the global market for learning management systems · 2017-10-24 · overview learning management...

OVERVIEWLearning management systems (LMS) have been undergoing transformation for several years now. The past two years were especially transformative with acquisitions, further fragmentation of the market and a proliferation of solution providers. The past two years have also been a time of growth for LMSs, especially in the small and midsize business markets, and for markets outside of the U.S. It is becoming more difficult to separate the “learning” part of systems from other functions and we expect to see that trend continue.

In This Report

• StateoftheLMSMarket

• KeyFindings

• LMSMarketData

• ParticipatingSolutionProviders:AnOverview

BERSIN&ASSOCIATES©OCTOBER2012•NOTFORDISTRIBUTION•LICENSEDMATERIAL

BERSIN&ASSOCIATES

LearningManagementSystems2013

IND

UST

RY S

TUD

Y

Janet Clarey,

Senior Analyst

David Mallon,

Principal Analyst

The Global Market for Learning Management Systems

Reports

http://insights.bersin.com/research/?docid=15870

2BERSIN&ASSOCIATES©OCTOBER2012•NOTFORDISTRIBUTION•LICENSEDMATERIAL


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State of the LMS Market

When we studied the LMS market eight years ago (which seems like an eternity, based on the pace of technological innovation), the primary role of the corporate LMS was to serve as a central course catalogue and training management system – a “system of record” for training, compliance and development.

Back then, buyers of LMSs were looking for cost-savings associated with greater efficiency and effectiveness, and an easier way to track information around training and performance. Learning organizations were also envisioning the LMS as the linchpin of integrated talent management1; however, few companies had an integration strategy in place to leverage the technology and integrate learning with critical talent management processes. In short, corporate learning was beginning to become more strategic and technology solution providers responded by providing more integration with development-related HR processes.

Fastforwardto2012andweseethatthevisionofintegratedtalentmanagementhas become a reality with many more organizations opting for talent management “suites”2 which integrate everything from recruiting to performance management to performance to learning and collaboration.a These suites have a great depth of functionality and in these systems the learning functionality is no longer a discrete application.

1 “Integrated talent management” supports performance management and at least two

additional strategic HR processes (e.g., sourcing and recruiting, learning management, succession

management, performance management and so on) through a common interface, data platform,

workflow, and cross-reporting and analytics.

2 "Integrated talent management suites" suites are a new breed of software that aggregates

and shares talent data across multiple strategic HR processes – allowing users (e.g., employees,

managers, business leaders and HR leaders) to have better conversation, make better decisions

and plan for the future in ways not previously possible. Integrated talent management systems

are also known as the “talent management suite.”



Beyondseeingmoreintegratedtalentmanagementsystems,wesawin2011and2012somemajordeeppockethumancapitalmanagement(HCM3) providers buy up smaller talent management and learning management vendors in an effort to bolster theirpositionsasfullyintegratedsystems.HCMproviderOracleboughtTaleo,whichhadacquiredLearn.com;ERPproviderSAPboughtSuccessFactors,whichhadacquiredPlateauandJambok.HRgiantADP,probablymostrecognizedastheworld’slargestpayroll provider, entered the market with its own LMS, and some well-known LMS and talent management providers also bought up smaller competitors. We saw SumTotal (once a public company, now owned by a private equity firm) acquire GeoLearning,

3 The HR systems market is divided into a wide variety of talent management vendors and

anothersetofhumancapitalmanagement(HCM)vendors,whicharecompanieswithHR

managementsystems(HRMS)solutions.HCMvendorsoftenalsosellfinancialmanagement

software, since one of their values is to enable leaders to understand the “total people cost”

ofaprogramorfunction.HCMtendstolookatpeoplefromatotal,financialandoperational

perspective,whiletalentmanagement(whichfitswithinHCM)focusesonthedevelopmental

practicesofpeople.Anorganizationcanoftenfunctionwithoutatalentmanagementsoftware

systemformanyyears,butcannotfunctionatallwithoutsomeformofHCMplatform.Thesetwo

markets overlap significantly and the lines become blurred by vendor marketing.

Figure 1: D’Evolution of the LMS Market?

Source:Bersin & Associates, 2010.Source: “Learning Systems,” Bersin & Associates, 2010.

Collaborative People Management

Audience / ContentSpecialists

Regulatory Compliance, Industry Verticals, Customers & Partners

TalentManagement

Performance ManagementCompetency Mgmt., Succession

SocialLearning

Communities of Practice,Content, Knowledge-Sharing

Corporate Learning Application

Integrated with Other Learning ComponentsERP, HR and Application Integration

e-Learning Platform

Make e-Learning PossibleMake e-Learning Easy

Training Management System

Automate the Process of Instructor-Led Training



OpenTextacquireOperitel,andSkillSoftacquireElementKandMindleaders.Therewereothersandweexpecttherewillbemoretocome(seeFigure2).

Of course, not every organization needs or wants an integrated talent management solution. Some LMS solution providers we studied recognized this and made a strategic decisiontostayfocusedonlearning.Weestimatethatmorethan100systemsspecializein providing solutions primarily for learning management, and probably more than that as most of the solution providers around the world are primarily LMSs and not suites of products. So, while we continue to watch the market shrink in terms of the number of solution providers at the top end, we are, at the same time, watching the market grow in number of solution providers overall with some serving particular customer segments and vertical markets. This divergence of systems – integrated talent management suites on one side and stand-alone learning systems (including social software) on the other side – likely means that this will be the last time we will be able to title this study as strictly an “LMS” study. It is increasingly difficult to separate “learning” technology from other technology functions of a system.

In addition to the integration of learning with talent management, acquisitions in the market and a growth in the number of solution providers in the market, a few other significant things transpired since we studied the LMS market eight years ago that

Figure 2: Major Acquisitions 2011 to 2012

Acquiring Company Company Acquired

Blackboard Moodlerooms (2012) and NetSpot (2012)

IBM Kenexa (2012) which acquired OutStart (2012)

Lumesse Edvantage (2011)

OpenText Operitel (2011)

Oracle Taleo (2012)

Peoplefluent Strategia (2012)

SAPSuccessFactors (2012) which acquired Plateau and

Jambok (2011)

SkillSoft Mindleaders (2012), ElementK (2011)

SumTotal GeoLearning (2011)

Source:Bersin & Associates, 2012.



are having a great impact on the market – an increased focus on social and informal learning, and the optimization of the LMS for delivery via mobile devices. We write more about these later.

U.S. Training Budgets and Learning Technology Spending

IntheU.S.,roughlyninepercentofanorganization’strainingbudgetisspentontechnology and the LMS is often the single biggest expenditure.

Wefindthatoverall,U.S.trainingbudgetswereup9.5percentbetween2010and2011.Smallbusinessesenjoyedthelargestgains,witha12percentuptickintrainingspending, while midsize and large businesses increased their spending by five percent to six percent. Learning technology spending4 has also grown as the scope and utilization of learning tools continues to grow.

IntheU.S.in2011,ninepercentoftrainingspendingwenttolearningtechnologies(Figure4).Wefindthatmanyfirmsareconcentratingonlearningortalentmanagementtechnology implementation, and social and collaborative functionality.bAsapercentageoftotalL&Dspending,wefindthatmidsizeorganizationsspendagreaterpercentage(Figure5).

4 “Learning technology spending” includes one-time and ongoing fees paid for licenses, hosting,

support and upgrades.

Figure 3: Year-over-Year Change in Training Spending 2006 to 2011 – U.S. Total


7% 6%

-11% -11%

2%

9.5%

-15%

-10%

-5%

0%

5%

10%

15%

2006 2007 2010 2011

2008 2009



Methodology

ThisstudyisacontinuationofourJune2010researchstudyintothiscomplexandrapidlyevolvingmarket.Forthisreport,westudiedtrendsandproductsthroughanin-depthsurveyandthroughintensivescripteddemonstrationsfrom40participatingsolution providers. In addition to the survey, participants in this study also submitted a presentationoutliningthefollowing:c

• Marketvision

• Targetedcustomerdemography

• Current“sweetspot”intermsofcustomer’ssize

• Largestandsmallestdeployments

Figure 4: Learning Technology Spending as a Percent of Total L&D Spending 2006 to 2011 – U.S. Total


Figure 5: Learning Technology Spending as a Percent of Total L&D Spending 2011 – By Company Size


5%

11%

6% 8% 10% 9%

0%

5%

10%

15%

20%

2006 2007 2008 2009 2010 2011 U.S. Total

9%

10%

9%

0% 20% 40% 60% 80% 100%

Large

Midsize

Small



• PercentageofdeploymentsoutsideoftheU.S.

• Operationaltrackrecord

• Growthstrategy

• Primaryfunctionsoftheproducttoday,includingkeyfeatures

• Productroadmap

• Productarchitecture

• Competitivelandscape

• Keydifferentiators

What follows are our overall key finds and themes for this study.

Key Findings

1. Global LMS Market Growth Comes from Outside North America, and from Small / Midsize Companies

Market Growth

TheLMSmarkethasgrownannuallysincewepublishedourfirstLMSreportin2004,whenweforecastNorthAmerica-focusedLMSproviders’revenuesat$380million.By2008,thatnumberhadincreasedto$840million.Evenwhentroublesintheglobaleconomytookholdin2009,theNorthAmericanLMSmarketgrewto$852million.Forthosetworeports,wefocusedonNorthAmericaonly.

By2011,thedatewelastpublishedthisreport,5wefocusedonNorthAmericaandtheentireglobalLMSmarket.WeforecastrevenuesforNorthAmerica-focusedproviderstobebetween$944and$972million,representingroughlytwopercenttofivepercentrelative growth. When we compared these numbers for the same timeframe for the overallglobalmarket,wesawsimilarweakgrowthbetween2008and2009,andforecastasingle-digitrelativegrowthratebetween2009and2010(whichwasnotmuchdifferentfromwhatwehadpredictedforNorthAmerica).

Forthisstudy,wehavefocusedontheglobalLMSmarket.Wefoundthat,between2011and2012,theglobalLMSmarketrelativegrowthratewas14.7percent,upfrom

5 We have revised some or our past numbers slightly based on new data. We found that there

was a greater amount of “unknown” in the market, especially when we expanded the study to

includeglobal-focusedproviders.Althoughnewdatachangedpastnumbers,thepercentagesare

very similar.



boththe8.2percentgrowthwesawin2009to2010timeframeandthe12.5percentgrowthwesawin2010to2011.Forthetimeperiodbetween2012and2013,wepredictrelativegrowthwillslowto10.4percent(plus/minustwopercent).

Thereareseveralreasonswhywepredictslowergrowthbetween2012and2013.Abigfactor is the slow growth of the global economy. Other reasons include the saturation of the market for large and global enterprises, and a proliferation of solution providers to choose from, many with easy-to-implement SaaS6-based systems and flexible pricing models. These reasons, along with the commoditization of LMS features, make this a buyer’smarket.

Given the rapid change taking place in the market and its truly global nature, there is wideroomforvarianceinitstotalvalue.Thatsaid,for2013,weprojectthetotalglobalLMSmarketsizewillbebetween$1.8billionand$1.9billion.

6 “Software as a Service” (or SaaS) refers to the business of selling software over the Internet as a

web service. In this business model, the software vendor charges an annual “subscription” fee and

can predict recurring revenues far more reliably than with the licensed software model.

Figure 6: Total Global LMS Market 2009 to 2013


$1,231 $1,332

$1,498 $1,718

$1,939

$1,853

$1,000

$1,500

$2,000

$2,500

2009

2010

2011

2012 (est.)

2013 (proj.)

In M

illio

ns

LMS Global (high) LMS Global (low)

Figure 7: Global LMS Market Relative Growth Rates (total)

Global LMS Growth 2009 to 2010




8.2% 12.5% 14.7% 10.4% (+/- 2.5%)




Relative Growth7 by Geographic Region

InNorthAmerica,totalmarketgrowthwas14.7percentin2011andwilllikelydropto11percentin2012.Wepredictgrowthrateswillbeflatin2013(11percent),withNorthAmerica-focusedproviderscomprisingroughly67percentofthetotalglobalLMSmarket. With high LMS saturation rates among larger companies, the growth will come fromsmallandmidsizecompaniespurchasingLMSs,oftenforthefirsttime.Certpoint,NetDimensionsandIntellumarejustafewsolutionproviderswhicharecateringtothisgroup,asarespecialistslikeDuPontSustainableandforthehealthcaremarket like Healthstream.

IntheLatinAmerica/Caribbeanregion,wesawarelativemarketgrowthrateof31percentin2011–thisisnotsurprisingforadevelopingmarket.Wepredicthighgrowthbetween2012and2013inthisregion,likelyreachingbetween20and22percentgrowth.TheLMSmarketingintheLatinAmerica/Caribbeanregionrepresentsroughlythree percent of the total global LMS market.

IntheEurope/theMiddleEast/Africaregion,wesaw13percentgrowthin2011andpredict18percentgrowthin2012,followedbyadropto12percentgrowthin2013.TheLMSmarketinthisregioncomprisesroughly21percentofthetotalglobalLMSmarket.Europe’sfinancialmarkettroublesarewell-documented,sothisisnotsurprising; however, there is still an active market in some countries, like Germany, especially for solution providers with integrated talent management.

Finally,intheAsia-Pacificregion,wesaw20percentgrowthin2011,predictthesamein2012andexpecttoseethatdropbymorethanone-halftoninepercentin2013.While there is a lot of room to grow in this market, this expected drop may be a sign of movementbeyondearlyadopterphasetoamoremature,mainstreammarket.Aswell,pricing for these systems in this region tends to be lower due to competition among manysmallercompanies.TheAsia-Pacificregionrepresentsaboutninepercentofthetotal global LMS market.

7 Here, “relative growth” is the speed of market growth relative to the entire market, reflected

as a percentage. It is different than absolute growth, which measures actual units.



Figure 8: Global LMS Market Growth – By Geography


Figure 9: Global LMS Total Market Percentage – By Geography


9%

20%

21%

12%

19%

9%

11%

11%

14%

0% 5% 10% 15% 20% 25% 30% 35%

2013

2012

2011

North America

Latin Amerca / Caribbean

Europe / the Middle East / Africa

Asia-Pacific

31%

22%

20%

68%

3%

20%

9%

67% 3%

21%

9%

67%3%

21%

9%

North AmericaLatin America / the Caribbean

2013

2012

2011

Europe / the Middle East / Africa

Asia-Pacific



LMS Providers Customer Base Growth

Over the past four years, LMS providers have seen their customer base shift, increasing thenumberofcustomerswith1,000employeesandless(from28percentin2009to34percentin2012)andadecreasingthenumberofcustomerswith10,000ormoreemployees(from29percentin2009to24percentin2012).Driversforthisshiftarethe saturation of the market for large and global enterprises, and the proliferation of solution providers from which to choose, many with easy-to-implement SaaS-based systems with flexible pricing models, and fast implementations that work well for small and midsize businesses.

Thepicturebecomesclearerwhenwelookatsolutionproviders’customerbasegrowthandcustomerbasegrowthasapercentageofthetotalglobalLMSmarket(SeeFigures10and11).In2012theglobalLMSmarketgrowingandmuchofthegrowthiscomingfrom small and midsize companies.

Figure 10: Solution Provider Customer Bases – By Customer Size


28%

43%

29%34%

41%

25%

34%

42%

24%

1 - 1,000 Employees1,000 - 10,000 Employees10,000+ Employees

2009

2010

2012



Of course there are other factors at play in the continued growth of learning managementsystems.First,organizationsrealizethattheymustleveragelearningtechnology systems not only to deploy e-learning, conduct live online training, manage compliance training, and measure and track programs – but to gain greater operational effectiveness and efficiency. There is no going back to manual-intensive methods for learning management.

Second, the role of the traditional LMS is continuing to expand. Organizations are using the LMS in traditional ways – and also to drive greater collaboration, connect those seeking expertise, provide on-demand learning, and serve as a platform on which to connect groups and support networking.

Finally,theLMSitselfismorphingandbecomingasystemtosupporttheintegrationof talent management processes, and social and informal learning functionality, while providing a platform for knowledge management, communication and collaboration.

2. Products and Vendors Proliferate, Leaving the Market Fragmented

Forthis2013study,weidentifiedmorethan200solutionprovidersoutofwhatwebelievetobebetween300and500LMSprovidersworldwide.Weknowthatthereare likely quite a few more, especially in emerging markets. With this proliferation of solution providers serving the market, LMS buyers have an extensive number of available choices, and differentiating these providers continues to get harder and harder, even though basic functionality is now commoditized8.

8 “Commoditized”simplymeansagoodorservicethatiswidelyavailableandinterchangeable

with one provided by another company.

Figure 11: Solution Provider Customer Base Growth 2010 to 2012 – By Market Segment


3%

10%

8%

10%

24%

22%

0% 10% 20% 30%

10,000+ Employees

1,000 - 10,000 Employees

1 - 1,000 Employees

Segment Growth PercentSegment Growth as a Percent of Total Market



The depth of features and functionality is often a cause for this confusion, with some organizations telling us that they either do not use features or do not know what features they even have. This is where fragmentation can be a good thing – allowing buyers to focus on their particular needs.

Inour2011LMSstudy,infact,oneofthekeywordsweusedtodescribethismarketwas“fragmentation.”Thatholdstruetodayandweseethisacrossthefollowingcategories:

• Integrated Talent Management Suites – In which learning is one of many elements of the system

• Specialized LMSs–Forverticals,suchashealthcare,extendedenterprise,complianceand content

• Social LMSs – Which include social learning platforms that are used primarily to support learning and learning management platforms with social technologies, adding an additional layer to support learning

Acrossthesecategories,therearetwopartstokeepinfocus:

• Market Leaders – Those solution providers which have three percent or more market share globally

• Emerging Providers – Those solution providers which are smaller companies that are rising in status, in size or which offer an innovative type of solution for learning.

The market leaders tend to have a large enough installed base and revenue stream to invest in acquisitions and new technologies (e.g., webcasting, collaboration, content management and talent management features); they also offer features and capabilities needed by a wide range of industries.

The emerging providers may actually have similar or greater capabilities in many areas – buthavefewercustomers,andlessR&Ddollarsforgrowthandinvestment.Theytendto focus on specific market segments (e.g., industries, geographies or customer types), and often have unique system, content or services capabilities. It is important to keep in mind that you should not just consider market leaders. The market leaders indicated inFigure12tendtohavelargenumbersofcustomersandmay,infact,notserveyourparticular market or needs as well as one of the smaller solution providers.

3. LMS Market Is Mature, but Is Being Reinvented by Social Learning Tools

Social learning environments include functionality for conversations (e.g., blogs, forums, microblogs9 / status updates, social networks, communities of practice), collaboration

9 “Microblogging” is the concept of short, frequently updated messages from individuals

(patterned after the website www.twitter.com) to allow people to “follow others.” It is useful

to find people and identify what they are doing, similar to the “presence awareness” available

through instant messaging.



(e.g., wikis, work spaces, support for events), connections (e.g., user profiles, groups, networks) and content-sharing (e.g., user-generated / sharing, ratings / rankings, social bookmarking, tagging).

The general-purpose, enterprise social software provider market is extremely fragmented – with many different providers of different sizes, shapes and backgrounds serving particular customer segments or targeted use cases10.

The LMS (and talent management) providers are all moving at different speeds to add enterprise social software functionality to their systems in order to support management of informal learning in all of its forms, including social and on-demand learning.

Alternatively,anewbreedofsocial-learningspecialistplatformsisalsoemerging.These new systems (best exemplified by solution providers, such as Bloomfire, and pioneeredbyQ2Learning)leaveoutmuchoftheformallearningmanagementoverhead commonly associated with an LMS. Basically, they offer turnkey social learning use-case support – without the clutter. In other words, they may support some ability to prescribe learning, but do not necessarily expect full e-learning standards support orcomplexlearninganalytics.Also,donotnecessarilyexpectassimilationwithformallearning management without an integration of some kind. That said, as many current organizations which are already successfully enabling social learning can attest, simpler is often better.

4. A Very Clear Consolidation of the Market Leaders

The consolidation that we are seeing among market leaders is primarily driven by the desire for solution providers to offer a fully integrated talent management solution. This has created opportunities for others, given that not everyone needs the size, complexity, cost and overhead of a big talent management system.

10 A“usecase”providesadescriptionofasequenceofinteractionsbetweenactors,andthe

system necessary to complete a specific goal or function. Use cases are often co-authored by

systems analysts and end-users, and are presented as a sequence of simple steps.

KEYPOINT

Social learning environments

include functionality for

conversations, collaboration,

connections and

content-sharing.



5. Some Remaining Independents Take Advantage of the Consolidation and Grow Rapidly

Independents,likeCertpoint,NetDimensions,CornerstoneOnDemandandothers,are taking advantage of the consolidation and are growing rapidly. There are several reasons for this.

• AcquisitionsofstandaloneLMSslikeGeoLearning,Plateau,OutStart,OperitelandothersbylargerorganizationssuchasSumTotal,SAPandOraclehaveleft“thelittleguy” searching for a replacement system.

• Thereisagrowingmarketinthesmallandmidsizebusinessmarkets.Like“thelittleguy,” they really do not need the full functionality of a suite.

• Thereisanincreaseindemandforextendedenterpriselearning;severalofthesesolutionprovidershavetherobusteCommercecapabilities,configurableinterfaceand SaaS delivery model that are ideal for extending learning to an audience other than employees. Some organizations are even selling e-learning, creating a new revenue stream.

• Manyofthefastest-growingsolutionprovidersarehighlyinnovative–providing features and functionality to foster social and informal learning, and mobile learning.

We think the biggest factor in the growth of these organizations is the market consolidation and the buyer frustration that often goes along with that.


Figure 12: Global Market Leaders 2012 to 2013*

• Cornerstone OnDemand

• Oracle (all products)

• Saba

• SAP (all products)

• SumTotal

*Based on a minimum of five percent market share.



6. SAP and Oracle Have Cemented Their Positions in the Market

TwoHRindustrygiants,SAPandOracle,wentheadtoheadthisyear,bothacquiringcloud-based talent management solutions – thereby cementing their positions in the integrated talent management space (of which learning management is a part). Here is how it occurred.

In2012,OracleacquiredTaleo,aproviderofcloud-basedrecruitmentsoftware.OraclealreadyhastwomajorHRproductsets(OracleE-BusinessandPeopleSoft)whichincludelearning management. Oracle integrated those two products into cloud-based Oracle FusionHCMin2011.So,thatisonelearningsolution.

TheOracleTaleoLMSofferingwasacquiredbyTaleofromLearn.comin2010.Thesolution is primarily a midmarket solution and does not yet have robust social learning capabilities, but it is slated to be upgraded.

*This list is of solution providers participating in this study. Source:Bersin & Associates, 2012.

Figure 13: Fastest-Growing Providers*

Absorb LMS (Blatant Media)

ADP

Certpoint

Cornerstone OnDemand

Desire2Learn Inc.

e2train

Halogen

Intellum

NetDimensions

OnPoint Digital

Peoplefluent

Talent2 (Cornerstone partner)

Technomedia

Training-Orchestra

Totara (Kineo)



Duringthissametimeperiod,Oracle’scompetition,ERP11giantSAP,enteredthecloud-basedtalentmanagementmarketbyacquiringSuccessFactors(SuccessFactorshadacquiredPlateauLMSin2010)asitsgo-to-markettalentmanagementsolution.Plateauwas an enterprise solution with a history of delivering innovation as an LMS provider.

SAPhasalargecustomerbaseoflicensedHRandpayrollcustomerswhichrunitsHRsuite,SAPHCM.WhileOraclecommandsamarketshareadvantagewithitscoreHRMSsoftware,SAPandSuccessFactors,coupledwithWorkdayandalargenumberofothercloud-based talent management providers, forced Oracle to make a move and acquire SuccessFactor’snumberonecompetitor,Taleo.

11 “Enterpriseresourceplanning”(ERP)isacategoryofenterprisesoftwarethattypically

integrates financials, HR, manufacturing, order processing and customer relationship management

in an integrated solution.

Figure 14: Product Offerings – Oracle versus SAP


Oracle PeopleSoft

Oracle E-Business

Oracle Fusion HCM (HR, Talent Management, Social Network, Analytics)

Oracle JD Edwards

Learn.com Taleo TBE

SAP HCM

SAP Business By Design

(SaaS)

Taleo Compensation

Taleo Performance

Talent Grid Plateau LMS JAMbok

Social Learning Recruiting Employee Central

Jobs2Web Candidate Mgt. Compensation Workforce

Planning Goals

Performance

SAP NetWeaver (functional middleware)

Oracle Analytics, Oracle DBMS, Sun Hardware

BusinessObjects Analytics, Sybase DBMS, HANA Hardware

Taleo Recruiting & Talent Management SuccessFactors


Figure 15: Cloud Offerings – Taleo versus SuccessFactors

Oracle-Taleo Offeringd SAP-SuccessFactorse Offering

Learning Learn.com (midmarket) Plateau (enterprise)

Social Learning Oracle Social Network Jam (formerly Jambok)

Mobile ADF Mobile Jam



Acquisitionscanbeverychallenging,especiallywhenthesolutionproviderwhichyourorganization is using is the one acquired. In these systems, learning management is just one small aspect of the total solution.

7. Some Past Leaders Are Shrinking

Wesawsomepastleadersshrinkingin2013.OnewasBlackboard,theubiquitousLMSproviderinacademia.Facingcompetitionfromothers(Desire2Learnforinstance,andopensourcesolutions,likeMoodleandSakai),moreofBlackboard’srevenueis coming from government and corporations – markets in which the company has found success. The company has been successful as a supplemental tool deployed in corporations alongside traditional LMSs. We expect that Blackboard will gain market share with it sales enablement tool through its partnership with Salesforce.com and its mobile offering.

General-purpose content providers, like SkillSoft and Mindleaders (which, at the time of this publication, was being acquired by SkillSoft), find themselves in “reinvention” mode.Buyersarelessinterestedingeneral-purposee-learninglibraries.Acommonpathforward is to become a technology provider, as well as a content provider. SkillSoft, Mindleaders and Biz Library are all examples of this trend. Each has been moving in that direction. Of course a change in direction is an investment of time and money, as well as selling strategies. It takes time. SkillSoft is successfully transforming and is about to roll out an entirely new interface in its next version, which should keep it in a leadership position.ItsacquisitionofMindleaderswillfurtherbolsterSkillSoft’spositionasaleaderin the commercial off-the-shelf content market.



Figure 16: 2012 Estimated Global LMS Market Share


SumTotal9%

SAP (ALL)8%

Oracle (ALL)7%

Cornerstone OnDemand

Saba5%

Blackboard4%

ACS (Xerox)

SkillSoft

DuPont SustainableSolutions

Certpoint

Healthstream

NetDimensions

CrossKnowledge

Meridian KSI

Intuition

RISCHalogen

Elsevier MC

imc Information Multimedia

Communication AG

Mindleaders

Other44%



Figure 17: 2013 Projected Global LMS Market Share*


SumTotal9%

SAP (ALL)8%

Oracle (ALL)7%

ACS (Xerox)

SkillSoft

DuPont Sustainable Solutions

Certpoint

Healthstream

NetDimensions

CrossKnowledge

Meridian KSI

Intuition

RISC

Halogen

Elsevier MC

imc Information Multimedia

Communication AG

Mindleaders

Other44%

CornerstoneOnDemand

5%

Saba4%

Blackboard

*Numbersmaynottotal100%duetorounding.



Themes

Alongwithourkeyfindings,wenoticedsomethemes.Transformationwasthebigone.Some of the transformative changes we noticed include the following.

1. More Focus on the User Experience

We saw many providers starting to differentiate themselves through usability, scalability and an overall learning experience. These qualities are accomplished using a heuristic13 method for design. Such systems are intuitive, logical and require fewer clicks for the

12 This represents LMS revenue. Some of these providers are larger when taking into account their

full platforms.

13 “Heuristic” refers to experience-based methods, processes and / or techniques for learning,

discovery and problem-solving.


Figure 18: 2012 LMS Provider Revenues*12 (estimated)

Up to $25 Million$25 Million to $50

Million$50 Million to $100

Million$100 Million+

Halogen Certpoint Blackboard Oracle (all)

Information Multimedia Communication AG

CrossKnowledgeCornerstone OnDemand

SAP (all)

IntuitionDuPont Sustainable

SolutionsSaba SumTotal

Intellum Meridian KSI SkillSoft

Mindleaders (acquired by SkillSoft 9/12)

Mzinga

NetDimensions

RISC

*This list is of solution providers participating in this study.



end-user. We have seen a lot of systems with these attributes.cSkillSoft’sSkillPort,ExpertusONE,SilkRoadPointandSAPSuccessFactorsarejustafew.

We also saw learner-driven functionalities, like the profile, development plan and career management, coming to the front, and traditional functionalities, like e-learning and classroom management, becoming less prominent. This represents a significant shift in how learning is handled within the system. Where it once was very much the custom to build around a course or event, it is now built around the learner.

2. Absorption of Learning within Integrated Talent Management Suites

It became clear during some of our solution provider briefings that learning was being “absorbed” within suites. Sometimes learning was woven throughout other talent processes; sometimes learning seemed to be a separate module, especially in systems that were still dealing with the integration of an acquired company.

3. Functionality That Enables the Learning Function to Become Even More Strategic

Systems with advanced reporting and / or the ability to integrate with the talent needs of the organization put the learning organization in a position of being a strategic partner.

4. Deeper Analytics Capabilities within Systems

Anenterprise-classLMStodaymusthavearobustsetoffeaturesfortraininganalyticsand reporting – there is a difference between reporting and analytics. Simply put, reporting is about viewing data; analytics is about using data to gain insights and, potentially, to draw conclusions – ultimately, to tell a story based on data.

We were amazed at the depth of some of the data that can be pulled from systems. Many of the new LMSs now have built-in analytics solutions. Many veteran LMS users have built their own separate analytics systems, running on Microsoft SQL Server, or other data warehouse technologies from Business Objects(SAP)orCognos.

Ananalyticssolutionshouldprovidetheabilitytodrill-up and drill-down through the organizational hierarchy – enabling any manager, director, vice president or business-unit executive to see aggregate results for direct

KEYPOINT

Simply put, reporting

is about viewing data;

analytics is about using

data to gain insights

and, potentially, to draw

conclusions – ultimately, to

tell a story based on data.



reports, as well as to drill-down into individual managers and learners to identify problems. To do this, we recommend that the solution use a multidimensional or online analyticalprocessing(OLAP)technologyforanalysis.Ifyouwouldlikemoredetailson learning measurement and analytics, please read our in-depth report on training measurement, High-Impact Learning Measurement.f

5. Increasingly Commoditized Functionality

The market for learning management systems is relatively mature and increasingly commoditized. Most systems can accommodate most basic functionality. Innovation is what is highly valued today. However, it seems that products become obsolete or commoditizedalmostimmediately.Forbuyers,commoditizedfunctionalitydrivesdownprices, since all of the products are the same. Rather than focus on the basics, buyers can look to what makes a solution provider different and what customers say about that provider.

6. Support for the Extended Enterprise

We live in a global marketplace, and organizations are recognizing that they need to expand and transformbusinessnetworks.ForL&D,thismeansthat the line between internal and external training audiences is becoming less distinct.

The LMS can take on an increasingly important role asthefoundationoftheunifiedL&Dorganization,ultimately reducing the total cost of ownership that is associated with purchasing and maintaining multiple systems. This is especially true in large companies (which still average seven HR systems).

The following are some important questions to ask when evaluating an LMS for your extended learning community. The answers will differentiate the most up-to-date extended enterprise LMS product from its advanced LMS predecessors.

• WilltheextendedenterpriseLMSbe“smart”enoughtoanalyzeusageandcapturetraining needs?

• Dolearnershavetheabilitytoaddaratingorcommenttoatrainingprogram?

• Canthesystemcreate,customizeandmanageonlinecatalogues?

• DoestheLMSsupportend-to-endeCommercetransactions?

• Isthereenoughfunctionalitytomanagetheentireregistrationprocessforalltypesof courses?

KEYPOINT

“Alignment” deals with the

issue of how we make sure

that we are working on the

right things.



• Cantheformaltrainingbemixedandmatchedwithinformaltrainingbylearnersand / or training managers?

• Willlearnersbeabletocollaboratebefore,duringandaftertraining?

• Doesthesystemsupportreal-timelearning(e.g.,performancesupport)?

• Cantrainingmanagersorcoordinatorscustomizeanindividualcurriculumfromthecourse catalogue?

• Willtherebemoresophisticatedreportsandoverallprogramanalytics(e.g.,courseusage over time)?

The answers highlight only some of the many features and functions an extended enterprise LMS will need to incorporate to fully support the learning needs of the extended enterprise.

7. SaaS and Cloud Computing Become Dominant

Software-as-a-Service refers to business or personal applications that are housed and managed remotely, and accessed over the Internet. These applications are subscribed to rather than owned outright.

Cloudcomputingreferstotheaccesstotechnicalresources–software,hardware,storageandsupport–overtheInternet.Akeyaspectofthecloudisthedeliveryofthebusiness application as SaaS.

SaaS addresses the issues of customization and integration with which so many organizations have struggled. Solution providers with SaaS delivery models continue to grab market share at the expense of on-premise options. SaaS is now the preferred delivery model in the LMS and talent management markets.

8. Mobile Solutions and Applications Have Emerged

AmobileLMS(mLMS)caneitherbeanLMSthatextends to the mobile environment or a standalone LMS optimized for a mobile device. Most of the earlyentrantscamefromexistingLMSs,LCMSs,and e-learning development tool providers and content providers.

mLMSs often have the same, basic functionality of traditional LMSs (e.g., assigning, pushing, tracking and reporting of content, access to transcripts, searching a catalogue, learning plan, registration for events, etc.). What makes an mLMS different than a traditional LMS is that the functionality and features are optimized for a mobile device. Many LMSs could be described as “mobile friendly,” but fail to take

KEYPOINT

the line between internal

and external training

audiences is becoming

less distinct.



advantage of the strengths of mobile learning – as a source of “always on” performance support, and innovative learning and knowledge delivery.

9. The User Interface Is Changing

We found some systems to be drastically out of date. Some mature systems are struggling to compete and stay fresh – the result of new user interfaces driven by the tablet experience. The use of text links, folder-style taxonomies and multiple clicks to find information were common among systems still struggling with web-based innovation.

10. Adaptability

The role of customization has always been an issue in this market and having to customize at all often has a negative impact on customer satisfaction. It is unlikely that an organization can find a system that meets all of its needs – and this is why it is important for systems to be highly configurable. The better systems know this and have actedaccordingly.Customizationcanbecostlyandtime-consuming, and leaves organizations feeling locked-inwithonevendor.Anyonewhohasbeenthrough extensive customization does not want to undo that work and go through it again with a new solution provider.

Anotherissueisintegration.Customersaredemanding adaptive platformsg – a workflow management system with prebuilt learning and / or talent management processes that can transparently integrate into many different parts of the corporate HR and IT infrastructure.

New approaches to enterprise software include the rising importance of SaaS as a deliverymodel,openarchitectures,theuseofAPIs14 and open source code. Barriers to entry are lower since corporate IT needs to be far less involved, and the time and cost to stand up a new system is far less.

This new model of enterprise applications is delivered as both a scalable platform and a finished product. Envision this platform as the foundation of a building. On this foundation, the solution provider has given buyers a preset array of flexible tools, workflows and configurable processes with which to adapt – not customize – the finishedapplicationtomeettheiruniqueneeds.Adaptivecriteriaisbrokendownintothefollowingcategories:

14 “Applicationprogramminginterfaces”orAPIsoffertheabilityforoneapplicationortoolto

speaktoorbeembeddedwithinotherapplicationsortools–ahallmarkofWeb2.0technology.

KEYPOINT

What makes an mLMS

different than a traditional

LMS is that the functionality

and features are optimized

for a mobile device.



• Application – The functions of the system

• Presentation – The interface and other visual outputs of the system

• Data – The information stored and used by the system

• Delivery–Assumingapplicationhostingasaminimumrequirement,thedegreetowhichthesystem’sdeliverymodelistrulySaaS

• Operations – The experience of buying, implementing and using the system

Figure 19: Transformation of Learning Management

CategoryFirst-Generation LMS (date range)

Second-Generation LMS (date range)

Next-Generation LMS (2012 to 2015)

Philosophy

Centralized (corporate university)

Both modularized and integrated with talent management processes or highly specialized (i.e., healthcare, with primary usage being learning management). At this point, the market becomes fragmented.

Fused with work (“LMS” as we knew it is absorbed and “socialized,” along with everything else) and / or highly specialized (e.g., sales enablement, extended enterprise training, etc.)

Analytics

Simple reports measuring completions

Dashboards with business-relevant data (i.e., skills gaps, competencies)

“Big Data” with complex metrics that extend outside the enterprise

Audience

Internal (full-time employees)

Internal and other workers (full-time, part-time and contingent)

Extended network (e.g., candidates, employees, contingent workers, alumni, customers, partners, etc.)




Figure 19: Transformation of Learning Management (cont'd)

CategoryFirst-Generation LMS (date range)

Second-Generation LMS (date range)

Next-Generation LMS (2012 to 2015)

Collaboration

One-to-one, one-to-many interactions (i.e., email, IM)

Internal many-to-many interactions (e.g., wiki, social interactivities in learning; real-time micro-communication tied to learning activities)

Inherent, built in collaboration and communication tools; fusion of internal and external learning enabled by social media and, with that, enhanced security requirements

Delivery Model

On-premise, hosted or outsourced

On-premise, hosted or outsourced, Software as a Service

Support for cloud-to-cloud and cloud-to-on-premise integration

Delivery Channels

Instructor-led face-to-face and online synchronous learning; self-paced (asynchronous) e-learning and blending of the two

Addition of simulations, advanced interactivity, multimedia and social interactivities

Addition of game mechanics, high-fidelity video, presence indicators, integrated social networks for uniting work and learning

Device Support

Delivered to desktop, laptop (online, offline or CD)

Delivered to desktop, laptop, smartphones, netbooks (online, anytime)

Self-service data delivery from any screen or surface (e.g., desktop, laptop, mobile devices)

User Interface

User Experience (UX)

Course and resource management, catalogues, curricula

Search and discovery, decision support, content management, integration




Participating Providers

We mentioned earlier that this market is fragmented across integrated talent managementsuites,specializedLMSsandsocialLMSs.Acrossthesecategories,whenwetalkaboutspecificproviders,therearetwopartstokeepinfocus:

• Market Leaders – Those solution providers which have three percent or more market share globally

• Emerging Providers – Those solution providers which are smaller companies that are rising in status, in size or which offer an innovative type of solution for learning

The market leaders tend to have a large enough installed base and revenue stream to invest in acquisitions and new technologies (e.g., webcasting, collaboration, content management and talent management features); they offer features and capabilities needed by a wide range of industries.

The emerging providers may actually have similar or greater capabilities in many areas – buthavefewercustomers,andlessR&Ddollarsforgrowthandinvestment.Theytendtofocus on specific market segments (e.g., industries, geographies or customer types), and often have unique system, content or services capabilities.

This is why it is important to keep in mind that you should not only consider market leaders.ThemarketleadersindicatedinFigure12tendtohavelargenumbersofcustomers and may, in fact, not serve your particular market or needs as well as one of the smaller solution providers.

Forthisstudy,weidentifiedmorethan200providersoutofwhatwebelievetobebetween300and500LMSprovidersworldwide.Weknowthattherearelikelyquiteafewmore,especiallyinemergingmarkets.Wechosetoinvite168toparticipateand46completed our detailed survey. We have used our insights and market research to focus on global market leaders – solution providers which we feel are likely to be successful overthelongterm.Figures20and21offeralistofthesolutionproviderswithdatainthis industry study.

Of those organizations participating in this study, we chose to profile the following market leaders.c




Figure 20: Solution Providers Profiles in This LMS Study

Blackboard Mindleaders (recently acquired by SkillSoft)

Certpoint Mzinga

Cornerstone OnDemand NetDimensions

CrossKnowledge RISC

DuPont Sustainable Solutions Oracle (all)

Halogen SAP (all)

Intellum Saba

Intuition SkillSoft

Information Multimedia Communication AG SumTotal

Meridian KSI




Figure 21: Solution Providers (at least) Partially Covered in This Study

Absorb LMS (Blatant Media) Halogen Peoplefluent

ADP ICS Learning Group Progreso

Avilar Technologies, Inc.imc (Information Multimedia Communication) AG

Q2 Learning

Blackboard Instancy ReadyGo

BizLibrary Intellum Redtray

Centranum Intution Reliant Live

Certpoint Lanteria RISC

Computer Generated Solutions

Lumesse Saba

Cornerstone OnDemand Melon Technologies SAP

CourseAvenue, Inc. Meridian KSI SilkRoad

CrossKnowledge Meta4 SuccessFactors

Desire2Learn Inc.Mindleaders (recently acquired by SkillSoft)

SumTotal

DuPont Sustainable Solutions Mzinga Technomedia

e2train NetDimensions TEDS

ePath Learning Open Text (Operitel) Totara LMS (Kineo)

eXact learning solutions S.p.A.

Oracle E-Business Suite Training-Orchestra

Expertus Oracle FusionUpside Learning Solution Pvt Ltd

GeoMetrix Data Systems Inc. Oracle Taleo WestNet Learning

Gyrus Systems Oracle PeopleSoft



Summary

The LMS market is in a state of transformation. The following are some key findings and themesfor2012to2013.

Key Findings

• Thevisionofintegratedtalentmanagementhasbecomearealitywithmanymoreorganizations opting for “suites” that integrate everything from recruiting to performance management to performance to learning and collaboration.

• Mergerandacquisitionactivitywashighin2011to2012.

• SomeLMSsolutionproviderswestudiedrecognizedthatmanyorganizationsdonotneed integrated talent management, made a strategic decision to stay focused on learning and are growing.

• TheglobalLMSmarketisgrowing,butmuchofthegrowthiscomingfromoutsideofNorthAmerica,andfromsmallandmidsizecompanies.Productsandvendorsproliferate, leaving the market fragmented.

• Thelearningmanagementmarketismature,butitisbeingreinventedbysociallearning tools.

• TherehasbeenaveryclearconsolidationofLMSmarketleaders.

• SAPandOraclehavecementedtheirpositionsinthemarket.

• Someofthepastleadersareshrinking.

Themes

• Morefocusontheuserexperience.

• Absorptionoflearningwithinintegratedtalentmanagementsuites.

• Functionalitythatenablesthelearningfunctiontobecomeevenmorestrategic.

• Deeperanalyticscapabilitieswithinsystems.

• Increasinglycommoditizedfunctionality.

• Supportfortheextendedenterprise.

• SaaSandcloudcomputingbecomedominant.

• Mobilesolutionsandapplicationshaveemerged.

• Theuserinterfaceischanging.



• Adaptability.

• Learningandworkarebecomingfused.

• Newaudiencesarebeingserved.

Appendix I: Application and Practice

Below is a list of actions that you can take in order to apply the research in this study. These are some of the foundational elements that we highly recommend to help your company make decisions around learning management systems.

1. Gainahigh-levelunderstandingofthelearningandtalentmanagementmarkets.

2. Engagebusinessleadersandotherstakeholderstogainadeepunderstandingoforganizational needs.

3. Determineyourorganization’sneedtointegratetalentmanagementorother HR processes.

4. Determineyourneedsforsociallearningandmobilelearning.

5. Performyourduediligence.

Appendix II: Additional Resources

• TheLearningManagementSystemsPrimer

• TalentManagementSystems2013Series

• AdaptiveTalentandLearningPlatforms:HowSoftwareasaServiceIsChangingtheMarketsforTalentandLearningSystems

• BeyondtheBasics:WhatSaaSMeansforHR

• EnablingSocialLearning:TechnologyStrategiesforSocialandCollaborativeLearning

• SocialLearningToolsinEnterpriseLearningandTalentManagement

• LearningSolutionProviders:SelectingandBenchmarkinganOutsourced LearningSolution

• TalentManagementSystemsBuyer’sGuide

• SelectingaTalentManagementSuite

• SelectingaSocialSoftwareProviderUsingtheFourCs

• UnderstandingtheLMSRequirementsforExtendedEnterpriseLearning



• TheHigh-ImpactLearningOrganization2012Series

• High-ImpactLearningPractices:TheGuidetoModernizingYourCorporateTrainingStrategythroughSocialandInformalLearning

• High-ImpactLearningCulture:The40BestPracticesforCreatingan EmpoweredEnterprise

• High-ImpactLearningMeasurement:BestPractices,Models,andBusiness-DrivenSolutionsfortheMeasurementandEvaluationofCorporateTraining

Appendix III: Bibliography

a: Wefindbuyersarewillingtosacrificefeaturesinordertohaveanintegratedsystem.Formoreinformation,TalentManagementSystemsCustomerSatisfaction2011:AComprehensiveStudyofCustomerExperiencewithTalentManagementSystems,Bersin&Associates/BarbArth,December,2010.Availabletoresearchmembers at www.bersin.com/library.

b: Formoreinformation,TheCorporateLearningFactbook®2012:Benchmarks,TrendsandAnalysisoftheU.S.TrainingMarket,Bersin&Associates/KarenO’Leonard,January2012.Availabletoresearchmembersatwww.bersin.com/library or for purchase at www.bersin.com/factbook.

c: Formoreinformation,SolutionProviderComparisons,MarketMapsandProfiles, Bersin&Associates/JanetClareyandDavidMallon,November2012.Availabletoresearch members at www.bersin.com/library or for purchase at www.bersin.com/lms.

d:Formoreinformation,Oracle’sAcquisitionofTaleo:ImplicationsforHRSoftwareBuyersandVendors,Bersin&Associates/JoshBersin,February13,2012.Availabletoresearch members at www.bersin.com/library.

e: Formoreinformation,pleaseseethefollowingwebinarandreport,respectively:(1)SAPBuysSuccessFactors:WhatItMeanstoYou,Bersin&Associates/JoshBersinandKatherineJones,Ph.D.,January27,2012;and,(2)SAP’sAcquisitionofSuccessFactors:ImplicationsforTalentManagementandHRSoftwareBuyers,Bersin&Associates/JoshBersin,December5,2011.Bothareavailabletoresearchmembersat www.bersin.com/library.

f: Formoreinformation,High-ImpactLearningMeasurement:BestPractices,Models,andBusiness-DrivenSolutionsfortheMeasurementandEvaluationofCorporateTraining,Bersin&Associates/JoshBersin,November2006.Availabletoresearch members at www.bersin.com/library or for purchase at www.bersin.com/measurement.

g: Formoreinformation,AdaptiveTalentandLearningPlatforms:HowSoftwareasaServiceIsChangingtheMarketsforTalentandLearningSystems, Bersin & Associates/DavidMallon,February2010.Availabletoresearchmembersat www.bersin.com/library.

http://www.bersin.com/library


http://www.bersin.com/factbook


http://www.bersin.com/lms




http://www.bersin.com/measurement

http://www.bersin.com/measurement




Appendix IV: TOF

Figure 1: D’EvolutionoftheLMSMarket? 4

Figure 2: MajorAcquisitions2011to2012 5

Figure 3: Year-over-YearChangeinTrainingSpending2006to2011–U.S.Total 6

Figure 4: LearningTechnologySpendingasaPercentofTotalL&DSpending 7 2006to2011–U.S.Total

Figure 5: LearningTechnologySpendingasaPercentofTotalL&DSpending 7 2011–ByCompanySize

Figure 6: TotalGlobalLMSMarket2009to2013 9

Figure 7: Global LMS Market Relative Growth Rates (total) 9

Figure 8: GlobalLMSMarketGrowth–ByGeography 11

Figure 9: GlobalLMSTotalMarketPercentage–ByGeography 11

Figure 10: SolutionProviderCustomerBases–ByCustomerSize 12

Figure 11: SolutionProviderCustomerBaseGrowth2010to2012–ByMarketSegment 13

Figure 12: GlobalMarketLeaders2012to2013 16

Figure 13: Fastest-GrowingProviders 17

Figure 14: ProductOfferings–OracleversusSAP 18

Figure 15: CloudOfferings–TaleoversusSuccessFactors 18

Figure 16: 2012EstimatedGlobalLMSMarketShare 20

Figure 17: 2013ProjectedGlobalLMSMarketShare 21

Figure 18: 2012LMSProviderRevenues 22

Figure 19: TransformationofLearningManagement 27,28

Figure 20: SolutionProvidersProfilesinThisLMSStudy 30

Figure 21: SolutionProviders(atleast)PartiallyCoveredinThisStudy 31



About UsBersin&Associatesdeliversprovenpeoplestrategiesthatleadersandtheirorganizationsneed to deliver exceptional business performance. Our WhatWorks®membershipprogram gives Fortune1000andGlobal2000 HR, talent and learning professionals the research-based information and tools they need to drive bottom-line impact for their organizations.

Members use our research-based models, tools and insights to design and implement best practicesolutions,benchmarkagainstothers,andselectandimplementsystems.ApieceofBersin&Associatesresearchisdownloadedeveryminuteduringthebusinessday.Morethan5,000organizationsworldwideuseourresearchandconsultingtoguidetheirHR,talent and learning strategies.

Bersin&Associatescanbereachedathttp://www.bersin.com, by e-mail at [email protected]+1-510-251-4400.

About This ResearchCopyright©2012Bersin&Associates.Allrightsreserved.WhatWorks® and related names such as Rapide-Learning:WhatWorks® and TheHigh-ImpactLearningOrganization®areregisteredtrademarksofBersin&Associates.Nomaterialsfromthisstudy can be duplicated, copied, republished or reused without written permission from Bersin&Associates.TheinformationandforecastscontainedinthisreportreflecttheresearchandstudiedopinionsofBersin&Associatesanalysts.

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