I’ve now published the new Marketing Lead Management (MLM) vendor selection matrix via my business partner Research in Action. Our global survey of 1500 business decision makers found that 72% of business will be investing in new MLM software – over half for their first time. This area of marketing automation is a critical backbone for most marketing organizations but I also know from my recent research with another partner, B2B Marketing, that only 60% of existing users are satisfied with their current solution, citing issues like lack of time/resources to use it effectively and integration – that report comes out in a few days for B2B marketing premium subscribers.
That is probably why the report has discovered a vendor landscape for MLM which is an interesting mix of Email Service Providers, Marketing Automation vendors and even some Customer Data Platform vendors, showing the range of MLM project maturity across organizations (see my MLM S-Curve Maturity Model).
Congratulations to Marketo, who were named and rated the highest of all under that brandname, even though the company was acquired and absorbed by Adobe several years ago. In contrast, the other early market leader and innovator, Eloqua, has somewhat disappeared under the Oracle brand; though it’s customer satisfaction scores have improved greatly since last year’s survey. An interesting brand highly-rated for MLM process automation continues to be Creatio (previously known as bpm’online). Act-On and Hubspot also appear in the Top 5 as rated by the survey respondents.
As well as the ratings, we now also ask respondents whether they would recommend the vendor to their peers, the percent of affirmatives is documented as the Research In Action Recommendation Index; it ranges in this landscape from 83% to 96%.
Our survey also returned that organizational issues are the most significant success inhibitors – 20% cited executive buy-in is a serious barrier and, evidently, some CMOs still struggle to even get a role in the lead management process and must argue with sales about “turf“.
The report states that functions provided by lead management systems are also of increasing importance to other departments and programs in a business: internal communications, customer satisfaction initiatives, customer service or support, and channel management. That increases the installed footprint for MLM providers but also expands the user profiles that they sell to and work with.
If you would like to see more of the report, such as the individual vendor profile sheets and full scoring schema, please contact me.
Always keeping you informed! Peter
Marketing Lead Management (MLM) automation continues to be a priority investment – in our new global survey of 1500 business decision makers, 72% said they’ll invest in new MLM software – over half for their first time. The report is available here and it shows a vendor landscape for MLM, as voted by the business decision makers, which is an interesting mix of Email Service Providers, Marketing Automation vendors and even some, such as Evergage, who I’ve written about last month, described often as Customer Data Platform vendors
This is due to the range of project maturity across the landscape and I think that, over time, the prevalent transactional prospect/lead process in MLM will mature to a lifecycle-based customer engagement process in both B2C and B2B.
Our surveys and consulting work enables us to continually assess the maturity of marketing organizations (combination of organization, process and technology). We have identified five maturity phases for MLM and associated processes:
- Chaotic. Lead management neophytes commonly first focus on eMail campaigning to purchased or built-up lists. The goal is to distribute content to qualified contacts and provide rudimentary leads to Sales.
- Reactive. Initial fulfillment creative matures to a content marketing program earning an audience and new contacts from inbound lead capture. Marketing-qualified leads are generated and passed on.
- Stable. An operational MLM system shares content and run digital campaigns, nurturing and progressing leads through all digital channels, including indirect business channels such as subsidiaries, distributors, resellers (TCMA).
- Proactive. Marketing’s role matures from supporting sales transactions to ensuring a customer experience. The necessary functionality is found in more mature MLM solutions or from additional products. Sellers are supported as a vital experience channel and marketing at the account level becomes mission-critical.
- Predictive. Over time, the prospect/lead process changes to a more holistic Customer Engagement Management process. Every industry is morphing to an “as-a-service” business model and digital channels will increasingly be used to engage with customers throughout their lifecycle: from initial research through to product use or service consumption.
The various processes can be mapped against this model on what we call an S-Curve Maturity Model.
Whether you are trying to win over consumers to be active in communities and social media, or if you are trying to recruit a business buyer to be a loyal user and advocate, the classical lead generation paradigm for all marketers is going to be replaced by new relationship-based metrics of customer success.
Always keeping you informed! Peter
Marketing Lead Management (MLM) automation continues to be a priority investment – in our new global survey of 1500 business decision makers, 72% said they’ll invest in new MLM software – over half for their first time.
My new MLM Vendor Selection Matrix report, with the 2020 MLM vendor landscape as selected by those 1500 respondents, will come out later this month. But, due to this week’s news, I’ll point out NOW, that it is an interesting mix of Email Service Providers, Marketing Automation vendors and even some specialist vendors, such as the vendor Evergage.
Variously described as a Personalization Engine, Customer Data Platform, and other categories that analysts like to invent, Evergage is an exciting newbie on the MLM block. Regardless of category (and marketing professionals do not buy in categories), Evergage earned its place in this survey because it has been found and deployed by marketing professionals who searched for more functionality to optimize their ongoing engagements with buyers and customers.
My interviews showed that many firms are deploying it together with their established MLM platform to improve the customer engagement process. In the context of MLM, it is mostly bought by experienced users of Marketo, Eloqua and Salesforce Pardot seeking a 1-to-1 customer engagement: personalized email campaigns, website or mobile app renditions, and other lead generation activities.
Earlier this week, Salesforce acquired Evergage. It is unlikely that Salesforce wants Evergage as its CDP, though it may well leverage some of its IP and people, as that product roadmap is already well underway. No, I think Salesforce bought the vendor to enhance its own MLM offering for all the reasons described above.
For those of you needing some background, here is the already-completed Evergage vendor scorecard for my upcoming VSM report. This is what I write up for each vendor in the report and it is sent to all survey respondents and to our research clients.
Always keeping you informed! Peter
Ready for a new age of Partner Management Automation???
I ask because I’ve just surveyed 1500 users of Channel Marketing and Enablement software and talked to the most major vendors in that landscape. I was deeply curious, expecting to hear about great change and progress compared to my last review of the market when I was still at Forrester in 2017.
Channel marketing and Enablement is defined in detail here. In short, I mean those business processes involved for a manufacturer or vendor promoting products and services through partner (channel) organizations.
As I said, I was very expectant of this research … I’d assumed this market would be energized by a clear transformation in the relevance of channel strategy for modern businesses. For decades, it was just a peripheral process in most industries – “first we sell direct and then we’ll find some partners”. Which was fine for most firms: they were selling physical products (or at least on-premise software) and needed knowledgeable sellers to present and position the offer to buyers. The people responsible for the channel side of the business usually worked in their own silo, outside of the view of marketing or even sales management – not really a strategic role in the company even.
But now every industry is morphing to an “as-a-service” business model. And buyers pull the service based on their own research. But heh!, channel partners are not being “dis-intermediated” — this was such a strange cliché back in the 1990s when the Internet took hold and everybody was writing about eBusiness and eCommerce taking work away from channel partners. If anything, partners are now even more influential and advocational for businesses. But the partner business model has changed too and they’re more than likely to live off revenues earned end-users than from manufacturers they now occasionally represent. And in addition to resellers or distributors, we now have channel players called affiliates, referrers, associations, communities, groups, ambassadors.
Below, I’ve described how I see this transformation under seven trend headlines. Over time, all these aspects of channel management are moving from the left-side state to the new or emerging state described in the corresponding right-side – allow me to propose calling this new state Partner Management Automation. (“Channel” often gets confused among marketers and, as we see in the table, not all partners are a channel anymore.)
The transformation has already hit the tech industry hard. Early last year, sitting on the top floor of Salesforce Tower in San Francisco, I reviewed the briefings I’d heard that day: Salesforce plans to work with perhaps 250,000 new partners in the near future? – it was the only way they can double their revenue in five years, they said. Now, they know that SaaS is not necessarily a reselling market – only around 30% of SaaS revenues is booked by partners (compared to the old SW model of around 70%) – but they still realize that their future success will depend on the recommendation and influence of many new intermediaries, most of whom the vendor will not even know or recruit formally as reseller partners. They will be lawyers, tax advisors, estate agents (realtors), financial and other types of advisers.
The Swiss software company VEEAM, who provide cloud data management software and lead their industry segment, work through over 70,000 partners globally. They do not have hundreds of partner recruiters and managers to handle this volume, they must rely on a software platform to do that. And their channel enablement platform includes a concierge program in recognition of trend # 4 on this slide – the program provides relevant information to a concierge partner and also rewards that behavior.
And it’s not only the tech industry. When I talk to one of the global leading manufacturers of industrial bearings, Sheaffler Group here in Germany, they’ve found that their new sensor technology has created a whole set of new markets for them as an Internet-of-Things data provider – for example, the sensors they have installed in trains is now being combined with AI technology to provide important maintenance data about the railway tracks themselves which they can sell on to the Deutsche Bahn who maintain the infrastructure. Schaeffler continues to be a manufacturer and supplier but now also have a data service business through new partnerships. As-a-Service is happening everywhere.
Ultimately, when all of these trends have completed their cycle from left to right, manufacturers will need a much more holistic Partner Management Automation system to covers all of these scenarios. I say much more, because, till now, most channel software has been focused on just one or two of the family of processes under channel marketing and enablement.
In our survey, one question we asked of the 1500 gave a clear marker – business buyers are now looking for a software platform that cover all of their needs regarding partners – marketing, management and even sales. But the current vendor landscape for this family of processes does not yet reflect this market need. Most of the vendors still focus on either channel marketing or enablement only. In my meetings with the vendors, my test question was “how do you handle affiliate partners then” and the response was mixed. The vendor landscape continues to be highly-fractured with deep specialization.
I am not confident that all of the vendors will be able to react to the disruptions described above — manufacturers seeking a channel platform that can support a highly-volatile partner community through a much more complete business cycle: from connection to order processing and service delivery. The vendors I found from the survey that do cover BOTH channel marketing and enablement are (listed alphabetically): Ansira, ChannelXperts, Impartner, TIE Kinetix, and Zift Solutions. I see only these vendors, plus the newer vendor Impact (mentioned but not with a sufficient number of respondents to be profiled), being able to cover the next generation channel management needs. Interestingly, Impact has already introduced the term Partnership Automation and talks about “automating the partner lifecycle” – a quite different perspective to how other vendors talk about their solution.
Anyway, when I survey the market again next year, I will be using the term Partner Management Automation to discover the appropriate vendor landscape.
I’ve just published more Vendor Selection Matrix reports – on channel marketing and enablement. I’d been curious about this topic all year, expecting great change and progress compared to my last review in 2017. I’d assumed this software market would be energized by a clear transformation in the relevance of channel strategy for modern businesses.
Let’s be honest, for decades channel marketing and enablement was just a peripheral process in most industries; the mantra was: “first we sell direct and then we’ll find some partners”. Which was fine for firms selling physical products (or on-premise software) needing knowledgeable sellers to present and position the offer to buyers.
But now almost every industry is morphing to an “as-a-service” business model. And buyers are pulling the service based on their own research. And no, channel partners are not being “dis-intermediated” (that strange cliché of the 1990s eBusiness articles) – they’ve become even more influential and advocational. But their business model has changed and they’re more than likely to live off revenues earned from the end-user than the manufacturer they occasionally represent. And instead of resellers or distributors, they are called affiliates, referrers, associations, communities, groups, ambassadors.
Earlier this year, I was sitting on the top floor of Salesforce Tower in San Francisco and reviewing the briefings I had heard that day: how does this SaaS provider plan to recruit 250,000 new partners in the near future? Salesforce executives had stated that this was the only way that it can double its revenue in the next five years. The why has been clear to me since years: the success of any new business software apps will be dependent on the recommendation/influence of many intermediaries, most of whom the vendor will not even know or recruit directly as partners. Lawyers, tax advisors, estate agents (realtors), financial advisers — basically, to cite the nursery rhyme “the butcher, baker, and the candlestick maker”. The how is certainly more of a challenge; you cannot hire enough recruiters and channel managers to handle that volume – it needs to be automated to the highest degree.
Salesforce even engaged researcher IDC to produce a report predicting that Salesforce and its partners will between them create 4.2 million new jobs and $1.2 trillion in new business revenues worldwide over the next 5 years.
Enter the need for a much more strategic channel marketing and enablement software stack. Now, our vendor selection matrix research starts with a global survey. We firstly defined channel marketing and enablement as all processes cover the tasks involved for a manufacturer distributing products and services through partner organizations as their indirect channel. And we asked the 1500 respondents to name and score the vendors they know in that context. The 20 vendors with highest ratings and sufficient mentions are then profiled in my report. The survey also returned that the second most important priority for buyers considering software solutions is “Coverage of all three components”, i.e. Marketing, Enablement, and Sales Enablement.
The resulting vendor landscape does not yet reflect this market need. Most of the vendors still focus on either channel marketing (usually called through-channel marketing automation, TCMA) or enablement (partner relationship management, PRM) only. In my briefings with the vendors, my test question was “how do you handle affiliate partners then” and the response was mixed. The vendor landscape continues to be highly-fractured with deep specialization. I am not confident that many of them will not be able to react to the disruption described above — manufacturers seeking a channel platform that can support a highly-volatile partner community through a much more complete business cycle: from connection to order processing and service delivery.
So I have ended up producing three reports on this topic profiling the vendors in their chosen sub-categories.
- TCMA: The vendors that have the heaviest focus, or focus solely, on channel marketing processes
- PRM: The vendors that have the heaviest focus, or focus solely, on channel enablement processes
- CME: Those vendors servicing both channel enablement AND some marketing processes.
Incredibly, 3 vendors selected and reviewed by the survey respondents have insisted on being left out as they see themselves as “The leading vendor for …..” (they each wrote that). Those vendors in the survey that do cover BOTH channel marketing and enablement are (listed alphabetically): Ansira, ChannelXperts, Impartner, TIE Kinetix, and Zift Solutions. I see only these vendors, plus the newer vendor Impact (did not have a sufficient number of respondents to be profiled), being able to cover the next generation channel management needs. Interestingly, Impact has introduced the term Partnership Automation and talks about “automating the partner lifecycle” – a quite different perspective.
The top five vendors rated by the users for PRM are (listed alphabetically): Channeltivity, ChannelXperts, Impartner, TIE Kinetix, and Zift Solutions. The vendors Ansira, ChannelKonnect, Magentrix, Oracle, Salesforce, and Webinfinity complete the list of vendors who cover the channel enablement processes. (Note that this list includes the vendors named above.)
The top five vendors rated by the users for TCMA are (listed alphabetically): BrandMaker, ChannelXperts, Impartner, TIE Kinetix, and Zift Solutions. The vendors Ansira, Brandmuscle, Bridgeline Digital, ChannelKonnect, Elateral, Netsertive, and SproutLoud, complete the list of vendors who cover the channel marketing processes. (Note that this list includes the vendors named above.)
Abridged versions of the reports can be viewed here. Contact me if you’d like more detail.
I’m coming to the end of my first year back as an industry analyst and thanks to all of you who recognized me from previous contacts and worked with me in 2019. Through my collaboration with Research in Action GmbH, I’ve interviewed thousands of marketers on their business processes automation. And I’ve also talked to some 120 marketing software vendors and some have told me that I’ve set a new standard for market analysis. Here are a few general impressions from the year.
- Business POV is the right approach. My research reviews MarTech from the business practitioners’ point of view and names their most important business process, or perhaps family of processes. Why? Well, that’s how business people plan their automation projects and look for suitable software or SaaS suppliers. In our interviews, we discuss the process first and then the vendors they work with to improve that process in their company.
Many vendor CMOs tell me that this approach has been an eye-opener to them and some have even debated changing their messaging. On the other hand, quite a few still respond that they prefer to see themselves in a different technology category (than where customers named them?) and that I am therefore “wrong”. Others gladly take note of competitors they’d underestimated.
- Tech marketers still misunderstand the significance of brand. I’m amazed at how many MarTech vendors still only talk about themselves and their products, relying on product-based differentiation to be noticed. They don’t get that their customers are now expecting every aspect of their experience with a vendor to be as sophisticated, consistent, and frictionless as those they have with the most admired B2C brands.
Many vendors object to the weightings of selection criteria I use. But Customer Satisfaction and Price/Value Ratio feedback does far overweigh what people think of the product itself. The emotions that buyers experience when they consume a vendor’s content and engage with its employees define a company’s brand more than the product or service.
- Perception is reality and so important. We ask survey respondents to rate the vendors they know well – but that doesn’t mean that they’re customers or users necessarily, so it’s also an awareness and perception survey. Business professionals care about whether a vendor is innovative or if it has a partner ecosystem rich enough to reach their needs (geographic or industry), and they form those impressions based upon what information is available.
Incredibly, I have heard counter-arguments from several vendors that they only reveal their innovation and go-to-market strategy to anybody under non-disclosure terms. These day, so many vendors are eliminated from a list by buyers doing their own initial research – and the vendor doesn’t even know about it.
Next year, I will continue the same research process and revisit most of the topics covered in 2019. It will be interesting to see how the vendor landscapes change.
I will also be doing other research in collaboration with the B2B Marketing.net organization, based in London and Chicago. My first project is to prepare the keynote research, and a premium report, for the next GetStacked conference in March 2020, where I will report how B2B companies are planning and developing their marketing technology stacks. This is nice extension of the work described above and is determined by their conference schedule. Later in the year, I will explore other topics across B2B marketing.
Always keeping you informed! Peter
I’ve been researching the topic of Account-Based Marketing (ABM) and find that 57% of businesses plan to invest in ABM software in the next 1-3 years. Business marketers in every industry must add ABM functionality to their marketing tech stack because their buyers only want communications relevant to their current business issues.
The ABM process is actually a long-established marketing/sales methodology in business services companies, where success depends so much on personal empathy and the relationship. So, they research the interests and needs of their target audiences and provide that “market intelligence” to their sellers or account managers.
The advent of digital marketing, tooled by technology advances in website and data analytics, now allows all B2B businesses to do ABM by leveraging collected behavioral and profile data on companies (accounts) or even individual buying decision-makers. ABM software enables marketers to channel personalized content to potential buyers. But first and foremost, ABM is a strategy and is applicable to all marketing channels.
ABM is currently the most-used promotional acronym by marketing software vendors with well over 90 software vendors claiming to provide ABM-specific functionality. There are probably several dozen more with no ABM claims but also being used by B2B companies to market to specific accounts with target-market segmentation and content personalization. Still, I estimate the software market at around $750 million in 2019 with a current annual growth rate of some 12%.
The term ABM is actually a misnomer, it should be Account Based Marketing and Selling (ABMS). The ABM process will only succeed if marketing collaborates with its sales counterparts to select the target accounts; share the important contact data; coordinate content distribution and distribute intent alerts. My survey found the second most important driver for ABM investment to be “enable sales to better understand their customers”. Some interview respondents pointed out that they have always done ABS but this is now supported better by their ABM project.
My prediction is that the current mire of confusingly-positioned vendors will converge to a couple of dozen platform providers supporting all, or most, of the ABM-related processes such as account and contacts selection; analytics and insights, content personalization, customer engagement orchestration, and performance assessment. Many survey respondents reported deploying two, three or even four ABM vendors, with integration an issue. 30% plan to migrate to a more suitable system, unusually large compared to other vendor selection matrix surveys.
As usual, I will publish a Vendor Selection Matrix showing the ratings for the 20 most cited ABM vendors across our survey of 1500 practitioners. That will be on October 8th. The top ten vendors rated by the respondents are (all listed alphabetically): 6sense, Demandbase, Engagio, Kwanzoo, InsideView, Jabmo, Madison Logic, Adobe (Marketo), MRP, and Zoominfo. In positions 11 thru 20 are vendors Agent3, D&B Datavision, Lattice Engine, LinkedIn, Radius, RollWorks, TechTarget, Terminus, Triblio, and True Influence
For my fourth Vendor Selection Matrix, I’ve researched how businesses manage the web experience of their prospects and customers. Web Experience Management (WEM) is a set of business processes to create, manage, deliver and optimize contextualized digital experiences on websites. WEM software must now cope with an ever-more complex, extensive and interconnected technology landscape. It is a mature software market but under disruption from new vendors because of this challenge, but also because of the transition from on-premise to cloud-based implementations.
There are well-over 100 software/SaaS vendors offering WEM solutions with a multitude of open-source providers and vendors active only in their local markets. Websites are run by businesses and individuals alike and so, over the 2 billion websites worldwide, the overall WEM market-leader is the open-source, and free, solutionWordPresswith around 25% share.
But the list of vendors used by businesses is under 30. In 2018, the total global annual software license, maintenance and SaaS revenues for WEM totaled over $ 5 billion. WEM is now strategic to companies. Originally a product supporting the appearance of just one or a handful of websites with essentially static content, WEM buyers now seek a broader platform to broadcast across many digital channels and render dynamic content on hundreds of websites at speed.
In my global survey, the five vendors who were rated highest by the 1500 business practitioners for the business process of web experience management were, in alphabetical order: Acquia, Bloomreach, Episever, SDL, and Sitecore. Similarly, positions six thru ten (actually eleven because two were equal in position 10) were taken by: Adobe, Amplience, Crownpeak, Contentful, e-Spiritand Progress.
The survey notes that switching vendors is a challenge for many businesses though, most users tend to want to stay with their vendor as migration costs are perceived to be high if they have been creating web content for several years. Vendors looking to capture new market share must offer migration services and/or focus on new business initiatives where brand-new WEM platforms could be deployed.
Across the WEM vendors, I saw a curious range of target audiences addressed in their marketing; some used language and provided features aimed at technical web developers while others focused only on marketing professionals. I think that marketing users will prevail over IT developers. As the web experience becomes the primary business presentation of a company, business users will insist on more ability to control and configure that experience. They know and understand the needs of their customers and prospects better than the IT department or teams of web developers. Even in large companies that have built up resources of web developers, there will be a drive to provide the WEM platform directly to staff in Marketing Operations. If I am right, this will require some vendors to change their go-to-market language and approach.
An abridged version of the report can be viewed here bit.ly/VSMWEM2019 and below are my headlines for each of the top 11 vendors.
Always keeping you informed! Peter
I presented at the Online Marketing Rockstars (OMR) Festival last week.
OMR started in 2011 as a small event on online marketing held at the prestigious Bucerius Law School, Hamburg. It is now the leading conference for digital marketing in Europe and OMR 2019 hosted 50,000 visitors over two days to meet over 400 exhibitors including some 1,500 executives from the national and international marketing scene.
I was a guest of the vendor BrandMaker– we’ve been working together for many years: I was at their HQ in Karlsruhe 8 years ago to do a workshop on through-channel marketing automation (TCMA) back in my days as an industry analyst at Forrester Research. Earlier this year, marketers around the world scored them highly in my research on Brand Content Management. I was engaged to present in their OMR19 Masterclass and we had over 300 applications to attend but could only admit 150 people – I expect that BrandMaker will set up a webinar to make the same presentations to those who lost out.
I had initially discovered BrandMaker when I was researching innovative marketing automation vendors from Europe– a report I then published to Forrester clients each couple of years. It was a sort of hobby project (Forrester didn’t really care about doing European research) where I could champion local vendors and also make clear that marketing in Europe is so very different to the marketing challenges faced by an American firm selling to American customers. You’d be amazed at how few American companies export their products – especially compared to the economy here in Germany of course.
Unconsciously, I think I also probably used Brandmaker as a method to educate many of the analysts in my team (as Research Director, my team of 11 B2B marketing analysts were all based in the US). Understanding how BrandMaker worked and what it offers, helped them to understand the true complexity of business marketing, especially in an international context. As they always admitted, this was beyond what was being offered in the so-called leading marketing automation systems coming out of the US.
The exhibitors at OMR19 included new and established software vendors in all aspects of digital marketing. I had many productive meetings and could finalize my upcoming reports on Web Experience Management, as many of the leading vendors in that report were present (I’ll publish both a global and a Germany-specific Vendor Selection Matrix later this month). I was also prospecting for vendors to include in my planned research on Customer Data Platforms later in the year.
The “Rockstar festival” modus was also an education for me as a marketer. When I was first invited, I must admit that, at first glance through the agenda and the set-up, it seemed a little strange for a serious business event. But it is being deliberately presented and positioned to our younger generation of marketing colleagues. And there is a lot of wisdom in that plan. BrandMaker had clearly recognized that as well.
Many of us talk of how we need to market to Millennials and recruit Millennials into our teams. But the point is: Millennials are those born between 1981 and 1998. They are now all over 30 years of age and some of them are approaching their 40thbirthday.
So, it is now time to consider targeting the generation after that – they are going to be our buyers very soon, and they are the new employees that we will be recruiting. For vendors and buyers of marketing technology, this generation has one very clear characteristic.
IF THESE PEOPLE DO NOT LIKE SOMETHING, THEY WILL IGNORE IT
My last survey across 1500 business professionals had “adoption” among the top 3 project success factors and I am therefore considering a new set of criteria in my market research about software applications. One that indicates how likely is the system to be adopted by the staff you are trying to help and motivate by investing in the software.
I’ll call it something like “Employee Experience” and it is about much more than the design or ergonomics, which software engineers call User Experience. The EEx is influenced by how:
- Accessible the application is, especially if the employee is a casual user
- Integrated or even embedded it can be (did you know the average business employee already opens scores of applications each day?)
- Does it communicate back to the employee – one who is now in the habit of using voice activation, read quickly, consume pictures and videos and so on.
If anybody has suggestions about to measure these factors, feel free to contact me.
Always keeping you informed! Peter
I’ve just been to two fascinating events that fed a theory currently rotating in my head about marketing automation software – the question asked in the blog title. Sure, I make a living off the fact that marketing professionals need help selecting vendor partners to automate various business processes. But I have found myself asking some whether they are really ready for that step at all: for various reasons.
Event #1 was held in Munich by Nintex, the business process automation (BPM) vendor. Last November, my research on Marketing Lead Management had exposed that many marketers automate that process not with a branded marketing automation software but through a BPM project – both bpm’online and Pegasystems appeared in the top ten rated by 1500 business professionals globally. So, I’m keeping my eyes out for other BPM vendors and appreciated Nintex’s invitation to their 2019 customer event.
Nintex has certainly grown up since their early success as a utility/tool that made Microsoft Sharepoint so much easier to manage and use for business operations staff. They now have over 8000 clients and offer a fully-fledged BPM suite (including the Robotic functions which form the new secret sauce for BPM projects) as a cloud solution. I networked with many experienced ops developers who’ve been loyal to Nintex for years and were now excited to see how this relationship can continue. Nintex CEO, Eric Johnson, pointed out that three quarters of enterprise business processes in organizations are still NOT automated. While the spread of packaged business applications continues to reduce this number, many mid-sized companies and enterprise organizations prefer to eshew that option and instead task their operations departments (or a services partner) to set up the required automation through a low-code, drag and drop, scalable workflow automation system that better fits their needs. Nintex showed some examples of these projects in marketing at the event. And even Workfront are now promoting their system as a solution for Marketing Ops.
The other event was last week in London – I was invited to present at the GetStacked conference by my old friends at B2B Marketing. They scheduled me in the “Getting Started” track and briefed me to “keep it simple”. And I did meet several Marketing Directors who were experienced in marketing but new to the concept of automation technology – and were not that sure about it, in various ways. I congratulate B2B Marketing for recognizing this need. Indeed, I did present the slide you see below with the comment “You may not even need a marketing automation application”.
Justin Hall, of the
renomatedagency Protocol (who are certified on several MA solutions), also had a slide saying: “DO YOU NEED MA AT ALL? Is it just modern-marketing hype and bullshit?“. Then he showed how he had set up their own marketing automation system for less than 500 GBP.
On that note, the GetStacked conference ended with a keynote that was emotional and dramatic in its major point that marketing automation vendors promise too much, deliver too little and show little sympathy for the true challenges that marketing executives have in their jobs. Maureen Blandford, clearly as exasperated as she is experienced, said that she is tired of their “shame-marketing” (referring to the typical tone that much of the vendors’ marketing content likes to adopt). She also stated (wrote it on slides even) that:
- “Foundational Tech doesn’t work as it states on the tin.”
- “Proliferation of Band-Aid Tech to make up for the gaps in the foundational but causes integration and reporting gaps.”
- “Worse than budget, ever bit of tech requires
capacityto learn it, onboard it, use it. And troubleshoot the downstream issues x every piece of tech in your stack.”
Her 30-minute rant was met with heavy applause by the GetStacked audience of around 400 B2B marketers – looks like the vendors need to create more empathy in their marketing (reminds me of my post on digital marketers being cobbler’s children).
Oh, and my theory was fed once more only yesterday when a vendor of Web Experience Management software (my next research report in April) briefed me on how one of its clients had used the software to create a Partner Relationship Management portal as well as a quite capable Sales Engagement Management solution.
Always keeping you informed! Peter