Salesforce CEO Marc Benioff described Facebook as the "new cigarettes" in a recent appearance on the TV show CBS This Morning and called for the U.S. to adopt a national privacy law like the GDPR, which just went into effect in Europe. "Maybe this is a time where the government has to step in and regulate not just that product but really our industry," Benioff said, referring to Facebook.

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

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

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

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

Vendors have a better shot at closing deals for large-scale B2B software purchases when they are upfront and honest about the quality of their products, a new study suggests. There is a bit of a trust gap between what is promised in negotiations for these deals and what actually is provided, indicates the poll of more than 650 technology vendors and buyers.

Companies that aim to upsell their existing customers should develop a hybrid message that reinforces their existing relationships while providing an incentive to break the status quo, suggests a new study. Corporate Visions previously has commissioned studies on how to shake prospective customers' status quo bias to persuade them to consider your products or services.

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

Worldwide CRM software revenues totaled $39.5 billion in 2017, eclipsing DBMS, the former market leader. DBMS had worldwide revenues of $36.8 billion last year, and it "has been the biggest software segment for years, noted Julian Poulter, research director at Gartner. CRM software will be the fastest-growing software market in 2018, with a growth rate of 16 percent, Gartner predicted.

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

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

Sales people and their managers should be celebrating the economic gains of the last few years but for many of them the gains may be illusory. Sixty-three percent of sales reps made quota in 2012, but five years later -- despite an improving economy -- that number dropped to 53 percent, according to CSO Insights' continuing research, which stretches over more than two decades.

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

Anyone who has attempted to adopt Salesforce cloud solutions in an enterprise environment knows that it may not be as easy as expected because of the additional effort typically required to integrate data sources. This is a common problem that has plagued the enterprise application industry since its inception. In fact, it spawned an entire subsegment of integration vendors and service providers.

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

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

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

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

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

Enterprises have begun overhauling the way they handle customer experiences, suggested Gene Alvarez, managing vice president at Gartner, at the firm's customer experience event in Tokyo earlier this week. Twenty percent of brands will abandon their mobile apps by 2019, he predicted, choosing consumer messaging apps such as Facebook Messenger and WeChat instead.

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

Broken corporate processes have been contributing to negative customer experiences, a recent survey suggests. One thousand employees in U.S. companies with a workforce of 500 or more who work on a computer or mobile device for more than five hours a day responded to the online survey conducted by Nintex. Overall, 54 percent observed broken administrative processes within their organization.

One of CRM's overlooked benefits, accrued over many years, is its influence on business processes. Twenty or so years ago, front-office business processes were simplistic, due in part to the lack of technology support. For example, business leaders might have wanted to peer into a sales process to better incentivize sales reps, but rarely did so because it required a lot of data.

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

As Amazon sets consumer expectations for rapid delivery to the home, companies in nearly every industry have been recognizing that they must move to the cloud to keep pace. This means revamping their transportation and logistics systems to meet their customers' escalating delivery expectations. These rising demands have been fueling the growth of a new generation of cloud-based, SaaS solutions.

Companies are run by people. Some do a great job of putting the customer first and growing, which ultimately rewards investors. Others don't. Some first focus on investors and numbers, simply not caring about or taking care of the customer. That approach can have a serious and long-term negative impact on the company. Following are several examples of what some companies are doing right and wrong.

"We're seeing a digital transformation take place, where companies are moving their contact centers to the cloud," noted Dan Burkland, president of Five9. "There are two key criteria for a contact center -- there's the CRM and the contact center infrastructure, and those two really go hand-in-hand. You bring a call, chat, text or email into the center, and you have to look for an agent who's available and properly skilled to handle such an interaction."

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

SAP has agreed to acquire Callidus Software for about $2.4 billion to improve back-office to front-office links. The transaction is expected to close in Q2 2018, subject to shareholder and regulatory approval and other customary closing conditions. SAP will get Callidus Software's CallidusCloud, which offers a full suite of sales performance management and configure-price-quote solutions.

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