Author: Yugal Joshi

Consumer Packaged Goods (CPG) IT Services PEAK Matrix® Assessment 2024

Consumer Packaged Goods (CPG) IT Services

Despite economic uncertainties and margin pressures, Consumer Packaged Goods (CPG) enterprises are modernizing their IT systems across the entire value chain. These enterprises primarily focus on personalizing customer experience, streamlining supply chains, and emphasizing digital commerce using technologies such as AI/ML, cloud, IoT, and automation. Key priorities also involve fortifying data security, ensuring compliance, and automating manual processes to enhance overall efficiency. With widespread technology adoption, enterprises are increasingly leveraging digital strategies to enhance their competitive edge, increase operational efficiency, optimize processes, deliver personalized experiences to consumers, and drive growth.

Consumer Packaged Goods (CPG) IT Services PEAK Matrix® Assessment 2024

What is in this PEAK Matrix® Report

In this report, we assess 23 providers featured on the CPG IT Services PEAK Matrix®. Each provider profile offers a comprehensive picture of its service focus, key Intellectual Property (IP) / solutions, domain investments, and case studies.
 

Contents:

  • This report features detailed assessments, including strengths and limitations, of 23 providers that focus on IT transformation services in the CPG industry.

Scope

  • Industry: CPG
  • Geography: global
  • The assessment is based on Everest Group’s annual RFI process for the calendar year 2023, interactions with leading providers, client reference checks, and an ongoing analysis of the CPG IT services market

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Five Tactics for Technology Service Providers to Guard Profit Margins Against Generative AI Impact | Blog

Technology service providers are committing to gen AI-related benefits to clients without a clear path to realization, which will negatively impact their deal margins. Uncover five strategies providers can use to optimize the productivity benefits of gen AI without denting profit margins in this blog.

The notion that generative AI (gen AI) can negatively impact technology service providers’ profit margins is counterintuitive. Service providers have assumed leveraging gen AI would improve margins by amplifying productivity and efficiency. Unfortunately, this has not been the case.

Most technology service providers commit to delivering gen AI-driven productive gains to clients. However, they will struggle to achieve these benefits in the short term due to the highly contextual and probabilistic nature of gen AI tools and their niche impact on specific tasks. This is hard to guarantee in solutioning.

Consequently, service providers must adopt other methods to realize these productivity benefits. This often involves a combination of people and intellectual property (IP) assets that cannot be charged to clients, hurting near to mid-term profitability.

Let’s look at the following five options that CEOs and CFOs of technology service providers have to address this issue:

  1. Monetize generative AI assets: Service providers have struggled to monetize their IP and assets because they are mostly used as service enablers and differentiators. Clients do not perceive additional value and are not incentivized to pay for these assets. However, gen AI assets could change this trend. Investing in gen AI assets can significantly vary from weeks to months of effort. Monetizing these assets should go beyond implementation and support fees and focus on IP value. If service providers can demonstrate genuine value, clients will be willing to pay the cost through better service pricing, an innovation fund, or direct monetization
  2. Educate sales teams and clients about the realistic impact of generative AI: Sales teams often fear their competitors are moving faster than them. In this rush, they commit gen AI benefits to clients without involving the practice, solution, or delivery teams. Leaders should coach the sales team and engage with strategic clients to have realistic gen AI discussions. Providers should create gen AI literacy services that peel away the hype of eye-catching Big Tech productivity announcements about gen AI offerings. Educational initiatives can help moderate client expectations and limit margin erosion
  3. Transform deal-related enabling functions: Generative AI has significant potential for summarizing and querying knowledge repositories. Service providers already use it to enhance the sales function through requests for proposal (RFP) bots, translating documents, and understanding service level agreement (SLA) requirements and the nuances of client needs. Accelerating such initiatives across sales, pre-sales, delivery management, deal finance, and business reviews can lower deal-related costs and alleviate margin pressure from productivity commitments
  4. Identify the right clients: Service providers need to identify the right set of clients for committing and delivering gen AI productivity benefits. This crucial aspect of the puzzle is frequently overlooked. The selection process should be driven by data, the client’s AI maturity, and the nature of the relationship and services used. Choosing the right clients can increase providers’ margins in their gen AI service delivery adoption journey. These clients will be more supportive of letting specific units experiment with gen AI productivity benefits, provide realistic feedback, and set internal expectations
  5. Transform effort and pricing models: Service providers are struggling to transform their effort and pricing model in the wake of gen AI committed benefits. Providers continue to rely on traditional approaches mainly because they are uncertain about linking gen AI committed client benefits to effort and pricing to manage deal margins. However, this problem must be solved to prevent it from significantly denting profitability. Apparent solutions, such as delinking price from effort, value-based pricing, and outcome-based commercials, have not worked. Since clients are more accommodating to collaborate with providers in this journey, providers should reignite these conversations, educate procurement and vendor management offices, and refresh their solutioning playbooks

While account and delivery leaders are held financially accountable for managing margins, linking this specifically to gen AI-related commitments can backfire. Instead, the focus should be shifted upstream during deal bids, solutioning, and client engagement.

To share your experience and discuss the impact of generative AI on profit margins for technology service providers, contact [email protected] and [email protected].

Watch this webinar, The Generative AI Odyssey: A Year in Review and What’s Ahead in 2024, to hear our analysts discuss the hype vs. reality of generative AI, production-level use cases, and the future of this transformative technology.

Retail IT Services PEAK Matrix® Assessment 2024

Retail IT Services 

Despite unfavorable macroeconomic conditions, retail enterprises are strategically investing in IT modernization initiatives throughout their value chains. These enterprises are focusing on enhancing customer experience through AI and data analytics, optimizing supply chains with technologies such as IoT and automation, and integrating e-commerce seamlessly.

Their priorities also include strengthening data security, ensuring compliance, and automating manual processes for improved efficiency. Retailers are investing in IT transformations to adapt to market trends, employ data-driven decision-making, and gain a competitive edge through innovation. Recognizing the necessity of agility in a dynamic market, they plan to utilize cutting-edge technology solutions and platforms to promptly respond to evolving consumer preferences and emerging trends.

Retail IT Services

What is in this PEAK Matrix® Report

In this research, we present an assessment and detailed profiles of 24 service providers featured on the Retail IT Services PEAK Matrix®. Each provider profile provides a comprehensive picture of its service focus, key IP/solutions, domain investments, and case studies.

Contents:

  • This report features detailed assessments, including strengths and limitations, of 24 providers that focus on IT transformation services in the retail industry

Scope

  • Industry: retail
  • Geography: global
  • The assessment is based on Everest Group’s annual RFI process for calendar year 2023, interactions with leading service providers, client reference checks, and ongoing analysis of the retail IT services market

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AWS re:Invent: The Story Beyond Generative AI | Blog

While Generative Artificial Intelligence was a major focus at the recent Amazon Web Services (AWS) annual user conference in Las Vegas, other important themes stood out to our analyst team. These include an increased focus on partnerships, cost optimization, and new growth channels. Read on for our analysis of the trends to pay attention to from AWS re:Invent 2023.

Since attending AWS re:Invent from Nov. 27 to Dec. 1, we have been digesting the newer offerings, alliances, and strategic focus areas for AWS. This blog explores the top three themes we believe make their mark in the sea of announcements, initiatives, and even unspoken priorities.

Increased focus on the partner ecosystem

Much like prior years, a significant focus was put on the partner network, including service providers (global system integrators, niche system integrators, etc.), technology partners (large and small vendors), and others (e.g., resellers).

The AWS Marketplace witnessed significant changes to help partners that are already well supported. Many service providers demonstrated high-value client transformation case studies during keynote sessions, round tables, and in expo booths.

With the massive spectrum of service partners and their diverse wish lists, we firmly believe a key focus area for AWS should be improving the profitability of its AWS business. AWS needs to make it simple to use its many offerings, scale personnel training, and help build tools and intellectual property (IP).

AWS continuously assesses its partner program and the results shared were encouraging. However, with the market transitioning to Generative AI, the earlier approach of building partnerships based on core infrastructure will need to evolve.

We observed that clients want service partners to proactively have strong views on specific cloud vendors they should work with rather than be indecisive. To remain the preferred choice, AWS needs to continue engaging its service partners, especially with the newer demand for cloud services.

Nonetheless, AWS will need to work with service partners to strike a balance between being the primary cloud partner, which AWS wants, while maintaining the partner’s professed cloud agnosticism to ensure they both deliver client value.

Service providers’ industry expertise is another critical engagement area. This can explain why the event did not heavily emphasize the “industry cloud” because a large part of industry-centric development will be done in collaboration with service partners.

We believe the earlier witnessed “client ownership” friction between service partners and AWS is now resolved. However, as some service partners still raise this concern with us, AWS should address this issue through partner communication and stronger action.

Cost optimization at the center of all conversations

One notable feature of AWS re:Invent 2023 was the presence of a large number of financial operations (FinOps)-focused providers in the booths. While FinOps is not new and cost optimization has always been a CIO agenda, the sudden surge in their relevance can be attributed to the current macroeconomic situation and the frantic, unplanned post-COVID cloud adoption. As a result, most enterprises ended up having complex, hybrid cloud estates and a lack of visibility, leading to spiraling costs.

According to an Everest Group survey of 450 enterprises, 63% dedicate more than 7% of their cloud spend to FinOps as they are becoming more aware of the potential cost-saving available through investments in FinOps.

The FinOps space has become quite crowded with several specialists, global and regional system integrators, and technology providers, including AWS, offering these solutions. Enterprises currently have too many choices and identifying the right partner is difficult.

The provider type also varies by their offering within FinOps and typically can be categorized by: reseller, Reserved Instances (RI)/Savings plan (SP) management provider, consulting and managed services provider, visibility and recommendations provider, and end-to-end FinOps capability and offering provider.

Some of the specialist providers that caught our attention at the event include Alteryx, Archera, Aviatrix, CAST, Chronosphere, Cloudability, CloudFix, Cloudflare, CloudKeeper, CloudZero, Coralogix, DoiT, Finout, Flexera, Harness, Kubecost, LogicMonitor, Ollion, ProsperOps, Splunk, Stacklet, Ternary, Vantage, Vega, Virtasant, Xosphere, and Zesty.

Each enterprise should identify the right solution to meet its requirements. A few considerations to keep in mind when choosing a FinOps solution or service include the ability to manage environment complexity, the metrics and key performance indicators (KPIs) used to track progress, cross-team collaboration features, availability of skilled FinOps personnel, and the visibility and dashboarding quality.

Newer channels for growth acceleration

In the third quarter of 2023, AWS reported US$23.1 billion in revenue, up 12% year-on-year, but the growth rate was below the company’s typical historical increases in the mid-20 to low-30% range. The same trend is visible across its partner ecosystem, except for a few specialist players.

The growth rate of most global cloud system integrators has diminished by more than half compared to 2021 and 2022. Amid this slowdown, we sense an emphasis on identifying channels for growth acceleration within AWS and across its entire ecosystem partners.

Generative AI was the biggest growth bet and talking point for all attendees at the event. Almost every major announcement by AWS was around Generative AI. However, it’s worth noting that Generative AI has had little influence on the top line of hyperscalers, technology vendors, or system integrators.

Most Generative AI implementations are still in the proof of concept stage, with more than 90% of deal sizes being under US$1 million. AWS expects that many Large Language Models (LLMs) will require public cloud computing capacity and is pushing all its partners to drive enterprise adoption.

However, the founder of a leading Generative AI company at the event mentioned that while the potential is enormous, the shape and form of future adoption are completely uncertain. Interestingly, he suggested with the rapid rate AI models are evolving, LLMs might get replaced by something completely new in two years. While AWS and the entire ecosystem need to continue investing and exploring Generative AI use cases, placing big bets on it could be a risky short-term proposition.

Other Focus Areas at AWS re:Invent

If not for the emergence of Generative AI, industry cloud and complex workload migration to AWS would have dominated the event. These AWS industry cloud solutions had dedicated booths right at the center of the expo hall.

However, its impact was muted by limited announcements by AWS and the lack of a serious investment intent displayed. As suggested earlier, this could be due to AWS focusing the industry cloud narrative with service provider partners who have a better understanding of industries. The impression created by AWS at re:Invent in this area was low, making it appear the hyperscaler is taking a wait-and-see approach.

Another growth area AWS is expected to pursue is the migration of complex workloads, like mainframes, to its platform. It announced partnerships with a few system integrator partners and showcased its intent to help enterprises migrate.

With a significant portion of simple workloads already migrated to the cloud, complex workload migration could be the most stable growth potential for AWS in the next few years. AWS and its partners should double down on investments in this area.

Undeniably, AWS re:Invent 2023 turned out to be a delicate balancing act of strengthening the partnership network, investing in emerging innovation areas, maximizing client value, and ensuring cost optimization in the current macroeconomic environment. We would love to hear your observations from AWS re:Invent. To share your views or to discuss other details, please reach out to [email protected] or [email protected].

Learn more about the AWS services market, including trends, demand drivers, and key considerations for enterprises.

IT Cos’ Mfg Vertical Bucks Gloomy Global Scenario | In the News

The manufacturing vertical has turned out to be a saving grace for India’s top five information technology companies so far in the current financial year, as the export-driven IT sector witnesses headwinds of a global slowdown.

“TCS has invested meaningfully in the digital twin and overall digital services capabilities for this (manufacturing) sector, that is helping it engage clients,” said Yugal Joshi, Partner at Everest Group.

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Supply Chain Transformation Services for Retail and CPG PEAK Matrix® Assessment 2023

Supply Chain Transformation Services for Retail and CPG

In recent years, particularly after the pandemic, retail and Consumer Packaged Goods (CPG) enterprises have begun investing in supply chain transformation services. The global disruption emphasized the need for a flexible and resilient supply chain. These transformation services play a vital role in optimizing operations, aligning demand and supply, improving customer experiences, and enabling rapid responses to market changes.

In the aftermath of the pandemic, these services are essential for enterprises to navigate uncertainties, ensure business continuity, and meet evolving consumer demands. They also foster competitiveness and sustainability in an increasingly dynamic and unpredictable business environment.

Supply Chain Transformation Services for Retail and Cpg Peak Matrix® Assessment 2023

What is in this PEAK Matrix® Report

In this report, we assess 15 providers featured on the Supply Chain Transformation Services for Retail and CPG PEAK Matrix® 2023. Each profile provides a comprehensive picture of the provider’s service focus, key Intellectual Property (IP) / solutions, domain investments, and case studies. The study will enable buyers to choose the best-fit provider based on their sourcing considerations, while providers will be able to benchmark their performance against each other.
 

In this report, we provide:

  • Detailed assessments, including strengths and limitations, of 15 providers that focus on supply chain transformation services in the retail and CPG industry.

Scope:

  • Industry: retail and CPG
  • Geography: global
  • The assessment is based on Everest Group’s annual RFI process for the calendar year 2023, interactions with leading providers, client reference checks, and an ongoing analysis of the retail and CPG IT services market

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Striking the Right Chords: Composable Platforms to Orchestrate Supply Chain Platformization in the Retail and CPG Industry | Blog

Confronted with significant challenges in managing their supply chain due to fragmented software solutions and data silos, retail and consumer packaged goods (CPG) enterprises need unified platforms that support the demand for customization while maintaining agility. Learn about the benefits and components of composable platforms as well as the collaborative role ecosystem stakeholders can play to bring together the supply chain landscape in this blog.

Reach out for more information on this topic.

The retail and CPG industry supply chain is a complex web of suppliers, manufacturers, distributors, and retailers. Daily fluctuations in consumer demand patterns and the rapid growth of e-commerce and newer business models have further increased the intricacy.

Yet, half of the industry has not moved past using spreadsheets and custom-built discrete solutions to manage their operations. Based on an Everest Group study, almost 48% of retailers and consumer goods companies still track their supply chains using spreadsheets. While these solutions are powerful tools, they often lead to siloed data and disjointed processes, resulting in delays and poor supply chain visibility. Let’s explore these limitations and a better solution.

Fragmented supply chain software solutions

The supply chain is a core function not only in retail and CPG but a building block of the economic infrastructure for many other industries. However, no multi-billion-dollar end-to-end supply chain platform company exists like Salesforce in customer relationship management (CRM), Workday in Human Resources (HR), ServiceNow in IT service management (ITSM), and Oracle and SAP in Enterprise Resource Planning (ERP).

The application landscape is fragmented across different departments, such as transportation, warehousing, procurement, planning, and inventory management, with each having its own goals and limited alignment, leading to distinct silos.

Software providers also target these separate buying centers, resulting in various supply chain software categories having great diversity. Due to this heterogeneity and the lack of unified ownership, no comprehensive solution that covers the entire end-to-end supply chain is available.

Data silos across the value chain

The fragmented nature of the application landscape also creates data silos that pose significant challenges within the retail supply chain, hindering efficiency and inhibiting strategic decision-making.

According to our recent study, almost 83% of retailers struggle with data silos across various functions such as inventory management, procurement, logistics, and point of sale (POS) systems. This disconnected data landscape not only impedes supply chain visibility but also results in missed opportunities for cost savings and improved customer experience.

Need for customization

Customizing supply chain is a top demand for retail and CPG enterprises. Many companies have spent decades building software that uniquely fits their purposes.

Enterprises transforming their supply chain are either migrating or replicating these solutions to the cloud. However, they are finding out-of-the-box solutions such as Blue Yonder, SAP, Manhattan, and others do not fit the purpose in most cases. Roughly 30-50% of enterprises, even digitally mature ones, still need customization.

Moreover, the RCPG industry also requires workflow applications and other low-code applications to augment the day-to-day decision-making of different system stakeholders. For these reasons, a unified platform that supports customization while maintaining agility is crucial.

Target state of supply chain platformization

By integrating suppliers, manufacturers, distributors, and retailers on a unified platform, organizations can achieve end-to-end visibility, optimize inventory levels, reduce stockouts, and improve customer satisfaction. Real-time data analytics empower stakeholders to anticipate demand, optimize production schedules, and minimize waste.

This unified supply chain management platform should have the following five components:

  1. Orchestration – The platform should have end-to-end capabilities that not only orchestrate core business applications such as inventory management and supply chain planning but also value-add applications such as sustainability monitoring and supplier risk management, among others
  2. Composability – The platform architecture should be a composite structure of granular components interconnected by business logic and extensible as required. Components in composable platforms promote interoperability, allowing different components developed using various technologies or programming languages to work together seamlessly. This interoperability is typically achieved through standardized protocols, data formats, or communication mechanisms
  3. Scalability – The platform should be built on the cloud to provide scalability as the supply chain process scales up in volume and complexity. The platform should also have integration capabilities that support seamless data exchange and communication between on-premise systems and cloud services. This includes connectors, application programming interfaces (APIs), or middleware solutions that enable smooth data flow and interoperability between the different environments
  4. Unified data fabric – The traditional linear data value chain should be replaced by a collapsed one with structured and unstructured internal and external data all in one location. The platform should act as a single repository of all the supply chain data that is standardized and can be accessed in real-time
  5. Extendibility – The platform should provide the ability to extend existing applications as the business scales. It should have developer portals to build supply chain services/products and a marketplace for technology partners to integrate their solutions on the platform

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Consolidating the current fragmented supply chain platform landscape is no easy feat and requires collaboration by hyperscalers, data cloud vendors, and enterprise application providers. Some of the players to roll out collaborative initiatives include:

  • Blue Yonder, in partnership with Snowflake and Azure, is consolidating the majority of its solutions offerings on the Luminate platform
  • Microsoft launched its supply chain platform late last year, which aims to provide platformization building blocks across Azure, Dynamics 365, Microsoft Teams, and Power Platform

Technical debt prevents many large enterprises from undergoing supply chain platformization. Our analysis of supply chain investments by retail leaders indicates the end-to-end platformization journey needs to be iterative and not a big-bang transition. It also requires a balanced approach of adopting out-of-the-box applications and building composable applications from the ground up to fit the organizational context.

Everest Group will continue to follow the evolution in this space. To discuss composable platforms and other supply chain management trends in the retail and CPG industry, please reach out to [email protected] and [email protected].

Learn the key technology investment priorities for retail and CPG in our LinkedIn Live session, The Future of Retail and CPG: Balancing Economics, Efficiency & Experience.

Microsoft Dynamics 365 Services PEAK Matrix® Assessment 2023

Microsoft Dynamics 365 Services PEAK Matrix® Assessment

Small and midsize enterprises are increasingly adopting Microsoft Dynamics 365 to modernize their customer experience, finance, and operations. By implementing this solution, they gain end-to-end visibility across the supply chain while streamlining marketing and sales processes. On the other hand, large enterprises primarily adopt Microsoft Dynamics 365 to reinforce their core Enterprise Resource Planning (ERP) and Customer Experience (CX) systems.

Microsoft Dynamics 365 has established its position by seamlessly integrating with Microsoft Office 365 apps and third-party applications. Its market traction has significantly increased due to its lower Total Cost of Ownership (TCO) compared to close competitors and faster time-to-market as a Software-as-a-Service (SaaS) solution. To facilitate the adoption of Microsoft Dynamics 365 across complex existing portfolios, providers are investing in talent development and building robust accelerators that assist enterprises in their digital transformation journeys.

Microsoft Dynamics 365 Services

What is in this PEAK Matrix® Report

In this report, we assess 27 providers featured on the Microsoft Dynamics 365 Services PEAK Matrix® – and categorize them as Leaders, Major Contenders, and Aspirants based on their capabilities and offerings. Each profile provides a comprehensive picture of the provider’s service focus, key Intellectual Property (IP) / solutions, and domain investments.

In this PEAK Matrix® report, we provide:

  • Detailed assessments, including strengths and limitations, of 27 providers specializing in Microsoft Dynamics 365 services

Scope:

  • The assessment is based on Everest Group’s annual RFI process considering investments made until December 2022, interactions with leading Microsoft Dynamics 365 providers, client reference checks, and an ongoing analysis of the Microsoft Dynamics 365 services market
  • All industries and geographies

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What is the PEAK Matrix®?

The PEAK Matrix® provides an objective, data-driven assessment of service and technology providers based on their overall capability and market impact across different global services markets, classifying them into three categories: Leaders, Major Contenders, and Aspirants.

LEARN MORE ABOUT Top Service Providers

Zones Technology Forum (ZTF) 2023 | Event

Virtual event

Zones technology forum 2023

June 1, 2023

Join Everest Group’s Yugal Joshi for the opening keynote of the virtual conference, Zones Technology Forum 2023.

In the face of unrelenting macroeconomic scenarios facing companies, creating value and reducing costs is essential. Yugal Joshi will join other speakers to share thought leadership and discuss real-life case studies during his keynote to discuss what can be done and how companies can navigate tough scenarios.

Yugal Joshi
Partner, Everest Group
Deepak Purohit
Vice President, Advanced Solutions, Zones

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