War Looms in the On-demand CRM Market (and Beyond)—But Will You Profit from It?

Salesforce.com: On request in the request

Salesforce.com (NYSE: CRM), sometimes semi-officially indicated under the name of SFDC, came by far since presenting its service on request of the management of the rapport/du report/ratio of customer (CRM) in February 2000. Was one of the keys to its success that its principles of design of car of councils of software described for Salesforce.com 's as service (SaaS) - see what resembles the software the service?), which will be aimed as service in the remainder of the article.

By his annual report 2006, the service is conceived to be

* inexpensive and easy to use
* easy and rapid to be drawn aside
* personnalisable
* integrable with other applications of software
* useful for companies of all the sizes and all industries

All it is in theoretical contrast with the undeniable complexity of the deployment (and integration, and personalization, and the support, and the levelling.) of the not-adapted applications of the company of on-places, which was documented amply (and the nauseam of publicity) elsewhere. However, also see the software of the article like the service: Not without warnings.

Salesforce.com 'of the guiding principles of S ambitious, and mainly are successful, if its 2007 incomes (more than $700 million [of USD]) and running carried out of mark are something almost to go. Salesforce.com also raised its councils for the tax 2009 (end on January 31, 2008) with a range from $1.070 to $1.075 billion (of USD).

Add to this a user of 40 percent that the year of growth rate the year (the payment of the subscriptions rose from 393.000 to 646.000 of 2006 to 2007 only) and have you what seems to be a force imparable of nature. At July 31, 2008, with the customer of parameters of Salesforce.com for roughly 47.700 customers, including ABN AMRO, Dow Jones Newswires, post of Japan, Kaiser Permanent, KONE, Sprint Nextel, and banks of SunTrust.

Indeed (and perhaps ironically, because we will see later), the success of the product of Salesforce.com went a long way towards improving the credibility of on demande/de generally produces of SaaS and combination.

This 's partly because and of adapted CRM tend to adapt together like the hand and the glove, were this only by defect, since the traditional applications of on-places CRM suffer from a certain number of obstacles, of basic adoption of user and lack of access-everywhere-when chief among them.

As Salesforce.com explains in his annual report,

The prevalence of the Internet, with dramatic declines in the evaluation of the technology of the calculation and the bandwidth of the network, allowed a new generation of the calculation of the company in which the substantial components of IT the infrastructure can provisioned and being provided dynamically above the Internet on an exteriorized basis and likes the service.

Salesforce.com 'strategies of S for success

Naturally, there are reasons of Salesforce.com 'successes of S which exceed the idea from which the moment came. Without counting that to be one of first service returned to suppliers of CRM, Salesforce.com also provides to a ripe and full product, a hearth of primary education on the following functional fields:

* automation of the personnel of sale (SFA), under the mark Salesforce SFA
* management of rapport/de report/ratio of associated (PRM), under the networks of associated of Salesforce of mark
* automation of sale, under the marketing of Salesforce of mark
* automation of the service and support of the customers, under the service and the support of Salesforce of mark.

Salesforce.com also had success by aiming at the multiple market segments, via different from the editions of its service (last three presented during the tax 2007):

* Group edition (TEAM formerly the edition), which is aimed to up to five subscribers, and be aimed mainly at quickly raising the small companies and hand-of works who seek a basic solution of management of SFA and case, without advanced devices required by larger companies.
* The professional edition is aimed mainly to the average companies and large which need a total solution of CRM, but does not need some for the devices and most advanced administrative for possibilities for integration.

*

The edition of the company is great organizations envisaged with many divisions or departments.
*

The unlimited edition is the company 'edition described S completely, and includes the unlimited installations starting from the directory of Salesforce Appexchange (to be described soon), the personalization and the increased possibilities of the prolongation, the sand tank of Salesforce (which also will be described soon), the mobile of the apex, the support initially with the administration, and more storage capacity.
*

Networks of the associate were presented in mid-2006, and are also known like Salesforce PRM (mentioned above).
*

The edition of the OEM aims at the suppliers of the software to start and the suppliers independent established of the software (independent suppliers of software) who want to develop new requests on request (not necessarily CRM-related) for manner of material of manufacturer (OEM).

See http://www.salesforce.com/products/editions-pricing/feature-comparison/ for a more detailed breakdown of the various editions.

By supporting the platform like the service (PaaS) too

Then after having practically set the standard for requests on request for CRM, Salesforce.com more recently transformed incursions into kingdoms of a language on request for the platform and the programming.

Known as Force.com (and previously like the apex and, slightly muddling, like AppExchange, which are not the directory of Appexchange and the market of roughly 800 applications on request), the platform is announced because on request application-dividing the service. Although Force.com is new, the aspects of the platform had their roots in publicity 2003 of the Application Program Interface the api one for the sforce-year of Tempus-bond of orders of SaaS of the open source (api) which encouraged the possible suppliers to him independent of software to build on the platform.

In the theory, the platform gives lotisseurs and users an environment to establish and download economic applications. According to Salesforce.com,

The apex provides a complete entirety of the devices for companies of application of building there included/lain models and objects of the data to arrive of the data, an engine naturally of operation for the collaboration of the management of that of the data between the users, of a model of the user interface to handle forms and other interactions, and services of Web the api one for the access and integration according to the programs.

In practice, the platform provides an environment to the nature of the community for the technological innovation, but it also serves Salesforce.com rather well, whereas it constitutes a base not only to examine and deploy the third applications, but to also deploy services of application of Salesforce.com.

Moreover, the platform of Force.com is a rather astute viral tactic of the sale which further solidifies the viability of the applications adapted in perception from the customers. According to Salesforce.com, more than 125.000 applications and objects made on order were created, and more than 40.000 that AppExchange installs made.

The customers are not alone while being convinced. Thank you in the great part with the supplier 'success for S in the new base for the forg.ee of part, other purchases of suppliers also with the philosophy adapted with a revenge. In other words, Salesforce.com is mainly the architect of its own challenges (or of the fall, if the tastes of Microsoft have their way).

We will return to this thought in one minute, but to it with 's to be noted which in mid-2007, the supplier announced the availability of the edition of the platform of Salesforce, giving customers and suppliers independent of software the capacity to deploy the platform independently of Salesforce.com 'of the traditional applications of S.

See http://www./company/news-press/press-releases/2007/04/070423.jsp for more information on the edition of the platform of Salesforce.

On a final note, Salesforce.com little is not certainly presented to carry out occasional acquisitions in order to increase its functional copy of stage (although it is obvious that the supplier tries not to walk on grass of his additional suppliers of application of AppExchange). At the beginning of 2007, Salesforce.com acquired the contents of technologies with starting of Koral of supplier of management, while in 2006, it acquired the supplier of the software of Sendia of calculation held in the hand/mobile, and of Kieden, a supplier of software to order the marketing campaigns AdWords-based by Google.

Recently, Salesforce.com acquired InStranet, a supplier of the technology of the knowledge management (kilometer) for centers of the attention of telephone of business-with-consumer (B2C). This event deserves only one post of blog (research which at the bottom in the manner) due to the crucial importance of the tools of the kilometer and because of InStranet 'of the nature of on-places of S (which steals with respect to Salesforce.com 'incantation of software of aucuns of S).

Applicants with the throne on request

The success on the side, Salesforce.com is not without its share of dispute-or challengers.

The supplier himself identifies four segments of the current competitors:

* large suppliers of application of software of company, including Amdocs, Infor, Epicor, SAP, Oracle, etc
* suppliers of packed software of CRM, part of which centers of host centre of offer, such as FrontRange, group, dynamic CRM of Microsoft, and SugarCRM D 'Onyx (started from maintenance of Consona CRM), pivotal (which is had by the software of the CDC), wise
* service providers on request for the application of CRM such as Oracle CRM on request, companies of ByDesign, NetSuite from SAP, and in this moment
* large service providers of request of the company (asp), including British Telecom (BT) and IBM

The factor of the phase of Microsoft

The competition of Microsoft is not idea of each one the .of S of a good time (unless your name is Google or probably Oracle), more particularly because Microsoft can devote much more resources to the development, promotion, and the sale of its products which for example Salesforce.com (or no matter who differently for this matter). And although this allows the giant to answer more quickly than of others new technologies and the changes of the customer requires, Microsoft always arrived on the adapted scene of the force-well of CRM entirely only the dynamics of the reception associated with. 150 of Microsoft in roughly 30 countries is not to be at.* sneezed

However, when we came into contact with Salesforce.com, the supplier had this to propagate Microsoft dynamics 'housing of S of the associated one:

These associates however are very not successful on the scale of SaaS, and Salesforce.com always has a simple advantage owing to the fact that we are entirely devoted to the services which we provide, while Microsoft must fight to compete with Google, Oracle, SAP, Apple, startings of Internet, and to obtain his operation (OS) operating system. Microsoft also examined and did not buy large companies of Internet, such as Yahoo! , and in the place buys its own backs of the actions in order to support it upwards.

* Gesundheit.

Always, the greatest threat for Salesforce.com 'supremacy on request for S CRM could be come in July 2007, when Microsoft gave a blow-of-foot far to the healthy program early associate-carried outside access from the customer for dynamics CRM of the phase of Microsoft (recently retitr. like dynamics CRM from Microsoft on the line), like information on the product and of the evaluation for the new service on request. We should note here that Microsoft officially launched on the line dynamics CRM in April 2008, just five months ago.

The service uses the same base of the code as the versions of on-places (and associate-adapted) of dynamics CRM from Microsoft, and is available in a range of the offers of the service:

1.

Full-continuation in line CRM of the offers of the professional of dynamics CRM from Microsoft by Microsoft Outlook and of the customers of the navigator, a course of personnalisable of operation actuated by the base of of Windows (WF), and the rich possibility course of operation of configuration and extensibility.
2.

Professional on the line of dynamics CRM from Microsoft more of the possibilities of offers of the occupational product as well as the remote synchronization of the data.

With the professional on the line of dynamics CRM from Microsoft to more the price indicated to $59.00 per user per month has (and to $44.00 per user per month towards the end of 2008), while the occupational edition has the price indicated to $39.00 per user per month, Microsoft of of the 'prices of S seem at least 30 percent cheaper than the equivalent edition of Salesforce.com. (All prices in USD.)

Salesforce.com affirms that there is no equivalent version really, since dynamics on the line is English only and has a copy of functional basic stage of SFA. That does not function supposedly with the base naturally of the operation always, and it has few points of integration and no example of important success. To put this in the context, Microsoft launched its CRM offering in 2002 (completely late for launching on the market) and to him since really only released one or two full versions of news. This slow stage is compared with the companies of the Internet such as Salesforce.com. For more context, Salesforce.com had less than 72.000 users when Microsoft CRM was launched the first time. Salesforce.com have now more than 1.2 million users (payment), while Microsoft still does not release its numbers of truths.

Moreover, Microsoft announced its first update of service in September 2008, and the plan is of launching two to three updates of service per annum. With the online service of dynamics CRM, the associates in the ecosystem of dynamics CRM from Microsoft develop and deploy solutions by the three options of the deployment: 1) of the line of phase/en (on request), the 2) on-places, and 3) the model associate-adapted (such a choice is certainly not a device of Salesforce.com).

To other diff.rentiateurs (for example, of Salesforce.com) are concerned, for the income in the new ones of the line models phase/en, associates are compensated on a periodic basis, not on a disposable basis: each year they receive 10 percent of the annual income of the subscription of SaaS for each customer for whom they are the associate of the disc.

However, Microsoft still did not develop the true counterparts offering to Salesforce.com 'directory of S Appexchange of the third applications on request. To be right, Microsoft launched specific beta of Microsoft, which is a market in conformity with the nature of the community so that the customers of Microsoft find the software and the services. With the place narrowly of the concentration on CRM, the point of pin satisfied to all the needs for management software of company and service. We should still note that this version is in beta release, with more functionality coming soon.

Dynamics CRM from Microsoft on the line is based on the release of dynamics CRM 4.0, entirely a platform of Microsoft of request of the multi-tenant who supports deployments in the environments of on-places, the environments associate-adapted, and via the new online service of dynamics CRM from Microsoft. For nitpick, entirely multi-tenant who the limit cannot be correct, since the multi-tenant wants to say that all the customers use the same version very. It is not a possibility with various models of deployment. Which Microsoft has fact allows the multiple customers to divide the same pile in some situations.

Before developing a true architecture of multi-tenant, Microsoft offered to adapt to options for associates and the customers via an option of the licensing agreement of the service provider (SPLA), by whom the associates could buy Microsoft dynamics CRM above has by the user by the base of the month and then resell it with the ultimate consumers like the adapted application.

According to Microsoft, the configuration of the application completely with offers of service on the line of dynamics CRM from Microsoft possibility-and thus (as well as of on-places and the offers associate-adapted), Microsoft hopes to offer the true power and of signicatif choice to the customers and to the associates. Dynamics CRM from Microsoft has currently more than 15.500 customers and more than 750.000 users.

Always, Salesforce.com affirms that this number is used only in the aspects and interviews promotional press, but cannot be validated since Microsoft does not indicate these figures publicly. Moreover, even if it had numbers on this scale, this does not include the use. Microsoft can throw in the seats of CRM for the customers who have or to have used it not really, whereas the companies of SaaS as Salesforce.com know the exact use, since they charge with the fees of the subscription on this basis.

We will have to wait and to see how much simple it could be so that the customers commutate simply the model of the deployment of the other, but the idea of the resound choice certainly with customers. Dynamics CRM from Microsoft is already one of the applications of CRM more to the rapid growth on the market (to roughly 100 percent of annual growth, and with [supposedly] 85.000 new seats in only one quarter of 2007) and an inexpensive version of SaaS will not do anything but will accelerate this growth and will make the pressure increased on competition.

Salesforce.com and dynamic CRM of Microsoft head to head

It should indicate that Salesforce.com provides the value that Microsoft is not likely to be able to compete with any time soon, in particular the companies of the intermediate and large size of the user, and also when you consider the ecosystem of Salesforce.com, the width of his continuation of CRM (SFA, service and support, sale, and PRM), and its possibilities of int�gration/de personalization.

Certainly, Microsoft will be with the compartment to be carried out entirely on its broader Microsoft of line vision and its initiatives of phase/en of the market of the solutions, although the b.h.moth successfully has the astonishing track records in terms of transitioning its business during the architectural important cycles and of the inflection of the point, like the pilot summer with the client/server calculators, via the architecture and of the services of the Web Internet-based, and of the maintenance with Web 2.0.

What could be different today, although, i.e. on request for model/SaaS requires a way of thinking service-based the holistic domination in all the organization (and channel).

And in spite of its installed base and detailing world with the added-value (variety) and been dependent on independent of supplier of the software to be sold, execution, and the reception, Microsoft were up to now mainly a company of product. Consequently, while the higher execs of Microsoft are clearly on board with Microsoft of phase, it remains to be seen whether this became exhausted drop by drop at the bottom with those facing the customer.

Consequently, some observers of the market of the of the 'forecasts of beginning of the end for Salesforce.com (which has a first significant advantage of beginner) are certainly exaggerate-with minors in so far as the lotus WordPerfect-type of 1-2-3- or transfers is concerned.

After all, Salesforce.com has a mark which it is technologically easier to be protected than. And as long as Salesforce.com is perceived because the mark on request for CRM of best quality, it will obtain its right of market share (and probably more), and it can concentrate on new functional fields and vertical solutions.

Microsoft, on the one hand, bets that the metaphor all-too-familiar of Microsoft Outlook will encourage the adoption of its offers of CRM, and him 's true that it will help to attenuate traditional complaints about the complexity of the products of CRM. In other words, the alignment of the experiment of the user between CRM, email, calendar, evaluations, and OS will make users of each one more productive by the unit of totality, but this always will not eclipse necessarily similar qualities of the offer of Salesforce.com CRM.

After all, even if we all use innumerable periods of the prospects per day, us also (as often) let to us seek information by using Google or Yahoo! , alarms of control of the operation of ticker and the instantaneous news at Bloomberg.com, the store with eBay or Amazon.com, or the network socially at Facebook or LinkedIn, which all are familiarized of metaphors almost also with the users, and who are share-and-parcel of Salesforce.com. Moreover, the prospects, although a familiar metaphor, are not necessarily an ideal experiment of CRM, because they to establish the contact with-are focused (in opposition to the account, the occasion, the channel, or service-and-support-focused).

The product of Salesforce.com has an excellent graph of user interface (GUI), a simple design, and intuitive navigation (with the recently additional popovers of mouse for quickly, click on-less the details of the event and the edition), and offers a certain number of dynamic doors or dynamic instrument panels. These interactive and dynamic doors act as simple of aggregation for the multiple food of the data, and have a principal database which they use to connect the information of this food.

Moreover, the ideal assistance for such doors is badly �t�e useful by current applications of standard office, since the need for users such with rapid access with the transmitters of disparate information (in a manner the aggregate in a simple place ordered) those they cannot agree the hour (which is sometimes excessive) to open an resource-intensive application and to seek the information which they have the need.

Profitability is with an enormous premium in these products, while for all the fanatics of the prospects, there should be a certain number of additional offers of Appexchange which provide this metaphor. Consequently, coke against the choice of Pepsi has will be rather the results of dynamics CRM from Microsoft against the duel of Salesforce CRM (or MSN against the war of the Search Engine of Google for this matter too), rather than the pure transfer of a competitor.
However, once Microsoft starts to deliver on its own strategy of company of SaaS (under line of phase/en the nickname), Salesforce.com will start to face the kind of competition which it did not examine the front one. In fact, the choice will be one hangs that the customers will most certainly like, and Salesforce.com (or NetSuite) not so much.

With the difference of Salesforce.com, which produces subscriptions of income only of CRM SaaS, Microsoft does not maintain all its egg in a basket (C. - with-D., it is not based on a simple source of revenue). As Salesforce.com itself concedes,

Many companies invested the substantial personnel and the financial resources to integrate the traditional software of the company into their companies, and can be thus little presented or little presented to emigrate with a service on request for the application. Moreover, some companies can be little presented or little presented to use services on request for the application because they have the concern about the risks related to the possibilities of safety, inter alia, of the model of the delivery of technology related to these services. If the companies do not perceive the advantages of the services on request for the application, then the market for these services cannot develop a totality, or it can develop more slowly than one would hope, one or the other whose appreciably results of operation would compromise.

Microsoft, on the one hand, described the strategy of the voyage-with-market external with its ecosystem of associate, by whom on-places of sale of then associated, of the phase/on request, or associated adapted them. Salesforce.com maintains that the key here is connection with customers. By distributing its eggs, Microsoft loses the direct connection which it has with customers, just like the companies of the product of the client/du waiter made. Salesforce.com believes that it is its larger weapon of competition, because it allows the supplier to concentrate rather on the success of the customer that on the release of a product.

Where Salesforce.com could indeed start to judge that the theequal in the shortest limitation in terms of pressures of the prices, since the customers will start more and more to ask the supplier to justify his sometimes exorbitant prices of subscription. To put this from the point of view, a more advanced service of the beginnings of Salesforce CRM typically with $69.00 with the user per month, which, with a certain number of additions of Appexchange (20 males or thus per additional application) can even approach $200.00 per user per month.

In the comparison 'interest of S, Oracle Siebel CRM starts on request with $70.00 with the user per month, the companies of ByDesign from SAP are $150.00 per user per month (however for a copy of stage much more largely than only functional CRM), and even the open-source the professional of SugarCRM based is on request with $40.00 per user per month. Since Microsoft can allow itself to be a product of call of call (with the need) and to absorb the financial shock to move will upfront the identification of the income to the deferred monthly income, its strategy of evaluation is aggressive (to put it moderately), because it releases the evaluation practically service on request for CRM on the market. (All prices in USD.)

Moreover, if you must also explain costs of integration to the existing applications of in back-office of on-places, it can be difficult to justify every five years of cost of property (burn-up of operation) of the model of SaaS, in particular when your alternative is a system of on-places packed upwards with a package of application software.

Completely naturally, Salesforce.com takes the position which its product is higher than dynamics CRM from Microsoft, but you must take that with a grain of salt. The product of dynamics CRM wrote a long way since its initial launching behind in 2002 (always see that the landscape of paintings CRM from Microsoft has above recently it. from .nature the landscape of the economic applications) and the increasing pains of the first release. In fact, Microsoft seems to have nailed a great combination of the functional and technical possibilities with the fourth principal release. For more information on the product, to see the nimble ditches of the supplier of the ERP an alliance of dynamics CRM from Microsoft for, well, its own solution of CRM (part II) and him 's about the process (or of the capacity to be sensitive) - part I.

While it does not have still to offer much in terms of possibilities of PRM (compared with Salesforce.com), the continuation of dynamics CRM of. S SFA, service and support of Microsoft, and the possibilities of automation of sale reached an important level of maturity. The blue association of. roads of PRM is like the addition of Appexchange for dynamics CRM from Microsoft.
Moreover, the product was written in the last technology of Microsoft (the ordered code of .NET with any noise favour-see Enablement of the code of Microsoft .NET-managed: The examples and the challenges) and just with him in all the necessary ones and popular technologies of Microsoft, such as Microsoft Office, Microsoft mark on the rack the edition of the PC, Windows Mobile, the contents of waiter with the management of Microsoft, and Microsoft MapPoint. Warning: Microsoft has several variations of .NET, and these products are thus not all on the same version.

Microsoft functions feverishly on the end of support at the end of the process of CRM close integrating (by the waiter of Microsoft SharePoint and other products of the intergiciel) the products of dynamics CRM with, for example, the prospects, waiter of Microsoft BizTalk, Microsoft exchange, instantaneous research, and Microsoft Office, to stimulate tightened integration, internal collaboration around the customer and, later, to support the communities of the customer outside.

Recommendations of user

More choice can only be one good thing for the possible and existing customers. The customers of prospect should not obtain still hung up again on lathes of semantics and the sale of the supplier, but should rather look at their needs for CRM like element of a strategy of long life, where the decision so to go above for on-places, the adapted simple-tenant or the mode (on request) of the deployment of the multi-tenant of SaaS perspires.

After the identification which parts of the companies can be well �t�es useful by SaaS or applications on request, those should be ordered partly insulation of operation to examine the devices rather quickly and to identify the possible straws.

Generally, CRM spreading solutions is implied much more than the decision approximately so to be on request or not, and it starts with a strong vision of CRM which should help the articulate of the organization the ideal customer to examine (why naps doing this with us? How can we become more adapted to the requirements of customer? ).

The executive property, the internal motivation, validation of customer, differentiated the offer, and the proposal for a value of core to the customers are the key components of an irresistible vision of CRM. Once the vision of CRM is defined, the organization must undertake stages towards the formulation and carrying out a strategy of CRM, such as identifying the metric main thing one, auditant the targets .achievement, analyzing it. customers spend and of the preferences, and the creation of a strategy of the segmentation (C. - with-D., transforming the base of users into capital).

The critical stages to improve the experiment of the customer require to fix problems of customer immediately, integrating all the memories of the customer of the data of the customer and (of positive) the communications, construction, and to maintain too many the happy employees.

Consequently, without counting this functions and checklists necessary of the devices, suppliers of the conflict if the exhiber an important help of experiment the Master of the company of the user his customers 'experiment (for example, collecting feedback, and the refining and the action on top) and instilling the direction of the collaboration of the high organization. This includes the shifts of the organization and behavioral to provide a better experiment of customer, by having a simple source of truth of customer, of management naturally of operation, measurements of email, management of the document, and similar technologies of support.

Of suppliers 'related on the personnel or integration should also show the expertise while the definition and by automating the processes of the companies what would owe reengineered to be customer-exchange and to provide the proposal for a greater value.

You should not try to automate defective processes; on the one hand, you should without interruption re-examine processes and the hearth on high-touches interactions of customer. The reports/ratios/reports/ratios soft and intuitive and the manner of instrument panel to direct and metric CRM (and success) go from.

The small one and of the intermediate size undertaken (although much puts in customers of reference of dynamics CRM with more than 1.000 user was noted), in particular those use of the applications of in back-office of the dynamics of Microsoft and the smallest organizations who already standardized on the technology of Microsoft and which have the moderately complex needs for product of CRM (C. - with-D., SFA, the automation of marketing, and branches of activity with the customers) should react frankly to this news. They should evaluate functional improvements of CRM like a way of adding the value to their existing applications and should envisage to add the functionality announced to their list of conditions, in order to fix the value in terms of two economies and increased the effectiveness.

The addition of dynamics CRM in these environments Microsoft-exchange on top carries the relatively low burden of the resource the department, which can still be still attenuated with the release on the line.

However, because of the immaturity of the relative product and the multinationals of the combination of nascence (C. - with-D., with a character set of double-byte, possibilities of multidevise, a documentation of accompaniment, etc) of large could want to consider other products of CRM until 2009 in the rest of the world. In July 2008, Microsoft announced eight dynamics CRM, accelerators of solution including/understanding/given arrangement/course of operation, operations, and of localization, which should help in certain sectors. Always, the online version supports only English, whereas the child of the same parents of on-places east in 25 languages.

The customers on request should check and observe how the line of phase/en (on request) of other technologies of Microsoft became, and if and how it affects integration with dynamics CRM on the line.

Moreover, the companies which have needs for integration independently of the environment of Microsoft, or which have matter complex matter practices of the companies of performances of service of PRM and call-center, or which need the advanced functions of CRM such as the configuration of the product, of, personalization and the optimization knowledge management of the rapport/du report/ratio, will have to look at offers more sophisticated for the moment. These offers, in much of the case, could be associates of dynamics CRM from Microsoft.

Microsoft did not gather good-of-multiply sufficiently Appexchange of at the community on the market of the economic application of the level of the company (although the point of pin can change this equation into bottom in the manner), as for the management in an encouraging way of company (EIM), channel management/PRM and configuration of the produit/de quote-with-order (Q2O). On the one hand, Salesforce.com 'ecosystem of S must prove that much plus viable and it famous good-of-multiply the applications what can support the very large company condition-and the supplier must also reassure it the organizations what can simply 'd.barasser of T their applications of the legacy of on-places to the fall of a hat.