BPM Partners: Vendor-Neutral Performance Management Perfected

For instance, BPM Partners helped one of its clients develop detailed functional requirements and orchestrated a process that enabled them to validate the vendors they were considering, as well as assisted them in finalizing the deal with their vendor of choice at a significantly better price. Initially, the client’s preferred vendor gave a quote of $4 million for a large-scale performance management solution. Following that, BPM Partners detailed the necessary process requirements and identified other vendors that could perform the task at hand more economically. Once all of the vendors delivered a scripted demo on-site, it confirmed that the preferred vendor was the best at meeting the client’s requirements. Since this now became a more competitive environment amongst the vendors, BPM Partners was able to guide negotiation to a price that was significantly reduced to around $1 million while abiding by the client’s vendor of choice decision.

“Our vendor neutrality is really a unique element that sets us apart; because we neither sell nor directly implement the software, we have no inherent biases,” adds Schiff. As a leading independent authority, BPM Partners is a recognized thought leader in the space, and the company produces an annual report on key vendors called the ‘Vendor Landscape Matrix.’ This document, fully updated yearly, provides detailed information and analysis into the key software vendors of business performance management. BPM Partners also conducts an annual survey called the BPM Pulse, where it identifies essential trends in the budgeting, planning, consolidation and reporting market, and reviews the major vendor solutions from a user satisfaction perspective. The BPM Pulse provides the most comprehensive customer-based view of the Business Performance Management market.

Forging ahead, BPM Partners is committed to continuing its services without drifting away from the company’s core objectives and plans to delve deeper into specific vertical focus areas starting with financial services and manufacturing. “We haven't had to change the model since we started in 2002, and this model has worked and continues to work well. Yet, what we do is more relevant today than it has ever been,” concludes Schiff, exemplifying the company’s proficiency.