Government Exhibit P3338
April 2, 2004
ERP Applications Market Maturity, Consolidation, and The Next Generation
by Paul Hamerman and Byron Miller
| Helping Business Thrive On Technology Change |
OR-TEECE 091573
MARKET OVERVIEW
April 2, 2004
ERP Applications Market Maturity, Consolidation,
And The Next Generation
by Paul Hamerman and Byron Miller
with Erin Kinikin and Liz Herbert
EXECUTIVE SUMMARY
ERP is maturing and consolidating as vendors seek to acquire a critical mass of customers and
maintenance revenues. License revenues will rebound from declining to minimal growth, with
maintenance becoming the bulk of the business. Significant opportunities exist for large companies to
consolidate their ERP system environments for efficiencies. New opportunities are also developing for
better business-process support, deeper verticalization, and integration middleware. Toward the end of
this decade, we anticipate the emergence of the next generation of application packages, extensively
leveraging service-oriented architectures (SOAs).
TABLE OF CONTENTS | NOTES & RESOURCES |
|
Research for this report is based on market
revenue analysis and ongoing discussions with
major vendors, including MAPICS, Microsoft
Business Solutions, Oracle, PeopleSoft, SAP,
SSA Global Technologies, and others. We also
incorporated end-user feedback from client
inquiries and consulting activities.
Related Research Documents
"Comparing the Comprehensive Enterprise
Application Vendors"
July 22,2003, Planning Assumption
"Market Overview 2003: Comprehensive
Enterprise Applications"
April 3,2003,
Planning Assumption
"Market Overview: ERP in Transition"
March 26,2002, Planning Assumption |
|
© 2004, Forrester Research, Inc. All rights reserved. Forrester, Forrester Oval Program, Forrester Wave, WhoeView 2, Technographics, and TechRankings are trademarks of Forrester Research, Inc. All other trademarks are the property of their respective companies. Forrester clients may make one attributed copy or slide of each figure contained herein. Additional reproduction is strictly prohibited. For additional reproduction rights and usage information go to www.forrester.com. Information is based on best available resources. Opinions reflect judgment at the time and are subject to change. To purchase reprints of this document, please email reprints@forrester.com.
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OR-TEECE 091575
COMPANY ERP ENVIRONMENTS ARE OFTEN FRAGMENTED AND CUSTOMIZED
ERP software runs the core operations of a business, including finance/accounting,
production, inventory, order management, procurement, and human resources (HR)
management. However, implementations have often been fragmented and departmentalized,
and different applications have had varying levels of success. Financial and HR applications
have been the most successful in supporting the needs of many types of businesses, while
companies have struggled to implement packages that support other core business operations
or processes that span multiple departments or functions.
Complex ERP Environments Present Several Challenges
Most companies have complex ERP environments consisting of packages from multiple
vendors that have been customized, as well as an array of internally developed software
that must integrate with the packages. Businesses face ongoing ERP software challenges:
- There is often a gap between package functionality and business needs. Companies
address the gap by customizing the software, building extensions, or buying specialized
best-of-breed packages. These remedies increase implementation and integration
costs customization and integration comprise about one-third of the cost of the
initial implementation.
- ERP environments are costly to maintain. Companies spend between 20% and
33% of their implementation costs every year on maintaining the systems. Escalating
vendor maintenance fees along with mandatory upgrades contribute to higher costs
of ownership. Customized applications are particularly difficult to upgrade, since the
customizations usually must be reapplied to the new version.
- Larger companies typically have multiple ERP packages and vendors. These
fragmented environments result from divisional autonomy or acquisitions. Even when
a common vendor is used, multiple installations are common and software versions
vary. While multiple ERP systems may be necessary to meet the varying needs of
operating units, it is more difficult to aggregate enterprise data, such as financials and
HR and to achieve economies of centralized business processes and IT operations.
- Integration of systems is complex. Integration between the ERP packages and other
internal and external systems has traditionally been handled through point-to-point batch
integration. Although improved ERP vendor integration tools and open standards are
making integration easier, it remains a major IT challenge. One telecommunications
company estimated that integrating with existing systems added six months to the
deployment time of any new application.
OR-TEECE 091575
Companies Are Simplifying Their ERP Environments
Many companies implemented ERP systems in the mid to late 1990s, a prosperous time for
the application software industry. Technical challenges and implementation time and
resource constraints, however, limited success. Scalability limitations of client/server software
packages caused multiple instances to be deployed at plant or division levels. Software
customization was encouraged by some vendors and consultants, leading to protracted
implementations and upgrade problems. Alternatively, rapid implementation methodologies
were promoted that failed to align software capabilities with business processes. Realizing
value from these ERP investments proved to be elusive for most companies.
In the past few years, the situation has improved. ERP vendors continue to strengthen their
products and most companies are refining their ERP environments to improve business
value and ROI. The following trends are emerging:
- Companies are standardizing on a single ERP vendor. Forrester survey data shows a
clear trend toward standardizing on a single vendor in large companies that have been
using multiple ERP vendors.1
- Companies are moving toward fewer software instances. Previous research has
shown the benefits of a single global instance of an ERP system.2 Consolidation of the
number of software instances is being driven by improved technical scalability, as well
as an opportunity to reduce hardware and support costs through centralization.
- Comprehensive ERP offerings reduce the need for best-of-breed bolt-ons. The
large vendors have focused on expanding integrated suites to replace functionality
provided by best-of-breed vendors. This has occurred in broad areas such as CRM and
supply chain management as well as narrow areas such as recruiting and expense
management.
- Industry-specific functionality is getting deeper. ERP has its roots in manufacturing,
but support for other industries continues to improve. SAP, for example, has expanded
its industry solutions in many areas, including retail, banking, chemicals, oil and gas,
and aerospace/defense.
- Integration capabilities are improving. The major vendors are now providing
integration tools and exposing more open APIs. Even Oracle, the last bastion of the
single integrated suite, is now emphasizing its ability to also integrate with legacy
and best-of-breed systems. Infrastructure-based toolsets have been developed
by ERP vendors and are being marketed as products to enhance integration and
interoperability.
OR-TEECE 091576
THE ERP MARKET IS MATURE
As an industry segment, the ERP market has reached a high level of maturity. License
revenue declined the past three years. This decline can be blamed to some extent on the
economic downturn, but the fact remains that fewer and fewer large deals are occurring.
Most large companies and governmental organizations have already committed to one (or
more) ERP vendors. The majority of license revenue for the large vendors is coming from
existing customers and average deal sizes are declining.
Maintenance Revenue Is the Market's Growth Engine
License revenues for the core ERP applications finance, HR, and operations (e.g.,
purchasing, inventory, production, order management) will remain relatively flat,
especially at the high end of the market. This means that the growth engine will shift to
recurring maintenance revenues, as well as new modules outside the traditional ERP footprint.
PeopleSoft, for example, has aggressively grown its maintenance subscriptions business to more
than 40% of its revenue stream, while licenses have declined to 24% of the business
(consulting and training comprise the remainder). For the market as a whole, growth in
maintenance revenue results from two factors gradual increases in maintenance fees by the
vendors and growth of the license revenue base.
Forrester's market forecast for ERP is as follows (see Figure 1):
- The ERP market size is $5.4 billion in license revenues and $19.7 billion overall.
From a historical perspective, this market experienced high growth until 2000, when it
peaked at $6.1 billion in license revenue, then declined to its current size of $5.4 billion. We
are including the total revenues of the comprehensive enterprise applications (CEA)
vendors in these figures, even though a significant portion falls outside the traditional
ERP footprint (see Figure 2). Previous research showed the traditional ERP market size is
now approximately $3.8 billion in license revenues and $14.2 billion overall.3
- The market will see a modest recovery in 2004 and then level off. This is good news
for a mature market that has declined each of the past three years. There is some pent-
up demand for ERP applications that will enable companies such as SAP and Microsoft
Business Solutions (MBS) to achieve applications revenue growth in 2004 and 2005.
Overall, however, this market is still consolidating and is very mature. Software license
revenue will be flat (zero growth) through 2007, while overall revenues will grow by
approximately 3%, largely driven by maintenance. Recent earnings announcements
from vendors, such as Oracle and Lawson Software, show some strengthening in
applications licensing activity. In addition, SAP has forecasted a 10% improvement in
license revenues for 2004. SAP's gains, however, are likely to come at the expense of its
competitors as the market consolidation continues.
OR-TEECE 091577
Figure 1 Forecast: Global
ERP Market Revenues,
2002 To 2007
|
2002 |
2003 |
2004 |
2005 |
2006 |
2007 |
CAGR |
License |
$5,298 |
$5,422 |
$5,585 |
$5,641 |
$5,624 |
$5,455 |
0.6% |
Maintenance |
$5,792 |
$6,573 |
$7,493 |
$8,045 |
$8,616 |
$9,207 |
9.7% |
Services |
$7,010 |
$6,784 |
$6,640 |
$6,427 |
$6,275 |
$6,263 |
-2.2% |
Total (US$ millions) |
$18,100 |
$18,779 |
$19,718 |
$20,113 |
$20,515 |
$20,925 |
2.9% |
(numbers have been rounded)
| Source: Forrester Research, Inc. |
- Maintenance revenues will increase by 9% through 2007. Maintenance revenues will
continue to grow as a function of adding to the license revenue base, with a minimal level
of attrition from customers declining to renew maintenance contracts. In addition to the
organic growth of adding 20% of new license revenues to the recurring maintenance base
each year, most vendors have increased their maintenance pricing in the past three years to
help compensate for declining license revenues. We believe that price increases are over for
the most part, since the noise level of customer complaints is reaching a breaking point.
However, maintenance will continue to grow by approximately 9% annually, mainly due to
licensing activity. For the top three vendors (representing 60% of the market), maintenance
revenues increased by 12.8% from 2001 through 2003.
The ERP Market Consists Of Three Major Customer Segments
The ERP software market falls into three primary segments by customer size: large
companies, the midmarket, and small businesses (see Figure 3).
OR-TEECE 091578
Figure 2 ERP And CEA Compared
ERP
| |
Production management |
Procurement management |
Distribution management |
HR |
Finance |
Supply chain optimization |
CRM |
CEA |
| Source: Forrester Research, Inc. |
The Midmarket Is The Battleground
With the decline in the number of high-dollar deals in the large company ERP market, the
three CEA vendors are turning their attention more and more to the midmarket. This was
a key driver for PeopleSoft's acquisition of J.D. Edwards in 2003. SAP has been ramping up
distribution of its lower midmarket product Business One as well as refining its All-in-One
offering for the upper midmarket. Oracle is also focusing on the midmarket with a scaled-down offering called Special Edition. There are two key challenges for these vendors:
- Big vendors struggle to lower cost of ownership. This is being addressed by bundling
configuration and implementation services at a competitive fixed price, as well as
emerging hosted options. Ongoing cost of ownership remains an issue, and the big
vendors will have to work hard to overcome this perception.
- The big company direct-sales model does not fit the midmarket. A highly leveraged,
indirect channel is needed to reach the tens of thousands of midsize companies.
Microsoft Business Solutions has built a vast indirect partner channel that has proven
successful in this market. The CEA vendors have a long way to go to build similar
channel leverage, although SAP has made some good progress.
SOAs WILL TRANSFORM THE MARKET
A message-based component architecture is a fundamental necessity of ERP/CEA systems. And
we are seeing this more and more in products spurred on by the adoption of SOAs. Adoption
of SOA will evolve from the fringes to the application core, with most vendors moving
through the following stages:
OR-TEECE 091579
Figure 3 ERP Market Segments By Customer Size
Market segment |
Size range (annual revenues) |
Solution characteristics |
Representative vendors |
Large companies |
$1 billion plus |
Global functionality, high network and transaction scalability, sophisticated reporting and analysis |
SAP, PeopleSoft, Oracle |
Upper midmarket |
$250 million to $1 billion |
Multinational functionality, but less scalability. Often sold through channels rather than direct to customer |
Microsoft, Lawson, SSA Global, Geac, SAP, PeopleSoft Oracle |
Lower midmarket |
$50 million to $250 million |
Multinational functionality but significantly less scalability. Often solf through channels rather than direct to customer. |
Microsoft, Epicor, Exacta, Sage, NetSuite, SPA BusinessOne |
Smaller business |
Under $50 million |
Single location, country specific, PC- or LAN-based. Standardized packages with lower cost and complexity. |
Sage, Intuit, ACCPAC, NetSuite |
|
| Source: Forrester Research, Inc. |
- SOA is now used primarily between components in heterogeneous architectures.
Vendors are using it to integrate between components that they have bought (or built) on
different platforms. For example, MAPICS is using the architecture to integrate
functions that are on the iSeries platform with functions that are in its Wintel platform.
- SOA will be used between components in general. The architecture is moving into
the mainstream and will be pervasive in new ERP/CEA systems in two to three years.
This will make the suites more modular. It also has the potential for deepening industry
offerings. For example, a vendor may have a component that manages inventory of
finished product that uses one "age before use" criteria for some textiles industries and
a whole different "age before use" criteria for the spirits industry. These two modules
often exist as separately maintained code. If the components had been developed as
sets of smaller components that delivered services, the change between one method
and the other could be as easy as changing a service mapping.
- SOA has the promise of transforming the market. As use of SOA grows, the
architecture will invite greater use of standard definitions of functionality. This will make
it easier to use components from different vendors without the complex integration that
must be done today. The broadening of systems that heavily embrace
OR-TEECE 091580
services could render ERP/CEA systems as another legacy type. The vendors would
then have to focus on the application technology platforms as the main part of their
business. They could still be active participants in a new composite application market
that delivers smaller component-based services instead of focusing on suites. It may
also give rise to new system integrator types that focus on prepackaged service-based
systems
ENTERPRISE CHANGES DRIVE BETTER BUSINESS-PROCESS SUPPORT
Enterprises are continuing to work at driving out costs while creating greater value. For
manufacturers in particular, it has meant virtual manufacturing where many plants no
longer have excess capacity for sudden increased demand. This has resulted in some
manufacturing being done in contract facilities while maintaining control and status. For
others it has meant making changes and tracking the business in near real time. In every
case it has driven the demand for better business process support.
- Better business process support drives better integration. Integration is demanded
at every level: what the user sees, how the applications communicate, and how the
data is held in common. It takes all three aspects to seamlessly carry out the business
processes. This will drive the ERP vendors further into extended platform support with
features that rival the incumbent platform vendors.
- Extended value chains depend on better business process support. It used to be that
supply chain planning, especially supply chain optimization, was the key to extended
value chains. In part that is true. However, to realize all the benefits of extended value
chains, the whole enterprise needs to be involved and the only way to accomplish
that is through extensive business process support. The ERP vendors will extend their
applications with robust process definitions that cross traditional application modules,
as well as improve processes and data infrastructure.
THE BIG VENDORS WILL CONTINUE TO DOMINATE
It is interesting to note that in the last 10 years the companies in the top three revenue slots
have been the same for seven of those years Oracle, People Soft, and SAP (see Figure 4). The
only change in position among the three occurred last year when the No. 3 company
(PeopleSoft) bought the No. 4 company (J.D. Edwards) and became the No. 2 company.
OR-TEECE 091581
Figure 4 ERP Market Leaders Based On Revenue, 1994 To 2003
|
#1 |
#2 |
#3 |
#4 |
#5 |
1994 |
SAP |
Oracle |
SSA |
J.D. Edwards |
Baan |
1995 |
SAP |
Oracle |
SSA |
J.D. Edwards |
PeopleSoft |
1996 |
SAP |
Oracle |
J.D. Edwards |
PeopleSoft |
Baan |
1997 |
SAP |
Oracle |
PeopleSoft |
J.D. Edwards |
Baan |
1998 |
SAP |
Oracle |
PeopleSoft |
Baan |
J.D. Edwards |
1999 |
SAP |
Oracle |
PeopleSoft |
J.D. Edwards |
Baan |
2000 |
SAP |
Oracle |
PeopleSoft |
J.D. Edwards |
The Sage Group |
2001 |
SAP |
Oracle |
PeopleSoft |
J.D. Edwards |
The Sage Group |
2002 |
SAP |
Oracle |
PeopleSoft |
J.D. Edwards |
The Sage Group |
2003 |
SAP |
PeopleSoft |
Oracle |
The Sage Group |
Microsoft |
---|
| Source: Forrester Research, Inc. |
Market Consolidation Will Continue
One aspect of this market is sure: Big is in. The top five vendors in 2003 accounted for
more than 70% of the ERP market. Companies seeking to purchase enterprise systems want
to purchase from a vendor that will be around for a while this generally means a
purchase from the major players. Growing without acquisition in this mature market is very
difficult. The vendors have gotten the message, and there haven't been a lot of new entrants,
so movement has been largely due to vendors buying established vendors.
Microsoft Business Solutions Has Joined The Top Tier
Microsoft is an interesting case because it got into the ERP/CEA market by purchasing an
established vendor and has grown by purchasing other established vendors. However, now
that it is in the market, it is attempting to grow further by applying its massive resources to
redefine the acquired vendors in its own image. All of its acquired products are moving
toward a common architecture and code base that will require Longhorn Microsoft's next-generation operating system. The new architecture will be SOA out-of-the-box. The breadth
of the offering and Microsoft's distribution capability has brought it into the top five in terms
of revenue. However, it is a different play focusing on the bottom end of the market.
Microsoft will have the broadest number of clients but only small numbers of users in each.
OR-TEECE 091582
RECOMMENDATIONS
MAKE THE MOST OF YOUR ERP INVESTMENT
- Invest for the long term. ERP software is a long-term investment (10 to 20 years) as
long as the vendor remains viable and supports your company's growth and business
evolution. Maintain your investment by keeping current on the release path and by
leveraging expanded functionality where appropriate.
- Consolidate your ERP environment to reduce costs and integration effort. Some
businesses may be able to achieve a single-instance ERP implementation. Companies
with more diverse operations should try to standardize on a single vendor and
centralize corporate financial and HR applications.
- Understand long-term ownership costs and avoid overkill. CEA packages may
be appealing to sophisticated midsize companies and competitively priced for
acquisition and installation. Long-term maintenance and upgrade costs, however,
may prove to be overwhelming.
- Favor open over proprietary. Choose a vendor that is embracing open standards for
development and integration. This will support more solution flexibility and promote
long-term vendor viability.
- Extend but do not customize. Open architectures will enable easier integration
and extension of ERP solutions. On the other hand, extensive customization of the
packaged application itself will increase costs and compromise ROI, whether the
environment is open or proprietary. Extend carefully to preserve the ability
to upgrade.
WHAT IT MEANS
MORE CONSOLIDATION, THEN OPPORTUNITY
ERP consolidation and architectural renewal will change the dynamics of the market:
- Open architectures will lead to more productive software partnerships. Instead
of trying to put best-of-breed vendors out of business, major vendors will reach
out to specialists for plug-in functionality.
- User firms will have fewer vendor choices but more deployment options.
Outsourcing ERP support services and infrastructure will grow, especially in the midmarket.
Pay-as-you-go pricing models will expand as well. Integrating multiple solutions will shift
from a negative to a positive for customers.
OR-TEECE 091583
- Services companies will gear up for the next wave of innovation. The migration
to Web-client applications was good for services firms. As architectures evolve further,
the cycle will start over. The benefit to the customer should be more apparent the
next time around.
- Money will follow innovation. A new market for bolt-on solutions will evolve
around the ERP ecosystem, providing investment opportunities for venture
capital firms.
ALTERNATIVE VIEW
IF COMPANIES DON'T INVEST, ERP WILL CONTINUE TO SHRINK
The position that ERP will experience a modest recovery after three years of decline assumes
that there is some pent-up demand for large company applications and a growth opportunity in
the midmarket. Many companies, however, have put their ERP systems into a holding pattern,
with no plans to upgrade. Also, second- and third-tier vendors continue to consolidate, taking
some products out of play. SAP seems to be gaining share as other vendors falter, but the
industry may suffer a net decline overall as ERP becomes less of an IT investment priority.
ENDNOTES
1 For Forrester's Business Technographics November 2003 North America Benchmark Study, we spoke
with technology decision-makers at 818 North American firms with at least $500 million in revenues
about their 2004 application software spending plans. See the December 1, 2003, Brief
"Outlook for 2004 App Budgets: Conservative Growth."
2 For those that meet the criteria, single-instance systems make a lot of sense. The concept will be
most popular among high-tech manufacturers with revenues between $750 million and $3 billion.
See the June 13, 2003, Planning Assumption "One Global Enterprise System: When and Why."
3 The large tier-one vendors will grow at a faster overall rate than tier-two and tier-three vendors
due to their breadth in faster-growing sectors, like CRM, supply chain management, supplier
relationship management, PLM, and analytical applications. See the April 3, 2003, Planning
Assumption "Market Overview 2003: Comprehensive Enterprise Applications."
OR-TEECE 091584
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