forrester wave b2b 2051606

8/11/2019 Forrester Wave b2b 2051606

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Forrester Research, Inc., 60 Acorn Park Drive, Cambridge, MA 02140 USATel: +1 617.613.6000 | Fax: +1 617.613.5000 | www.forrester.com

The Forrester Wave: B2B CommerceSuites, Q4 2013by Peter Sheldon and Andy Hoar, October 7, 2013

For: eBusiness &

Channel Strategy

Professionals

KEY TAKEAWAYS

B2B Commerce Vendors Dont Just Provide Basic Functionality; They

Enhance Commerce Capabilities

odaysdynamicmarketplaceisdrivingB2BeBusinessproessionalstolookatalternativestopointsolutionsandnichevendors.Playersinthemarkettodayofferintegrated

technologystacks,eaturerichAPIs,andendtoendeCommercecapabilitiesaimedat

servingdiversecustomersegmentsbothbrowsingandbuyingacrossmultipletouchpoints.

The B2B Commerce Suite Market Is Growing As eBusiness Professionals

Look For Partners In The Process

TeB2Bcommercesuitemarketisexpanding;moreeBusinessproessionalssee

eCommerceasawaytoaddresskeystrategicbusinesschallenges.odayseBusiness

proessionalsarelookingtoB2Bcommercesuitevendorstobestrategicpartnersthat

canbeinvolvedinallaspectsoacquiring,servicing,andretainingonlineandoffline

B2Bcustomers.

B2B-Specific Feature Sets And Back-End Tools Are Differentiators In The

B2B Commerce Suites Market

Aslegacytechnologybecomesoutdatedandlesseffective,improvedB2Bspecific

eaturesandbackendtoolsdictatewhichprovidersleadthepack.Vendorsthatprovide

complexpricingandcustomizationcapabilitiesalongwithstrongOMS,WCM,and

PCMunctionalitywillcontinuetopositionthemselvesastheleadersinthespace.
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2013, Forrester Research, Inc. All rights reserved. Unauthorized reproduction is strictly prohibited. Information is based on best available

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and Total Economic Impact are trademarks of Forrester Research, Inc. All other trademarks are the property of their respective companies. To

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FOREBUSINESS&CHANNELSTRATEGYPROFESSIONALS OCTOBER7,2013

The Forrester Wave: B2B Commerce Suites, Q4 2013TheBigThreeLeadThePack,ButSeveralEmergingPlayersTrailCloselyBehind

byPeterSheldonandAndyHoar

withZiaDaniellWigderandLilyVaron

WHY READ THIS REPORT

InForresters66criteriaevaluationoB2Bcommercesuitevendors,weidentifiedthesevenmost

significantprovidersinthecategorycommerceserver.net,hybris(anSAPcompany),IBM,Insite

Sofware,Intershop,NetSuite,andOracleCommerceandresearched,analyzed,andscoredthemin

threeareas:currentoffering,strategy,andmarketpresence.Tisreportdetailsourfindingsabouthow

welleachvendorulfillsourcriteriaandwheretheystandinrelationtoeachothertohelpeBusinessand

channelstrategyproessionalsselecttherightpartnerortheirB2Bmultichannelcommercesolution.

TableOfContents

2 Companies Must Deliver The B2C-Like

Experience B2B Customers Demand

OpportunityHasDrivenAcquisitionsAnd

AttractedNewEntrantsIntoTheB2BSpace

6 B2B Commerce Suite Evaluation Overview

HowOurEvaluationsOfB2BCommerceSuites

DifferFromB2C

OurEvaluationCoversARangeOfSolutionTypesFromLicensedToSaaS

HowTheCriteriaAreOrganized

VendorSelectionCriteria

11 The Results: The Big Three Lead The Pack,

With Others Close Behind

15Vendor Profiles

Leaders

StrongPerformers

Contenders

18 Supplemental Material

Notes&Resources

Forresterconductedlab-basedevaluations

inApril2013andinterviewedsevenvendor

companies:commerceserver.net,hybris

(anSAPcompany),IBM,InsiteSoftware,

Intershop,NetSuite,andOracleCommerce.

RelatedResearchDocuments

CommerceTechnologyInvestmentAnd

PlatformTrends2013

July25,2013

BuildingAWorld-ClassB2BeCommerce

Business

January7,2013

TheForresterWave:B2CCommerce

Suites,Q32012

September24,2012
http://www.forrester.com/go?objectid=BIO2684http://www.forrester.com/go?objectid=BIO2730http://www.forrester.com/go?objectid=BIO2289http:///reader/full/commerceserver.nethttp:///reader/full/commerceserver.nethttp://www.forrester.com/go?objectid=RES99782http://www.forrester.com/go?objectid=RES99782http://www.forrester.com/go?objectid=RES89642http://www.forrester.com/go?objectid=RES89642http://www.forrester.com/go?objectid=RES80141http://www.forrester.com/go?objectid=RES80141http:///reader/full/commerceserver.nethttp:///reader/full/commerceserver.nethttp://www.forrester.com/go?objectid=BIO2289http://www.forrester.com/go?objectid=BIO2730http://www.forrester.com/go?objectid=BIO2684http://www.forrester.com/go?objectid=RES80141http://www.forrester.com/go?objectid=RES80141http://www.forrester.com/go?objectid=RES89642http://www.forrester.com/go?objectid=RES89642http://www.forrester.com/go?objectid=RES99782http://www.forrester.com/go?objectid=RES99782http://www.forrester.com/


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FOR EBUSINESS & CHANNEL STRATEGY PROFESSIONALS

The Forrester Wave: B2B Commerce Suites, Q4 2013 2

2013, Forrester Research, Inc. Reproduction Prohibited October 7, 2013

COMPANIES MUST DELIVER THE B2C-LIKE EXPERIENCE B2B CUSTOMERS

DEMAND

Bytheendo2013,B2BeCommerceintheUSalonewillbea$559billionmarket(seeFigure

11).Butdespitebeingovertwicethesizeothe$252billionUSB2CeCommercemarket,theB2B

eCommercemarketisarlessmature.Inact,mostB2BeCommercecompaniestrailarbehindthe

averageB2CeCommercecompanyintermsotherobustnessotheonlineexperiencetheyoffer

(seeFigure12).

However,B2BeCommercecompaniesarenowinvestingsignificantresourcestoclosethegap.

Forresterhasobservedovertheyearsthatcompaniesspend,onaverage,about4%oonlinerevenue

oneCommercetechnologyinrastructure.1Inact,inarecentquarterlyForrestersurveyoB2B

eCommerceexecutives,ForresteroundthatthemeantechnologyspendingoB2Bcompanies

(inclusiveoapplicenses,ees,andresources)totaled4.6%oonlinerevenue.2NotonlyareB2B

customersdemandingaworldclassexperience,butvendorpartnersarealsoorcingcompaniestoupgradetheirtechnologyandsystemsacrossabroadecosystem.Whethertheyarejustbeginningto

sellonlineorareinthelatestagesolaunchinganextgenerationsite,B2BeCommerceoperations

todaymust:

Offer a customer experience standard comparable to what leading B2C sites now offer.WerequentlyhearromourB2BclientsthattheywanttheireCommercesuitestodeliver

thegoldstandardAmazonexperience.odeliveronthat,todaysB2BeCommercesuites

mustincluderontofficecontent,community,andcommerceeaturesthatmeetcustomer

expectationsor24x7x365ordering,realtimecustomerservice,andexpeditedshipping

bothonlineandonmobiledevices.Inaddition,todaysB2BeCommercesuitesmustinclude

robustbackofficeunctionalitythatstreamlinestraditionallypainulbutnecessaryintraandintersystemsconnectionsandcomplexorderorchestrationandulfillmentworkflows.Suites

mustcomeintegrationreadyandmakeitrelativelyeasytointeracewithrealtimepricing

andinventoryinormation.

Address the growing influence that mobile devices are having in the workplace.Ciscoestimatesthatby2016,mobiletrafficwillrepresent26%oallbusinessInternettrafficup

romamere4%in2011.3Asrecentlyasaewyearsago,B2Bcompaniescouldstaggertheir

onlineandmobiledevelopmenttacklingtheormerfirstandthelattersecond.Buttheworld

haschanged.B2Bcompaniesmustnowimplementonline,tablet,andmobilestrategiesin

parallel.Keytodeliveringonthatchallenge,though,ishiringstaffwithdeepmobileexperience

andimplementingmobilefirstprocessesandproceduresuprontandquickly.Inaddition,a

dualimplementationoonlineandmobilestrategyputssignificantpressureontechnology

vendorstobolsterresponsivedesigncapabilitiesandenhancemultiplatormsmartphoneand

tabletsupport.


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Make a qualitative and quantitative business case that drives sustained investment.InarecentsurveyoglobalB2BeCommerceexecutives,Forresteroundthattheofflinecustomers

thatcompaniesmigratetoanonlinepurchaseenvironmentonnetspendmoremoneyper

transactionandmoremoneyoverallpostmigration(seeFigure21).Tesameresearchalso

showsthatcustomersarelessexpensivetosupportoncetheymigrateonline(seeFigure22).

Inaddition,ForrestersresearchindicatesthatB2BcompaniesarenowleveragingeCommerce

modelstoattractandserviceanewclassocustomerswhoareonlyprofitabletothemas

onlineonlycustomers(seeFigure23).SuchROIargumentsareenablingB2Bcompanies

todemonstratethateCommerceismorethanjustanewchannel.FormanyB2Bcompanies,

eCommercehasbecomeawaytotransormaslowgrowthofflinebusinessintoahighgrowth

onlineandmultichannelenterprisedeservingoaseriousandsignificantinvestmentotime,

money,andmindshare.


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The Forrester Wave: B2B Commerce Suites, Q4 2013


4

1-2

1-1

Figure 1B2BeCommerceIsGrowingQuickly

B2B online revenue in the US already dwarfs that of B2CForecasted revenue in 2013

B2B($559B)

B2C($252B)

Source: Forrester Research Online Retail Forecast, 2011 To 2016 (US); October 18, 2012, Key Trends In B2B

eCommerce For 2013 Forrester report

Most B2B companies are just getting started with eCommerce

Maturity

Volumeofcompanies

inthiscategory

Greenhorns Apprentices Practitioners Role ModelsB2B eCommerce

maturity

Practitioners are building outscalable organizations and

platforms.

Role Models are rare and mostlyaspirational in todays B2BeCommerce environment.


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Figure 2TeBenefitsOSupportingB2BCustomersInASelServiceOnlineEnvironment

2-22-1 B2B customers that migrate to online Migration of customers to self-service B2Bpurchasing tools spend more per transaction channels reduces suppor t costs

By migrating customers to your eCommerce By migrating customers to an eCommerceportal to purchase your products, the average portal to purchase their products . . .

order value (AOV) youve seen on those our customer suppor t costs have:purchases has: Increased

9%Dont know

9%Dont know

20%

StayedIncreasedthe same44%

30%

Stayed thesame24%

DecreasedDecreased 52%

11%

Base: 45 B2B eCommerce professionals Base: 45 B2B eCommerce professionals(percentages do not total 100 because of rounding)

Many B2B customers are only profitable through an online channel2-3

We have customers that we can only profitably suppor t in anonline self-ser ve product purchase environment.

Agree 56%

Disagree 24%

Base: 45 B2B eCommerce professionals

Source: Q1 2013 Global B2B eCommerce Portal Online Survey

90821 Source: Forrester Research, Inc.

Opportunity Has Driven Acquisitions And Attracted New Entrants Into The B2B Space

Poisedtocrossthe50%ototalsalesonlinebarrierwithinthenextewyears,manyB2Bcompanies

areintheprocessoflippingtheirmodelsandcreatingundamentallydifferentbusinessesthat

requireundamentallydifferenttechnologies.TisdesireonthepartoB2Bcompaniesornewand

bettertechnologiestoenablerobustcustomerexperiences,scalableonlineandmultichannelselling,

anddeepintegrationswithcriticalrontandbackofficesystemshasdriventechnologyvendorsto

raisetheirgame.


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odeliveronthenecessaryeaturesandunctionsandofferamorecompletestack,vendors

havepartneredwithbestobreedsolutionsprovidersorsimplyacquiredkeytechnologies.In

June2013,SAPacquiredhybristoreplaceitslacklusterWebChannelExperienceManagement

(WCEM)product.4Inrecentyears,OracleacquiredArtechnologyGroup(AG),Endeca,andFatWireSofwaretopatchholesinitsstack.5Similarly,IBMacquiredbothSterlingCommerceand

CoremetricsinthelastdecadetobolsteritsbroadereCommerceoffering.

Buttherelevantacquisitionactivityhasnotbeenlimitedtojustthevendorcommunity.Forexample,

inMay2013,AccentureannounceditsintentiontobuyB2Bocuseddigitalmarketingcompany

AcquityGroup.6InasignthatrealignmentwillaffectthebroadereCommercesolutionsecosystem,

SAP/hybrisandAccenture/AcquityannouncedinAugust2013thattheyarejoiningorcestoorm

anexclusiveglobalstrategicpartnershipaimedatdeliveringonlineandmultichannelcommerce.7

Further,injustthelast18months,AmazonenteredtheB2BeCommercespacewithpurpose

builtsiteAmazonSupply.Amazonconcludedthattherewassignificantopportunitytoleverageits

globalulfillmentinrastructuretodeliverB2Bstaplessuchaspowerdrillsandpumpsaseasilyasit

deliversbooksandtoys.AmazonSupplyexpectstoapplyAmazonssuccessulvolumedriven,razor-

thinmarginbusinessmodelandstealshareawayromtraditionaldistributorsthatailtorespond

effectivelytopricecompetition.

Nottobeoutdone,GooglealsostudieditsplaceintheB2Bbuyingprocessandlearnedthatwhileit

maintainsanimpressive67%marketshareinthegeneralsearchspace,itenjoysully90%market

sharewithintheB2Bsearcharena. 8Asaresult,itlaunchedGoogleShoppingorSuppliersasatopo-

theunnelofferingaimedatdirectingqualifiedB2BeCommercetraffictoGoogleauthorizedB2B

manuacturersanddistributors. 9Importantly,andunlikeAmazonSupply,GoogleShoppingorSuppliersoperatesasareerralsiteanddoesnotcurrentlyintermediateB2BeCommercetransactions.

B2B COMMERCE SUITE EVALUATION OVERVIEW

oassessthestateotheB2Bcommercesuitemarketandseehowthevendorsstackupagainsteach

other,ForresterevaluatedthestrengthsandweaknessesotopB2Bcommercesuitevendors.

How Our Evaluations Of B2B Commerce Suites Differ From B2C

TisisthefirstForresterWavethatwehavepublishedthatocusesspecificallyonB2Bcommerce;

however,oryearswehavepublishedForresterWaveevaluationsocusedonthedirecttoconsumermarket.ManyoourclientsarelookingorsolutionsthatcanmeettheneedsoboththeirB2B

andtheirdirecttoconsumerchannels,inadditiontoemerginghybridchannelslikeB2B2C.We

haveintentionallykeptthemajorityothecriteriainthisB2BForresterWaveconsistentwiththe

criteriainourB2CForresterWavesothatclientsmayusebothintheirevaluationprocess;however,

wemadeanumberochangestothecriteria,scoring,andweightingtoensurealignmentwiththe

specificneedsthatourclientsseekingsolutionsorB2Bchannelshave.Tekeydifferencesinclude:


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A strong weighting on the B2B commerce eature set.WeaddedallnewcriteriatoevaluatehowthesesolutionssolveuniqueB2Bproblems.Addedwerecriteriaorquotes;complex

pricinglists;eProcurement;productconfigurationandcustomization;guidedselling;bulkorder

entry;dealermanagement;andaccount,contract,andbudgetmanagement,tonameaew.We

weightedtheseB2Bcapabilitiestoensurethatonlythosesolutionswithrobustsupportorthese

uniqueB2Beatureswouldscorewellinourevaluation.

A strong emphasis on PCM, WCM, and OMS capabilities.OurclientsregularlytellusthattheyneedacompletesuiteobackendtoolstodrivegrowthintheironlineB2Bchannels,not

justrontendeatures.Terearethreecorecapabilitiesthattheseclientsseekinadditionto

robusttablestakes(B2C)andB2Bcommerceeatures.Firstisproductinormationmanagement

(PIM)neededtoprovideasinglesystemorecordandgovernancearoundlargepartlists

andproductcatalogs.Secondiswebcontentmanagement(WCM)neededtomanagelarge

volumesounstructuredmarketingcontentthataugmentandofencompletelyeclipsethetransactionalpartoanenterprisewebsite,althoughinsomecasesclientswillpurchaseand

integratewithathirdpartybestobreedWCMplatorm.10Tirdisordermanagementsystems

(OMS)requiredtoorchestratethecomplexliecyclethatB2Bordersgothroughromquote

toapprovaltosubmissiontomanuacturetodistributionanddelivery.Althoughmanyfirms

usetheirenterpriseresourceplanning(ERP)systemstomanageorderliecycles,ourclientsare

increasinglymovingthiscapabilityintotheirnewrontendERPtheirB2Bcommercesuite.

Subtle changes to the criteria or table-stakes commerce eatures.Asdiscussedearlierinthisreport,ourclientsseekbestinclassB2CcommercecapabilitiesastablestakesordoingB2B

commerce.Consequently,manyothecriteriathatweincludedinForrestersB2Ccommerce

suiteevaluation,suchasmultisitemanagement,supportormobiletouchpoints,androbustonsitesearch,arealsoincludedhere.However,thecriteriausedherehavebeentunedtoocus

onspecificneedsthatenterpriseswithbothB2CandB2Bcommercechannelswillneed:or

example,theavailabilityomobileorderingtoolsorfieldbasedsalesreps.

Our Evaluation Covers A Range Of Solution Types From Licensed To SaaS

Inthisevaluation,ForresterocusedontheleadingcommerceplatormsorB2Bonlinesales.

Evaluatedsolutionsincludeavarietyodeliverymodelsandthevendorsthatoffertheirsolutions

acrossthesedeliverymodels,including:

On-premises licensed sofware platorms.Teseapplicationscanbeimplementedandrunin-housebyinternalIresourcesortheymaybesupportedviavariousoutsourcingmodelsona

clientsbehal.ypically,theseplatormswillofferthemostflexibilityovertime.Ofen,systems

integrators(SIs)orcommerceservicesproviders(CSPs)implementandsupportthese solutions.11
http:///reader/full/platform.10http:///reader/full/platform.10http:///reader/full/solutions.11http:///reader/full/solutions.11http:///reader/full/platform.10http:///reader/full/solutions.11


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Hosted/managed or on-demand platorms.Closecousinsolicensedsofwareapplications,thevendorsthatofferhosted/managedorondemandplatormstypicallyimplement,host(inthe

cloud),andrunapplicationsonbehaloaclient,reducingtheneedorinternalIresourcestoa

bareminimum.SomeothesevendorsalsoofferSaaSlikebusinessmodelsthatallowclientsto

leasethesolutiononanoperatingexpensesbasisratherthanbuyingexpensivelicenses upront.12

Sofware-as-a-service (SaaS) platorms.SaaSsolutionsrelyonamultiinstanceapplication,wheremanyclientsusethesametechnologyandhostingenvironment.Tesesolutionstypically

costlesstorun;offerthebenefitsoshareddevelopment,regularupgrades,andsupport;and

maybeimplementedmoreefficientlyorclients.Tedownside,especiallywhenitcomestoB2B

commerce,includesalackoflexibilityandcontroltointegratewithbackendERP,customer

resourcemanagement(CRM),andmanuacturingsystemsorecord.

How The Criteria Are Organized

Aferexaminingpastresearch,userneedassessments,andvendorandexpertinterviews,we

developedacomprehensivesetoevaluationcriteria.Weevaluatedvendorsagainst66criteria,

whichwegroupedintothreehighlevelbuckets:

Current offering.Tecriteriaweselectedtoassessthestrengthocompaniescurrentofferingsareweightedheavilytowardbusinessusertoolsarequirementthatcommerceexecutiveshave

toldusiscriticalasmarketingandmerchandisingtakearontseatincommercestrategies.We

evaluatedeachofferingagainst15groupsocriteria:solutionarchitecture;technologyarchitecture;

multisitemanagement;channelmanagement;multipledevice/touchpointsupport;catalog,

productcontent,andsitecontentmanagement;B2Bcommerceeatures;useradministrationandaccountmanagement;customerservice;ordermanagement;reportingandanalytics;security;

communityandsocialcommerce;globalization/internationalization;andproessionalservices.

Strategy.Wecomparedthestrategiesoeachcompanywiththeneedsocommerceexecutives,industrytrends,andForrestersorwardlookingvisionothecommercemarkettoassess

howwelleachvendorispositionedoruturesuccess.Weexaminedeachvendorsroadmap,

plannedB2Benhancements,targetmarketandB2Bocus,keytechnologypartnersandchannel

strategy,commerceserviceproviders,andcostoownership.

Market presence.ManyB2Bfirmssupporttheircurrentonlinebusinesseswithhome-growntechnologyorlegacysolutionsnolongersupportedbythevendorcommunity.B2B

eBusinessandIexecutivesmustlookorvendorsthathaveastrongandstableinstalledbase,

demonstratesteadygrowth,andpresentasolidnetworkorpartnersandresellers.odetermine

thecurrentmarketpresenceorourevaluation,wecombinedinormationabouteachvendors

installedbase,newcustomers,revenue,revenuegrowth,andfinancialresourcestosupporta

statedB2Bocusedproductandmarketstrategy.
http:///reader/full/upfront.12http:///reader/full/upfront.12http:///reader/full/upfront.12


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Vendor Selection Criteria

InthisForresterWave,ForresterevaluatedvendorsthatsupportavarietyoB2Bbusinessmodels

includingsupportordistributors,resellers,partnernetworks,employees,retailstores,anddirect

B2Cchannels.Forresterincludedsevenvendorsintheassessment:commerceserver.net,hybris

(anSAPcompany),IBM,InsiteSofware,Intershop,NetSuite,andOracleCommerce.(Itshould

benotedherethatOracledeclinedtoparticipateinthisevaluationdirectly.)AlthoughmanyB2C

commerceplatormvendorsofferbasicsupportorB2Bsellingchannels,thesesevenvendors

addresscriticalB2Bspecicsellingscenarios.Specifically,eachothesevendorshas(seeFigure3):

A product that supports complex B2B selling channels.Beyondsupportingdirectto-consumerchannels,productsinthiscategoryoffercapabilitiesthatB2Bcompaniessellingto

otherB2Bcompaniesneedsuchasproductconfiguration,quotes,andaccountandcontract

managementthatsupportleadgenerationandsalessupportordistributors,resellers,and

partnerchannels.

A significant track record in supporting B2B commerce at large companies.TiscategorycomprisesvendorsolutionsthatprimarilytargetorganizationswithonlineB2Brevenues

omorethan$100millionperyear.Vendorsinthiscategoryocusonenterpriseclass

organizations;scaletoservelargeendcustomeraccounts;supportmultiplesellingchannels

acrossdivisions,brands,andmarkets;andpossessadeepunderstandingotheneedsotheir

B2Bclients.

Interest rom Forrester clients.Forresterclientsrepeatedlyaskabouttheevaluatedvendorsproductswithinthecontextoinquiry,advisory,andconsultingand/orhavetheminstalledas

theprimaryB2BcommerceengineorsupportingonlineorselservicesalesacrosstheirB2Bchannels.

A minimum o $20 million in annual revenue.Vendorsincludedinthisevaluationhaveaprovenproductandgenerateapproximately$20millionormoreinannualrevenue.

Forresterdidnotincludecompaniesinthisassessmentwithaprimaryocusonotherrelatedmarket

segments,suchas:

B2C-ocused solutions with limited B2B commerce capabilities or clients.VendorssuchasDemandware,JDASofware,eBayEnterprise,DigitalRiver,MicrosRetail,andMagento,whichare

allidentifiedinourForresterWaveorB2Ccommercesuites,donothaveasufficientocuson,or

capabilitiestosupport,complexB2Bsellingchannels.However,someotheseclientsdosupport

basicB2Bcommerce,orexamplesupportingemployeeorpartnerstorerontsortheirclients.
http:///reader/full/commerceserver.nethttp:///reader/full/commerceserver.net


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Digital- or media-ocused solutions.Teseprovidersocustheirsolutionsonmedia,sofware,onlinesubscriptions,andothervirtualordigitalgoods.Wehavewrittenseparateresearchon

vendorsthatspecializeintheuniquerequirementsosellingdigitalgoods.13Increasingly,the

vendorsinthiscategory(DigitalRiver,cleverbridge,Avangate,andElasticPathSofware)are

supportingmultiplesellingchannelsortheirclients,includingB2BandB2B2C.

Midmarket-ocused B2B solutions.Forresteralsoidentifiedseveralsmallervendorsthatareservingthisspace,suchasEPiServer,BridgelineDigital,andShopVisible,allowhichare

startingtogaintractioninB2B.Howeverthesevendorsdonotyethavematureofferingsor

sizableinstalledbases.odaytheyprimarilyservemidmarketcompaniesordivisionswithin

largercompanies.

Configure, price, quote (CPQ) or sales orce enablement vendors.VendorslikeBigMachines

andCameleonSofwareofferconfigure,price,quote(CPQ)solutionsbutlackactualcapabilitiestosupportonlinesales.Instead,thesetoolsareafitorfirmsthatneedtoequiptheirsalesorce

withrich,fieldbasedsellingtoolsthatmanagesalesanalytics,contractmanagement,purchase

orderoptimization,andcompensation.Teremitothesesolutionsistomakethesalesrepslie

easierandmakehimorherricher,ratherthantosupportdirectchannelsorB2Bcommerce.
http:///reader/full/goods.13http:///reader/full/goods.13http:///reader/full/goods.13


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11

Figure 3EvaluatedVendors:VendorInormationAndSelectionCriteria

Vendor name Product name(s) and version(s) Date evaluated

commerceserver.net

hybris (an SAP company)

IBM

Insite Software

Intershop

Intershop

NetSuite

Oracle Commerce

Commerce Server 10

hybris B2B commerce 5

WebSphere Commerce V7.0 FEP 6; Sterling Configure,Price, and Quote V9.2; Sterling Order Management V9.2

InsiteCommerce 3.4

Enfinity Suite 6.4

7.3

SuiteCommerce 2013.1

Oracle Web Commerce 10.2

April 2013

May 2013

May 2013

May 2013

May 2013

May 2013

April 2013

N/A

Vendor selection criteria

The vendors product was generally available at the time of data collection, with at least three referencesavailable for contact.

The vendor has a focused product offering for, an established customer base in, and an ongoingcommitment to B2B commerce.

The vendor generates at least $20 million in annual eCommerce platform software and services sales, isprofitable, and has at least 50 clients with positive sales momentum.

The vendor demonstrates the ability to support enterprise-class business-to-business online sales of more

than $100 million per year with the product evaluated.

Source: Forrester Research, Inc.

THE RESULTS: THE BIG THREE LEAD THE PACK, WITH OTHERS CLOSE BEHIND

Teevaluationuncoveredamarketinwhich(seeFigure4):

IBM, hybris (an SAP company), Oracle Commerce, and Intershop lead the pack. SAPsrecentacquisitionohybrisnowfirmlyestablishesthebigthreeenterprisesofwarefirmsasthe

leadersintheB2Bcommercecategory,withIntershopalsomakingthecut.Whatmakesthesefirmsuniqueisthebreadthothesolutionsetthattheyrespectivelybringtothetable.IBMleads

withrobustB2Bcommerce,ordermanagement,andCPQcapabilitiesbutlacksalignedWCM

andPIMcapabilities.HybrisbringsrobustB2Bcommerce,PIM,andmaturingWCMandorder

managementcapabilitiestothetable,builtromthegrounduponamodernarchitecturestack;

however,theeaturesetstilllagsbehindtherobustnessowhatIBMhastooffer.


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OracleCommerce,ontheotherhand,bringsrobustB2Bcommerce,merchandizing,andWCM

capabilitiestothetablebutlacksalignedPIMandordermanagementcapabilities.Intershop

comestomarketwithamuchimprovedplatormthatiscatchingupwiththemarketleaders;

however,indevelopingthenewplatormaspartoajointrelationshipwithGSICommerce,itprioritizedB2CeaturesandcapabilitiesoverB2B.Tisunortunatelymeansthatsomeothe

robustB2BunctionalitythatexistsinIntershopslegacyproduct(EnfinitySuite)hasyettobe

portedtothenewplatorm.Forresterrecommendsthatclientsevaluateallourothesevendors,

aseachhasuniquestrengthsandweaknesses;however,thedecisionregardingwhichtoselect

maywellcomedowntoyourrequirementsacrossthesecorecomponentsoB2Bcommerce.

Insite Sofware and NetSuite offer competitive options.EachothesevendorsoffersuniqueB2Bcommercecapabilitiesorclients.InsiteSofwareoffersalightweightsolutionthatiswell

suitedasthecommercerontendtoanexistingenterpriseERPinstallation.Tefirmisseeing

stronggrowthmomentuminthemarketandappealstoB2Bgreenhornsandapprenticesthat

wanttogetrunningquicklywithoutreinventingthewheelorspendingasevenfiguresumon

sofwarelicensing.NetSuitessolutionisuniqueinthatitistheonlymultitenantSaaSsolution

evaluatedhereandistheonlysolutionthatwrapscommerce,ERP,andCRMintoasingle

architectureandsolutionset.Teproductis,however,targetedlargelyatmidmarketfirms

enterpriseorganizationswillfindtheoverlapwiththeirexistingERPandCRMinrastructure

redundantandthereoreanunnecessaryinvestment.

Commerceserver.net lags behind.Commerceserver.netisinthemidstoarebirth,buttheseareearlydaysandthesolutionhasmanygapsthatleaveitarbehindtheleaders.Firmsthatare

devoted.NEshopsmaystillfindthesolutiondesirableasarameworktobuildupon;however,

patienceandbelieintheroadmapwillberequiredcommerceserver.netspathtocatchupwiththerestothepackwillbeanarduousone.

TisevaluationotheB2Bcommercesuitemarketisintendedtobeastartingpointonly.We

encourageclientstoviewdetailedproductevaluationsandadaptcriteriaweightingstofittheir

individualneedsthroughtheForresterWaveExcelbasedvendorcomparisontool.Wealso

encourageclientstoreviewtheresearchonothersolutionstypesandsegmentsandtoleveragetheir

inquiryaccesstolearnmorebeorebeginningaselectionprocess.
http:///reader/full/Commerceserver.nethttp:///reader/full/Commerceserver.nethttp:///reader/full/Commerceserver.nethttp:///reader/full/Commerceserver.net


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13

Figure 4ForresterWave:B2BCommerceSuites,Q413

Risky Strong

Bets Contenders Performers Leaders

Current

offering

Strong

Weak

Go online to download

the Forrester Wave tool

for more detailed product

evaluations, feature

comparisons, and

customizable rankings.

StrategyWeak

commerceserver.net

hybris (an SAP company)IBM

Insite Software

Intershop 7.3Intershop Enfinity Suite

NetSuite

Oracle Commerce

Market presence

Full vendor participation

Incomplete vendor participation

Market presence

Full vendor participation

Incomplete vendor participation

Strong



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Figure 4ForresterWave:B2BCommerceSuites,Q413(Cont.)

Forresters

Weighting

commerceserver.net

hybris(anSAP

company)

IBM

Insite

Software

Intershop

7.3

Intershop

EnfinitySuite

NetSuite

CURRENT OFFERING 50% 2.20 4.29 4.57 3.11 3.93 3.88 3.26

Solution architecture 5% 2.55 5.00 4.80 3.65 4.00 3.80 3.00

Technology architecture 5% 3.10 4.70 4.50 3.00 4.30 3.30 3.60

Multisite management 5% 3.00 5.00 5.00 4.00 4.00 4.00 4.00

Channel management 5% 3.00 4.00 5.00 3.00 4.00 4.00 4.00

Multiple device/touchpoint support 5% 2.00 4.00 4.00 3.00 4.00 3.00 3.00

Catalog, product content, and site content management 15% 2.12 4.72 4.30 3.08 4.00 3.85 2.96B2B commerce features 25% 1.65 4.00 4.55 3.00 3.80 3.95 3.00

User administration and account management 3% 2.45 4.10 5.00 3.10 4.00 4.55 4.00

Customer service 3% 2.50 4.00 4.50 3.00 3.50 4.00 4.50

Order management 15% 2.09 4.15 4.64 3.08 3.66 3.93 3.08

Reporting and analytics 2% 2.20 4.00 4.65 2.60 4.00 3.35 3.60

Security 2% 1.00 5.00 5.00 4.00 5.00 5.00 4.00

Community and social commerce 2% 2.00 3.00 4.00 2.00 4.00 4.00 3.00

Globalization/internationalization 4% 2.70 4.85 4.85 2.85 4.45 4.45 4.00

Professional services 4% 2.90 3.80 4.45 3.35 3.90 3.45 2.45

STRATEGY 50% 2.15 4.35 4.50 3.45 3.30 2.15 2.85

Product road map 25% 2.00 4.00 4.00 4.00 4.00 2.00 3.00

Planned B2B enhancements (next 24 months) 25% 2.00 4.00 4.00 3.00 3.00 1.00 3.00

Target market and B2B focus 20% 2.00 5.00 5.00 4.00 4.00 4.00 3.00

Key technology partners and channel strategy 15% 2.00 4.00 5.00 3.00 2.00 2.00 3.00

Commerce service providers 15% 3.00 5.00 5.00 3.00 3.00 2.00 2.00

Cost of ownership 0% 5.00 1.00 1.00 4.00 3.00 3.00 5.00

MARKET PRESENCE 0% 2.30 3.70 4.00 2.90 2.15 2.35 2.90

Installed base for this version of the product 30% 3.00 3.00 4.00 3.00 1.00 3.00 3.00

New customers (past 12 months) 20% 2.00 4.00 3.00 3.00 3.00 1.00 2.00

Revenue 25% 2.00 3.00 5.00 2.00 2.00 2.00 2.00

Revenue growth 15% 2.00 5.00 3.00 4.00 3.00 3.00 4.00

Financial resources 10% 2.00 5.00 5.00 3.00 3.00 3.00 5.00

All scores are based on a scale of 0 (weak) to 5 (strong).

http:///reader/full/commerceserver.nethttp:///reader/full/commerceserver.nethttp:///reader/full/commerceserver.nethttp:///reader/full/commerceserver.nethttp:///reader/full/commerceserver.nethttp:///reader/full/commerceserver.nethttp:///reader/full/commerceserver.nethttp:///reader/full/commerceserver.nethttp:///reader/full/commerceserver.nethttp:///reader/full/commerceserver.nethttp:///reader/full/commerceserver.nethttp:///reader/full/commerceserver.nethttp:///reader/full/commerceserver.nethttp:///reader/full/commerceserver.nethttp:///reader/full/commerceserver.nethttp:///reader/full/commerceserver.nethttp:///reader/full/commerceserver.nethttp:///reader/full/commerceserver.nethttp:///reader/full/commerceserver.net


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VENDOR PROFILES

Leaders

IBM.ForB2Bcommerce,IBMcomestomarketwiththreecoreproducts:WebsphereCommerce,SterlingCPQ,andSterlingOrderManagement.ogethertheseproductsrepresent

aormidablesolutionthatisproveninthemarkettoservecomplex,globalB2Bcommerce

requirements.TroughtheacquisitionoSterlingaswellasitsownglobalbusinessservices

(GBS)group,IBMpossessesadeepunderstandingotheneedsoitsB2Bclientsandthis

iswelldemonstratedinthestrengthoitssolutionset.Furthermore,IBMiswellpoisedto

augmenttheB2Bcapabilitiesoitssolutionwithbestobreedmarketing,analytics,and

businessintelligence(BI)viaintegrationswithCoremetrics,ealea,andUnica.

Prospectsshouldnotethatthisisnot(yet)asinglesolutionandthusthethreecomponentsare

stillpricedandsoldseparatelyinact,veryewcustomerspurchaseallthreeproducts.TosewhodochooseIBMwillalmostcertainlyrequireaskilledIBMimplementationpartnerlike

GBS,Rosetta,orDeloitte.Tesepartnersdonotcomecheap,andalthoughthesolutionitselis

nowofferedbothasonpremisesandondemand(IBMCommerceontheCloud),allowing

customerstoshifromacapitalexpenditure(capex)toanoperatingexpenditure(opex)

ownershipmodel,challengesstillremainaroundtotalcostoownership.Furthermore,thethree

coreproductsthatmakeuptheB2Bsuiteareessentiallystillseparateproducts,withdifferent

businessusertools.TisaddstothecomplexityoowningIBMasendusersmusttrainonand

operatedifferenttoolsetstomanagetheirendtoendB2Bsiteexperience.Customerswespoke

tostatedthatsupportromIBMwasexcellent.

Hybris (an SAP company).Customersareattractedtohybrisorourkeyreasons:1)themodernJavabasedarchitecture;2)theembeddedenterpriseproductcontentmanagement(PCM)

capabilities;3)theembeddedandrapidlymaturingordermanagementcapabilities;and4)the

flexibilityotheFramework.Yes,manyothecustomerswespoketodescribedhybrisasa

ramework,ratherthanacompleteoutotheboxsolution.Whilenoteveryeaturemaybeully

bakedoutothebox,hybrismodern,serviceorientatedarchitecturemakesiteasyordevelopers

toextendandcustomizethesolutiontocatertouniqueB2Brequirementsandprocessworkflows.

Asananalogy,theplumbingkitisprovided,butmaynotbeullyinstalledoroperational.

AlthoughthearchitectureotheproductbenefitsromsolidGermanengineering,some

customersalsoreportedthattheupgradeprocesswasnotassimpleastheyhadhoped.ForB2B

customers,hybrisshipswithaB2Bacceleratorthinkothisasareerencesitewheresome

otheplumbinghasbeenpreassembledbasedoncommonlyunderstoodusagescenarios.

Also,likeIBM,hybrisalsonowoffersanondemandmodelorcustomersthatpreertolease

ratherthanownthesolutionoutright.InAugust2013,SAPormallycompletedtheacquisition

ohybris.Unlikeprioracquisitions,SAPoptedtoleavehybrisasanindependententitya

smartmoveromForrestersperspective.14Withtheacquisitionnowintherearviewmirror,
http:///reader/full/perspective.14http:///reader/full/perspective.14http:///reader/full/perspective.14


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SAPannouncedthatinvestmentinitsormercommerceoffering,WebChannelExperience

Management(WCEM),willcease,clearingthewaytomakehybristhestrategicandonly

commerceofferingromSAP.15

Oracle Commerce.Forthepasttwoyears,Oraclehasbeeninintegrationmode,pullingtogethermajoracquisitions(AG,Endeca,andFatWire)underasingleumbrella,Oracle

Commerce.AmalgamatingtheseproductshasbeenarromeasyorOracleandthejourneyis

bynomeanscomplete,butOracleseffortsarenowbeginningtobearruit.AGhasalwayshad

strongB2BcommercecapabilitiesandOraclecertainlyhasanexhaustivelistoB2Bcustomers

usingthesolution.MissingromtheOracleCommercesuite,however,arerobustorder

managementandPIMcapabilities.Inact,manycustomersthatchoosetoimplementOracle

commerceendupworkingwiththeircommerceserviceprovidertointegratethirdpartyorder

managementandPIMsolutions.

AlthoughtheOraclesalesorcewillcommonlyrecommendthecompanysProductHub/Fusion

PIM,FusionDistributedOrderOrchestration(DOO),Siebel,andeBusinessERPtoolsto

plugthesegaps,theactremainsthatthesesolutionsdonotintegrateeasily,haveoverlapping

unctionalitywiththecommercesuite,anddontalwaysrepresentbestobreedOMSorPIM

capabilities.Ontheplusside,Oraclehasadifferentiateddigitalexperiencecapabilitywiththe

consolidationotheEndecaandAGproducts.Furthermore,Oraclehasauniqueopportunity

inthemarkettoleadtheconvergenceocommerceandcontentmanagementwiththe

amalgamationoOracleCommercewithWebCenterSites(ormallyFatWire),althoughthis

partisaworkinprogress.NotethatOracledidnotparticipateintheresearchorthisreport,

soForresterbaseditsfindingsonpastbriefings,productsdemos,andcustomerreerence

interviews.

Intershop.IntershopsubmittedtwoproductsorevaluationinthisForresterWaveprocess:itsnewplatorm(Intershop7)anditslegacyplatorm(EnfinitySuite6.4).Forclientsconsidering

Intershop,7representsthestrategicchoice;however,theprocessomigratingallotherichB2B

unctionalitythatexistedinthepriorversionisnotyet100%complete(thenearterm18month

roadmapisocusedoncompletingthismigration).TefirmhasrecentlyinstalledanewCEO

andseniormanagementteamandisaggressivelypursuingnewcommerceserviceprovider

partnerships,especiallyintheNorthAmericanmarket,wherethefirmhashistoricallystruggled

togainmarketshare.IntershopsexpertiseinsupportingcomplexB2Bcommercescenarios,

B2Bocusedroadmap,andadvancementswiththe7platormedgeitintotheLeaderscategory

orB2B,althoughthisachievementrepresentsonlythebeginninginanongoingevolutionthat

mustoccurtotrulycementIntershopasaviablealternativetothebigthree.


18/23




Strong Performers

Insite Sofware.InsiteSofwarehasauniquepositioninthemarket,inthatitissolelyocusedonB2BeCommerce.TisalonepushesitsmarketpresencescoreintheForresterWaveup

tomatchmuchbiggerplayersocusisalwaysagoodthing.Althoughrelativelysmall,the

companyisrapidlymaturing,withrecentcapitalinvestmentandanewCEOnowatthehelm.

Furthermore,Insitehasanimpressivecustomerinstallbaseandhasbeenrecentlycompeting

withand,insomecases,winningdealsagainstlargercompetitors.Tesolutionis.NEbased,

whichisawelcomedifferentiatorromthisJavadominatedspace,andcanbedeployedinboth

hostedandonpremisesmodels.

AlthoughtheplatormprovidesacomprehensivesuiteoB2Beaturesandtoolsrightoutothe

box,thephilosophyothefirmisnottoreinventthewheel.InsiteassumesthatitsB2Bcustomer

basealreadyownsandoperatesenterpriseERPandCRMsolutions,andconsequentlysomeo

theunctionalityhasdependenciesonbackendsystems.ItmayhelptothinkoInsiteastherontendotheERP.ForcustomerswithanexistingERP/CRMbackend,Insitecanmakealot

osenseitsbothinexpensivetoownandcanbequicktodeploy.Withoutadoubt,Insiteis

acrediblecontenderontheForresterWaveandaviablealternativetothebigthree,although

customersdidexpressconcernsaboutInsitesabilitytoscaleitsproessionalservices.Tefirm

isactivelyseekingtoaddresstheseissuesbybuildingoutstrategicpartnershipswithcommerce

serviceproviders.

NetSuite.AlthoughitiswellknownoritsmidmarketCRMandERPsolutions,NetSuitespushintotheeCommercemarkethasonlygainedmomentuminthepastcoupleoyears.Itsproduct,

SuiteCommerce,targetsbothB2CandB2Bcustomersandissoldaspartoanintegrated

businessmanagementsofwaresuitethatincludeseCommerce,ERP,andCRM.Teactthatthisisanintegratedproductsuitemeansthatthereisnorealdifferentiationocommerce

eaturesversusERPeatures.Customerswhowishtoleveragetheentiresolutionanduse

NetSuiteortheirenterpriseERPandCRMneedswillfindaneatlyarchitectedsolutionwhere

catalog,pricing,andordermanagementaresinglesystemsorecord;however,customerswho

alreadyhaveexistinginvestmentswiththirdpartyenterpriseERPorCRMsolutionsmayfind

thattheduplicationocapabilitiesbetweenSuiteCommerceandtheseexistingsystemscreates

integrationchallenges.

Formidmarketclients,theabilitytohaveERP,CRMandeCommerceallunderasingleumbrella

andinthecloudmaybeappealing,althoughclientsreportedthatcustomizationscanbedifficult,

despiteflexibleconfigurationoptions.PricingisveryattractiveandwillappealtoSMBfirmsthat

areintheearlydaysolaunchingB2Bcommerceandneedtodosoquicklyandaffordably.


19/23




Contenders

Commerceserver.net .AferbeingdivestedbyMicrosofin2011,therightstourtherdevelopandsellthecommerceserver.netproductweregiventoSeattlebasedsystemintegrationfirm

Ascentium(whichsincemergedwithOttawabasedSICactusCommerceandthenrebranded

asSMIH).Commerceserver.netisfinallymovingorwardagainaferyearsodormant

productdevelopmentunderRedmondscommand.16CS.NEhasahugeB2Binstalledbase,

althoughthemajorityoitsclientsareusinglegacyversionsotheproduct.Tosethatupgrade

tothecurrentversion(CommerceServer10)willbenefitromanarchitecturethatisnow

decoupledromSharePoint(enablingintegrationwithother.NEbasedWCMsolutionssuch

asSitecore),acleaneduparchitecture,andaroadmapthatfinallystartstoaddresssomeothe

shortcomingsinthebusinessusertools.

Despitetheprogress,however,CS.NEstillhasmajorweaknessesintheareasoorder

management,B2Bspecificeatures,contentmanagement,andbusinessusertools.However,ororganizationsthataredevoted.NEshopslookingoracommercerameworkthatcan

beintegratedandaugmentedwithother.NEbasedsolutionslikeBizalk,SharePoint,MS

Dynamics,orSitecore,CS.NEmaythebest(andonly)fit.TeCS.NEteammustfindawayto

movetheplatormorwardatthevelocityrequiredtocatchupwiththerestopack.

SUPPLEMENTAL MATERIAL

Online Resource

TeonlineversionoFigure4isanExcelbasedvendorcomparisontoolthatprovidesdetailed

productevaluationsandcustomizablerankings.

Data Sources Used In This Forrester Wave

Forresterusedacombinationoourdatasourcestoassessthestrengthsandweaknessesoeach

solution:

Hands-on lab evaluations.Vendorsspentonedaywithateamoanalystswhoperormedahandsonevaluationotheproductusingascenariobasedtestingmethodology.Weevaluated

eachproductusingthesamescenario(s),creatingalevelplayingfieldbyevaluatingevery

productonthesamecriteria.

Vendor surveys.Forrestersurveyedvendorsontheircapabilitiesastheyrelatetotheevaluationcriteria.Onceweanalyzedthecompletedvendorsurveys,weconductedvendorcallswhere

necessarytogatherdetailsovendorqualifications.
http:///reader/full/Commerceserver.nethttp:///reader/full/commerceserver.nethttp:///reader/full/Commerceserver.nethttp:///reader/full/command.16http:///reader/full/command.16http:///reader/full/Commerceserver.nethttp:///reader/full/commerceserver.nethttp:///reader/full/Commerceserver.nethttp:///reader/full/command.16


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Product demos.Weaskedvendorstoconductdemonstrationsotheirproductsunctionality.Weusedfindingsromtheseproductdemostovalidatedetailsoeachvendorsproductcapabilities.

Customer reerence calls.ovalidateproductandvendorqualifications,Forresteralsoconductedreerencecallswithcurrentcustomersromeachvendor.

The Forrester Wave Methodology

Weconductprimaryresearchtodevelopalistovendorsthatmeetourcriteriatobeevaluated

inthismarket.Fromthatinitialpoolovendors,wethennarrowourfinallist.Wechoosethese

vendorsbasedon:1)productfit;2)customersuccess;and3)Forresterclientdemand.Weeliminate

vendorsthathavelimitedcustomerreerencesandproductsthatdontfitthescopeoourevaluation.

Aferexaminingpastresearch,userneedassessments,andvendorandexpertinterviews,wedevelop

theinitialevaluationcriteria.oevaluatethevendorsandtheirproductsagainstoursetocriteria,we

gatherdetailsoproductqualificationsthroughacombinationolabevaluations,questionnaires,

demos,and/ordiscussionswithclientreerences.Wesendevaluationstothevendorsortheirreview,

andweadjusttheevaluationstoprovidethemostaccurateviewovendorofferingsandstrategies.

Wesetdeaultweightingstoreflectouranalysisotheneedsolargeusercompaniesand/or

otherscenariosasoutlinedintheForresterWavedocumentandthenscorethevendorsbased

onaclearlydefinedscale.Tesedeaultweightingsareintendedonlyasastartingpoint,andwe

encouragereaderstoadapttheweightingstofittheirindividualneedsthroughtheExcelbased

tool.Tefinalscoresgeneratethegraphicaldepictionothemarketbasedoncurrentoffering,

strategy,andmarketpresence.Forresterintendstoupdatevendorevaluationsregularlyasproductcapabilitiesandvendorstrategiesevolve.Formoreinormationonthemethodologythatevery

ForresterWaveollows,goto http://www.orrester.com/marketing/policies/orresterwave-

methodology.html.

Integrity Policy

AlloForrestersresearch,includingForresterWaves,isconductedaccordingtoourIntegrityPolicy.

Formoreinormation,gotohttp://www.orrester.com/marketing/policies/integritypolicy.html.

ENDNOTES

Te4%ruleisbasedonForrestersexperienceworkingwithonlineretailers,manyowhichare

multichannelretailers.Essentially,Forresterseestechnologycostsstabilizingatapproximately4%o

revenueasbusinessesmature.Lessmaturesites,pureplays,orthoseseekingtodifferentiatehighlythrough

eaturesandtechnologywillrunabove4%.Businessesinvestinglessthan4%arelikelytobeoperatingat

significantscaleorareunderinvestingintheirtechnologycapability.

1
http://www.forrester.com/marketing/policies/forrester-wavehttp://www.forrester.com/marketing/policies/integrity-policy.htmlhttp://www.forrester.com/marketing/policies/forrester-wavehttp://www.forrester.com/marketing/policies/integrity-policy.html


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2 Whiletheullsampleisavailable,thisdatapointaccountsoronlyB2Brespondents.Source:Q12013

GlobalB2BeCommercePortalOnlineSurvey.

3 CiscoorecastsmobilebusinessInternettrafficandmakesthedataavailableondemandviaawebbased

tool.Source:CiscoVNIForecastWidget,May2012(http://ciscovni.com/orecastwidget/index.html).

4 FormoreinormationaboutSAPsroadmaporhybrispostacquisitionclosure,readtheollowingblog

post:`SAPClosesItsAcquisitionOHybrisAQuickUpdate,PeterSheldonsBlog,August1,2013

(http://blogs.orrester.com/peter_sheldon/130801sap_closes_its_acquisition_o_hybris_a_quick_update).

5 FormoreinormationaboutOraclesacquisitionoAG,Endeca,andFatWire,readtheollowingblog

posts:OracleoAcquireAG:SomeToughts,BrianWalkersBlog,November2,2010( http://blogs.

orrester.com/brian_walker/101102oracle_to_acquire_atg_some_thoughts);OracleBuysEndeca:What

ItMeansBrianWalkersBlog,October18,2011( http://blogs.orrester.com/brian_walker/111018oracle_

buys_endeca_what_it_means);andOracleAcquiresAnotherPierceoTeCXMPuzzleWithFatWire,

StephenPowersBlog,June22,2011( http://blogs.orrester.com/stephen_powers/110622oracle_acquires_another_piece_o_the_cxm_puzzle_with_atwire).

6 AccenturewillacquireChicagobasedAcquityGrouporabout$316million,or$6.50perAcquity

share,subjecttotheapprovaloAcquityshareholders.AcquityGroups600plusemployeesareexpected

tojoinAccentureInteractive.Source:AccenturetoacquireAcquityGroupor$316million,Crains

ChicagoBusiness,May17,2013(http://www.chicagobusiness.com/article/20130517/NEWS06/130519782/

accenturetoacquireacquitygroupor316million).

7 SAP/hybrisandAccenture/AcquityannouncedinAugust2013thattheyarejoiningorcestoorman

exclusiveglobalstrategicpartnershipaimedatdeliveringonlineandmultichannelcommerce.Source:

AccentureandhybriseamtoImplementMultichannelCommerceSolutionsorGlobalEnterprises,

Accenturepressrelease,Accenture,August5,2013(http://newsroom.accenture.com/news/accentureand-hybristeamtoimplementmultichannelcommercesolutionsorglobalenterprises.htm).

8 FordetailsaboutGooglessearchmarketshareintheB2CandB2Bspaces,respectively,pleaseconsult

theollowing:comScoreReleasesAugust2013U.S.SearchEngineRankings,comScorepressrelease.

September11,2013(http://www.comscore.com/Insights/Press_Releases/2013/9/comScore_Releases_

August_2013_U.S._Search_Engine_Rankings);andJennierWong,Optiy2012B2BMarketing

BenchmarkReport:GoogleDominatestheB2BSearchMarketandwitterOutperormsFacebook,Optiy

pressrelease,January23,2013(http://www.optiy.net/pressreleases/optiybenchmarkreportgoogle-

dominatestheb2bsearchmarketandtwitteroutperormsacebook).

9 GoogleannounceditslaunchoB2BcentricGoogleShoppingorSuppliers.Source:AmirErati,Google

CopiesAmazonsPlaybook.TeWallStreetJournal,May23,2013( http://online.wsj.com/article/SB100014

24127887324582004578456891589342994.html).

10 Formoreinormationonleadingwebcontentmanagementsystems,seetheApril8,2013,heForrester

Wave:WebContentManagementForDigitalCustomerExperience,Q22013 report.
http://ciscovni.com/forecast-widget/index.htmlhttp://blogs.forrester.com/peter_sheldon/13-08-01-sap_closes_its_acquisition_of_hybris_a_quick_updatehttp://blogs/http://blogs.forrester.com/brian_walker/11-10-18-oraclehttp://blogs.forrester.com/stephen_powers/11-06-22-oracle_acquireshttp://www.chicagobusiness.com/article/20130517/NEWS06/130519782http://newsroom.accenture.com/news/accenture-andhttp://www.comscore.com/Insights/Press_Releases/2013/9/comScore_Releaseshttp://www.optify.net/press-releases/optify-benchmark-report-googlehttp://online.wsj.com/article/SB100014http://www.forrester.com/go?objectid=RES82462http://www.forrester.com/go?objectid=RES82462http://ciscovni.com/forecast-widget/index.htmlhttp://blogs.forrester.com/peter_sheldon/13-08-01-sap_closes_its_acquisition_of_hybris_a_quick_updatehttp://blogs/http://blogs.forrester.com/brian_walker/11-10-18-oraclehttp://blogs.forrester.com/stephen_powers/11-06-22-oracle_acquireshttp://www.chicagobusiness.com/article/20130517/NEWS06/130519782http://newsroom.accenture.com/news/accenture-andhttp://www.comscore.com/Insights/Press_Releases/2013/9/comScore_Releaseshttp://www.optify.net/press-releases/optify-benchmark-report-googlehttp://online.wsj.com/article/SB100014http://www.forrester.com/go?objectid=RES82462http://www.forrester.com/go?objectid=RES82462


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11 Formoreinormationonsystemsintegratorsandcommerceservicesproviders,seetheFebruary24,2012,

heForresterWave:GlobalCommerceServiceProviders,Q12012reportandseetheFebruary9,2012,

HowoSelectACommerceServicesProviderreport.

12 Formoreinormationonhosted/managedandondemandbusinessmodels,seetheJuly25,2013,

CommerceechnologyInvestmentAndPlatormrends2013 report.

13 Formoreondigitalcommercesolutions,seetheDecember2,2011,MarketOverview:DigitalCommerce

Solutions2011report.

14 FormoreinormationabouttheacquisitionohybrisbySAP,readtheollowingblogpost:SAPoAcquire

HybrisWhatDoesItMean?PeterSheldonsBlog,June5,2013( http://blogs.orrester.com/peter_

sheldon/130605sap_to_acquire_hybris_what_does_it_mean).

15 FormoreinormationaboutSAPsroadmaporhybrispostacquisitionclosure,readtheollowingblog

post:PeterSheldon,SAPClosesItsAcquisitionOHybrisAQuickUpdate,PeterSheldonsBlog,

August1,2013(http://blogs.orrester.com/peter_sheldon/130801sap_closes_its_acquisition_o_hybris_a_

quick_update).

16 FormoreinormationabouttherebrandingoAscentiumtoSmithandtherelationshipbetween

commerceserver.netanditsparentcompany,readtheollowingblogpost:CommerceServer,Cactus

Commerce&AscentiumTePathForward,PeterSheldonsBlog,November30,2012( http://blogs.

orrester.com/peter_sheldon/121130commerce_server_cactus_commerce_ascentium_the_path_

orward_0).
http://www.forrester.com/go?objectid=RES60823http://www.forrester.com/go?objectid=RES61317http://www.forrester.com/go?objectid=RES99782http://www.forrester.com/go?objectid=RES60972http://www.forrester.com/go?objectid=RES60972http://blogs.forrester.com/peterhttp://blogs.forrester.com/peter_sheldon/13-08-01-sap_closes_its_acquisition_of_hybris_ahttp:///reader/full/commerceserver.nethttp://blogs/http://blogs.forrester.com/peterhttp://blogs.forrester.com/peter_sheldon/13-08-01-sap_closes_its_acquisition_of_hybris_ahttp:///reader/full/commerceserver.nethttp://blogs/http://www.forrester.com/go?objectid=RES60972http://www.forrester.com/go?objectid=RES60972http://www.forrester.com/go?objectid=RES99782http://www.forrester.com/go?objectid=RES61317http://www.forrester.com/go?objectid=RES60823


23/23

Forrester Research, Inc. (Nasdaq: FORR) is an independent research company that provides pragmatic and forward-thinking advice to

global leaders in business and technology Forrester works with professionals in 13 key roles at major companies providing proprietary

Forrester Focuses OneBusiness & Channel Strategy Professionals

Responsibleforbuildingamultichannelsalesandservicestrategy,

youmustoptimizehowpeople,processes,andtechnologyadapt

acrossarapidlyevolvingsetofcustomertouchpoints.Forrester

helpsyoucreateforward-thinkingstrategiestojustifydecisionsand

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