Most adults, acting in the best long-term health interests of their children, at one time or another dictate that kids just need to eat their vegetables. In many cases, palate preferences cause the children to balk at this directive; the vegetables just don’t taste good. Over time, different preparations and recipes perceived as tasty eventually result in more consumption and alignment with the long-term goal of healthier eating.
As simplistic of an example as that may be, our data shows something similar happening in the market for sales performance management (SPM) software. Just like eating your vegetables is generally acknowledged as a good thing, SPM software carries similar associations with “goodness”: It has extremely high perceived importance (86 percent of organizations consider it critical, very important, or important), its use correlates with achievement of higher levels of business intelligence (BI) success, and the priorities of desired features are rising (and at all-time highs) in all areas. Yet, just like eating vegetables, known goodness doesn’t translate to greater consumption when it comes to SPM. Not even a majority of organizations use or are evaluating SPM software, and a sizeable gap exists between perceived importance, and actual and planned use.
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