• Brand Content Management,  DAM,  News,  Vendor Selection

    MRM Earns a Boost of Interest, but is About to Change

    I hope you had a great summer break. I was away for a few weeks myself and have returned to my desk refreshed and ready for more work as Research Director for Research In Action, Lead Analyst at B2B Marketing, as well as several individual client projects.

    Earlier this month, I completed my 2022 Vendor Selection Matrix research on Marketing Resource Management and can report that there is clear increased interest in establishing a such a system to help marketing executives to plan, monitor, and control the usage of their most important resources: money, people, content assets, projects, and brand. 

    Marketing financials and calendars are the most popular processes being automated, closely followed by marketing performance management. Based on our conversations with users and vendors, we estimate that 55-60% of companies have automated, or will be automating, parts of the MRM process in 2022.

    When we asked 1500 business professionals about their 2022 MRM projects, well-over one third of companies cited the need for data on marketing performance or return-on-investment as their major reason for MRM investment. Just over one third see it as a method to reduce overall costs and a significant 26% consider improved brand management as a priority.

    The need for such a Marketing Resource Management process was proposed some years ago (I could probably claim to be that analyst) but not readily accepted by the user community. Now, the need for MRM is perhaps clearer, but the modern marketing executive wants more than just an asset management system. 

    They need a more dynamic solution that enables them to forecast, measure, model, analyze and even predict all their business numbers – to be fully empowered with control over their marketing processes and outcomes. 

    I anticipate the process name itself to mature in the next years. It will be interesting to see what thought leadership campaigns come out of the vendors and how quickly the user community can tune in to the new terminology. 

    These are the Market Leaders (having both a Strategy and an Execution score of over 4 out of 5) in the Vendor Selection Matrix™ – Marketing Resource Management 2022 as scored by the survey and myself (listed alphabetically):


    These are the vendor brands named spontaneously by the survey respondents. Some of the brands are part of larger vendor organizations (such as Welcome being part of Optimizely and Workfront part of Adobe). Also, BrandMaker acquired Allocadia earlier this year and have now rebranded completely to Uptempo.  

    Some of the marketers we surveyed saw MRM as just content or even digital asset management and so named and scored their vendors. Both Contentserv and Percolate (Seismic) have stated that they appreciate the great feedback from the survey but no longer promote their solution as an MRM solution and should be applauded for their honesty.

    The link above connects you to the public version of the report, with the alphabetical list of market leaders and shorter vendor profiles. Watch out for several versions of report in full detail over the next months as several vendors distribute their licensed reprints.

    Always keeping you informed! Peter

  • Brand Content Management,  DAM,  News,  Vendor Selection

    Marketers Need to Manage All Their Resources

    You may have noticed: when I do market research on software vendors and products, I always approach my topics from the business point of view – not a technology category/label only familiar to product managers in software companies, or analysts at Gartner or Forrester. I name a business process (or family of processes) that I know marketers are thinking about. After all, marketing executives don’t buy software because they are collectors, they want to make their processes more efficient and expect an automation project will help. 

    Over the years, their list of processes to be automated has become longer but also more business centric. Way back when, marketing was only about sales support, lead generation and literature. Now, thankfully, modern CMOs or Marketing Directors are now responsible for a more extensive operation, some of them even measured on revenue contribution. And so, as with any business executive, they have full responsibility for the planning and effectiveness of all their business resources.

    For a marketing executive, those resources fall into these categories: money, people, content assets and brand. And the process to manage these resources is therefore being called “Marketing Resource Management” (MRM). 

    I would propose that now the time has come for many more CMOs and Marketing Directors to acquire their own “ERP system” and implement a serious MRM project, taking full control over what can make a marketing organization successful – especially the financials.

    Content and brand resources are already marketing-specific and many CMS and Brand Content Management systems include resource management for those resource types. Digital assets are managed in DAM and PIM systems.  But using the corporate ERP software to manage people resources is not good enough as a typical CMO-led organization increasingly includes external contributors (agencies, freelancers, analysts), all to be accounted for as an ongoing marketing-people resource. Lastly, the spending of marketing budgets is now so dynamic and digital that executives can no longer rely on monthly or quarterly batched financial reports with historical data – if anything, they need a dashboard that forecasts, predicts and recommends.  

    By definition, the MRM system should be marketing-centric – one that has the right language or terminology, reporting structure and cadence. Marketers think in terms of campaigns, not financial quarters, and they need a planning calendar. It should provide marketing professionals at all levels in the hierarchy with an ideal experience and support decisions about marketing investments. For that reason, the ideal solution would often be one that is grown out of an existing management system used within marketing. 

    But a relevant MRM must be more than just a planning/budgeting system: database plus reporting. It needs to able to be state of the art in that it can:

    • Take inputs from all players in the marketing ecosystem – for many companies this can include geographic entities or subsidiaries and even business partners
    • Collect live data in real-time to support decision-making
    • Provide recommendations and insights based on AI.

    MRM is still in its adoption infancy. Capterra has some 50 MRM Software offerings in its directory. And my esteemed ex-colleagues at Forrester produced a NowTech report on MRM in Q1 this year that focused on the needs of enterprise B2C organizations above $1 billion in revenue and identified 28 vendors.  

    But what is the market saying?

    Well, I have now fielded my 2022 global survey of marketers’ experience with MRM solutions and am talking to the vendors to complete my research. This is the list of the Top 15 vendors from the survey (in alphabetical order).


    Curiously, a significant number of vendors who marketers cite as their MRM solution are telling me that they do not want to “position the offering as MRM”.  Who says that the customer is always right?  

    Always keeping you informed! Peter O’Neill

  • Design Thinking,  News,  Vendor Selection

    Design Thinking in The Vendor Selection Process

    Many years ago, working at HP, I quickly learned to schedule my vacations according to the marketplace. Common practice was, when customers (well, prospects) went on their vacation, they first dumped some work on my colleagues and myself, sending us a thick envelope (no Email in those days) containing a “Request for Proposal” or even worse (sounds so uncommitted!) a “Request for Information” — long, detailed documents laying out a series of specifications and functions that they wanted to see in our product.

    We’d be expected to process/answer many detailed questions and submit a response when they came back from vacation. Most RFPs were issued, especially here in Germany, during the summer and just before Christmas. 

    I got the impression that creating these RFP documents, and then processing the vendor replies, was the main event for many buyers. It wasn’t necessarily about picking the right solution. The later stages (presentation, demo, negotiation, sales) seemed to happen very quickly afterwards.

    Further work experience also taught me that the famous adage that “70% of IT projects fail” is very true and continues to be so. I would suggest that one reason for this is the above process. Many companies assume that the most important component of any process automation project is the Vendor Selection Process (VSP). Once that’s done, it is easy sailing – just install it, configure it, (perhaps) train the users and run the system. 

    Well, I’ve now assisted many a client through their VSP and sat in on their meetings with potential suppliers to provide my input as “an outsider”. I trust that my assessment of the vendors’ offerings and potential to fit into their planned technical architecture was useful. But still, I’ve often left the meetings with the feeling that the client wasn’t really prepared for the full project.  I would notice that many aspects of the project were not yet thought through. There were often: 

    • No sample business workflows (much of which is outside the software they’ll buy)
    • No profile of their potential users (devices, competencies, preferences)  
    • No sample reports or dashboards designed
    • No prioritization in their list of requirements – all was equally important.   

    Process automation projects fail because of a bad fit between project solution and requirements. And when I say “project” I mean much more than the software product. The solution must cover the complete business scenario to be improved, which is usually only partly through technology – process and organization always needs to be tuned as well. 

    I suggest that it is now time to reconsider the role of the VSP – it should not be “the means to an end” – better to turn it into the kick-off for a process transformation project. 

    In 2009, the Hasso Plattner Institute of Design at Stanford came up with the concept of “design thinking” which has been adopted by many IT organizations and software vendors as the basis for their development projects. The associated meeting/communications method, SCRUM, has now even been adopted by modern marketing departments. The Stanford School process proposes these steps in a project: 

    Empathize – Define – Ideate – Prototype – Test.

    So here is what I envisage in a modern marketing process automation project:

    Empathize. Collect and describe the requirements based not on technical specifications but by describing real business scenarios – improved workflows that marketers care about. Include persona profiles and the desired “usage tone” (marketing- or IT-centric, advanced or casual user, terminology known or not, device preferred, location of task, reporting requirements, millennials!). A scenario documentation should resemble the briefings given to marketing agencies – not an RFP spreadsheet. 

    Define. Based on the make-up of the user-team and other requirements such as integrations and services, you should be able to easily segment the vendors and arrive at a shortlist.  Provide the scenario documentation to those vendors and gather their responses as a first selection phase. Allow them to be creative – they may even be able to propose process improvements that you had not yet identified.

    Ideate. Invest time here to engage with three to five vendors to explore how they would help you to automate the scenarios. If you want to restrict this phase, limit how many scenarios each vendor works on – one will probably suffice for you to form an impression of the vendor’s suitability as a business partner.  

    Prototype. The people at Stanford would love you to be putting Post-It notes on the wall in this phase, but you should probably expect your vendors to be able to demonstrate how they would support your scenarios with their software. You should now be down to one or perhaps two vendors.  As well as checking whether they have realistic expectations, also use this phase to observe how the project members will work together – vendor people with your colleagues but perhaps you are also bringing together colleagues who are strange to each other. Create a conflict situation by changing a scenario and see how all players react. 

    Test. After selecting your technology provider, you now move into the project roll-out phase, which is usually focused on just one team, location, or business area to generate success and then a more expansive roll-out. Continue to expect the vendor to treat you as a business partner and working to ensure your success. 

    The test phase should never end. Wise project managers will maintain a running, live doc of the business requirements, because they’ll change over time. Display it in a flexible and editable spot to allow you to constantly re-check what you need, and the costs associated with it.  Also, ask yourself periodically what can you cut? Or what hasn’t been used in months? Who is now using the software – is that different than initially assumed? 

    Something to think about the next time you plan an automation project.

    Always keeping you informed! Peter O’Neill

  • Design Thinking,  News,  Vendor Selection

    Some Background to my Vendor Research

    If you are reading this, then I assume that you’ve looked at a couple of my Vendor Selection Matrixtm reports and are thinking … they look like magic quadrants or waves but they seem to be different… Well, they certainly are – in more ways than one !

    I do this work with my business partner Research In Action and mine are written for marketing software buyers who need to automate one or more important marketing processes and are researching which vendors COULD provide the software their business will require for optimal functionality and strategy. 

    They’re likely to be calling the project something close to the process(es) being automated and improved, but there is no guarantee that the vendors will be using that terminology when describing their products.  

    I design my projects around the process name I think Marketers would use and survey businesses on their experience. Often, that collects a landscape of vendors using different technology labels but that is the reality.

    All in all, there is a multitude of vendor report types out there. On one end of the spectrum, you have the Analyst Reports with industry analyst expertise and in-depth research. On the other end, we have Crowd-Sourced Reports in which rankings are driven by the quality and quantity of user reviews. 

    Analyst Reports

    Pros: The “Tier One” industry analysts doing this work are experts in their field and seriously know their stuff. They sit through strategy and product presentations/demos and some even get feedback from referenced customers. Vendors must invest days of time and resources to provide the right information to the analyst. Of course, many also sign up as clients and engage with the analyst on an ongoing basis to optimize the relationship. 

    Spoiler Alert: In my time as Research Director at Forrester, I had an analyst in my team who consulted specifically on how to execute the process of Analyst Relations (it’s part of B2B Marketing after all) – including how to get yourself placed in an optimal position in a quadrant or wave analysis.  

    Cons: The Analyst Report is written for the research firm’s clients, usually large enterprises – which influences the list of vendors include, of course. These are smaller audiences than is often assumed. Usually, the readership of each report behind their paywall is perhaps in the hundreds – one vendor client told me that the latest two reports where his product was featured had 480 and just 58 views on the research website.

    That can be a little depressing not only for the vendor but also for the analyst – all that work and so little attention! Of course, the brand power, and resulting product-marketing ego, of being in a “Magic Quadrant” or “Forrester Wave” means that some vendors buy reprint-licenses and offer a download of the report through their website. And they book the analyst to make speeches/webinars about the research – a little show business that compensates for the initial disappointment perhaps. 

    Crowd-Sourced Reports

    Pros: It’s always helpful to seek out feedback from other users; peers who share the good, bad, and the ugly about a product. There are several such feedback websites now up and running for all types of software applications, including marketing. 

    Cons: Have you ever looked up your favourite restaurant on Yelp, noticed a few one-star reviews, and wondered how they could come to such contrasting conclusions? A single review (good or bad) shouldn’t dictate your software-buying decision, just like with any other product. Remember: User opinions have varying levels of actual marketing automation understanding – just because someone writes a review does not make them an expert in the field.

    Additionally, report rankings are driven by the quality and quantity of user reviews. If a company has a few hundred reviews with a high rating average, and another has a few thousand reviews with above-average ratings, it is likely the latter will position better in the report due to the sheer number of reviews. This is a huge advantage for larger vendors that have been on the market for a long time, and it’s likely they have review incentive programs to boost their ranking.

    Research In Action Reports Have Both Perspectives

    The methodology at Research In Action is that we first survey 1,500 practitioners about THEIR view of automating the process(es) in questions. And then we ask them to name one or two vendors they associate with the project and give us feedback on the vendor’s product, service, value-for-money, and ability to innovate. The vendors who score highly enough in the survey get into the Vendor Selection Matrixtm report in the first place (usually 15 to 20 vendors). 

    Then, that curated market feedback is seasoned with a touch of industry analyst’s (that’s me) expertise to provide a more well-rounded recipe for successful vendor selection. In fact, much more than the quadrant or wave reports, these reports are embellished with several pages of trends insights that inform both buyers and vendors alike about what is most important when investing in the upcoming project. 

    Research In Action Reports are Widely Read  

    When Research In Action publishes its reports, they are made available to several communities:

    • Survey respondents. The 1,500 marketing software decision-makers who answered the survey questions are provided with the full report as feedback
    • Survey panel. Research In Action maintains an active survey panel on a global basis with contact details and topics of interest: a current total of 125,000 IT Automation decision-makers and 90,000 Marketing Automation decision-makers. These panel members are informed of the report and can download it if desired
    • Website visitors. Any viewers of the Research In Action website sees a “public version” without the exact scores and matrix placements of each vendor (to save their embarrassment) but with all insights and the most important facts on each vendor.  
    • Vendor reprints. Research In Action does also license reprints, where a vendor can distribute a copy of the report, with their detailed profile, to interested parties. 

    On average, each report gets tens of thousands of clicks on our website. Personally, I am quite proud that so many people now get to see my work. And, when I am booked to do speeches and webinars, I know they are booking me personally, not the brand power. 

    Our work really does fill that gap between an industry analyst report focused on large enterprise needs, and the “trip-advisor” type of review websites. They also reach and assist a broader community of software buyers. Lastly, the community reading the reports is probably a whole order of magnitude higher than the audience able to access the “Tier One” research reports.  Here is our latest Market Impact statistics chart.

    Always keeping you informed! Peter

  • ABM,  Marketing Lead Management,  News,  Vendor Selection

    Martechopia exhibits event vendors

    On my first business trip since years, I attended B2B Marketing’s Martechopia event in London earlier this week. As usual, it was a mix of insightful presentations and discussions by the rich team of experts that the organization is always able to collect for their events. Also, my latest Propolis research report for B2B Marketing entitled ”Riding the Wave of Martech Change” was launched at the event.  

    But I was even more intrigued by the sponsors that exhibited. This was traditionally a mix of a few marketing automation platform vendors, various other software vendors, plus a few agencies – typical providers that target B2B marketing executives as prospects. Well, the big names were not there but a new rising star, the Californian analytics and account engagement platform vendor, 6sense, was present in recognition of their new office in London. Spoiler alert: the day before, I had recorded a video/webinar for them about Account-Based Marketing in Europe to be published in the next weeks.   

    The intriguing thing was that there were THREE marketing event management (MEM) vendors with booths – I also met event attendees representing two further MEM vendors during the day. It looks like I was right in my prediction in the December 2021 Vendor Selection Matrixtm on Marketing Event Management – that investments for marketing event platforms is going to become part of the B2B marketing budget in the next years.  

    In their stage presentation, MEM vendor Cvent even admitted that they had totally ignored Marketing as a target buyer till now, they were only focused on event managers (who are not in marketing). That is true; when I contacted them for the MEM research last September, they declined to brief me because I (only) write for marketers. Well, now they are playing catch-up to address exactly that audience. 

    The other two MEM vendors displaying at Martechopia were in the Top Five in my December report:  ON24 and SpotMe. My colleagues at B2B Marketing are now even using SpotMe as their event platform – I had shared my research with them last year, of course. Another spoiler: there is a webinar with ON24 and myself in the works. 

    My perception was that the staff at both vendors were very good about talking about marketing topics to the delegates instead of event management stuff like registration processes and ticketing. I see MEM becoming an integral part of the customer engagement lifecycle monitored and orchestrated by marketers – from initial kicking-the-tyres curiosity through to offering a Netflix-style library of videos and webinars, most of it collated out of the event calendar. As I write in the report:

    • The crisis has accelerated the inevitable. Large Virtual Events are now SOP and many businesses will plan these as routine in their marketing calendars. Webinars are now an accepted marketing tool across most sectors and geographies.
    • Over one half of companies used between six and ten vendors this year – most did not have a centralized procurement strategy for this topic. Expect his to change for 2022.
    • Nearly three quarters of companies have serious difficulties monetizing their events efficiently. Over half have issues with supporting international audiences, managing presentation content, event registration and ticketing.  

    I suspect the vendors probably did not collect that many “leads” this year, but they have certainly put their stake into the ground and will be top-of-mind when the strategic MEM projects get budgeted this and next year.

    Always keeping you informed!  Peter

  • Marketing Lead Management,  News,  Vendor Selection

    MAP Research Nearly There

    I am almost finished with my next Vendor Selection Matrixtm on Marketing Automation Platforms (MAP) – the draft is with the vendors for fact checking. Here are some highlights that will, hopefully, make you more curious about the full report. 

    Our method of asking business managers to name software vendor(s) they associate with a certain topic collects the list of all vendors that are currently top of mind on the practitioner side. In this case we provided a definition and asked about their “Marketing Automation Platform” and the vendor landscape discovered will surprise some people and vendor staff will see new competitors they had not yet considered. Perception is reality. Most vendors were also scored highly, a sign of a mature market, but the survey results also

    make it clear that expectations from marketing executives of MAP vendors have now changed dramatically.

    More and more companies are now focusing on digital marketing programs as society and business reacts to the COVID-19 crisis. In parallel, the focus of digital marketing itself is moving from the simple realization of new business leads to a more engaging and relationship model, raising questions on MAP functions now needed, questions such as: is lead management or engagement management the main function required now? 

    Nearly three quarters of companies are using the MAP more than previously with over half of those companies are leveraging it for more products and services than before and/or for greater market coverage. The crisis has accelerated the inevitable and the increased dependency on digital marketing has exposed weaknesses in many MAP installations. So, it is no surprise that our survey found that 83% of the companies who have a MAP are actively reassessing the suitability of their current installation. 11% are already replacing their MAP. Another 24% of the respondents know they must migrate to something new and 50% know this will be the case for them soon. 

    63% claim that they are not getting the promised return from their MAP (46% citing that as a BIG problem). 91% have issues integrating the MAP to other systems with, again, the share citing that issue as a BIG challenge is well over 40%.

    The re-assessment wave varies across the key regions of the world with North American enterprises already well into the replacement phase. Although there are 12 market leaders, ONLY 13% of companies are satisfied with their current MAP functionality – or just 10% in North America and in Europe.

    Two thirds of companies lack the time/resources to use their MAP effectively while a similar proportion complain about lack of support, or over-promising, from the vendors (40% call this is a BIG challenge). 

    So, watch this space at the end of this month for more data and insights. 

    Always keeping you informed!  Peter

  • Uncategorized

    2020 Vendor Landscapes

    Here are the 2020 vendor landscapes discovered in my global process-oriented surveys. I have taken the liberty of listing the vendors in order of their ranking in the Vendor Selection Matrix graphic.  

    Channel Marketing and Enablement (Nov 2019). ”Channel” being business partners not marketing channel. I also wrote reports focused on Partner Relationship Management (PRM) and Through-Channel Marketing Automation (TCMA) based on this list. This topic is often also called Local Marketing or Distributed Marketing. 


    Marketing Lead Management (Mar 2020). MLM processes are deployed in marketing and/or sales operations departments to support the collection of unqualified contacts and opportunities from various sources such as: Direct mail or email responses; Database marketing programs; Other multichannel marketing campaigns; Offline interactions such as seminars and tradeshows; Social media contacts; and web pages.

    MARKETO (#1 Overall, #1 Customer Satisfaction), ACT-ON (#1 Price/Value), HUBSPOT (#1 Customer Satisfaction), CREATIO (#1 Price/Value), ORACLE, SAP, ADOBE, SALESFORCE, RIGHT-ON INTERACTIVE, PEGASYSTEMS, EVERGAGE, SALESFUSION, SUGARCRM, ZOHO, CRM NEXT  

    Sales Engagement Management (May 2020). Marketing plays an increasingly active role in enabling the sales team, collaborating with their colleagues in Sales Operations with a robust set of sophisticated tools in an all-in-one platform in order to engage productively with knowledgeable buyers and customers.


    Digital Marketing Service Providers (Aug 2020). We wanted to ask marketing practitioners about the service providers they work with on their digital marketing projects. But what do we call this beast?

    Marketing Agency … Marketing Consultant … Marketing Systems Integrator (SI) … Media Agency … Full Service Agency … Digital Agency … Digital Experience Agency …

    Then I remembered posting a research report back in 2011 called “The Emergence of the Digital Marketing Service Provider (DMSP)” based on a consulting project I had just done. My Forrester colleagues didn’t like the term, but it led to many new engagements with both creative marketing agencies, who wanted to add more IT skills to their offering, and traditional IT-centric SIs wanting to expand their creative offerings. It worked for the survey and produced great results – but we also learned that these companies do little or no marketing about themselves, so the report had little traction. I was particularly pleased to see the provider that I based that 2011 Forrester report upon (I’ve known Valtech since they were a HP hardware reseller back in the 1990s) topping the survey results. 


    BTW – the above research revealed this: DMSP are absolutely awful at marketing themselves (“cobblers children”).

    Marketing Resource Management (Oct 2020). Marketing executives, as with any business executive, should have full visibility for the planning and effectiveness of all the business resources they deploy. The Marketing Resource Management (MRM) process manages all marketing assets and supports plans and budgets for marketing initiatives. As the topic is not fully deployed, we found a vendor landscape with a mix of vendors managing some asset types, those that manage projects resources, plus those vendors who do manage the full range of digital assets, talent, budgets and projects.


    Customer Data Management (Dec 2020). The vendor landscape for Customer Data Management (CDM) is a broad mix of vendors with a wide variety of claims: data consolidation, collecting entire clickstreams, creating a “golden record” through identity resolution, enabling intelligent engagement, and identity tagging. The CDM challenge is different across the B2C and B2B spectrum, which we analyzed in the report at length. 


    Always keeping you informed! Peter 

  • Uncategorized

    Vendor Landscapes in 2021

    Through 2021 in my work with Research in Action, I discovered many separate vendor landscapes – ALL LISTED BELOW FOR EVERYBODY TO READ. I interviewed thousands of marketers on their business processes automation and talked to well over 200 marketing software vendors – as discussed in this blog

    The vendor-marketers often respond with something like: “strange, there are vendors on your list that I do not see in deals or think I compete with”. Well, that’s because I first describe a marketing process in my interviews and ask respondents which vendors they work with on that process. I try to avoid category terms invented by other analysts or product managers because the chances are marketing people don’t think in categories (that’s more of an IT-centric trait). Also, many vendors are very specific about their target market segment and we survey companies from mid-market to enterprise and across the globe and across all industries.  

    Here are the vendor landscapes discovered in those global process-oriented surveys. I have taken the liberty of listing the vendors in order of their ranking in the Vendor Selection Matrix graphic.  

    Marketing Event Management (Dec 2021). Selecting a Marketing Event Management (MEM) platform will probably be one of the more strategic decisions for CMOs in 2022. When many companies ran virtual events during the COVID-19 crisis, their immediate goal was to cover an already-planned live event with an online alternative as a work-around. Many executives made short-term decisions about the platform — optimization wasn’t yet part of their strategy, just getting it done. 

    ON24 (#1 Overall, #1 Price/Value, #1 Customer Satisfaction), ZOOM (#1 Price/Value, #1 Customer Satisfaction), MEETYOO (#1 Customer Satisfaction), 6CONNEX (#1 Price/Value), VFAIRS, NOTIFIED, CERTAIN, BIZZABO, ACCELEVENTS, KALTURA, AIRMEET, RAINFOCUS, CVENT, SPOTME, CADMIUMCD, SPLASH, HOPIN, CIRCA, MICROSOFT  

    Partner Management Automation (Oct 2021). This is my new label for what I (and many vendors) have traditionally called Partner Relationship Management (PRM) and Through-Channel Marketing Automation (TCMA). The digital world has now dramatically changed these processes and made the need for a broader technology platform (PMA) inevitable as companies deal with increasing volumes and types of partners. 

    IMPARTNER (#1 Overall, #1 Price/Value, #1 Customer Satisfaction), IMPACT.COM (#1 Price/Value, #1 Customer Satisfaction), ZIFT SOLUTIONS, MAGENTRIX (#1 Price/Value), WEBINFINITY (#1 Customer Satisfaction), CHANNEL MECHANICS, SALESFORCE, CHANNELEXPERTS (#1 Price/Value), CHANNELTIVITY (#1 Customer Satisfaction), BRANDMAKER, COMPUTER MARKET RESEARCH, SPROUTLOUD, ORACLE

    Brand Content Management (August 2021). This vendor landscape is a broad mix of vendors with a wide variety of claims: brand governance, brand portal, digital asset management, content management hubs, even marketing resource management. Hardly any vendor can cover all process within BCM, so companies are deploying software from more than one of the vendors appearing in this landscape – 76% of the respondents have more than one vendor and 24% have six or more systems installed.

    CENSHARE (#1 Overall, #1 Customer Satisfaction), BRANDMAKER (#1 Customer Satisfaction), WEDIA (#1 Price/Value), BRANDMUSCLE (#1 Customer Satisfaction), BYNDER (#1 Price/Value), BRANDMASTER, CELUM, OPTIMIZELY, SITECORE, ANSIRA, ADOBE, OPENTEXT, CAPITAL ID, ACOUSTIC, MARCOMCENTRAL  

    Product Information Management (May 2021). The recent acceleration of digital marketing and eCommerce investments has increased the need for marketers to be involved with this. So many companies must now incorporate eCommerce into their sales strategy much more than previously, and their marketers usually discover a mix of eCommerce channels: direct on their own websites, plus third parties such as marketplaces and distributors. The only way they can optimize the customer experience through all those channels is to pay much more attention to the PIM process, previously scoped only by IT and product management. 

    CONTENTSERV (#1 Overall, #1 Price/Value, #1 Customer Satisfaction), RIVERSAND, INFORMATICA, STIBO SYSTEMS, SEMARCHY (#1 Customer Satisfaction), VIAMEDICI (#1 Price/Value, #1 Customer Satisfaction), PROFISEE (#1 Price/Value), TIBCO (#1 Customer Satisfaction), AKENEO, ATACCAMA, SAP, RELTIO, IBM, WINSHUTTLE, INRIVER

    Account-Based Marketing (Apr 2021). ABM is a purely B2B imperative – many people would even say B2B marketing is ABM. But others would promote Account-Based Marketing and Selling. The resulting vendor landscape is a broad mix of vendors with a wide variety of claims: data collection and analytics, targeted advertising, marketing campaign orchestration, enabling intelligent engagement, and even sales enablement. 


    Digital Experience Management (Feb 2021). This vendor landscape contains vendors with a wide variety of claims: web content management, content management systems, digital experience, through to digital commerce. The major enterprise application software vendors also offer their own DXM platform – the market feedback in report shows that their solutions are not appreciated though. The suitability of a DXM platform varies according to whether you are a medium-sized company or a large international enterprise. 

    ACQUIA (#1 Overall), E-SPIRIT, CROWNPEAK (#1 Customer Satisfaction), BLOOMREACH (#1 Customer Satisfaction), OPTIMIZELY (#1 Price/Value), COREMEDIA (#1 Price/Value), SITECORE, SQUIZ, ADOBE, IBEXA, CONTENTFUL, OPENTEXT, MAGNOLIA, SALESFORCE, ORACLE, SAP 

    Digital Asset Management (Jan 2021). Our surveys and consulting work enables us to continually assess the maturity of marketing organizations (combination of organization, process and technology) – DAM projects mostly occur early in the maturity progression, but many companies then replace and/or consolidate their DAM projects at a later stage. The vendors listed here include some on the asset management function while others are more about the business processes around that. 

    SITECORE (#1 Overall, #1 Customer Satisfaction), CENSHARE (#1 Price/Value), CLOUDINARY (#1 Price/Value), ADOBE, BRANDMAKER (#1 Customer Satisfaction), APRIMO, CELUM, NUXEO, WIDEN, PICTUREPARK, CANTO, BYNDER, OPENTEXT, IMAGE RELAY, BRANDMASTER

    Always keeping you informed! Peter 

  • Uncategorized

    Ich fragte nach MAP und erhielt folgende Antworten

    Aufgrund des Produktionszyklus meiner Forschungsberichte arbeite ich an vielen Projekten gleichzeitig. Also, momentan liefere ich weiterhin …… 

    … Aber ich sehe auch mir bereits die Daten einer neuen Umfrage zu Marketing Automatisierungsplattformen (MAP) an. Außerdem plane ich aktuell mit den jeweiligen Anbietern Briefings, sodass der Bericht im Februar 2022 veröffentlicht werden kann.  

    Der MAP-Bericht ist als Update meiner früheren Berichten über Marketing Lead Management (MLM) zu verstehen. Ich beobachte, wie sich viele Marketing-Organisationen von einem Leads-Lieferanten für den Vertrieb zu einem strategischeren Orchestrator für den gesamten Lebenszyklus des Kundenengagements entwickeln. Daher denke ich, dass MLM als Arbeitstitel für diese Studie nicht mehr geeignet ist. “MAP” war schon immer der alternative Begriff für MLM, obwohl er traditionell nur in Nordamerika und der Technologiebranche verwendet wurde (Bei Forrester haben wir den Begriff “Lead-to-Revenue-Management” verwendet).  

    Aber, was versteh man heutzutage unter einer MAP?

    Es mag Sie vielleicht überraschen, dass ich in der Umfrage den Begriff “MAP” verwende, denn ich betone stets bei meiner Untersuchungen, dass es darum geht, wie Unternehmen einen Marketingprozess oder eine Familie von Prozessen automatisieren – im Gegensatz zu einer Produktkategorie. In meinen zahlreichen Interviews sprechen Marketingfachleute häufig von ihren “Marketingplattformen”. Ich habe jedoch festgestellt, dass sie damit oft unterschiedliche Dinge meinen, was die Technologie und die Prozesse angeht. Daher war ich neugierig zu erfahren, was Marketingfachleute unter MAP verstehen und welche Anbieter in der Anbieterlandschaft unserer weltweiten Umfrage mit 1.500 gewerblichen Käufern auftauchen. Hier ist die Liste der Anbieter, die von den Umfrageteilnehmern (ungefragt) mit MAP in Verbindung gebracht wurden: 

    • Der Vollständigkeit halber sei erwähnt, dass auch folgende Unternehmen in der Umfrage erwähnt wurden, jedoch nicht in dem Bericht enthalten sind: ACTITO, ACTIVECAMPAIGN, ADESTRA, KEA, MAILCHIMP, UPLAND SOFTWARE und ZOHO

    Es tauchen also die üblichen Verdächtigen auf, aber auch eine Vielzahl von Produktkategorien, wie der klassische Branchenanalyst sagen würde: Traditionelles MAP plus MRM, ABM, Low-Code Generation und sogar einige “Marketing Cloud”-Anbieter (was auch immer das sein soll). 


    Die Erwartungen an MAP haben sich in den letzten 18 Monaten geändert. Sehen Sie sich diese Highlights aus den Umfrageergebnissen an:

    • 87 % der Befragten gaben an, dass sie ihr derzeitiges MAP neu bewerten würden
    • Einer der wichtigsten Treiber für MAP-Investitionen war die “Messung des Marketing-ROI und der Leistung”
    • 46 % der Befragten nannten die Tatsache, dass ihr MAP nicht den versprochenen Nutzen bringt, als eine große Herausforderung

    Es gibt noch viel mehr Daten dieser Art, über die ich in den nächsten Wochen nachdenken werde. Die Befragten bewerteten die ihnen bekannten Anbieter anhand verschiedener Kriterien zu Produkt, Zufriedenheit, Innovation, Vision usw.  Nach den Briefings werde ich meinen Standpunkt zu einigen Kriterien darlegen und anschließend ein Profil der Anbieter im Hinblick auf die Erfüllung der Anforderungen eines MAP-Projekts erstellen. 

    Ich freue mich auf die Briefings mit allen Anbietern in den nächsten Monaten. Wenn Sie mehr über diese Untersuchung erfahren möchten, können Sie mich wie immer gerne kontaktieren. Der abschließende Bericht wird im Februar 2022 erscheinen. 

    Always keeping you informed!  Peter

  • ABM,  Marketing Lead Management,  News,  Vendor Selection

    I asked about Marketing Automation Platforms and Got These Answers

    My research production cycle has me working on many projects at once, so, even though I’m still 

    … I am already looking at the data from a new survey on Marketing Automation Platforms (MAP). Plus, I am now approaching the vendors to arrange briefing so that I can publish in February 2022.  

    The MAP report is planned as an update to my previous reports on Marketing Lead Management. I’m seeing so many marketing organizations maturing from being a mere supplier of leads to Sales to a more strategic orchestrator of full lifecycle customer engagement, that I thought MLM was no longer suitable as the process title for this research. “MAP” was always the alternative term for MLM, though traditionally used only in N America and in the tech industry (I remember at Forrester we used the term “Lead-to-Revenue-Management”).  

    But … what is a Marketing Automation Platform nowadays?

    You may be perhaps surprised to hear I used “MAP” in the survey because I always stress that my research is about how businesses automate a marketing process or family of processes – as opposed to a product category. Well, in my many interviews, marketing people always talk about their “marketing platforms”, but I have noted they often mean different things in terms of which technology and processes. So, I was curious to see what marketers mean by MAP and which vendors turn up in the vendor landscape from our global survey of 1,500 business buyers. Well, here is that list of vendors (unprompted) that were associated with MAP by the survey respondents:

    • For completeness, also named in the survey, but not included in the report are ACTITO, ACTIVECAMPAIGN, ADESTRA, KEA, MAILCHIMP, UPLAND SOFTWARE, and ZOHO         

    So, the usual suspects but also a variety of product categories, as the classical industry analyst would say: Traditional MAP plus MRM, ABM, Low-Code Generation, and even some “Marketing Cloud” (whatever that is) providers. 


    Expectations of a MAP have changed in the last 18 months. Look at these highlights from the survey questions:

    • 87% of the respondents said they were re-assessing their current MAP
    • One of the top drivers for MAP investment was “Measuring marketing ROI and performance”
    • 46% said “not getting the promised return from our MAP” as a BIG challenge (not just a challenge)

    There is much more data like that for me to chew over in the next weeks. The respondents also scored the vendors they know about based on criteria around product, satisfaction, innovation, vision, etc.  After the briefings, I get to add my POV for some criteria and then profile them in the context of meeting the needs of a MAP project. 

    I am looking forward to my briefing meetings with all the vendors over the next months. As usual, feel free to contact me if you’d like to hear more about this research. It will come out in February 2002. 

    Always keeping you informed!  Peter