consulting and industry expertise. In Europe, Deloitte's vertical focus is strongest in telecommunications, technology, banking, insurance, utilities and the public sector. In North America, the focus is on high technology and discrete manufacturing, process manufacturing, banking, insurance, life sciences and healthcare.

■ Collaborative, agile and flexible — References commented on Deloitte's style as a differentiator. This included being collaborative, flexible and reliable and being an excellent partner with both the business and IT. Deloitte Digital's culture and style are more similar to a small digital agency than a global consulting firm, and the culture from acquisitions is now the norm.

Cautions

■ Price — If pricing is a top criterion for selection, then evaluate Deloitte with care. Deloitte was perceived as expensive by clients who commented on high rates (particularly for on-site efforts). According to other providers' client references that evaluated but did not select Deloitte, high price was the primary reason Deloitte was rejected by buyers.

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■ Less assertiveness than desired — Several references observed that Deloitte was less proactive and assertive than expected. There were instances in which Deloitte deferred to the client's internal politics rather than taking a firm stance and pushing back on requests.

Microsoft partnership — Deloitte's clients and prospects may find barriers to working with the firm when there is an existing audit relationship. Governmental bodies and regulators for independence policies mandate restrictions on the consulting services that the audit/attest industry can provide to the same client. For example, Deloitte has a Microsoft Dynamics CRM practice, but the audit relationship with Microsoft limits Deloitte's participation in certain go-to- market programs.

HCL Technologies

HCL Technologies is positioned in the Niche Players quadrant due to cost-effective CRM implementations within selected industries in a flexible manner. Gartner estimates HCL's total CX and CRM implementation service revenue for 2014 to be about $300 million. HCL has large practices in Salesforce, SAP CRM and Microsoft Dynamics CRM, along with significant practices in most other platforms (Siebel, Oracle Cloud, Oracle Commerce, Adobe and SAP's hybris). The recent acquisition of PowerObjects increased the focus and scale of Microsoft Dynamics CRM services.

Strengths

■ Industry solutions — HCL goes to market by industry and focuses on a few key industries, including life sciences, high technology, utilities, retail/consumer products and banking. HCL has also developed CRM industry-specific solutions for some of these industries. References cited HCL's industry expertise and business acumen within the industries of focus.

■ Project management and CRM execution — HCL has an excellent approach to projects to assure value and execution. References gave HCL high scores for project management, executive commitment and partnership to consistently meet or exceed expectations. References gave HCL very high ratings for architectural skills and system integration capabilities around the major CRM platforms and also commented on the depth and breadth of technical skills.

■ Value for fees — HCL had very high scores from client references related to costs, contracting and execution flexibility. HCL is willing to assume risk-based contracts. These factors present HCL as a good choice for delivering CRM technology-based services in a flexible and cost- effective manner. The combination of competitive prices, consistent execution and flexibility resulted in high scores for value for fees charged.

Cautions

■ Relationship with business buyers — HCL has strong relationships within IT organizations but limited direct relationships with chief marketing officers or other senior business buyers. References were mostly from within IT organizations looking for strong technology partners.

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■ Resource allocation — Multiple references commented on HCL having difficulty in bringing key resources onto the project in a timely manner. This was particularly true for key on-site staff members and reflects limited scale for critical skills. Once staffed, the skills were solid, and HCL was also flexible in shifting resources when needed. Comments from references also alluded to postdeployment resource stability and transition.

■ Business change management — HCL received relatively low scores related to business change management, often due to the orientation to technology implementation rather than business process optimization.

Hewlett Packard Enterprise

Hewlett Packard Enterprise (HPE) is positioned in the Niche Players quadrant due to the ability to apply CRM technology solutions to address business issues but within a limited scale and narrow focus. Gartner estimates that HPE is the 17th-largest CRM service provider worldwide, with CX and CRM implementation revenue in 2014 estimated to be $240 million. HPE is a good fit for enterprises seeking CRM capabilities with global reach to address front-office transformation. HPE is focused on selected industries, including banking, government, telecommunications, automotive, consumer goods, oil/gas and manufacturing industries, and it has deep strengths in Microsoft Dynamics CRM, along with significant practices for Oracle Siebel and SAP CRM.

Strengths

■ CRM vision and consulting capabilities — HPE utilizes consultants within selected industries to lead the CRM implementation services to assure contextualization of the solution to business needs. Client references gave HPE above-average ratings related to CRM vision, thought leadership, industry process expertise and CRM domain expertise. Clients cited HPE's ability to be flexible and creative in applying CRM technology solutions to the needs of the business.

■ Execution through technology partnerships — HPE has a very strong partnership with and focus on Microsoft Dynamics CRM, encompassing both the implementation and hosting services. HPE also has partnerships with Oracle and SAP integrated with infrastructure platform practices, mostly to upgrade, run and manage CRM applications. HPE references gave HPE relatively high scores for partnerships, technical skills, system integration and project management capabilities.

■ Global scope and access to midsize enterprises — HPE is one of the few firms that has a truly global presence. HPE has a primary focus on large enterprises, but it also has more of a focus on smaller enterprises (500 to 5,000 employees) than other global providers due to HPE's sales team and channel partners that serve these clients. HPE has strength in project execution with smaller project teams and against tight budgets that can support both large and small businesses with Microsoft CRM services. HPE brings the full capabilities to build, deploy, manage and then optimize for cost-efficiencies.

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Cautions

■ HPE services and focus on CRM — Over the past two years, HPE had a significant reduction in service revenue, and this continued into 2015. Consulting and implementation services reduced by 6.54% in 2014. Even though CRM services are an area of high growth for HPE at 16%, CRM and CX implementation is not a primary focus of HPE and represents only 4% of its overall consulting and system integration revenue.

■ Technology-centric approach to market — Although HPE demonstrates good consulting capabilities, CX services are driven more by understanding the business needs to be solved than in leading CX business transformation efforts. Some client references said that HPE's ability to develop technical solutions is effective, but they also cited limited business process depth.

■ Resource management and costs — HPE references alluded to high turnover within project teams and the scalability of key staff. Most projects are relatively small and short with the project team working locally with clients. HPE also has limited utilization of offshore delivery for CRM and CX efforts, and the combination of on-site teams also has higher costs and expenses.

IBM Global Business Services

IBM Global Business Services (GBS) is positioned in the Leaders quadrant due to its vision, scale and integrated solutions. IBM GBS is a good fit for enterprises looking to transform their businesses to enable interactions with customers, partners and suppliers, especially using analytics. IBM Interactive Experience leads this service, which brought together practices focused on front-office transformation, digital design, analytics, and commerce practices. IBM is among the two largest providers of CX and CRM implementation services, with 2014 global revenue for CRM-related implementations estimated to be $2.8 billion (16% of IBM GBS's overall revenue). IBM has very large practices in Salesforce, Siebel, SAP CRM and Adobe, and also focuses on services surrounding IBM analytic, commerce and marketing software.

Strengths

■ Digital design and mobility — IBM Interactive Experience is focused on bringing solutions to enable clients' CX. IBM uses "design thinking" and a digital agency mentality that is more focused on technology integration to adapt solutions to the needs of each client. The adaptation requires a combination of business consulting, analytics, digital design and project management. IBM has developed solutions for selected industries, including telecommunications, insurance, banking, healthcare, retail and travel/hospitality. IBM's MobileFirst partnership with Apple for mobility and commerce related to business applications is an example of a strategic partnership driving business solutions.

■ Integrated services and software — IBM GBS has invested in analytics and marketing software, processes and services, and this investment is particularly deep with CRM. IBM has made more than $3 billion in investments in CRM-related software acquisitions, including SPSS, Unica, Coremetrics, Tealeaf, Varicent Software, Vivisimo and Cast Iron Systems. IBM has worked to integrate these assets into its CRM analytics capabilities, as well as part of its CRM

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marketing services. This coupling of software solution sets with the project execution and problem solving is compelling to many references.

■ Architecture and CRM analytics — IBM GBS's CRM services are aligned with corporate initiatives that include Smarter Planet, IBM Commerce, SmartCloud, IBM Analytics and IBM MobileFirst. IBM views commerce and CRM to be highly linked and integrated from both a solution and service perspective. References scored IBM very high in technology depth, architecture and system integration, as well as digital design and analytics.

Cautions

■ Price — If pricing is a top criterion for selection, then evaluate IBM with care. According to client references that evaluated but did not select IBM GBS, the most common reason IBM GBS loses competitive bids was the premium price of its services. References also commented on the costs being an area of potential improvement. IBM may not be the best fit for customers looking for smaller stand-alone CRM implementations or a low-cost predefined technology approach.

■ Domain specific expertise and scope management — Some client references scored IBM GBS relatively low on business process consulting. References that evaluated but did not select IBM GBS also cited limited available software platform skills and business process understanding as reasons they selected competitors.

■ Agility and resource management — IBM is best for large complex transformations and is not as flexible and agile as some competitors. Some client references were not enthusiastic about how effectively IBM GBS leveraged its resources, citing instances in which the project teams desired to have critical resources assigned more quickly, as well as sharing of knowledge and collaboration with other IBM projects.

Infosys

Infosys is positioned in the Niche Players quadrant. Infosys is a good fit for enterprises that have a need for multicountry technology-led CRM implementations. Gartner estimates that Infosys is the eighth-largest CRM service provider worldwide, with estimated total CX and CRM implementation revenue in 2014 of about $670 million, which represents 13% of its consulting and implementation revenue. Infosys is focused on North America as the primary market, with 59% of revenue generated there, along with 26% from Europe, 14% from Asia/Pacific and 1% from Latin America. Infosys is organized by vertical sector: In Europe, the greatest proportion of Infosys' CRM resource skills and project experience are focused heavily on telecommunications, consumer goods, retail, life sciences and utilities, while in North America, the focus is prevalently on automotive, high technology, financial services, CPG and retail.

Strengths

■ Technical skills and project management — Client references rated Infosys as strong both in technology skills and in managing projects in a predictable and efficient manner. References

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praised the depth and breadth of technology skills and the effectiveness and transparency of project management. Projects were consistently on time and on budget, effectively managing on-site and offshore resources.

■ Commitment to delivery — Infosys was cited by references as a great partner for CRM implementations. Several references talked about the attitude for collaboration, going the extra mile, understanding the client objectives and managing projects to successful completion. Infosys was viewed as being collaborative and adaptive to the client needs as projects were forming and evolving.

■ Core CRM implementation and upgrades — Infosys has large practices in Siebel and SAP CRM with growing practices in Salesforce and Microsoft Dynamics CRM and also has many clients with custom-developed CRM solutions. Client references cited Infosys as having the technology understanding of core CRM software for sales and service solutions. This includes both functional technical aspects of the software.

Cautions

■ Resource management and executive representation — Some client references cited issues with resource management. This included instances with initial staffing of key resources, as well as continuity of resources. Some client references noted difficulty in bringing remote resources to projects. However, most references stated that Infosys was responsive and adapted the project teams throughout the project to address these issues.

■ CRM vision and business transformation — Infosys received low scores from references related to CRM vision and thought leadership. References perceived Infosys to be strong from a technology perspective but not strong in helping shape CX and front-office transformation strategies, being reactive to the clients' strategy, objective and design. References gave Infosys relatively low scores on several criteria that are tied to business transformation, including business acumen, industry expertise and business change management.

■ Customer satisfaction and value — Infosys references gave lower-than-average scores for key measures of satisfaction, including willingness to refer to peers, meeting expectations and overall value for fee. The satisfaction was hindered by both resource management and limited vision to bring solutions that met clients' expected outcomes. Some clients expected more CX transformation to be provided to complement the successfully provided CRM skills.

NTT Data

NTT Data is positioned in the Challengers quadrant due to scale and is a good fit for enterprises that require CRM solutions that have complex business and technical requirements, particularly related to customer service and in selected industries. NTT Data has grown rapidly from the acquisition of multiple firms and is integrating these into a global application service provider. Gartner estimates that NTT Data is the fifth-largest CX and CRM implementation service provider worldwide, with 2014 revenue estimated to be around $1.1 billion and a significant presence in Japan. Revenue growth was flat in 2014 in Asia due to low growth in Japan and currency changes of the yen, but it grew above market rates in Europe and North America. NTT Data has large

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practices in Salesforce and SAP, as well as significant competencies in Siebel, Microsoft Dynamics CRM and Pegasystems.

Strengths

■ Customer Satisfaction — NTT Data customers were highly satisfied, and references gave exceptionally high scores for all measures of customer satisfaction, including willingness to refer to peers, willingness to rehire and overall value for fee. Clients appreciated the combination of business understanding, technology strength, adaptability and consistent execution.

■ Flexibility and project execution — NTT Data is very adaptable and responsive in working with clients. References gave NTT Data high praise for flexibility in developing solutions, managing resources and being responsive to changing project needs. References also stated that NTT Data was reliable with solid project management, which resulted in on-time and on-budget delivery.

■ Business consulting — NTT Data approaches CX and CRM services from a business and vertical solution perspective. NTT Data received high scores from references for several criteria, including business acumen, business process consulting and industry expertise. References praised NTT Data for understanding business processes, industry expertise and the ability to turn vision into reality. This is particularly true with the industries of focus, including telecommunications, automotive, retail and consumer products. In Japan, NTT Data has an additional focus on the public sector and banking. With the recent acquisition of Carlisle & Gallagher Consulting Group, there is also a focus on banking in the Americas.

Cautions

■ Global execution and brand — NTT Data is the aggregation of multiple acquisitions over the past several years, which have been integrated into a single NTT Data brand. Of NTT Data's CRM revenue, 65% is derived in Asia/Pacific (mostly in Japan), and 27% is generated in Europe, largely from Germany, Switzerland, Austria, Italy and the U.K. Only 7% of revenue is generated in North America and 1% in Latin America. NTT Data operates somewhat autonomously within each region, with different strategies and focuses on different industries, services and technologies due to the acquisition history with brands of acquired entities often being stronger than the NTT Data brand.

■ Customer analytics — NTT Data references gave relatively low scores for analytics competencies and noted that this was one area where more was expected.

■ Project initiation and reactive — Multiple references alluded to early issues with projects in terms of initial structure, vision, staffing and coordination. Multiple references also suggested that NTT Data can be more directive and proactive in bringing vision and suggestions to their projects.

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PwC

PwC is positioned in the Leaders quadrant due to market traction, vision and consultative approach. PwC has a focus on business transformations enabled by technology in general and CX in particular, for which it combines strategy with execution, as well as creative design. PwC is a good fit for enterprises seeking business-consulting-led complex CX solutions in specific industries and geographies. Gartner estimates that PwC is the sixth-largest CX and CRM service provider worldwide, with revenue estimated to be about $800 million, and it has continued to demonstrate very high growth relative to other providers. This CX and CRM revenue accounts for 7% of PwC's overall advisory revenue and 16% of all consulting and implementation services. PwC has large practices in Salesforce and Microsoft Dynamics CRM, and it also has competencies in SAP CRM and Siebel. The industries of focus include insurance, banking, technology, utilities, discrete manufacturing, healthcare, telecommunications and travel/hospitality.

Strengths

■ Growth — Gartner estimates that PwC's CX and CRM implementation service growth is well above the market growth rate and was more than 30% from 2013 to 2014, making it one of the highest-growing providers. One large acquisition (Strategy&) added considerable consulting growth, but only a small portion of this is included with the CRM and CX implementation revenue for 2014 with the vast majority of growth being organic.

■ Business and technology skills — PwC was rated very highly by client references in competencies related to business consulting CX vision, thought leadership, business acumen, business industry expertise and change management. PwC was also rated among the leaders in several technology and execution areas, including technology architecture, technical skills and digital design. Client references commented how this combination enabled the development of vision, formulation of strategy and then execution through technology-enabled business change.

■ Collaborative change agents — Multiple references commented on how PwC acted as a collaborative partner to enable business transformation. They positioned PwC as very flexible and accommodating and acting as an "employee" while also being passionate and innovative in helping the business through the change process, sometimes breaking through client barriers.

Cautions

■ Price and global delivery — As with most consulting-oriented providers, price is an area of caution for implementation services. PwC supports global clients but does this with a largely on-site and onshore approach with a senior team. This approach is an advantage for business consulting and business-led transformations, but it can be a competitive disadvantage for technology-heavy implementations that require price-sensitive work.

■ Customer satisfaction and value — PwC references gave lower-than-average scores for key measures of satisfaction, including willingness to refer to peers and overall value for fee. Comments alluded to the project scope sometimes being more than needed, and at times PwC's vision was ahead of the client in vision and scope.

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■ Geographic coverage — PwC's CX and CRM coverage is strong within the U.S., from which it derives 75% of its CRM and CX implementation revenue. Only 12% of the revenue is generated in Europe, mostly from the U.K. and Germany. Its CRM coverage in Asia/Pacific (12%) is focused on Japan, China and Australia. Beyond that, PwC's CX and CRM coverage is limited in other countries, such as France, Spain, Italy and the Nordics, and in regions such as Latin America and the Middle East.

Reply is positioned in the Visionaries quadrant due to a narrow market focus on revenue growth derived from customer analytics and developing a single view of customers. Gartner estimates that Reply is the 12th-largest CX and CRM service provider worldwide, mostly in Europe. CX and CRM services are a major focus for Reply, with around 50% of all its revenue coming from CX and CRM implementation services. Its revenue was estimated to be $340 million in 2014. Reply has large practices in SAP CRM, Siebel, Oracle Cloud and Microsoft Dynamics CRM and a growing practice in Salesforce and Adobe. Industries of focus include telecommunications, automotive, banking, retail and CPG.

Strengths

■ Technology integration and information architecture — Reply approaches CX and CRM implementations from an information-centric and architectural perspective. References gave Reply above-average scores in information management, architectural and technical skills that complement and extend CX and CRM solutions. Comments from references reinforced these ratings, citing strengths related to technology integration and customer information architecture based upon understanding the client's business needs. They also commented on the depth of technical knowledge for major CRM applications.

■ Flexibility and agile execution — Customer references gave Reply high praise for being flexible and adapting to client needs. Client references commended Reply's agility in terms of responding quickly to modifications of requirements, thinking outside the box and being responsive to changing needs.

■ Reliability and dedication of teams — Client references stated that Reply was reliable in delivery and demonstrated a high dedication to ensure projects were delivered on time and on budget. Client references said Reply was pragmatic and collaborative and was a trusted partner to address solutions.

Cautions

■ Business consulting — There was inconsistent feedback related to business consulting. Overall, references gave Reply below-average scores in criteria associated with business consulting, including business acumen, business process consulting, industry expertise and business change management. However there were some references that commented on individual consultants that have excellent industry expertise, functional skills and business acumen.

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■ Geographic coverage — Reply generates 95% of its revenue within Europe and has a strong presence in Italy, Germany and the U.K., with limited presence in the rest of Europe and North America. This focused geographic footprint is an advantage within Italy, Germany and the U.K. While Reply effectively supports global clients based in these countries, clients based in other countries may need support from resources from the core countries.

■ Project management and communication — Reply was rated below-average in project management and methodologies by references. Multiple client references suggested that Reply could have been stronger in timely project management and communication.

Salesforce Services

Salesforce Services (a business unit of Salesforce) is positioned in the Niche Players quadrant due to exclusive focus around Salesforce technologies. Salesforce Services is a good fit for enterprises deploying Salesforce solutions, especially when complex designs and architecture are needed or newer Salesforce technologies are being utilized. Over the past two years, Salesforce Services has increased its scale and geographic reach through acquisitions and organically to bring value to customers directly and have less reliance on partners for complex implementations. Gartner estimates that Salesforce Services is the 13th-largest CX and CRM service provider worldwide. Its revenue was estimated to be $320 million in 2014 with 71% from North America, 20% from EMEA and 9% from Asia/Pacific. Industries of focus include insurance, life sciences, technology manufacturing, travel/hospitality and retail/wholesale.

Strengths

■ Salesforce technology architecture — Salesforce Services focuses on consulting and architectural support to clients that are deploying Salesforce technologies. Salesforce Services has a deep understanding of all the Salesforce technologies (and other technologies) and especially in relation to information architectures. References gave Salesforce above-average scores in information management, technical architectural, system integration and technical skills. Comments from references reinforced these ratings, citing strengths related to technology integration and customer information architecture based upon understanding the client's business needs. They also commented on the depth of technical knowledge for major CRM applications.

■ Flexibility and agile execution — Salesforce Services typically delivers through small senior teams on rapidly executed agile projects. This approach is very appealing to clients that are looking to deploy CRM and CX solutions, especially business buyers. Customer references identified Salesforce Services' agility, use of best practices, project approach and project management as areas of strength.

■ Customer Satisfaction — References expressed high levels of satisfaction for Salesforce Services. References gave exceptionally high scores for all three key measures of willingness to refer to peers, willingness to rehire and overall value for fee. Comments alluded to the combination of technology strength, adaptability and creative execution by senior consulting staff as bringing high value to address business issues.

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Cautions

■ Limited scale and focus — Being the professional services arm of a software firm has natural limitations on the focus and scope of services provided. Salesforce Services' primary focus is centered on Salesforce technologies but even more focused on the architectures and solution designs to assure successful deployments. References alluded to a limited number of critical resources to go through complete large-scale implementation, as well as broader use on design and architecture, and also said that, at times, junior staff that were not up to speed. Team sizes are small relative to most competitors due to senior staff members who are technology consultants with agile project approaches.

■ Digital design and business transformation — Salesforce Services was given below-average scores by references for criteria that would be related to digital business transformation. This included digital design, mobility and business change management. Recent acquisitions (AKTA and Kerensen Consulting) have been made to improve consulting, design and scale.

■ Price — Salesforce Services' rate structure and fees are among the highest due to the senior staff that is utilized, the limited leverage of offshore resources and the premium charged for Salesforce technology expertise. According to other providers' client references that evaluated but did not select Salesforce Services, the most common reason it was not selected was due to cost of services.

Tata Consultancy Services

Tata Consultancy Services (TCS) is positioned in the Challengers quadrant due to market traction and consistent execution. TCS is a good fit for enterprises seeking multicountry and technology- heavy CRM projects, particularly for Siebel and Salesforce. Gartner estimates that TCS is the 11th- largest CRM service provider worldwide, with CX and CRM implementation revenue of about $414 million in 2014. TCS has a very large Oracle CX practice (Siebel, Oracle CRM On Demand, ATG and InQuira) and significant practices in Salesforce, SAP CRM, Pegasystems and Microsoft Dynamics CRM. TCS goes to market by industry sector; CX and CRM services have a heavy focus in the telecommunications, banking, insurance, manufacturing and retail/CPG industries.

Strengths

■ Partnership and project execution — TCS references placed great emphasis on the ability to work with both the business and IT to develop and implement solutions. References gave TCS above-average ratings in most technology areas (architecture, system integration and technology skills) and average scores on most business consulting criteria. TCS was praised for being able to understand business requirements and then "bridge the gap" between business and IT. They were also recognized as being collaborative and flexible, as well as having excellent project execution to manage scope, schedule and budget.

■ Customer satisfaction and value — TCS had excellent feedback from customer references in terms of overall customer satisfaction, meeting project expectations, willingness to rehire and propensity to refer to peers. References also rated TCS highly in terms of overall value for investment and in total cost of services. This corresponds to a pattern of a high level of revenue

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generation from existing accounts that is driven from satisfied clients from past projects with regard to past project execution.

■ Growth — Gartner estimates that TCS's CX and CRM service growth was significantly higher than the market's overall growth in 2014, with a growth rate for CX and CRM implementation being more than 30%. With minimal impact of acquisitions, this growth reflects consistent market execution and expanded work from existing clients, so the majority of growth was organic.

Cautions

■ Business change management — TCS received lower-than-average scores from references related to business change management. Comments alluded to weaknesses in knowledge transfer to business users and gaining acceptance by users. TCS is increasing the use of business process and change management consulting capabilities in some clients.

■ Resource management — Some client references cited issues with availability of key resources, noting that TCS has had increased difficulty in bringing remote resources to projects, which resulted in slow project startups, and others commented that key technical and business skills were not available on-site (but were available remotely).

■ Digital design and mobility — TCS received lower-than-average scores from references related to digital design and mobility capabilities, as well as customer analytics. TCS has not fully integrated and leveraged the digital/mobile capabilities into CRM and CX projects in some clients.

Tech Mahindra

Tech Mahindra is positioned in the Niche Players quadrant due to excellent CRM technical skills with limited scale. Tech Mahindra is a good fit for enterprises within specific industries that are seeking CRM technology and mobility implementation services. Tech Mahindra has a large presence in the telecommunications, automotive and energy/utilities industries. Gartner estimates that Tech Mahindra is the 15th-largest CRM service provider worldwide, with 2014 revenue of about $300 million from CX and CRM implementation services. Tech Mahindra has large practices focused on Siebel, Salesforce and Pegasystems with additional competencies in Adobe, SAP CRM and Microsoft Dynamics CRM.

Strengths

■ Technical capabilities — Tech Mahindra received higher ratings for technical skills. Client references cited deep technical skills to integrate and deploy CRM technologies, particularly for Siebel, Salesforce and Pegasystems, as well as to bring technology innovation to solutions. Tech Mahindra also has technical competencies with less scale but growing for Adobe, SAP CRM and Microsoft Dynamics CRM.

■ Responsiveness and attitude — Tech Mahindra was very responsive to client needs, particularly in regard to how to address the project concerns. References cited the company's ability to assess the requirements and address projects in a collaborative and flexible manner.

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Clients noted an attitude that demonstrated customer focus, with the team dedicated to the client and an ability to work with operational users.

■ Internet of Things (IoT) and industry-specific solutions — Tech Mahindra is focused on a few industries in which digital business, IoT and CX all come together. Tech Mahindra has invested in solutions within these industries and has the ability to bring industry, technology and telecommunications capabilities together. These industry solutions include telecommunications (order management and retail order fallout), automotive (connected car, warranty management and dealer management) and retail (Omni channel accelerator). Tech Mahindra also has developed horizontal CRM solutions, with examples including SAP CRM solutions (GIST and LITE), Xpedio (order quotations), Capio (order management), Marketing Asset Management, and SAP Rapid Deployment solutions specific to CRM. It also has partnered with CX providers like DxContinuum and eBay.

Cautions

■ Business and industry consulting — Although Tech Mahindra is very strong in selected industries, it approaches the market from a technology solution perspective and not from a business transformation perspective. References scored Tech Mahindra references well below average in consulting-related competencies, including business acumen, industry expertise, change management and business process consulting.

■ Resource management — Some client references cited issues with Tech Mahindra's ability to staff and manage resources effectively. References cited issues with bringing staff to on-site needs, understaffing projects, and the quality of resources assigned to projects being subpar, as well as too many resources coming and going from projects.

■ Customer satisfaction and value — Tech Mahindra references gave lower-than-average scores for all three key measures of satisfaction, including willingness to refer to peers, willingness to rehire and overall value for fee. The satisfaction was hindered by the staffing issues and failure to meet expected outcomes on time.

Wipro

Wipro is positioned in the Niche Players quadrant due to strong CRM technical skills and industry understanding. Wipro Digital was formed in 2014 and integrates strategy, design and technology to focus on front-office solutions and human-centered design. Wipro is a good fit for enterprises seeking strong CRM technology implementation skills for the major CRM platforms (Siebel, Salesforce, SAP CRM, Pegasystems and Microsoft Dynamics CRM). Gartner estimates that Wipro is the ninth-largest CRM service provider worldwide, with about $530 million in CX and CRM consulting and implementation service revenue in 2014.

Strengths

■ Industry and process understanding — Wipro approaches the market from an industry perspective within focused industries. References cited the ability of Wipro to understand

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business issues, process redesign and nuances within their business operations as key strengths. Industries with the greatest portion of CRM resources in North America are discrete manufacturing, banking, insurance, retail and telecommunications. In Europe, its skills are focused on the same industries but with an additional focus on utilities.

■ Flexibility in meeting project needs — Client references were positive about the flexibility and responsiveness of Wipro to meet their needs. They viewed Wipro as collaborative and accommodating to the changing needs of projects. References cited the ability to adapt rapidly, adjusting on the fly, commitment to delivery and excellent cultural alignment. References also were happy with project execution and management.

■ Technical and architectural capabilities — Client references scored Wipro very highly in technical and architectural capabilities. Wipro received above-average ratings for architecture, technical and system integration competencies. Some praised Wipro for technical capabilities related to open source, Salesforce, the IoT and technology architecture development.

Cautions

■ Project and resource management — Many of the issues cited by references were related to managing resources on projects. These ranged from difficulty in initial staffing, to high levels of project turnover, to not engaging highly experienced teams put forward in the proposal stage. References also cited instances where the team members were overcommitted. Client references also gave Wipro relatively low scores for project management, methodologies and meeting overall expectations.

■ CRM vision and business consulting — Wipro references gave lower-than-average scores for many criteria that would be needed for CX transformation, including CRM vision, business and consulting skills, and digital design. Wipro's strength is in working with first-line business and IT managers to address how technology can address business issues, rather than on broader business-strategy-driven initiatives.

■ Customer satisfaction — Wipro references gave lower-than-average scores for measures of satisfaction including willingness to refer to peers and meeting expectations in execution. Many of these issues are related to resource management and scope comprehension.

Vendors Added and Dropped

We review and adjust our inclusion criteria for Magic Quadrants and MarketScopes as markets change. As a result of these adjustments, the mix of vendors in any Magic Quadrant or MarketScope may change over time. A vendor's appearance in a Magic Quadrant or MarketScope one year and not the next does not necessarily indicate that we have changed our opinion of that vendor. It may be a reflection of a change in the market and, therefore, changed evaluation criteria, or of a change of focus by that vendor.

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Added

This Magic Quadrant report had the same minimum revenue requirement as the 2014 CRM service provider Magic Quadrant ($150 million in revenue globally from CX and CRM implementation services). We added two new providers that met this revenue level: Salesforce Services and Atos.

Dropped

No providers were dropped from 2014 to 2015.

Inclusion and Exclusion Criteria The scope of this document is worldwide. Approximately 44% of all CX and CRM consulting and implementation work is done in North America, and a further 40% is done in Europe, but this Magic Quadrant looks at the abilities of the market participants in all geographies. Asia represents 13% of the market, and Latin America has only 3%.

The services being evaluated include CRM strategy development, CX strategy development, business case creation, CRM solution architectures and designs, deployment of CRM solutions (from software vendors including Oracle, SAP, Salesforce and Microsoft but also a further 400 other vendors — see "The Gartner CRM Vendor Guide, 2014" for a more complete list), CRM software development and integration, CX and CRM analytics, program and project management, and deployment and change management.

Gartner's Magic Quadrant research process involves primary research, with direct client references supplied by the various CX and CRM service providers and each service provider's representation of its organization. The analysis involves weighting both sources of information, with a heavy emphasis on client feedback. As a result, many individual categories have "client reference" criteria factored into the scoring. Gartner considers client feedback to be one of the most critical measures of a service provider's success.

Gartner evaluates service providers on their Ability to Execute and their Completeness of Vision. When the two sets of criteria are evaluated together, the resulting analysis provides a view of how well the provider performs a spectrum of services compared with its peers and how well it is positioned for the future. This evaluation is a snapshot in time. The competitive nature of the CX and CRM service provider market over time affects the relative position of evaluated companies. In addition to understanding positions in this Magic Quadrant, enterprises must conduct due diligence and check references. Enterprises also should ensure that their business culture is synergistic or, at a minimum, compatible with the service provider's culture. The most critical criteria for project success are a provider's ability to work within an enterprise's business culture and a provider's ability to work with an enterprise's people to effect the organizational change essential to a successful CX or CRM program. This is more critical now than ever before for CX and CRM services due to the transformational nature of CX and CRM deployments and the impact of enterprises changing how they interact internally and with customers and partners.

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A broad group of providers offers CX and CRM services. Magic Quadrants do not include all vendors in a given sector. Many service providers focus only on parts of the overall solution. Companies considered for evaluation in this Magic Quadrant research are those that act as advisors and provide implementation services that encompass most or all levels of a solution, as outlined above. Furthermore, providers also were evaluated in more detail using a combination of quantitative and qualitative criteria. Note that vendors — assuming they meet the inclusion criteria — cannot elect to be excluded from a Magic Quadrant.

Quantitative Criteria for This Magic Quadrant

To be included in this Magic Quadrant, service providers had to have:

■ CX and CRM solution implementation service revenue derived from clients across multiple geographic regions. Providers were evaluated on the ability to provide both CX and CRM implementation services, but inclusion was based on the combined revenue.

■ A minimum of $150 million (in U.S. dollars) for 2014 in CX and CRM implementation service revenue (excluding value-added reseller revenue, outsourcing and application management service revenue, and software maintenance and support fees).

Qualitative Criteria for This Magic Quadrant

This Magic Quadrant focuses on CRM-project-based services that include consulting and solution implementation services worldwide (note that this research excludes managed services and outsourcing). The defining factor in this Magic Quadrant evaluation is that the service provider demonstrates the ability to implement solutions in large enterprises that are focused on enhancing CRM and CX. CX and CRM solutions increasingly require a broad set of business, consulting, technical and management disciplines that must be brought together seamlessly.

We evaluate the set of offerings for CX and CRM programs that include the ability to provide:

■ Advisory and consulting services on CX and CRM solution decisions

■ Insight across industries for CRM technology solution decisions

■ Consulting services for CRM architecture and design (technology) environments

■ A comprehensive set of system integration and implementation services across the CRM products and technologies (both on-premises and SaaS-based)

■ Multiple business and technical domains into CX and CRM solutions, including but not limited to business consulting, social CRM, mobility and digital, customer information and analytics, master data management, and workflow and business process management

Based on these requirements, this analysis heavily weighted the ability of a service provider to bring a multidisciplinary approach to CRM business issues and consistently craft and deploy holistic solutions. Not to be overlooked, technology functions still play an important role; however, as those skills are closer to commoditization, we placed more weight to business-led, information-centric, mobility, social and analytic capabilities.

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Provider evaluation was based on:

■ Gartner analysts' interactions with enterprises, which reveal interest in specific CRM service providers

■ Vendor demonstration of depth and breadth of CRM service capabilities

■ The service provider's current and potential market impact, as measured by frequency of appearance on shortlists

■ Ability to provide consulting and solution implementation services (including program and project management) across multiple CRM software platforms (that is, Siebel, SAP CRM, Salesforce and Microsoft Dynamics CRM)

■ References from customers who completed surveys related to the provider's vision, competencies and outcomes on recent CX and CRM engagements

Evaluation Criteria

Ability to Execute

Gartner analysts evaluate service providers on the quality and efficacy of the processes, systems, methods or procedures that enable IT provider performance to be competitive, efficient and effective, and to positively impact revenue, retention and reputation. Ultimately, service providers are judged on their ability and success in capitalizing on their vision.

Product or Service: This criterion considers the core services offered by the provider that competes in the CX and CRM implementation service market. This criterion includes current service offerings as defined in the market definition and expressed by capacity, service definition, predefined assets, skills availability, breadth and depth of offering, and so forth. Subcategories include:

■ Assessment of services in key CX and CRM business skills for sales, marketing, e-commerce, cross-CRM, customer service and support, and broader CX services

■ Analysis of technical knowledge and skills

■ Assessment of a provider's ability to develop services to meet emerging market needs

Overall Viability: This criterion includes an assessment of the overall organization's financial health; the financial and practical success of the business unit; and the likelihood of the individual business unit to continue to invest in the service, continue offering the service, and advance the state of the art within the organization's portfolio of services.

Sales Execution/Pricing: This criterion evaluates the technology provider's capabilities in all presales activities and the structure that supports them. This includes solution visualization, deal

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management, pricing and negotiation, presales support, and the overall effectiveness of the sales channel.

Market Responsiveness/Record: This criterion considers the provider's ability to respond and adapt to changing competitive forces as opportunities develop, competitors act, customer needs evolve and market dynamics change. This criterion also considers the provider's history of responsiveness, revenue growth and the ability to quickly address changing requirements.

Customer Experience: This criterion considers:

■ Specific client feedback on the experience working with the CX and CRM service provider

■ A demonstrated ability to deliver on key metrics that drive the overall "client experience" when working with a CX and CRM service provider

Operations: This criterion evaluates the ability of the organization to meet its goals and commitments. Factors include the quality of the organizational structure, such as skills, experiences, programs, systems, global delivery model, automation of service delivery, and other vehicles, which enable the organization to operate effectively and efficiently on an ongoing basis. Subcategories include:

■ Organizational and business model

■ Applied use of methodologies

■ Global delivery model capabilities

Table 1. Ability to Execute Evaluation Criteria

Evaluation Criteria Weighting

Product or Service High

Overall Viability Low

Sales Execution/Pricing Low

Market Responsiveness/Record High

Marketing Execution Not Rated

Customer Experience High

Operations Medium

Source: Gartner (December 2015)

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Completeness of Vision

Gartner analysts evaluate service providers on their ability to convincingly articulate logical statements about current and future market direction, innovation, customer needs and competitive forces and how well they map to the Gartner position. Ultimately, service providers are rated on their understanding of how market forces can be exploited to create opportunity for the provider.

Market Understanding: This criterion evaluates the ability of the provider to understand buyers' needs and translate these needs into products and services. This includes both business and technology buyers across all CX and CRM domains. Vendors that show the highest degree of vision listen to and understand buyers' wants and needs, and they can shape or enhance those wants and needs with their added vision. Subcategories include:

■ The service provider's knowledge and articulation of key market direction and trends

■ The analysis of the service provider's executive leadership (including thought leadership, continuity, operational capabilities, and so forth)

Marketing Strategy: This criterion assesses the provider's clear CX and CRM implementation service marketing strategy, which should offer a differentiated set of messages consistently communicated across all clients and geographies. This will clearly specify targeted markets, solutions and differentiating characteristics. It also includes the effectiveness of marketing and sales initiatives.

Offering (Product) Strategy: This criterion assesses a technology provider's approach to solution development and delivery that emphasizes differentiation, functionality, methodology and feature set as they map to current and future requirements. Subcategories include:

■ The service provider's strategies for partnerships and alliances

■ Vision for creating new and/or additional CX and CRM business

■ Integration of multiple domains (business and technical) into implementation services

Vertical/Industry Strategy: This criterion evaluates the technology provider's strategy to direct resources, skills and offerings to meet the specific needs of individual market segments, including verticals.

Innovation: This criterion assesses the provider's direct, related, complementary and synergistic layouts of resources, expertise or capital for investment, consolidation, and defensive or pre- emptive purposes. Subcategories include:

■ Approach to CX design and development

■ Sustainable investment in proactive tools, methods and/or locations for CX and CRM solution development

■ CX and CRM solution development that addresses vertical or process-specific instances and integration of multiple competencies and disciplines

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Geographic Strategy: This criterion evaluates the technology provider's strategy to direct resources, skills and offerings to meet the specific needs of geographies outside the "home" or native geography, either directly or through partners, channels and subsidiaries, as appropriate for that geography and market.

Table 2. Completeness of Vision Evaluation Criteria

Evaluation Criteria Weighting

Market Understanding High

Marketing Strategy Medium

Sales Strategy Not Rated

Offering (Product) Strategy High

Business Model Not Rated

Vertical/Industry Strategy Medium

Innovation High

Geographic Strategy Medium

Source: Gartner (December 2015)

Quadrant Descriptions

Leaders

Leaders are performing well today, gaining traction and mind share in the market; they have a clear vision of market direction and are actively building competencies to sustain their leadership position in the market.

Challengers

Challengers execute well today for the portfolio of work selected, but they have a less-defined view of market direction. Consequently, these service providers may be the "up and comers" of the future, or they may not be aggressive and proactive enough in preparing for the future.

Visionaries

Visionaries articulate important market trends and directions. However, they may not be in a position to fully deliver and consistently execute. They may need to improve their optimization of service delivery.

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Niche Players

Niche Players focus on a particular segment of the market as defined by such characteristics as functional area (that is, sales, marketing or service), vertical industry, client size or project complexity. Their ability to execute is limited to those focus areas and, therefore, is assessed accordingly. Their ability to innovate may be affected by this narrow focus.

Context This year's Magic Quadrant analyzes the market for CX and CRM consulting and implementation services. The relative positioning of vendors in this Magic Quadrant is based on inclusion criteria and key criteria for evaluating the Ability to Execute and Completeness of Vision. Consulting and solution implementation projects require a blend of business, industry, technology, and project and program management skills that must align with your objectives, institutional and business culture, and employees. Do not simply select service providers in the Leaders quadrant. All selection processes are enterprise-specific; consequently, vendors in the Challengers, Visionaries or Niche Players quadrants may prove to be more appropriate for your requirements. Many smaller service providers not covered in this Magic Quadrant may be appropriate for your needs on smaller or regional-specific projects.

Market Overview

What Happened?

During the past few years, the market for stand-alone CRM applications has evolved — from deployment to enablement of core CRM software to integration of customer information into a 360- degree view of the customer — and now to omnichannel CX. The focus here is no longer on the CRM application itself; rather, the focus is on the transformation of how to interact with customers, partners and other parties to increase revenue and/or increase customer satisfaction. This requires the integration of a wide range of technologies and processes to break down barriers within the enterprise and outside the enterprise with customers, citizens, partners, employees and other constituencies to enable sharing of all relevant information and transparent interactions.

SaaS-based CRM implementations now exceed on-premises implementations led by Salesforce and Microsoft Dynamics CRM. SaaS or cloud-based CRM now accounts for almost half of the CRM software market, and it is growing more than 25% annually, which is more than twice the rate of on- premises CRM solutions (see "Market Share: All Software Markets, Worldwide, 2013"). This rapid shift from large on-premises CRM to SaaS is having a dramatic impact on application services. Service providers are faced with maintaining the revenue streams from large on-premises CRM as the transition to new multidimensional CRM solutions occurs. Therefore, while traditional on- premises CRM solutions will still be the core for most CRM service providers, to compete effectively, providers must also offer multidimensional solutions that involve SaaS, mobile, business

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process management, social CRM and customer analytics that are integrated around CRM information.

What's Happening?

CX and CRM consulting and implementation services global revenue is estimated to be a $33 billion market in 2015, with overall market growth about 10% from 2014. Growth is expected to decrease in the next several years as the market matures and grows.

Business executives have become the primary drivers for CRM solutions. They have become less tolerant of large-scale software implementations, and they are also looking to CRM solutions to drive revenue growth, improve customer satisfaction or lower costs. There has been a shift from the focus on large-scale CRM software deployments to a holistic view of the customer from an enterprise perspective. This focus has shifted the consulting and system integration efforts related to CRM from software deployment to how the customer information is integrated into the operational fabric of the enterprise and also the ability to enhance sales through improved decisions, marketing and self-service by customers. During the past three years, disruptive forces — such as social CRM, big data, mobility and cloud computing — have been catalysts to force organizations to architect their CX and CRM strategy and integrate sales, customer service and marketing components in a more holistic way that redefines front-office operations and also integrates these operations with existing back-office processes and systems. The onset of digital business has pulled the digital technologies of analytics, mobile and social into efforts to transform the front office. This transformation is focused on generating additional revenue from clients and also on improving the efficiency and effectiveness of interacting with customers, citizens, employees and other constituents.

The movement to voice of the customer (VoC) is the focus of much of the CX and CRM implementation services today. VoC is dependent on the pulling together of all the information about customers, interactions and transactions across all applications, business units and processes (for more information, see "MDM Is Critical to CRM Optimization"). This requires an information- architecture-centric approach that incorporates customer analytics disciplines, and it usually also requires mobile technologies to have this information available whenever and wherever employees and customers desire. The customer information integration effort is where the largest focus on the market is today and includes cross-CRM solutions that encompass master data management, VoC and customer analytics.

Finally, the early adopters within enterprises are now looking to leverage CRM technologies for competitive differentiation and are implementing full CX solutions. These solutions are often referred to as ominichannel CX and leverage the information integrated in the customer information base — built as part of the VoC — to apply the customer information to drive revenue from customers as a result of improved interactions and integrated operations. The focus on CX is to drive revenue and efficiencies through the VoC, along with CX process optimization, which requires the full stack of CX capabilities (see "The Eight Building Blocks of CRM: Overview"), including industry-specific consulting, business process consulting, prescriptive analytics and business process management (workflow optimization), along with all the skills needed in the earlier phases listed above. For more information, see "Use Gartner's CRM Application Functionality Starfish to Evaluate Your CRM Requirements."

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How to Use This Magic Quadrant

Selecting the right CX and CRM implementation service provider requires focused and deliberate evaluation. The market for CRM implementation services is maturing, but the ability to address complexity from business perspectives, as well as achieve complex technology integration, will be highly differentiating for the next few years. These factors have led providers to re-establish their CRM strategic focus, market strategies and competitive aims, forcing new approaches to differentiation and, thus, leading to changes in positions of providers included in the 2014 assessment.

While positions are helpful to understand the relative strengths and weaknesses, this research reflects providers whose focus is on CX and CRM implementation services that utilize a wide range of business and technology skills. Use this Magic Quadrant to help inform your thinking, recognizing, however, that Leaders — despite their position on the Magic Quadrant — may not be the right fit for your business. Gartner offers an array of IT sourcing life cycle research, insight, tools and templates to assist your decision making for simple or complex project needs.

Gartner Recommended Reading Some documents may not be available as part of your current Gartner subscription.

"How Markets and Vendors Are Evaluated in Gartner Magic Quadrants"

"The Elusive CRM Magic Quadrant"

"Competitive Landscape: CRM Service Providers, North America and Western Europe"

"Competitive Landscape: CRM Service Providers, Asia/Pacific"

"The Gartner CRM Vendor Guide, 2014"

"CRM Applications Deployed by Consultancies in 2012 Show Which Skills Are Prevalent"

"The Eight Building Blocks of CRM: Overview"

"Magic Quadrant for Customer Management Contact Center BPO"

Evaluation Criteria Definitions

Ability to Execute

Product/Service: Core goods and services offered by the vendor for the defined market. This includes current product/service capabilities, quality, feature sets, skills and so on, whether offered natively or through OEM agreements/partnerships as defined in the market definition and detailed in the subcriteria.

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Overall Viability: Viability includes an assessment of the overall organization's financial health, the financial and practical success of the business unit, and the likelihood that the individual business unit will continue investing in the product, will continue offering the product and will advance the state of the art within the organization's portfolio of products.

Sales Execution/Pricing: The vendor's capabilities in all presales activities and the structure that supports them. This includes deal management, pricing and negotiation, presales support, and the overall effectiveness of the sales channel.

Market Responsiveness/Record: Ability to respond, change direction, be flexible and achieve competitive success as opportunities develop, competitors act, customer needs evolve and market dynamics change. This criterion also considers the vendor's history of responsiveness.

Marketing Execution: The clarity, quality, creativity and efficacy of programs designed to deliver the organization's message to influence the market, promote the brand and business, increase awareness of the products, and establish a positive identification with the product/brand and organization in the minds of buyers. This "mind share" can be driven by a combination of publicity, promotional initiatives, thought leadership, word of mouth and sales activities.

Customer Experience: Relationships, products and services/programs that enable clients to be successful with the products evaluated. Specifically, this includes the ways customers receive technical support or account support. This can also include ancillary tools, customer support programs (and the quality thereof), availability of user groups, service-level agreements and so on.

Operations: The ability of the organization to meet its goals and commitments. Factors include the quality of the organizational structure, including skills, experiences, programs, systems and other vehicles that enable the organization to operate effectively and efficiently on an ongoing basis.

Completeness of Vision

Market Understanding: Ability of the vendor to understand buyers' wants and needs and to translate those into products and services. Vendors that show the highest degree of vision listen to and understand buyers' wants and needs, and can shape or enhance those with their added vision.

Marketing Strategy: A clear, differentiated set of messages consistently communicated throughout the organization and externalized through the website, advertising, customer programs and positioning statements.

Sales Strategy: The strategy for selling products that uses the appropriate network of direct and indirect sales, marketing, service, and communication affiliates that extend the scope and depth of market reach, skills, expertise, technologies, services and the customer base.

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Offering (Product) Strategy: The vendor's approach to product development and delivery that emphasizes differentiation, functionality, methodology and feature sets as they map to current and future requirements.

Business Model: The soundness and logic of the vendor's underlying business proposition.

Vertical/Industry Strategy: The vendor's strategy to direct resources, skills and offerings to meet the specific needs of individual market segments, including vertical markets.

Innovation: Direct, related, complementary and synergistic layouts of resources, expertise or capital for investment, consolidation, defensive or pre-emptive purposes.

Geographic Strategy: The vendor's strategy to direct resources, skills and offerings to meet the specific needs of geographies outside the "home" or native geography, either directly or through partners, channels and subsidiaries as appropriate for that geography and market.

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Market Definition/Description
Magic Quadrant

Vendor Strengths and Cautions

Accenture

Strengths
Cautions

Atos

Strengths
Cautions

BearingPoint

Strengths
Cautions

Business & Decision

Strengths
Cautions

Capgemini

Strengths
Cautions

Cognizant

Strengths
Cautions

Deloitte

Strengths
Cautions

HCL Technologies

Strengths
Cautions

Hewlett Packard Enterprise

Strengths
Cautions

IBM Global Business Services

Strengths
Cautions

Infosys

Strengths
Cautions

NTT Data

Strengths
Cautions

Strengths
Cautions

Strengths
Cautions

Salesforce Services

Strengths
Cautions

Tata Consultancy Services

Strengths
Cautions

Tech Mahindra

Strengths
Cautions

Wipro

Strengths
Cautions

Vendors Added and Dropped

Added
Dropped

Inclusion and Exclusion Criteria

Quantitative Criteria for This Magic Quadrant
Qualitative Criteria for This Magic Quadrant

Evaluation Criteria

Ability to Execute
Completeness of Vision
Quadrant Descriptions

Leaders
Challengers
Visionaries
Niche Players

Context
Market Overview

What Happened?
What's Happening?
How to Use This Magic Quadrant

Gartner Recommended Reading
List of Tables

Table 1. Ability to Execute Evaluation Criteria
Table 2. Completeness of Vision Evaluation Criteria

List of Figures

Figure 1. Magic Quadrant for CRM and Customer Experience Implementation Services, Worldwide