Magic Quadrant for Corporate Performance Management Suites
25 January 2010

Neil Chandler, Nigel Rayner, John E. Van Decker

Gartner RAS Core Research Note G00172934

The market for corporate performance management suites continues to grow. Users should evaluate vendors carefully, according to business needs and their broader business intelligence and performance management strategies.

What You Need to Know

This document was revised on 26 January 2010. For more information, see the Corrections page.

The market for corporate performance management (CPM) suites continues to grow rapidly. Previous years were marked by large-scale vendor consolidation and subsequent portfolio rationalization, while this year has seen a more stable market in which the vendors have focused on execution (particularly the large vendors selling into their existing customer bases). Demand continues despite the difficult economic conditions, primarily because CPM has helped to manage cost optimization efforts and is now increasingly employed in supporting growth-based strategies. Vendor offerings from larger vendors and CPM specialists are rich in functionality, with many potential benefits. However, the market is dominated, in terms of market share, by the three megavendors (Oracle, SAP and IBM); although they all have strong product portfolios, there is still some uncertainty among users about future product road maps. Additionally, specialist vendors continue to grow, and this year sees five new vendors enter the Magic Quadrant. The specialists continue to offer leading-edge functionality and licensing options that appeal to organizations that do not want to choose from the megavendors.

CPM suites can bring greater rigor, accuracy and transparency to many management processes, such as budgeting, planning and forecasting (BP&F), financials and regulatory reporting (and associated compliance challenges), and they can deliver a better understanding of the drivers of corporate profitability. Although awareness of the CPM concept has become more widespread, Gartner still estimates that nearly 50% of large enterprises and 75% of midsize businesses are using spreadsheets or legacy applications to meet their core management process for BP&F, financial consolidations and financial reporting. Furthermore, most CPM suite implementations have focused on improving the financial functions (primarily BP&F), and less on the strategic aspects of CPM (such as strategy management and profitability modeling). Clients that have established CPM solutions for BP&F and reporting are now increasingly looking at strategy management and profitability modeling to increase the sophistication and scope of their solutions; first-time adopters are also investigating the higher value of these less-adopted CPM components. Hence, there is still a significant and growing demand for CPM solutions. Therefore, conduct evaluations of the CPM suites based on their fit with these key business requirements, and on the ability of any solution to meet your performance management (PM) and business intelligence (BI) needs (see Figure 1).

Magic Quadrant

Figure 1. Magic Quadrant for Corporate Performance Management Suites

Figure 1.Magic Quadrant for Corporate Performance Management Suites

Source: Gartner (January 2010)

Market Overview

CPM includes the processes used to manage corporate performance, such as strategy formulation, budgeting and forecasting; the methodologies that support these processes, including the balanced scorecard, or value-based management; and the metrics used to measure performance against strategic and operational performance goals. CPM also comprises a series of analytic applications, such as BP&F, financial-consolidation, and financial-reporting solutions, which provide the functionality to support these processes, methodologies and metrics, targeted at the CFO, finance team, senior executives and corporate-level decision makers (see the market definition below). CPM projects typically focus on BP&F, or on financial consolidation and reporting. But CPM applications are also key in linking strategy to operational execution; they also leverage BI investments to bring consistency to financial and operational reporting, which can improve corporate governance, and can help address compliance issues. Increasingly, CPM applications can be used to identify the drivers of profitability to help organizations pursue profitable revenue growth. However, there is a lack of knowledge among most finance and business users about the potential of these applications, and few companies appear to be leveraging them to their fullest extent.

The CPM suite market continues to experience strong momentum, growing nearly 28% during 2008. This is partly explained by an internal change in the way that Gartner analyzes the CPM market. In previous years, we identified the market as a composite of embedded CPM functionality in ERP and BI products, as well as stand-alone CPM suites. This year, we based market sizing only on stand-alone CPM suites. Figures for the previous year were, therefore, revised to account for this change in methodology, which concluded that the overall size of the market is now $1.867 billion, worldwide. This significant growth is due not only to acquisitions, but also to a strong execution by the top vendors' cross-selling and upselling CPM into their large user bases. Smaller vendors (such as Clarity Systems, Tagetik, Prophix Software and Exact-Longview) continue to do well and have been able to capitalize on the opportunity created by Microsoft's road map changes. Several factors contributed to the continued growth in CPM revenue during 2008:

  • Following significant acquisitions, and the ensuing confusion over product road maps, the megavendors moved into a more aggressive execution phase, resulting in increased adoption within their large customer bases.
  • Due to the economy, organizations are re-evaluating their internal costs to ensure that their operations are as efficient as possible. This has put pressure on budgeting systems and processes, leading to a drive to replace these with CPM applications. Also, the economy increased the focus on profitability modeling and optimizations. CPM solutions help organizations identify actual cost and revenue drivers based on the consumption of resources. More recently, we have seen the continued adoption of CPM to support return to growth strategies.
  • Many organizations replaced difficult-to-maintain, inflexible or outmoded spreadsheets, and homegrown financial applications.
  • Continued growth in large enterprises was fueled by the desires of many enterprises to achieve greater transparency and adherence to governance and compliance legislation. For example, Gartner has seen increased demand driven by International Financial Reporting Standards (IFRS) and eXtensible Business Reporting Language (XBRL) adoption in the U.S.
  • More-sophisticated organizations are implementing strategy maps (linked frameworks of key performance indicators [KPIs]), using scorecard software to link CPM to other aspects of PM. Strategy management is, therefore, becoming an increasingly important aspect of CPM suites.
  • There was increased demand from midsize businesses, representing one of the largest untapped and dynamic areas of the business application software sector.
  • Advertising and public relations from increasingly large vendors and system integrators (SIs) is raising the CPM profile and generating greater demand for CPM suites.

This level of growth means that there is still a significant opportunity for vendors of CPM suites; although consolidation has led to the acquisition of most pure-play vendors by larger providers, there is still plenty of scope for the remaining independents. During the past three years, the CPM vendor landscape has transformed from being dominated by pure-play specialists (such as SAS, Cognos and SAP), with a number of smaller, independent vendors (including Exact-Longview, Board International, Clarity Systems and Tagetik), to becoming a mature market increasingly dominated by megavendors (such as Oracle, SAP [BusinessObjects] and IBM) that have become integrators supported by a concentration of niche vendors providing much of the innovation. Although the megavendors dominate the market in terms of revenue, we continue to see adoption of specialist vendors, especially in organizations that are taking a best-of-breed approach to application selection. Additionally, we have seen a rapid increase in adoption by midsize organizations that has culminated in the inclusion of three of the new vendors that are either focused on the midmarket or on a specific geography.

The combined global market share of the top five CPM vendors (including all their acquired assets) comprises 70% of the market, and although there are several large revenue-generating pure-plays, such as Infor and SAS, the rest of the market is composed of many small vendors. Almost all the revenue in the market is generated through traditional on-premises implementations. However, we have also seen increased traction for software-as-a-service (SaaS) or on-demand-based CPM solutions, culminating in the inclusion of two of the new vendors into this Magic Quadrant.

Results From the Customer Reference Survey

As part of this research, Gartner conducted a customer survey (comprising nominated CPM references by the vendors), and asked 20 specific questions about the customers' experiences in working with their chosen vendors. The results were used in support of the assessment of the CPM suites market. For 2009, we obtained 244 full responses (up from 131 in 2008) representing companies in 27 countries with revenue ranging from $50 million to $100 billion, and CPM deployments from 10 to more than 3,000 users. The average results across key questions showed some variation, ranging from 1.72 to 2.399 (last year's results were 1.42 to 2.64), where 1 is excellent and 5 is very poor, with an average score of 2.08 (1.91 in 2008) and a standard deviation of 0.202 (0.34 in 2008).

Therefore, there has been a marked reduction in the differences between the top and bottom scores in the survey. SAP BusinessObjects and Oracle are the biggest movers that have improved their execution in the past year, and consequently received more-favorable scores. However, there are still large differences in the results in individual questions related to benefits realized and quality of support and services; hence, reference visits/calls are an important part of the vendor evaluation.

Again, this year's survey shows striking similarities to the previous two years when it comes to project sponsorship and adoption. The survey revealed that CPM is still mainly sponsored by finance, although there was also a pronounced increase in sponsorship outside finance, indicating that CPM is becoming more integrated into wider BI and PM strategies. BP&F remains the most popular use for CPM, followed by financial reporting and financial consolidation. Strategy management and profitability modeling remain less widely adopted, with no clear increase in use year to year from the references provided. However, responses show that these additions are still high on the list for inclusion within the next 12 to 24 months, particularly solutions for strategy management.

Despite the increased capabilities of the available solutions, Gartner has only just started to see a shift to increased adoption of strategy management and profitability modeling in user deployment trends during the past year. The number of CPM evaluations and the size of deployments (in number of users) continue to grow. However, most CPM suite evaluations are still focused on improving the financial functions (primarily BP&F), and less on the strategic aspects of CPM (such as strategy management and profitability modeling). This focus on just the core financial processes has started to change as the market, vendors and buyers continue to mature. An increasing number of early adopters are looking to implement strategy management and profitability-modeling solutions.

Market Definition/Description

The CPM market is populated with many vendors, some offering a broad range of solutions, while others have limited, specific point applications. The goal of this Magic Quadrant is to present a global view of the main vendors that offer broad CPM suites that should be considered by organizations seeking to implement a CPM strategy. The main application components of a CPM suite are as follows.


This covers the development of budgets, plans and forecasts. In CPM, the core of the BP&F process is a financial-modeling engine that has an integrated profit-and-loss, balance sheet and cash flow forecasting capability. This engine is the key feature that distinguishes CPM from other analytic applications that also create budgets, plans and forecasts (such as sales and operations planning or marketing campaign planning applications). CPM applications support the creation of financially focused budgets and plans, and should support the complete budget creation and approval process with appropriate workflow that enables users to define and control the flow of budgets, plans and forecasts for review and approval. These applications should also keep an audit trail of changes to budgets, plans and forecasts.

CPM BP&F should support the two forms of financial planning that dominate most organizations: short-term financial budgeting, usually with a one-year time horizon, and longer-term planning, commonly with a three- to five-year time horizon. The financial budget is used to set financial targets for revenue, expenditures and cash generation, and typically uses financial classifications found in the general ledger (GL). The long-term financial plan is used by executives to evaluate the effects of alternative strategies (such as merger-and-acquisition activity), and represents a high-level perspective of revenue, expenses, balance sheet items and cash flows. BP&F applications should also support other aspects of strategic planning, such as initiative management, and should provide links to strategy maps in scorecard applications. BP&F applications may also provide other detailed planning, such as salary or head count planning, revenue planning, capital planning or expense planning.

CPM BP&F applications should support sophisticated forecasting and modeling, which involve extrapolating new versions of plans and budgets based on the analysis of historical data. Forecasting can be simple (for example, add three months of actual data to nine months of budget data) or sophisticated (based on statistical techniques) to help predict performance. They should also offer more-sophisticated capabilities that extend beyond financially focused budgets, supporting the creation of models based on a network of business drivers that enable users to model financial outcomes by varying the business driver assumptions. This capability helps link CPM to other areas of PM.

Profitability Modeling and Optimization

Profitability modeling and optimization includes activity-based costing (ABC) applications that determine and allocate costs at a highly granular level to, for example, determine the cost of each task (activity) that an agent may perform across all channels in a customer service contact center. This information can be applied to various "cost objects," including products, customers or customer segments, to help determine product and customer profitability. Activity-based management applications take this approach one stage further and provide modeling capabilities to enable users to model the impact on profitability of different cost and resource allocation strategies. More-sophisticated applications have moved beyond the "traditional" ABC focus to enable revenue to be allocated in a similar manner, which, in industries where there are complex sales models (such as those selling through intermediaries), can be as complex as the costing model. This approach can help model optimal product and service offerings in packaging, bundling and pricing, as well as optimize channel strategies. Increasingly, profitability-modeling applications are focusing on profit optimization capabilities that enable executives to see the impact of different strategies on profitability from different perspectives, such as customer or product.

Strategy Management

Strategy management applications provide a packaged approach to support strategic planning, modeling and monitoring to improve corporate performance, accelerate management decision making and facilitate collaboration. These solutions are usually tied to strategy maps or methodologies, such as the balanced scorecard. Strategy management comprises:

  • Strategic planning is the creation of high-level business plans to evaluate the impact of different strategic alternatives. This includes creating strategic plans on a "base case plus" or initiative-based approach, along with scenario modeling to compare the financial outcomes of various strategies. Strategic planning includes long-term financial planning, which creates a high-level perspective of revenue, expenses, balance sheet items and cash flows to show the financial impact of different strategic alternatives.
  • Initiative/goal management includes project-management-like tools to enable responsible managers to execute specific tasks related to a strategy.
  • Scorecards and strategy maps are used to record strategies, objectives and tasks, measure performance and provide a collaborative environment for effective, enterprisewide communication.
  • Dashboards (or cockpits) aggregate and display metrics and KPIs, enabling them to be examined at a glance before further exploration via additional BI tools.

CPM suites should, at the very least, provide dashboard capabilities to help display performance information in a way that is easily understood by users. However, more-sophisticated organizations are implementing strategy maps (linked frameworks of KPIs) using scorecard software to link CPM to other aspects of PM. Strategy management is, therefore, becoming an increasingly important aspect of CPM suites.

Financial Consolidation

This type of application lets organizations reconcile, consolidate, summarize and aggregate financial data based on different accounting standards and federal regulations. These applications require complex transaction-processing rules to automate intercompany eliminations, and must maintain a detailed audit trail of all transactions processed to arrive at the consolidated financial results. These applications must provide sophisticated multicurrency-handling capabilities, including the ability to support complex translation and revaluation processing. They are a fundamental part of CPM, because they create the audited, enterprise-level view of financial information that must be shared with other CPM applications to analyze variance from targets. Financial-consolidation applications are increasingly being deployed more widely in a federated fashion to provide financial and management consolidations at local, regional or business unit subconsolidations by linking directly to the GLs at this level. Financial-consolidation applications should be scalable enough to support this deployment model, and should provide a group consolidation using shared dimensions (such as legal entity and account) across the federated models. Financial-consolidation solutions are increasingly linked with financial-governance initiatives, and many solutions incorporate additional process controls to support financial-close management.

Financial, Statutory and Management Reporting

There are many generic query and reporting applications available as part of BI platforms. Although these capabilities add value to a CPM implementation, CPM has some specific additional reporting requirements that require specialized reporting tools. CPM applications, such as financial consolidation and BP&F, require some of their output to be formatted as structured financial statements; thus, reporting tools need additional logic and presentation capabilities to handle these requirements (for example, calculation rules for creating a cash flow statement from profit-and-loss and balance sheet data). These reporting tools should support specific generally accepted accounting principles (GAAP) accounting presentation rules, such as U.S. GAAP or IFRS, to enable preparation of statutory financial statements with appropriate commentary and supplementary notes. Increasingly, financial-reporting solutions incorporate templates, business rules, workflow and audit trails to better meet regulatory, compliance and governance programs. In addition, they should support financial-reporting technologies, such as XBRL, as regulators increasingly require the submission of financial statements in XBRL format.

CPM applications should also provide management reporting capabilities. These are specifically required to produce the management reports used by executives at corporate and business unit levels to manage and explain financial performance. This requires a financial-statement presentation format, but also requires additional functionality, primarily budget/variance analysis. CPM applications should also enable the creation of "management packs," which enables groups of reports to be produced electronically or in printed form, with the ability to add annotations and commentary. Finally, these applications include visualization techniques specifically designed to support analysis of variance from budgets or targets and comparisons with historical performance. This can include integration with dashboard and scorecard applications, as well as specific visualization techniques, such as decision trees, heat maps and hyperbolic trees.

Inclusion and Exclusion Criteria

Market Presence

  • At least 20 live customers using two or more of the CPM suite applications from that vendor.
  • License and maintenance revenue of at least $5 million from CPM applications in the most recent fiscal year.
  • Live customers in more than one of the following geographic regions: North America, South America, Europe, the Middle East and Africa (EMEA), Asia/Pacific and Japan.
  • Target customers that comprise either midsize/large companies, or large public-sector/nongovernmental organizations (NGOs) with multiple, diverse departments.

Product Capabilities

  • CPM suite offering that includes at least four of the application components described above.

Vendor Viability

  • Vendors must be viable, not in the process of filing for bankruptcy.


There are four new vendors added to the Magic Quadrant this year (Bitam, Host Analytics, Prophix Software and Winterheller), and there are plenty of innovative, interesting others to watch. Host Analytics meets our inclusion criteria, indicating an increasing interest in SaaS solutions in the CPM suite market. SaaS adoption has been mainly with small and midsize businesses, which have found that this model provides quick implementations with low investment and with less need for IT infrastructure, when compared with traditional on-premises applications. It is the lower costs and easier deployments, rather than sophisticated functionality, that are driving the adoption of SaaS in the CPM suite market. The pricing for SaaS-based CPM suites is also attractive to midsize enterprises. Rather than the upfront investment costs for software and hardware for traditional on-premises applications, which can cost from $50,000 to more than $500,000, SaaS solutions are available starting at approximately $200 per person per year, although some solutions cost much more, and pricing models vary considerably. Conversely, SaaS solutions typically offer less flexibility than traditional providers. Bitam, Prophix and Winterheller also meet our inclusion criteria and are prime examples of local CPM solutions (Latin America, North America and Austria/Germany, respectively) that have started to build out global execution capability. Bitam, which is building success in a region where no one else has focused, has gained market momentum. This is now giving the company the opportunity to expand into other geographic areas. Prophix and Winterheller, through their midmarket focus, have gained market share and have capitalized on opportunities that the other vendors have ignored while they focused on Tier 1 organizations and home markets. This has now given Prophix and Winterheller a solid customer base and a scale of execution sufficient to be included in the Magic Quadrant.

Other specialist vendors are also benefiting from the growth of the CPM suite market and did not yet meet our inclusion criteria, but are worthy of consideration in CPM evaluations. These vendors are:

  • Adaptive Planning: Adaptive Planning is an on-demand budgeting, forecasting and reporting solution vendor for small and midsize companies that provides an alternative to inefficient, Excel-based processes for CPM. Its solution includes reporting, dashboards and modeling for more CPM functionality, as well as Web-based collaboration capabilities that integrate online documents, discussion groups, project management and other "Web 2.0" features into the context of financial processes. Adaptive Planning has shown strong sales/revenue growth (adding over 340 new customers in 2009), and has gained momentum with partners (developing a significant North American and smaller EMEA and Asia/Pacific reseller channels, and through partnerships, as with NetSuite). Gartner interactions with Adaptive Planning clients indicate a high level of customer satisfaction. Clients considering SaaS-based budgeting, planning, and reporting should consider Adaptive Planning.
  • Arcplan: Arcplan brings a BI point of view to the CPM market similar to Board International. Arcplan expanded its CPM offering with the introduction of arcplan Edge, a competent BP&F product to complement acrplan's traditional dashboarding and scorecarding capabilities. Arcplan is better-suited for clients whose needs are outside the scope of a packaged CPM suite. The company's portal integration, process orientation and federated write-back capabilities support the building of complex analytic applications, for example, to deliver closed-loop planning or to support collaborative, unified operational and financial PM.
  • Carpio Solutions: Carpio is a privately held and private-equity-financed U.S.-based CPM software firm with approximately 65 employees headquartered in Raleigh, North Carolina. Carpio's award-winning GesFin 5.0 CPM Suite is a Web- and Excel-based solution for strategic planning, budgeting, forecasting, reporting, scenario planning, profitability analysis, and consolidation. Carpio is expanding from its Latin American roots, primarily into North America, but also into Europe and the Asia/Pacific regions, through a strategic partnership with MicroStrategy, a growing list of resellers, and a direct sales force.
  • Exie: Exie has focused its message more broadly on PM, although its component-based application builder approach is still suitable for core CPM deployments, especially where there is a strong focus on alignment with strategy. This positioning will enable Exie to capitalize on the increasing focus on broader deployments of PM solutions; however, as a small vendor, Exie needs to ensure (via a suitable partner network — one recent example has been its partnering with Aaro Systems to provide financial consolidation) that it does not spread itself too thinly across different aspects of PM. Exie is focused on the Scandinavian region and has struggled to expand outside this region.
  • KCI Computing: KCI Computing is a small U.S.-based firm with a long history of delivering CPM to midmarket and enterprise-sized organizations. Its product, Control, offers sophisticated end-user-configurable capabilities covering all aspects of CPM. With a simple Excel-based user interface and an application that is based on leading relational databases, KCI continues to strengthen its core capabilities and is increasingly able to compete with the leaders in the CPM market.
  • Prodacapo: Swedish-based Prodacapo offers a Web-enabled CPM suite with a focus on activity-based management and profitability modeling, business planning and a balanced scorecard targeted at midsize and large organizations. Although most of its 160 active CPM clients are EMEA-based, Prodacapo now has international customers with global operations and customers in the North American and Asia/Pacific regions. By offering an interesting combination of modeling, data integration, reporting and analysis, Prodacapo has continued to grow outside its Scandinavian "home" markets, and is able to capture greater market share as customers increasingly look to profitability-modeling and strategy management solutions to drive business transformation. Prodacapo is available as a modular application residing on either SQL Server or Oracle.
  • QPR Software: This Finnish-based vendor predominantly provides scorecarding, strategy management, planning and reporting solutions through its direct business and partner network serving approximately 780 global CPM customers (although the majority of its customers are in EMEA, QPR has seen increased expansion in the Asia/Pacific region). QPR also enables customers to model and optimize business processes that help align business processes with strategic and risk management objectives. Collaboration and reporting are provided by a portal that integrates the three core components of the solution (QPR ScoreCard, QPR FactView and QPR ProcessGuide) with Excel integration and support for SharePoint Server.


Lawson was dropped from the Magic Quadrant for CPM suites as a consequence of its limited functional breadth and increasing focus on narrow industry segments. Lawson is a global software vendor with strategic business units in the healthcare, public-sector, fashion, food, and equipment service management and rental industries. Lawson's solutions include financial reporting, budgeting and planning and dashboards in support for CPM initiatives. In addition, Lawson offers its Opportunity Analyzer tool, which allows companies to uncover opportunities and achieve quantifiable benefits, thus providing a view of overall corporate profitability.

Evaluation Criteria

Ability to Execute

These criteria and weightings were used to evaluate vendors' market positions.

Product/Service: This involves CPM suite functionality across the five application components described above, including the underlying technical architecture.

Overall Viability (Business Unit, Financial, Strategy, Organization): This includes an assessment of the organization's overall financial health, the financial and practical success of the business and the likelihood that the individual business will continue to invest in the CPM suite within the vendor's portfolio of products.

Sales Execution/Pricing: This comprises vendors' capabilities in all sales activities and the structures that support them. This criterion also includes an assessment of the cost of CPM suite licenses, implementation and ownership.

Market Responsiveness and Track Record: This involves the vendor's overall effectiveness in the market, including its responsiveness to users, capability to articulate a clear CPM value proposition and the number of live implementations of its CPM suite. This criterion was raised in priority to standard to reflect its increased importance in a more mature market.

Customer Experience: This includes the vendors' capability to deliver presale and postsale support, which enables clients to be successful with their CPM suites. The criterion also includes the quality and availability of vendors' support desks, as well as implementation services.

Operations: This involves the organization's capability to meet goals and commitments with respect to CPM suites. Factors include the quality of the organizational structure, such as skills, experiences, programs, systems and other vehicles that enable vendors to operate effectively and efficiently in the market on an ongoing basis.

Marketing Execution: This was not rated as a separate criterion, because it was evaluated as part of Market Responsiveness and Track Record, as well as under Operations (see Table 1).

Table 1. Ability to Execute Evaluation Criteria

Evaluation Criteria
Overall Viability (Business Unit, Financial, Strategy, Organization)
Sales Execution/Pricing
Market Responsiveness and Track Record
Marketing Execution
no rating
Customer Experience

Source: Gartner (January 2010)


Completeness of Vision

These criteria and weightings were used to evaluate the position of vendors in the market.

Market Understanding: This is the vendors' capability to understand buyers' needs and to translate these needs into products and services. It addresses whether vendors show the highest degree of vision listen to and understand buyers' wants and needs, and whether they can shape or enhance these wants with their added vision. This criterion was reduced in priority to low because the market is now well-understood by most vendors.

Marketing Strategy: This involves a clear, differentiated set of messages matching Gartner's vision of CPM that is communicated consistently throughout the organization and is externalized effectively to the market.

Sales Strategy: This is the strategy for selling CPM suites that uses the appropriate network of direct and indirect sales, marketing, service and communication affiliates that extend the scope and depth of market reach, skills, expertise, technologies, services and the customer base.

Offering (Product) Strategy: This is the CPM suite product strategy covering breadth and depth of functionality, underlying technology and openness.

Business Model: This refers to the soundness of each vendor's strategy to deliver CPM suites to the market.

Vertical/Industry Strategy: This is the vendor's strategy to direct resources, skills and offerings to meet the specific needs of vertical market segments. This criterion was raised in priority to standard to reflect the increasing maturity of the market.

Geographic Strategy: This is the vendor's strategy to direct resources, skills and offerings to meet the specific needs of geographies outside the home geography directly or through partners, channels and subsidiaries, as appropriate for the geography and market.

Innovation: This was assessed under each criterion above, as appropriate. For example, product innovation was assessed under Product Strategy. Therefore, innovation was not rated as a separate criterion (see Table 2).

Table 2. Completeness of Vision Evaluation Criteria

Evaluation Criteria
Market Understanding
Marketing Strategy
Sales Strategy
Offering (Product) Strategy
Business Model
Vertical/Industry Strategy
no rating
Geographic Strategy

Source: Gartner (January 2010)



Leaders' performances excel in the CPM suite market segment. They can deliver breadth and depth of CPM suite functionality, as well as provide enterprisewide implementations to support a broad CPM strategy. Leaders successfully articulate a business proposition that resonates with buyers, and are supported by the viability and operational capability to deliver on a global basis.


Challengers provide offerings that are complementary to their established business applications. In doing so, they expect to leverage their installed client bases. They typically offer good breadth of functionality, but their solutions are tied primarily to their own applications. Challengers also may have a limited vision of CPM that is not well-aligned with Gartner's vision of where CPM is heading.


Visionaries have a strong vision for delivering a CPM suite. They are distinguished by the openness and flexibility of their application architectures and offer depth of functionality in the areas they address, but they may have gaps relative to broader functionality requirements. A visionary vendor is a market "thought leader" and an innovator; however, it may have yet to achieve sufficient scale, or there may be concerns about its capability to grow and provide consistent execution.

Niche Players

Niche vendors do well in a specific segment of the CPM suite market, or have limited capability to innovate or outperform other vendors in the market. These vendors may be focused on a specific domain or aspect of CPM and are likely to lack depth of functionality, or they may have gaps relative to broader CPM suite functionality requirements. Niche vendors may have reasonably broad CPM suites, but limited implementation and support capabilities, and relatively limited customer bases, or they may not have achieved the necessary scale to solidify their market positions. Some have a limited geographic presence outside their home regions.

Vendor Strengths and Cautions


  • Bitam understands the CPM space well and has strong functionality in all areas, except profitability modeling and optimization (although the company has had solutions in this area before). Bitam is particularly strong for midsize companies looking for planning, budgeting and forecasting, strategy management, financial consolidation and financial, management and statutory reporting. Although its largest customers have a more than 10,000 users, the typical customer has a relatively small number of users (up to 300).
  • Bitam is a client/server and Web-based, three-tiered application that enables integration into heterogeneous environments supporting multiple Web servers that support Windows, Unix or Linux platforms. Bitam G6 provides a combined BI and CPM portfolio: Artus, Stratego, Ektos and Papiro, supporting a Microsoft stack utilizing SQL Server, Analysis Services, Microsoft Outlook and Microsoft Office, as well as non-Microsoft platforms, such as Oracle, Sybase, Teradata, Netezza and SAP Business Information Warehouse (SAP BW). Ektos is a financial-planning application providing budgeting, forecasting and consolidation. Stratego is the strategy management application, and financial, statutory and management reporting are supported via a financial analytical model based on the Artus BI platform. Papiro provides a graphical report development environment. Bitam extended its SaaS capability by buying KPI Online (in March 2009) to provide prebuilt or customizable dashboards and analytical tools, such as forecasting and trending.
  • Bitam is now building out its sales and marketing capabilities (both directly and through partners) from its Latin American origins to raise its visibility as a global CPM vendor. It offers fast deployments with a relatively low cost of ownership, compared to traditional CPM vendors. Bitam solutions are available in English, Dutch, German, Portuguese, Italian and Spanish for on-premises and on-demand (SaaS) licensing models.
  • Bitam claims more than 1,500 customers (such as Pfizer, Coca-Cola, Home Depot, Johnson Controls, Petróleos Mexicanos (PEMEX), GNC, Black & Decker and Janssen, as well as government clients) using its CPM capabilities, with more than 100 of them using its hosted solutions (launched in March 2009).

  • Bitam offers a CPM suite targeted at midsize companies and departmental solutions in larger enterprises (75% of its customers are small to midsize businesses with annual revenue of less than $500 million): however, the company may be challenged to meet the complexity and scalability required in larger customer deployments. Although it has added some limited capability for financial consolidation, this is relatively lightweight when compared to the market standards and will need to be extended to compete effectively with the rest of the CPM market.
  • Bitam's operations have been limited mainly to its home markets in Latin America, North America and southern Europe. Although it has exhibited good growth rates and has increased its presence in the North America region, the company may struggle to get attention in new markets, unless it invests heavily in marketing. Bitam will need to address its branding and go-to-market strategies to achieve a more global presence.
  • Feedback from client references was slightly below average and lags behind some of Bitam's direct competitors, indicating that the adoption of Bitam is still in the relatively early stages. This has affected the company's Ability to Execute rating.

Board International

  • Board has continued to expand at above-average growth rates for the CPM market. It now claims more than 600 CPM customers and has developed a global execution capability, with headquarters in Lugano, Switzerland; direct offices in Germany, Italy, Singapore, Spain, the U.S., the U.K., Australia and India, and a worldwide resellers' network.
  • Users like Board International's "toolkit" approach, which enables CPM applications to be configured easily and extended to meet users' unique requirements. This also is a popular feature with Board's partners, which can create tailored solutions quickly and cost-effectively.
  • Board released its current version (Board 7.1) in November 2009, which further strengthens its offering for both BI and CPM, with improved scalability and performance for in-memory and disk-based online analytical processing (OLAP) storage. Board 7 is developed using Microsoft's Windows Communication Foundation (WCF) and Windows Presentation Foundation (WPF) development standards providing a .NET service-oriented architecture (SOA) supporting a 64-bit architecture and a new Silverlight-based Web client, utilizing advanced visualizations and increased Microsoft Office integration.
  • Board has specific integration with SAP, and has improved its overall integration with relational databases and other vendors' multidimensional (OLAP) databases, including SAP BW, Microsoft Analysis Services and Oracle Essbase.
  • Board's toolkit approach gives it a broad functional footprint in CPM, and it can accommodate complex planning and profitability-modeling requirements. The toolkit also has strong strategy management capabilities.

  • Board scored slightly below average in our customer survey for service and support and for meeting overall objectives. This is no real cause for concern, but it may reflect that service and support resources could be stretched more as the number of implementations continues to increase.
  • Awareness remains a key challenge for Board, especially in the CPM suites market. Because it is a vendor of BI platforms and CPM suites, it is hard for Board, as a small vendor with limited marketing resources, to create the market presence it needs in both markets. Some specialist competitors, such as Clarity Systems and Tagetik, can focus all their marketing efforts on the CPM suites market, and are generating greater awareness.
  • Board is working on strengthening the packaged capabilities of its financial-consolidation solution and on providing support for XBRL (which it currently lacks). These enhancements are planned for the next release of Board Financial Consolidation.

Clarity Systems

  • Clarity Systems is one of the leading independent CPM specialists that represents a viable option for firms that do not want to commit to larger-vendor, end-to-end offerings, as evidenced by its high scores in our customer satisfaction ratings. Clarity continues to appear in more evaluations, which is reflected in improved pipeline and growth rates. Its growth rate reflects the strength of its CPM solution, as well as its Clarity FSR financial-governance suite.
  • Clarity offers a comprehensive, Web-based CPM suite, Clarity 6, covering all aspects of CPM. The suite leverages Excel and Web interfaces, uses a single, unified data model for all applications, and is available in a SaaS solution called Clarity OnDemand. It also has partnerships with Thomson Reuters and Thomson Elite, Microsoft and Bowne that are responsible for significantly influencing/improving sales. Additionally, Clarity FSR is an automated external-reporting solution that improves the efficiency of the external-reporting process, while delivering multiple output formats, including XBRL. This product is being extended to provide reconciliation management, close management, and other financial-governance functionality. This makes Clarity's solution attractive; it is using FSR to gain greater marketing visibility and to sell into existing competitor accounts, as compared with those of vendors in the process of rationalizing portfolios that include acquired products.
  • With FSR, Clarity has strengthened its CPM solution to improve financial reporting and statutory report submission, making it easier for organizations to create and submit reports, such as 10-Ks, with reduced costs and improved compliance. License revenue has been increasing as a result of new sales of the Clarity 6 platform and FSR, which is being pushed heavily by the Big Four business service providers in the finance area, such as KPMG and Deloitte. FSR is being resold by Bowne, a leading financial-statement publisher. FSR has been a leading product for financial-statement production over the past year, and it leads the competition, although Trintech has entered the market, and Oracle has announced plans to introduce a product in the near future.
  • Clarity provides its solution on Microsoft Analysis Services and Oracle Essbase OLAP, which gives Clarity broad market coverage. With Microsoft leaving the CPM market in 2009, Clarity, being a Gold partner, has had a significant number of deals sent to it by Microsoft. Clarity has also benefited from Oracle's acquisition of Hyperion, because Clarity is now an Oracle partner, which has improved its support for the Essbase environment.

  • Clarity will benefit from the vibrant CPM suites market during the next two to three years, but may struggle in the longer term as the market consolidates toward megavendors. This may be alleviated by the success of FSR, which is being sold into accounts where Clarity is not the incumbent CPM provider (that is, FSR has been sold into organizations that use Hyperion Financial Management [HFM] for financial consolidations). We have only seen a small number of organizations acquire FSR and then bring in the CPM solution, but we anticipate that this will occur more often in the next couple of years. Where CPM is integrated with the underlying platform, more organizations will acquire CPM suites from their ERP or BI vendors.
  • Clarity has relied on its internal professional-services organization for most implementations of Clarity's CPM solution; however, large service providers (see above) are pushing for Clarity FSR. Clarity has been able to form partnerships with some of the large integrators in local accounts; however, it will continue to struggle in bringing those relationships up to the global level. Most larger SIs are going through a rationalization process to ensure that they can support the large CPM suites that have gone through reorganization through acquisition (for example, SAP [BusinessObjects]), and will unlikely support Clarity 6 in the future. Clarity may be challenged to support its continued growth, unless it can establish more-significant partnerships with leading SIs.
  • Clarity's sales and implementation coverage outside North America and the U.K. is still limited, although it is picking up via an expanded partner network. This limits the company's ability to successfully compete in large, global CPM deals.
  • Clarity will increasingly face tough competition from the expanding group of North American specialist CPM vendors, such as Host Analytics, Exact-Longview and Prophix.


  • Exact-Longview has a broad functional solution across all aspects of CPM, and its solution appeals to customers that want to implement a CPM suite, rather than one CPM application. The solution can handle large data volumes (for example, daily profitability analysis on a dataset with 3 billion rows), and Exact-Longview's primary focus remains larger Tier 1 enterprises. Longview is operated as an independent business unit and brand within Exact and is focused exclusively on CPM. Exact-Longview scored slightly above average in the customer reference survey.
  • The company continued to add customers during 2009, and sales of its tax planning, management and reporting application are boosting overall performance. This is not part of the current market definition of CPM suites, as this functionality is generally still purchased on a best-of-breed basis, and some of Exact-Longview's larger sales in this space are for tax solutions only. However, this is an integrated part of Exact-Longview's offering, and it can act as a differentiator in some CPM evaluations. The incremental revenue from this solution also contributes to strengthening its overall viability as an independent business unit.
  • Exact-Longview announced general availability of Longview 7 in October 2009. This is an important release, as it is a major technology upgrade to the unified CPM platform that underpins the Longview product. This has an SOA base that leverages Microsoft .NET for service delivery and development (Studios), and uses Java Platform, Enterprise Edition for data and execution servers. It features a new user interface with better usability and stronger visualization capabilities, with Flex and Flash-based presentation. Existing users can migrate from earlier versions of Khalix to Longview 7 at no additional charge. Khalix will continue to be enhanced until the end of 2010. This new release will help Exact-Longview's competitiveness in an increasingly challenging market.
  • The company is working on a close management and financial-statement production module that will capitalize on the market opportunity for CPM vendors in this space. It is also working on a Microsoft-centric midmarket CPM offering that will be targeted at customers and partners impacted by Microsoft's exit from the market, as well as Exact-Longview's customer base. Both of these solutions will create potential new revenue opportunities.

  • Awareness for Exact-Longview still remains a challenge. Because it is operated as an independent business unit, it has not been able to leverage the Exact brand and is challenged by the dominance of the megavendors in terms of market awareness.
  • The company still has a limited global reach outside North America and EMEA, which can be a challenge as its primary target is large multinationals. This means it may miss out on the increasing interest in CPM in Asia/Pacific, while facing competition from emerging specialist vendors like Bitam in Latin America.
  • Broad partnerships with SIs that encompass CPM remain a challenge. Exact-Longview has created some good partnerships with major service providers for its tax solutions, but these do not generally extend to CPM. This is a challenge because SIs are increasingly focusing on megavendor offerings, so Exact-Longview must create stronger partnerships with at least some SIs to avoid being sidelined.

Host Analytics

  • This is the first year that Host Analytics has made an appearance in the CPM Magic Quadrant, as it has reached the thresholds required for product set and market penetration. While the company has some legacy-licensed base customers, all deals have been SaaS deals for two years, offering three levels of product bundles: the Host Budget Team Edition and the Host Consolidator Team Edition for planning and financial consolidation, respectively, to small and midsize companies. The Host Standard Edition provides integrated planning (IP), scorecarding and financial reporting, and the Host Enterprise Edition enables integrated revenue planning, operational planning, financial reporting and consolidation, and scorecarding.
  • With the three product bundles, Host Analytics can target small and midsize businesses, as well as line-of-business solutions for larger Tier 1 enterprises. We have seen Host effectively compete against midmarket offerings, like Adaptive Planning, and larger enterprise offerings, like Hyperion Planning. For firms that may be larger but have less-complex budgeting requirements, Host provides an opportunity for a lower-cost, easier-to-implement solution.
  • Host Analytics has an expanding base of users, many of which have grown its CPM capabilities, along with the Host Analytics stable of products, extending the solution as Host expands its capabilities. Host is a Microsoft partner, and is a beneficiary of Microsoft referrals for the CPM business that it has exited.
  • Host Analytics covers most of the components in a CPM suite in a SaaS offering, which is unique for a vendor that is solely a SaaS provider. As more firms conquer the concerns of security, nondisclosure and firewall issues of outsourcing strategic planning and financial-management applications to an outsourcer, Host Analytics will be in a position to provide increasing capabilities to organizations that adopt SaaS for CPM, as well as increased cloud computing initiatives.
  • Many organizations have trimmed capital budgets during the difficult economic climate. A SaaS solution, such as that offered by Host Analytics, can provide an opportunity to fund what might traditionally be a capital-expense project from operating expenses. On-premises maintenance costs are often greater than the cost of a SaaS subscription.
  • Host's recurring revenue stream from its SaaS offerings may provide the consistency and capability to continue to develop and support its products, even if it runs into temporary drought periods in its sales cycles.

  • Host Analytics is a smaller company and carries with it the viability concerns that firms have with companies of this size. Many of the larger CPM vendors do not have a true SaaS offering, nor do they span the various size entities that Host Analytics does, which potentially makes it an attractive acquisition candidate.
  • While Host Analytics has found a niche in the CPM market, firms that have complex CPM requirements may find that the product does not have the capabilities of larger-scale enterprise solutions, like those from SAP, Oracle and IBM.
  • Host Analytics performs most of its implementations through its professional-services organizations and does not have a large service partner channel, as most of these implementations are streamlined and do not provide extensive professional-service opportunities. Given the lack of a large-scale implementation channel, this will inhibit Host from the additional market penetration that these partners potentially could offer, particularly in larger organizations.


  • IBM, through its Cognos brand, offers a combination of CPM applications and BI platform capabilities that enables it to compete effectively in enterprise-level CPM deals. One of the initial BI vendors to venture into the CPM market, IBM has remained a leader, owing to its core strengths in BP&F (which still drives most CPM deals) and strategy management, and has maintained a strong market presence. Its Controller product for financial consolidation continues to be developed and to gain ground, and the underlying BI platform can be used to report on data from these applications. IBM scored above average in the customer reference survey.
  • IBM recently announced new versions of its in-memory, OLAP engines IBM Cognos TM1 and IBM Cognos Controller. TM1 9.5 includes better budget workflow and the ability to create local scenarios in its own that can be submitted to other data repositories, although there is limited integration with Cognos Planning. IBM will increasingly leverage TM1 as the analytic data architecture in planning, financial-analytics, consolidation, and scorecarding solutions. Controller 8.5 includes enhanced global consolidation functionality and the ability to "push" data on an incremental basis to TM1 for management reporting. This shows that IBM is leveraging the Applix acquisition to strengthen its CPM portfolio. IBM also introduced Cognos Express, a midmarket solution targeted at organizations with 100 to 999 employees that includes query and reporting, analysis and visualization, and Excel-based planning. This is effectively a combined BI and CPM offering for midsize companies. Furthermore, IBM acquired SPSS for predictive modeling and statistical forecasting, although we have yet to see how this will be realized within the CPM space.
  • IBM has done a good job of extending its CPM functionality through "blueprints" that Cognos' licensed users can download free of charge; however, there is no application support for these "blueprints," and they may not include all the desired functionality. IBM released a product profitability blueprint built on TM1 for its analytical capabilities integrated with Cognos BI. Blueprints are also used to give Cognos vertical and functional capabilities outside core CPM applications. Its relationship to IBM Global Business Services (GBS) extends the use of Cognos' blueprints, and may eventually lead to verticalizations of its CPM products beyond the current suite of vertical blueprints.
  • During the last year, the Cognos products have featured prominently in IBM's "Information Agenda" and particularly in its Business Analytics and Optimization offerings. This is a combined product-and-service offering that leverages the considerable global presence of IBM GBS. Coupled with IBM's existing partnerships with SIs and resellers, this could have a significant positive impact on market traction for Cognos CPM applications.

  • IBM has started to leverage its acquisition of TM1 more effectively, and plans to utilize this as the analytic engine for its financial PM portfolio in the future. Although customers can now have one contribution interface for end users, whether they are deploying the analytic planning style applications of TM1, or distributed planning applications of Cognos 8 Planning, the fact remains that IBM currently has two overlapping planning options, which may create some confusion among prospects and existing users. Competitors will likely exploit this in the short term.
  • Controller's functionality and market presence is improving, but the need to push data to TM1 for management reporting is seen as a weakness by some prospects, compared to some competitor solutions. IBM says that it's embedding TM1 technology into the consolidation system to deliver reporting using Cognos 8 BI. However, competitors may attack the need to have some additional TM1 and BI licenses.
  • “It is Gartner's opinion that, as a whole, IBM GBS is still very much focused on competitor CPM products. However, IBM's recent investments in its Business Analytics and Optimization initiative have the potential to drive more business for the IBM Cognos portfolio. While the vision of this new initiative is promising, the execution and impact on revenue generation remains to be seen.


  • Infor has again made good progress on previous CPM and financial-management road map announcements by delivering Infor PM 10.1.3 and the new, low-priced midmarket planning offering (Infor PM Business Edition and Business Edition FR) which it has focused on $100 million to $1 billion revenue companies, where they are getting a significant penetration with a lower sales tag. Financial reporting using XBRL tagging support has been added to Infor PM Office Plus (Excel add-in), and there are longer-term plans to tag data for XBRL within the applications. Other planned enhancements are to support Linux and Unix environments. We have seen Infor offer many deals to its ERP-base, where the company is attractively bundling/pricing Infor PM with Infor Expense Management.
  • Infor's CPM suite has particular strengths in strategy management and BP&F. The latest release, Infor PM 10.1.3 provided an automated GL link through Infor Open SOA and improvements in regional financial consolidation and XBRL. Infor MyDay, released in February 2009, provides role-based dashboards for PM for the Infor ERP customer base. This will enhance its capability to compete in large, global CPM deals and to integrate CPM with more of the Infor product family.
  • Infor has a large installed base (approximately 70,000 customers) using its transactional applications in the midmarket and enterprise space, which are ideal target markets for its CPM solutions. Infor cites more than 3,000 PM customers, and has a widespread global customer base with products available in multiple languages. With the Infor PM 10 releases and Infor PM Business Edition, there is plenty of potential to further cross-sell and penetrate net new accounts.
  • Infor again saw steady growth in 2009 in CPM sales with its enterprise solution, Infor PM 10. Infor has also integrated its CPM and BI capabilities, enabling customers to deliver a unified BI and PM framework, renaming the former management information system (MIS) components Infor PM Application Studio (Web client), Infor PM OLAP (analytic engine) and Infor PM Office Plus (Excel add-in).

  • Infor has made an effort during the past year to raise awareness of its PM portfolio through influencers and direct marketing to customers; however, awareness remains relatively low, particularly outside the Infor ERP base of clients. This will limit Infor's ability to compete for new business outside its installed base, unless it can build greater awareness. The growth that we have witnessed for Infor outside its customer base has been primarily with its Business Edition midmarket product.
  • Lack of awareness of the Infor PM brand is a challenge in the firm's installed base. Many customers are unaware that Infor offers a CPM solution, or that the CPM products they use are owned by Infor. This shows an inconsistency of coverage and knowledge of the product set by Infor salespersons. Consequently, customers may look elsewhere, and installations could be replaced without Infor being invited to bid, owing purely to a lack of awareness.
  • Infor faces tough competition, and has yet to prove that it can gain wide acceptance with IT and finance departments in preference over CPM offerings from the other large vendors. Infor did not score well in the customer satisfaction survey where customers cited concerns over the business benefits obtained and lower-than-average service and support satisfaction.
  • We believe that Infor currently carries at least $4.5 billion in debt, used primarily to fund acquisitions (Infor has indicated that this figure is materially overstated, but has not provided additional information). This is a highly leveraged company, by enterprise application software vendor standards. Gartner suggests that users bear this in mind in discussions with Infor, and seek assurance that it has the wherewithal to execute on the components of its strategy that are relevant to users' specific strategic requirements.


  • Oracle remains the best recognized brand in finance offices and continues to appear in the vast majority of CPM evaluations. The focus of most Oracle deals remains the core products, Hyperion Planning and HFM. These are well-established products that offer a considerable depth of functionality.
  • Oracle has a strong customer base, and the company is a strong vendor capable of competing on price, product features, performance, and geographic presence. It has a well-established partner channel, with both large SIs and smaller CPM specialists. Hyperion skills are also plentiful among the independent consultant community.
  • Oracle has not introduced any major functional enhancements in 2009; its main focus in 2009 was on enhancing the integration of its CPM solutions with Oracle, PeopleSoft and SAP transactional systems with data and metadata integration and drill-through capabilities. Oracle also integrated the Crystal Ball predictive-modeling application with Essbase and extended localizations. The drill-through capability on Oracle's existing ERP products is proving popular and encourages cross-selling to existing Oracle customers. Hyperion Profitability and Cost Management continues to make slow progress, with relatively limited uptake. However, Oracle claims it is now achieving a number of "big wins;" nevertheless, the number of live, referenceable customers remains low at the current time. Hyperion Data Relationship Manager is selling well; although this is not a core CPM application (it is an analytical MDM capability), it is an important enabling technology for CPM implementations in a heterogeneous environment, and Oracle's main competitors do not yet have an equivalent solution (although they are bringing products to market in this space). Furthermore, Oracle is planning new releases for Close Management and Disclosure Management in early 2010, which will provide integration of CPM and financial governance.
  • Oracle scored slightly below average in the customer survey, although its scores improved, compared to last year's survey, showing the biggest relative improvement of any vendor. Oracle's scores improved in all categories, which is evidence of growing confidence in the Fusion release of Enterprise Performance Management (EPM). This improvement contributed to Oracle maintaining its leadership position in terms of ability to execute.

  • There are still some areas of overlap between the Oracle EPM products and Oracle Business Intelligence Suite Enterprise Edition, primarily in the areas of financial analytics and scorecarding. While these are not major issues, they can create challenges in sales situations against specialist vendors that are pitching a single CPM application suite.
  • Although the pricing is simplified and employs a user-based approach, the licensing model can still be expensive, when compared with other vendors for larger deployments (hundreds of users and more), especially for HFM. Oracle provides three pricing models — Component, Custom Applications Suite, and Enterprise pricing. Furthermore, Oracle has shown itself more willing to negotiate in commercial situations.
  • Over the past year, Oracle has been consolidating its Oracle EPM Fusion Edition release, which appears to have resulted in an improvement in its customer satisfaction scores. However, there has not been any major advancement in product vision during the same time frame, and Oracle needs to show evidence of thought leadership in CPM to maintain its position relative to other megavendors and some of the CPM specialists. Its IP functionality and planned financial-close functionality partly address this.

Prophix Software

  • Prophix Software is a privately held company based in Ontario, Canada, and has been delivering CPM applications since 1987. Its original offering, Prophix Enterprise, was focused on small and midsize companies, but Prophix for SQL Server is targeted at larger midsize companies supporting hundreds of users. Its focus remains midsize companies, and it now has a range of solutions for companies with revenue ranging from a few million to $1 billion. For example, its Express prepackaged solution (which starts at $3,000) is suitable for organizations with revenue of less than $5 million, while Prophix for SQL Server is targeted for organizations with revenue up to $ 1 billion, but can scale to larger organizations.
  • Prophix has a good breadth of CPM functionality, covering budgeting, forecasting, consolidation, financial analysis and reporting, and scorecarding. It doesn't have specific profitability-modeling capabilities, but it includes sophisticated allocation capabilities that can support an activity-based management approach. The solution also extends beyond CPM into personnel planning and sales planning and forecasting. Prophix for SQL Server is based on Microsoft technologies, and leverages Microsoft Analysis Services, Reporting Services, Office and SharePoint Services. It has some very attractive features for budget creation and management, such as the ability to directly compare proposed budget changes to the base plan over a variable time span. The user interface is appealing, and its technology stack is attractive to midmarket companies. Prophix scored above average in the customer survey.
  • Prophix now has over 1,500 customers worldwide, and has been experiencing above-market-average revenue growth. Its flagship product, Prophix for SQL Server, has gained good traction with over 150 customers, many of them outside North America. In May 2009, Prophix released version 5.1, which contained financial-consolidation functionality (Financial Controller), which now gives Prophix financial-consolidation capabilities that are suitable for its target market.
  • Prophix, like other vendors that leverage Microsoft technologies, is benefiting from Microsoft's withdrawal from the CPM suites market. This is helping Prophix build its partner channel, which now stands at over 20 partners in 25 countries outside North America, with many prospects currently under consideration. This is giving Prophix increasing international coverage and potential for further revenue growth.

  • Prophix still has limited brand awareness; although it is growing, it is a small company with limited marketing resources. It will need to balance investments in marketing and channel development with product development investments, and may not be able to create enough awareness to capitalize on market opportunities in the next 12 to 18 months.
  • Although Prophix is capitalizing on the opportunities created by Microsoft's withdrawal from the CPM suites market, other specialist vendors like Clarity Systems, Exact-Longview and Tagetik are also competing for the same opportunities, and these vendors are better established in the upper midmarket (which is one of Prophix's focus areas for SQL Server).
  • Prophix may be challenged to maintain its good customer reference scores as it faces both rapid growth and an expansion of its partner channel. It is still a relatively small company, and the continuing rapid growth may create pressure on its internal resources.
  • Prophix has not been strong in financial-consolidation functionality, compared to other vendors. This has not been an issue in its earlier products, which were targeted at smaller midsize companies. However, with the move upmarket, Prophix needs to strengthen these. It released a financial-consolidation product in release 5.1, but this is still relatively new in the market, so Prophix will need to ensure that it develops the skills in its professional-services staff and channel partners to compete effectively with more-established, financial-consolidation solutions.


  • SAP now has a broad portfolio of applications through acquisition, and its overall vision is very strong. The key strategic components of SAP BusinessObjects Strategy Management, SAP BusinessObjects Planning and Consolidation, SAP BusinessObjects Profitability and Cost Management, and SAP BusinessObjects Financial Consolidation deliver a good breadth and depth of functionality in all areas of CPM.
  • SAP has an aggressive road map to deliver integration among the various acquired CPM applications in its portfolio and integration with SAP BW and BusinessObjects BI. SAP has already delivered on the initial phases of this road map, with Business Planning and Consolidation (BPC) 7.0 on NetWeaver, the ramp-up release of EPM 7.5 in 2009, bringing functional parity BPC capabilities onto NetWeaver. In keeping with BusinessObjects' traditionally heterogeneous strategy, the CPM products can be purchased and deployed without the need for the SAP NetWeaver/BI/BW stack. Although 250-plus clients have opted for BPC on NetWeaver, some firms will wait for further referenceable clients before moving off of the Microsoft Platform for BPC and IP before moving to BPC on NetWeaver.
  • SAP's linkage of CPM with governance, risk and compliance (GRC) through its Strategy Management component is a visionary move. Although this is initially relatively simple, it shows SAP's vision of linking PM with risk management. This approach will become increasingly important in a challenging economic climate, when an increased focus on the impact of business risk will be vital for all senior management teams. We envision that SAP will bring more GRC/financial-governance components to market in the near future, including reconciliation management, financial-statement production and close management.
  • SAP is working on integrating its CPM applications with SAP's supply and demand planning capabilities. This will link corporate planning functions directly with operational-planning activities in a closed-loop manner. It will appeal to product-centric organizations, and will give SAP the opportunity to broaden CPM penetration outside finance.
  • SAP's global routes to market and strong relationships with service providers means that it is well-positioned to continue growing its market share as organizations deploy CPM more widely. In November 2009, SAP announced that Microsoft supports SAP BPC as a preferred solution, and is identifying joint marketing initiatives. This will help increase SAP's market share, and will make it more challenging for competitors in the Microsoft customer base.

  • There is still confusion in the user base about the role of the acquired products, and about the impact of the EPM road map on existing SAP products. EPM 7.5 makes some moves to address this, because the release has broader integration across the EPM portfolio and more integration with NetWeaver BI. However, SAP has just unveiled a CPM planning product for the public sector in North America on BW-IP, which clouds SAP's EPM message. SAP has also stated that CPM applications will continue to be supported on the current technology platforms, but some SAP customers are still concerned about the future technology direction of the "next generation" suite (EPM 8.0). This uncertainty will remain until SAP releases more details about EPM 8.0, which is due to be communicated to customers in early 2010. SAP's competitors will exploit this uncertainty in new sales situations.
  • Although BusinessObjects has been integrated into SAP, and EPM is positioned clearly within the SAP "business user" realm, SAP customers complain of a mixed brand message for its CPM applications. For example, the acquired Pilot Software (Strategy Management) and OutlookSoft (BPC) products are still known as SAP products, rather than BusinessObjects products. Although this is not a major issue, it adds to the sense of confusion that still surrounds EPM.
  • Some SAP customers that have made major investments in strategic enterprise management (SEM) and related products to support CPM (such as SAP NetWeaver BW IP) are disappointed that these products are no longer viewed as strategic CPM products by SAP. IP has still a significant base of users that use the product for CPM planning processes. Despite the fact SAP is still supporting and selling these products, users will have to purchase EPM applications if they want leading-edge CPM functionality. Although many users are planning possible moves to the EPM solution, some are looking at alternatives, instead of assuming that SAP is the only answer. Although we expect SAP to retain most of these customers, it is an opportunity for competitors to target the SAP user base. This situation will be exacerbated in the short term by customer concerns over SAP's Enterprise Support.
  • SAP's user reference responses were below-average, but have improved slightly over the 2008 CPM Magic Quadrant. This indicates that there are still improvements to be made in service and support areas.

SAS Institute

  • SAS still does well in evaluations that are focused on profitability modeling and strategy management, because these aspects of its CPM suite are particularly strong. SAS Activity-Based Management is its most widely deployed CPM application, followed by SAS Strategic Performance Management. However, SAS does cross-sell its CPM applications, and users that start with these application areas often deploy other aspects of CPM from SAS. SAS focused on a Sustainability Management solution in 2008 that makes use of its activity-based management capabilities to support carbon footprint modeling. While this is an innovative solution that links sustainability with CPM, it has not generated significant incremental revenue in 2009, as the pressures of the economic downturn have shifted the focus away from sustainability for many companies in the short term.
  • SAS is strengthening its focus on PM as a broader solution. It has continued to develop its messaging around the combination of its CPM applications with other aspects of PM (including risk management, sustainability management, human and IT capital analysis and other operationally focused solutions). This leverages Strategic Performance Management as the centerpiece of an integrated solution, with strategy maps providing the starting point for managing performance and the means of monitoring execution, with the other CPM applications linked into an overall metrics framework.
  • SAS is increasingly leveraging its forecasting and predictive capabilities in the context of CPM. These can be used to forecast the results of any metrics displayed in a dashboard, scorecard or strategy map, and to adopt a statistical approach of confidence levels toward the likely achievement of forecasts and objectives.
  • SAS has good industry solutions for financial services and the public sector. Organizations using SAS for industry-specific solutions often consider it for a more general CPM implementation.

  • SAS still suffers from a lack of visibility in the CPM suite market, compared to the other large vendors (Oracle, SAP and IBM).
  • SAS' industry strength can work against it, particularly in financial services; in some organizations, it is perceived as a complex solution that requires specialized skills. This is not the case for its PM solutions, but SAS needs to work harder to remove this perception.
  • Although SAS remains strong in strategy management and profitability modeling, these are still not the focus of CPM evaluations. We expect these areas of CPM to become increasingly important, especially as organizations prepare for the return to growth; however, SAS' competitors are also making progress in these areas, notably SAP, with BusinessObjects.
  • SAS is executing on its broader PM vision, but partner relationships for "mainstream" CPM (that is, with a focus on BP&F and financial consolidation) still need more focus.
  • SAS scored below average in the customer survey, and dropped slightly in relative terms, compared to last year's survey. Customers scored SAS poorly on cost and complexity of implementation.


  • Tagetik continues to grow at a faster-than-average rate in the CPM suites market (now citing more than 350 clients and 250 employees), is profitable and is expanding internationally by growing its direct channel and distributor network in Europe and the U.S. (for the first time, more than 50% of the company's revenue is from outside Italy). Furthermore, Tagetik has gained traction in the construction, banking and financial-services industries in Southern, Central and Eastern Europe, and has good vertical knowledge for these sectors.
  • Tagetik launched Tagetik 3.0 in May 2009, providing enhanced features in all areas of CPM functionality, with full XBRL support and scorecarding capability. Tagetik also added a number of features for financial governance (support for further auditability, reconciliation management, and the financial close process). Tagetik has simplified the price list, and its products are now sold by process/user. Tagetik has demonstrated a good vision, culminating in its position as a visionary in this Magic Quadrant.
  • Tagetik provides a unified solution for all the components of CPM, but remains particularly strong for financial consolidation and financial, management and statutory reporting. Many of its larger customers are handling complex consolidation and reporting requirements. However, Tagetik is also seeing an increased adoption of its solution for BP&F-type solutions, showing that it is gaining broader adoption than for just complex financial consolidation.
  • Tagetik has delivered on its road map to incorporate a broader view of BI and PM by extending beyond traditional CPM boundaries with additional process workflows to build custom analytic processes, build vertical templates, and leverage the Microsoft stack (integration with Microsoft SharePoint Server 2007 and Microsoft BI Platform), as well as relationships with Information Builders and MicroStrategy. The relationships with Information Builders and Microsoft, in particular, are now generating more global opportunities and are introducing Tagetik to new clients.
  • New training and partner certification programs, and a new support system with more-dedicated support staff (in Italy, North America and Singapore) shows that Tagetik is making progress toward an infrastructure to support its global expansion plans.

  • Tagetik's operations have been limited mainly to its home markets in Western Europe (where it is based), although it has also added new customers in the U.S. The company still faces challenges to gain attention in these markets, unless it continues to invest heavily in marketing and partnering.
  • Despite establishing a raft of new service provider and reseller relationships, Tagetik has yet to prove that it can gain wide acceptance with IT and finance departments in preference over CPM offerings from the other specialists and larger vendors.
  • Tagetik grew from a consulting company, and its employees have a good depth of knowledge of the more complex aspects of CPM. However, Tagetik achieved slightly below-average scores in this year's customer satisfaction survey, indicating that its rapid expansion may be stretching its ability to meet or exceed customer expectations.


  • EMEA-based Winterheller has a CPM suite that covers financial consolidation, reporting, financial planning, budgeting, forecasting and simulation. Winterheller developed its own calculation engine for simulation, planning and forecasting. The Microsoft BI stack is the preferred platform of choice for Winterheller.
  • Professional Planner is the budgeting and planning solution, Professional Consolidation (launched in March 2009) is the financial-consolidation and reporting solution (although it already had 100-plus implementations using other Winterheller customized implementations), Professional Analyser is the solution for interactive analysis and reporting (including dashboarding and KPI scorecarding), and Professional Modeller is the data integration solution. In October 2009, Winterheller also announced a free version of Professional Planner. The software is available in two editions: for fewer than 50 users and for more than 50. Professional Planner is particularly suited to midsize implementations running on a small footprint (but capable of scaling to larger solutions) with a prebuilt, object-oriented calculation engine and prebuilt rules and reports that reduce the complexity of implementations and simplify ongoing maintenance.
  • The company claims more than 4,500 CPM customers, mainly midsize companies in German-speaking regions of Europe, but is increasing its international operations with a view of growing outside its "home" markets. Through direct and partner channels (such as the relationship with Lawson), Winterheller is increasingly competing in midsize to enterprise-sized deals outside its traditional German customer base.

  • Despite being a long-standing (20 years) provider of BI and more recently adding CPM, Winterheller is not known outside EMEA (the company just met the inclusion criteria for geographic coverage). It has direct operations in locations in Austria, Germany, Sweden and Switzerland, and is supported globally through partners, claiming over 4,500 clients and 10,000-plus freeware users. However, it is still not well-known, making it a challenge to compete with larger vendors.
  • Winterheller does not yet support profitability modeling and optimization, and lags behind some of its competitors in this area. We are not aware of any plans for Winterheller to include this functionality in immediate future versions.
  • Feedback from client references was less positive than for some other vendors, indicating that there are still adoption challenges for Winterheller for CPM solutions.

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Vendors Added or Dropped

We review and adjust our inclusion criteria for Magic Quadrants and MarketScopes as markets change. As a result of these adjustments, the mix of vendors in any Magic Quadrant or MarketScope may change over time. A vendor appearing in a Magic Quadrant or MarketScope one year and not the next does not necessarily indicate that we have changed our opinion of that vendor. This may be a reflection of a change in the market and, therefore, changed evaluation criteria, or a change of focus by a vendor.

Evaluation Criteria Definitions

Ability to Execute

Product/Service: Core goods and services offered by the vendor that compete in/serve the defined market. This includes current product/service capabilities, quality, feature sets, skills, etc., whether offered natively or through OEM agreements/partnerships as defined in the market definition and detailed in the subcriteria.

Overall Viability (Business Unit, Financial, Strategy, Organization): Viability includes an assessment of the overall organization's financial health, the financial and practical success of the business unit, and the likelihood of the individual business unit to continue investing in the product, to continue offering the product and to advance the state of the art within the organization's portfolio of products.

Sales Execution/Pricing: The vendor's capabilities in all pre-sales activities and the structure that supports them. This includes deal management, pricing and negotiation, pre-sales support and the overall effectiveness of the sales channel.

Market Responsiveness and Track Record: Ability to respond, change direction, be flexible and achieve competitive success as opportunities develop, competitors act, customer needs evolve and market dynamics change. This criterion also considers the vendor's history of responsiveness.

Marketing Execution: The clarity, quality, creativity and efficacy of programs designed to deliver the organization's message in order to influence the market, promote the brand and business, increase awareness of the products, and establish a positive identification with the product/brand and organization in the minds of buyers. This "mind share" can be driven by a combination of publicity, promotional, thought leadership, word-of-mouth and sales activities.

Customer Experience: Relationships, products and services/programs that enable clients to be successful with the products evaluated. Specifically, this includes the ways customers receive technical support or account support. This can also include ancillary tools, customer support programs (and the quality thereof), availability of user groups, service-level agreements, etc.

Operations: The ability of the organization to meet its goals and commitments. Factors include the quality of the organizational structure including skills, experiences, programs, systems and other vehicles that enable the organization to operate effectively and efficiently on an ongoing basis.

Completeness of Vision

Market Understanding: Ability of the vendor to understand buyers' wants and needs and to translate those into products and services. Vendors that show the highest degree of vision listen and understand buyers' wants and needs, and can shape or enhance those with their added vision.

Marketing Strategy: A clear, differentiated set of messages consistently communicated throughout the organization and externalized through the website, advertising, customer programs and positioning statements.

Sales Strategy: The strategy for selling product that uses the appropriate network of direct and indirect sales, marketing, service and communication affiliates that extend the scope and depth of market reach, skills, expertise, technologies, services and the customer base.

Offering (Product) Strategy: The vendor's approach to product development and delivery that emphasizes differentiation, functionality, methodology and feature set as they map to current and future requirements.

Business Model: The soundness and logic of the vendor's underlying business proposition.

Vertical/Industry Strategy: The vendor's strategy to direct resources, skills and offerings to meet the specific needs of individual market segments, including verticals.

Innovation: Direct, related, complementary and synergistic layouts of resources, expertise or capital for investment, consolidation, defensive or pre-emptive purposes.

Geographic Strategy: The vendor's strategy to direct resources, skills and offerings to meet the specific needs of geographies outside the "home" or native geography, either directly or through partners, channels and subsidiaries as appropriate for that geography and market.