IDC_HCM Market.pdf

8/10/2019 IDC_HCM Market.pdf

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May2014,IDC#248745

Market Analysis

Worldwide and U.S. Human Capital Management

Applications 20142018 Forecast

LisaRowan

IDC OPINION

Thehumancapitalmanagement(HCM)marketremainedstrongin2013, butwithgrowththat

moderated abitfromprioryear-over-yeargrowth.Therewascontinuedinterestinfirst-timepurchases

ofnewsolutionsandreplacementsofagingcoresystems.Growthremainedinornear doubledigitsin

theAmericasandEMEA regionsin2013, whilein Asia/Pacific, spendingdeclined. Further:

Worldwiderevenueforthehumancapitalmanagementapplicationsmarketwas$10.4 billionin2013,representinggrowthof9.1%over2012.Theworldwidemarketisforecasttoreach$15.4billionin2018,growingataCAGRof8.2%.

Ofthemajorregions,EMEA showedthehighestgrowthin2013(12.2%), followedbytheAmericas(9.7%)andAsia/Pacific(includingJapan)(-5.4%). Outto2018,theAmericasregionpoststhehighestforecastCAGRat8.4%,followedbyEMEAat8%andAsia/Pacific(includingJapan)at6.8%.

Interestandinvestmentinhumancapitalmanagementsolutionscontinuetobestrong,outpacingmany otherapplicationmarkets. Themarket forHCMsolutionsisahighlycompetitiveone.Toremaincompetitive,suppliersareurgedtoconsiderfocusingonemployeeexperiencethroughthedeliveryofintuitiveuserinterfacesandeffectiveuseofsocialand

mobiletechnologies.


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2014IDC #248745 2

Workforce Management

Workforcemanagementapplicationsaredesignedtoautomatethedeploymentoftheworkforcethroughworkloadplanning,scheduling,timeandattendancetracking,resourcemanagement,andrulesandcompliancemanagement.Increasingly,workforcemanagementapplicationsarebeingintegratedintocustomerrelationshipmanagementapplicationsinacontactcenterenvironment.

Recruiting

Recruitingapplicationsaredesignedtoautomatetherecruitmentprocessthrough sourcing, bettertrackingofapplicants,screeningandskillsassessment,profilingandresumeprocessing,andidentifyingtalent insideoroutsidetheorganization.

Learning Management

Learningmanagementapplicationsaredesignedtoautomatethedevelopment,tracking,anddeliveryoflearningcontentandexperiencestoemployeeswiththegoalofimprovingemployeeskillsandproductivity.Learningcontentrangesfromtraditionalclassroomtrainingtoonlinelearningobjectsto

mentoring.Learningmanagementisincreasinglyintegratedwithemployeeperformancemanagementtoprescribedevelopmentactivitiestoameliorateskillsgapsorgapsinperformance.

Workforce Performance Management

Workforceperformancemanagementapplicationsaredesignedtoautomatetheaggregationanddeliveryofinformationpertinenttothelinkingofjobrolesandthemissionandgoalsoftheorganization.Morespecifically,thesystemallowsuserstoautomatetheperformancereviewprocessbyusingmechanismssuch astrainingandkeyperformanceindicators(KPIs)toconstantlytrackandmonitortheprogressofanindividualemployee,workteam,anddivision.

Compensation Management

Compensationmanagementapplicationsaredesignedtoautomatetheprocessofplanningandadministeringworkforcecompensation, providingbothcompensationadministratorsandmanagerstoolstorationalizeandconfersalaryactions.Thiscategoryalsoincludesincentivemanagement,whichinvolvescashandnoncashincentivestoemployees,partners,andexternalusersthroughadvancedmodeling,reporting,andbuilt-ininterfacingtopayrollaccountingsystems.

SITUATION OVERVIEW

The Human Capital Management Applications Market in 2013

ThemarketforHCMapplicationsgrewin2013by9.1%toreach$10.4 billionworldwide.Growthwaslowerthanthegrowthin 20112012butstillstrong, spurredbycontinuedinterestandattentiontotalentmanagementaswellasadesiretomovetocloudcomputingtolowercostsandITcomplexity.

Ananalysisofthehumancapitalmanagementapplications marketin2013,includingvendorrevenueandshares,willbe publishedinWorldwideHumanCapitalManagementApplications2013VendorShares:TotalMarket,CoreHR,WorkforceManagement,Recruiting,LearningManagement,

PerformanceManagement,andCompensationManagement(IDC#248742,forthcoming).


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2014IDC #248745 3

FUTURE OUTLOOK

Forecast and Assumptions

Human Capital Management Applications Forecast by Region,

20142018

IDC'sestimateofgrowthinspendinginthehumancapitalmanagementapplications marketthrough

2018 ispresentedinTable1.Theworldwidemarketisforecasttoreach$15.4billionin2018,growing

ataCAGRof8.2%.

IDCanalystsaroundtheglobesuppliedregionalinputandinsightintothehumancapitalmanagement

applicationsmarketforecast.Theworldwideforecastistheaggregationoftheregionaldataincludedin

Table1.

Ofthemajorregions,theEMEA showedthehighestgrowthin2013(12.2%), followedbytheAmericas

(9.7%)andAsia/Pacific(includingJapan)(-5.4%). Outto2018,theAmericasregionpoststhehighest

forecastCAGRat8.4%,followedbyEMEAat8%andAsia/Pacific(includingJapan)at6.8%.

Manyfactorsareplayingintothedriveinhumancapitalspendingin WesternEuropeand the

Americas.Inparticular,theU.S.market,whichaccountsforthemajorityoftheAmericasrevenue,

showsparticularlyrigorousspending,withmuchinvestmentinreplacingoldertechnologywithSaaS-

basedsolutionsandfirst-timepurchasesofnewer talentmanagement solutions.

TABLE 1

Worldwide Human Capital Management Applications Revenue by Region,20132018 ($M)

2013 2014 2015 2016 2017 2018

2013

Share

(%)

2018

Share

(%)

20132018

CAGR (%)

Americas 6,561.9 7,121.4 7,736.2 8,396.5 9,089.7 9,833.0 63.3 64.0 8.4

EMEA 3,007.9 3,316.0 3,573.9 3,843.6 4,127.4 4,419.9 29.0 28.8 8.0

Asia/Pacific

(including Japan)

792.4 828.4 888.3 953.1 1,023.1 1,099.9 7.6 7.2 6.8

Total 10,362.1 11,265.8 12,198.5 13,193.2 14,240.3 15,352.8 100.0 100.0 8.2

Growth (%) 9.1 8.7 8.3 8.2 7.9 7.8

Note:SeeTable4fortop3assumptionsandTable5forkeyforecastassumptions.

Source:IDC,2014


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2014IDC #248745 4

Human Capital Management Applications Forecast by Segment,20142018

InterestinunderstandinghowthevarioussegmentsofHCMfitintothewholeisontherise.Table2

providesabreakdownofworldwideapplication spendingin2013 andafive-yearforecastbythesix

majorsegmentsinHCM coreHR,workforcemanagement,recruiting,learning,performance,and

compensation.Table3shows2013 spendingandafive-yearforecastforthesixsegmentsfortheUnitedStates.

Forvendorshares,refertoWorldwideHumanCapitalManagementApplications2013VendorShares:

TotalMarket,CoreHR,WorkforceManagement,Recruiting,LearningManagement,Performance

Management,andCompensationManagement(IDC#248742,forthcoming).

TABLE 2

Worldwide Human Capital Management Applications Revenue by Segment,

20132018 ($M)

2013 2014 2015 2016 2017 2018

20132018

CAGR (%)

Core HR 5,232.9 5,677.9 6,135.8 6,623.0 7,148.6 7,691.7 8.0

Workforce management 1,575.0 1,701.1 1,829.8 1,965.8 2,107.6 2,256.9 7.5

Recruiting 1,450.7 1,565.9 1,683.4 1,807.5 1,936.7 2,088.0 7.6

Learning 829.0 912.5 1,000.3 1,095.0 1,196.2 1,297.3 9.4

Performance 797.9 878.7 963.7 1,055.5 1,153.5 1,251.3 9.4

Compensation 476.7 529.5 585.5 646.5 697.8 767.6 10.0

Total 10,362.1 11,265.8 12,198.5 13,193.2 14,240.3 15,352.8 8.2


Source:IDC,2014


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2014IDC #248745 5

TABLE 3

U.S. Human Capital Management Applications Revenue by Segment,20132018 ($M)

2013 2014 2015 2016 2017 2018

20132018

CAGR (%)

Core HR 2,995.0 3,243.1 3,502.1 3,774.8 4,069.2 4,369.7 7.8

Workforce management 901.5 971.7 1,044.4 1,120.4 1,199.7 1,282.1 7.3

Recruiting 830.3 894.4 960.8 1,030.2 1,102.4 1,186.2 7.4

Learning 474.5 521.2 570.9 624.1 680.9 737.0 9.2

Performance 456.7 501.9 550.0 601.6 656.6 710.8 9.3

Compensation 272.8 302.4 334.2 368.5 397.2 436.1 9.8

Total 5,930.7 6,434.8 6,962.4 7,519.4 8,106.0 8,722.0 8.0


Source:IDC,2014

WorldwideThefastest-growingsegmentiscompensationmanagement, whichisalsothenewestandsmallest in

termsofspending.Spendingoncompensationmanagementapplicationswas$477millionin2013

andis slatedtoreach$768millionin2018,aCAGRof10%.Theslowestgrowingsegmentis

workforcemanagement.Workforcemanagementisamaturemarketwithrevenueof$1.6billionin

2013 andisforecastto growto$2.3billionin2018,aCAGRof7.5%.

United States

SegmentationremainsconsistentintheU.S.market,whilegrowthratesareslightlylower acrossall

segmentsthanforworldwide.CoreHRisthelargestyetslower-growingmarket,whileperformance

andcompensationmanagementwillgrowthefastestandarethenewestandsmallestintermsof

spending.

Assumptions

Table4showsthetop3assumptionsandTable5showsthekeyforecastassumptionsunderlyingthis

worldwideandU.S.humancapitalmanagementapplicationsforecast.


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2014IDC #248745 6

TABLE 4

Top 3 Assumptions for the Worldwide and U.S. Human Capital ManagementApplications Market, 20142018

Market Force IDC Assumption Significance

Changes to This

Assumption That

Could Affect Current

Forecast Comments

Economy The global economy was

sluggish in 2013, with volatility

in emerging markets and

weaker growth in mature

economies. The U.S.

government shutdown

dragged on the GDP in the

fourth quarter, and the

recoveries in Europe andJapan appeared to lose some

steam. China recorded its

slowest rate of growth in 14

years. 2014 will see stronger

growth in mature economies

including the United States,

but emerging markets are

vulnerable to capital flight and

will be volatile again.

The economy drives

job retention and job

growth. Continuing

global strain will

likely impact job

growth.

Should the

economy

deteriorate or GDP

targets not be hit,

employment may

not rebound,

causing HR-related

spending to

stagnate or retract.

Current economic

conditions vary

across the major

geographies, so

what may be an

accelerator in one

region may prove

an inhibitor in other

regions.

Unemployment/

job creation

Unemployment worldwide is

still hovering at high levels,

but most regions will see

gradual declines in their

jobless rates over the next two

years. In the United States,

unemployment has dropped

below 7% and the pace of job

creation seems to have

improved slightly but remains

tepid by historical standards.

Unemployment continued to

rise in some countries in

Europe in 2013, partly

because of public sector job

cuts related to austerity

measures, but is expected to

turn a corner by the end of

2014.

Many HR solution

segments are

directly related to

the size of the

workforce and

speed of job

creation. Therefore,

employment is the

most important

factor impacting

HCM solution

spending.

Should employment

rebound more

rapidly than

anticipated, certain

HR solution sectors

may see stronger

growth than

forecast.

Conversely, if

unemployment

stays at current

levels, forecast

growth may not be

realized.


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2014IDC #248745 7

TABLE 4

Top 3 Assumptions for the Worldwide and U.S. Human Capital ManagementApplications Market, 20142018

Market Force IDC Assumption Significance

Changes to This

Assumption That

Could Affect Current

Forecast Comments

Cloud The key advantage to cloud

services should be the ability

of IT organizations to shift IT

resources from maintenance

to new initiatives. This in turn

could lead to new business

revenue and competitiveness

as well as create new

opportunities for IT vendors inSMB and emerging markets.

The benefits may be offset to

some extent by

cannibalization in the short

term, resulting in shorter

service engagements, price

model disruption, and some

hardware commoditization,

but a strong economy would

see most organizations shift

resources to new IT

development and adoption

areas in the long term. We

see cloud adoption as an ITspending driver overall,

despite these cannibalization

effects in the next two to three

years.

The cloud delivery

model is disrupting

the market for

services and

inhibiting purchase

of on-premise

solutions, which

require more

lengthy and costlytransformation

services. Also,

cloud inhibits the

adoption of some

HR process and

BPO services.

A strong push to

cloud may

negatively impact

spending in HR

solutions in the

short term as the

balance will shift

from alleviating the

burden of highlycustomized on-

premise solutions to

less complex

engagements.

Cloud is

accelerating the

number of new

implementations but

has the longer-term

impact of lowering

engagement value.

Note:TheseassumptionsupdatethosefoundinWorldwideandU.S.HumanCapitalManagementApplications20132017

Forecast:TheCloudSpursContinuedGrowth(IDC#241032,May2013).

Source:IDC,2014


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2014IDC #248745 8

TABLE 5

Key Forecast Assumptions for the Worldwide and U.S. Human CapitalManagement Applications Market, 20142018

Market Force IDC Assumption Impact

Accelerator/

Inhibitor/

Neutral

Certainty of

Assumption

Macroeconomics

Economy The global economy was sluggish

in 2013, with volatility in emerging

markets and weaker growth in

mature economies. The U.S.

government shutdown dragged

on the GDP in the fourth quarter,

and the recoveries in Europe and

Japan appeared to lose somesteam. China recorded its slowest

rate of growth in 14 years. 2014

will see stronger growth in mature

economies including the United

States, but emerging markets are

vulnerable to capital flight and will

be volatile again.

High.A down economy

affects business and

consumer confidence, the

availability of credit and

private investment, and

internal funding. A recession

would cause businesses to

delay IT upgrades and somenew projects; a rising

economy does the opposite.

Unemployment/job

creation

Unemployment worldwide is still

hovering at high levels, but most

regions will see gradual declines

in their jobless rates over the next

two years. In the United States,

unemployment has dropped

below 7% and the pace of job

creation seems to have improved

slightly but remains tepid by

historical standards.

Unemployment continued to rise

in some countries in Europe in

2013, partly because of public

sector job cuts related to austerity

measures, but is expected to turn

a corner by the end of 2014.

High. More employment

drives more need for ICT

spending and is a lagging

indicator of economic

recovery; job creation should

be accompanied by a

willingness to invest in other

areas. The flip side is also

true fewer employees

means less IT spending

and is an indicator of weak

business confidence. It's also

becoming clear that IT

spending is, in some cases, a

substitution for labor costs.


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2014IDC #248745 9

TABLE 5



Accelerator/

Inhibitor/

Neutral

Certainty of

Assumption

Cloud The key advantage to cloud

services should be the ability of

IT organizations to shift IT

resources from maintenance to

new initiatives. This in turn could

lead to new business revenue

and competitiveness as well as

create new opportunities for IT

vendors in SMB and emerging

markets. The benefits may beoffset to some extent by

cannibalization in the short term,

resulting in shorter service

engagements, price model

disruption, and some hardware

commoditization, but a strong

economy would see most

organizations shift resources to

new IT development and

adoption areas in the long term.

We see cloud adoption as an IT

spending driver overall, despite

these cannibalization effects in

the next two to three years.

High. Key advantage to cloud

services should be the ability

of IT organizations to shift IT

resources from maintenance

to new initiatives. This in turn

could lead to new business

revenue and competitiveness

as well as create new

opportunities for IT vendors in

SMB and emerging markets.The short-term benefits may

be offset to some extent in

the long term by shorter

service engagements, price

model disruption, and some

hardware commoditization,

but a strong economy would

see most organizations shift

resources to new IT

development and adoption

areas.


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2014IDC #248745 10

TABLE 5



Accelerator/

Inhibitor/

Neutral

Certainty of

Assumption

Convergence Convergence is a complex

phenomenon working at many

levels: convergence of the

telephone network and the

Internet, communications and IT

technologies, consumer and

enterprise technologies, and even

storage, routing, and processing

in the datacenter. Of these,

perhaps the most overarching isthe convergence of voice, video,

and data communications. This

convergence is a permanent

phenomenon and will pick up

pace as the decade wears on.

One measure is that IDC

recorded 1.9 billion users on the

Internet and 3 billion users of the

phone network by the end of

2012. The overlap will be

significant.

Moderate. Convergence will

drive new competitive

dynamics, offer new

applications and functions to

customers, and strain the

legal and regulatory systems.

It will also drive increased ICT

spending.

Distribution of

talent

The swing to emerging

geographies is evident. The

number of scientists and

engineers in the United States

and Western Europe is falling

compared with the number of

scientists and engineers in China

and India, while growth in the

number of IT-related employees

in those countries is three times

the world average. Recent

volatility in emerging markets

may disrupt this pattern in the

short term, but we expect it to

continue in the medium term and

the long term.

Moderate. The migration will

increase the overhead costs

of finding, recruiting, and

managing talent from global

pools. It should, however,

also lower costs and may

even lead to more innovation.

Legend: very low, low,moderate, high, very high

Note:TheseassumptionsupdatethosefoundinWorldwideandU.S.HumanCapitalManagementApplications20132017

Forecast:TheCloudSpursContinuedGrowth(IDC#241032,May2013).

Source:IDC,2014


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2014IDC #248745 12

FIGURE 1

Worldwide Human Capital Management Applications Revenue, 20092018:Comparison of May 2013 and May 2014 Forecasts

Source:IDC,2014

ESSENTIAL GUIDANCE

Interestandinvestmentinhumancapitalmanagementsolutionscontinuetobestrong,outpacingmany otherapplicationmarkets. Suppliersareurgedtoconsiderthefollowing toachievecompetitive

advantage:

Focus on employee experience. Makewhatyouoffer andhowyouofferitshine foreveryone,notjusttheHRbuyingteam.OneofHR'sperennialchallengesistogetmanagersandemployeestouseHCM systems.Toovercomethechallenge,HCM systemsneedtobeintuitivetousewhileofferingsomevaluetothe user "what'sinitforthem." Mobileandsocialwillhelpinovercomingthischallenge.

Deliver it to mobile. Mobiledevicesareeverywhere.Industryestimatesrangefrom 50%to80% forsmartphone penetration intheUnitedStates, andtabletownershipiscatchingup.AccordingtoFastCompany,79%ofsmartphoneusershavetheirphonenexttothemforall

buttwo hoursoftheworkingday.YettheHRfunctionhasmadefewmovestotakeadvantageofwhatisbecomingtheprimarywayof reachingtheworkforce.NowisthetimeforHRtostepupandtakeanactiveroleinmobile enablementacrosstheHRfunctionwiththeirsuppliers'help.

ake it social.HRexecutivesarenotyetseeingthefullimportsocialtechnologycanoffertoHRandtalentmanagement.Also,HRisnotyetleadingsocialcollaborationefforts.Thereare


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2014IDC #248745 13

glimmers of a coming shift in attitudes where HR executives are nowseeing somesituationswhere social has its place and plan to become more involved in socialcollaboration.SuppliersneedtogetinfrontofHRbuyerswithcompellingusecases(ofwhichtherearemany).

LEARN MORE

Related Research

IDC'sSoftwareTaxonomy,2013(IDC#241527,June2013)

WorldwideandU.S.HumanCapitalManagementApplications20132017Forecast:The

CloudSpursContinuedGrowth(IDC#241032,May2013)

WorldwideHumanCapitalManagementApplications2012VendorShares:TotalMarket,Core

HR,WorkforceManagement,Recruiting,LearningManagement,PerformanceManagement,

andCompensationManagement(IDC#240959,May2013)

ThePromiseofIntegratedTalentManagement:ARealityCheck(IDC#243704,October2013)

2013HumanCapitalManagementSurvey:HCMBuyerActionsandPlans(IDC#243110,September2013)

Methodology

TheIDCsoftwaremarketsizingandforecastsarepresentedintermsofcommercialsoftwarerevenue.

IDCusesthetermcommercialsoftwaretodistinguishcommerciallyavailablesoftwarefromcustom

software.Commercialsoftwareisprogramsorcodesetsofanytypecommerciallyavailablethrough

sale,lease,rental,orasaservice.Commercialsoftwarerevenuetypicallyincludesfeesforinitialand

continuedright-to-usecommercialsoftwarelicenses.Thesefeesmayinclude,aspartofthelicense

contract,accesstoproductsupportand/orotherservicesthatareinseparablefromtheright-to-use

licensefeestructure,orthissupportmaybepricedseparately.Upgradesmaybeincludedinthe

continuingrightofuseormaybepricedseparately.AllofthesearecountedbyIDCascommercialsoftwarerevenue.

Commercialsoftwarerevenueexcludesservicerevenuederivedfromtraining,consulting,andsystem

integrationthatisseparate(orunbundled)fromtheright-to-uselicensebutdoesincludetheimplicit

valueofsoftwareincluded inaservicethatofferssoftwarefunctionalitybyadifferentpricingscheme.It

isthetotalcommercialsoftwarerevenuethatisfurtherallocatedtomarkets,geographicareas,and

operatingenvironments.Theworldwidesoftwaremarketincludesallcommercialsoftwarerevenue

acrossallfunctionalmarketsormarketaggregations.Forfurtherdetails,seeIDC'sSoftware

Taxonomy,2013(IDC#241527,June2013).

ThesoftwarerevenueforecastspresentedinthisstudyrepresentIDC'sbestestimatesandprojectionsbasedonthefollowing:

Top-downforecastgrowthratesbyIDCworldwidemarketanalysts

CurrentU.S.dollarexchangeratesasof4Q13


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2014IDC #248745 14

Bottom-up/company-leveldatacollectionforcalendaryear2013beganinJanuary2014within-depth

vendorsurveysandanalysistodevelopdetailed2013companymodelsbymarket,geographicregion,

andoperatingenvironment.Thisactivitywillformthebasisofvendorshare,updatedforecast,and

competitiveanalysisstudiesthatwillbepublishedlaterintheyear.

Historical Market Values and Exchange Rates

HistoricalmarketvaluespresentedhereareaspublishedinpriorIDCdocumentsbasedonthemarket

taxonomiesandcurrentU.S.dollarexchangeratesexistingatthetimethedatawasoriginally

published.FormarketsotherthantheUnitedStates,theseas-publishedvaluesarethereforebasedon

adifferentexchangerateeachyear.

Becausemanyindividualcountriescontributetoregionaltotals,itisdifficulttogiveprecisedifferences

betweencurrentandconstantcurrencyvaluesinthisdocument.However,thescaleofthedifference

canbeunderstoodfromthemovementoftheU.S.dollaragainstmajorregionalcurrencies.Customers

shouldconsidermultiplyingregionalhistoricalmarketvaluesforeachyearbythechangeinvalueof

theU.S.dollaragainstrepresentativecurrenciesin theregionasshowninTable7.Thiswillprovidea

betterapproximationoflocalmarketgrowth.Forexample,torestate2012eurozonevaluesinto2013dollars,onewouldadjustthe2012valueupwardby3%(becausethedollarweakenedslightlyagainst

theeuroin2013).

PleaserefertoIDC'sregionalresearchstudiescontaininghistoricalforecastsformultiplecountriesfor

moreaccurateregionalgrowthinlocalcurrencies.Notethatthisdiscussionappliesonlytohistorical

valuespriorto2013.2013andallfutureyearsareforecastataconstantexchangerate.

TABLE 7

Exchange Rates, 20062013 (%)

2006 2007 2008 2009 2010 2011 2012 2013

Euro 106 97 91 95 100 95 103 100

Pound 85 78 85 100 101 97 99 100

Yen 119 121 106 96 90 82 82 100

Canadian dollar 110 104 104 111 100 96 97 100

Mexican peso 86 86 87 106 99 97 103 100

Brazilian real 101 90 85 93 82 77 90 100

Note:Torestateprior-yearU.S.dollars,multiplyhistoricalmarketvaluesbythepercentageindicatedinthetable.

Source:IDC,January2014


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2014IDC #248745 15

Synopsis

ThisIDCstudyprovidesasizingofthehumancapitalmanagement(HCM)applicationsmarketin2013

alongwitha20142018 forecast.Historicalandforecastrevenuedataisshownforthetotalworldwide

marketbygeographicregionandbyHCMsegmentandfortheUnitedStatesbyHCMsegment.

"Interestandinvestmentinhumancapitalmanagementsolutionscontinuetobestrong, outpacing

manyotherapplicationmarkets," saysLisaRowan,researchvicepresident,HR,TalentandLearning

StrategiesforIDC. "ThemarketforHCMsolutionsisahighlycompetitiveone.Toremaincompetitive,

suppliersareurgedtoconsiderfocusingonemployeeexperiencethroughthedeliveryofintuitiveuser

interfacesandeffectiveuseofsocialandmobiletechnologies."


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