Venntive Adds Communities to Small Business Marketing Automation and CRM

It has taken me some time to form a clear picture of Venntive. It is clearly “all-in-one” sales and marketing software for small business, combining marketing automation, CRM, and ecommerce along the lines of Infusionsoft and Ontraport (formerly OfficeAutoPilot). It also includes full Web site management and social media monitoring and posting, but those are natural extensions for sales and marketing.  More puzzling was Venntive’s decision to include a full accounting system and a community management features such as private discussion forums, Wikis, events, and custom fields for groups within its database. The other micro-business systems have avoided accounting, presumably because they saw little value in trying to displace Intuit QuickBooks. And community management – well, that just doesn’t have much to do with how most small businesses operate.

The hint at an answer – a giant flashing neon sign, actually – was in Venntive CEO Lydia Sugarman’s description of its client base, which my notes recorded as “chambers of commerce, schools, Boy Scout troops, coaches, law firms, financial advisors and associations”.

You can be certain that this is the first time “Boy Scout troops” has come up as a category of marketing automation users. But Venntive makes perfect sense once you consider their needs.  A scout troop has many subgroups that need to communicate among themselves: how better to manage that field trip to the National Duck Stamp Museum?  They also have simple finances and simple Web sites. Venntive’s pricing model – starting at $25 per month for up to 1,000 contacts, with unlimited email – also fits a small organization without a big prospect list, since it would pay about that amount for basic email and Web hosting.

In fact, Sugarman said the custom fields for groups were originally added to track Boy Scout merit badges – although they’re now used more often for things like dealer certifications.

Venntive's scouting heritage notwithstanding, I want to make clear that it is suited for much larger organizations.  Venntive offers the full set of “all-in-one” system features, meaning it can serve the full set of “all-in-one” clients: those coaches, law firms, financial advisors, and others that Sugarman mentioned, plus online retailers, service companies, and small manufacturers. In fact, Sugarman said most of the company’s clients are B2B not B2C marketers.

One problem with writing about a system like Venntive is evaluating its huge number of features.  In some alternate universe where sleep is optional, I would have explored each function in depth before writing about it. But things don’t work that way on my little corner of planet Earth.  The best I could do was take a whirlwind tour of the system and capture some screenshots. Based on that limited research, I came away impressed with the sophistication of the features as well as their scope.

Let’s start with the group functions, since groups are such a key component of Venntive. At the simplest level, a group is just a list. People enter groups in the usual ways: email or form response, user-defined filters, conversion events, list import, or manual assignment. Entry can trigger an email, assignment to a drip campaign, or sales agent notification. So far pretty normal. But groups also support those community and collaboration features.  Members can share discussion forums and Wikis and be assigned rights such as access to specified information about each other. Each group can also have a parent organization, member log-in, physical location, custom fields, and its own settings for email, event, and drip campaign practices. Beyond membership organizations, those group functions could support all sorts of peer-to-peer communications, arguably making Venntive just the thing for cutting-edge, community-driven marketing.

Looking at the other functions:

- emails can be built on user-customizable system-provided templates, on imported templates, or from scratch.  They can include social sharing buttons, surveys, event links, contact data, or dynamic content selected by embedded if-then rules. Completed email can be previewed and spam scored. The system can automatically assign recipients to different groups based on their response (read, click, forward, or take a survey).

- surveys are built from a list of independent questions.  This means all answers to the same question are automatically placed in the same data field, regardless of where the question is asked. That’s the right way to do it, at least in my opinion.

- events can be either physical or on-line. The system stores details about the location, captures registrations, collects fees, offers multiple options for reminder emails and text messages, and reports on actual attendance after the fact.

- CRM goes beyond the basics (contact attributes, activity history, calendar reminders) to track opportunities and sales quotes, allow searchable tags for segmentation, and store files associated with a contact. Standard integration with RapLeaf let users add demographic, interest, and purchase data from external sources by matching on email address.

- lead scores are created in two ways: conventional user-created scoring rules, and automated predictive modeling. There are two conventional scores, one for activities and one for demographics.  The demographic score is based on contact attributes, while the activity score incorporates contact activities (email, Web, event, survey, purchase, and social behaviors) plus salesperson activities (sent an email, left a messages, etc.).  Activity values can be set to decay as time passes, which is one hallmarks of advanced lead scoring. While there's just one pair of conventional lead scores, users can have as many predictive model scores as they want.  Each score predicts visits to a different Web page, typically representing a stage in the purchase process. The system automatically looks at the demographic, activity, and CRM data to build a model formula and score the contact records.

- campaign features in Venntive are uncharacteristically limited.  Users can set up a sequence of emails, but there is no branching based on response and emails are the only action a campaign can control directly.  Users gain a bit more power from the ability of email response rules to assign contacts to different categories.  But this is still far from the process automation that adds great value to other micro-business systems. 

- Social media support includes keyword searches and alerts; real-time or scheduled posting to multiple Twitter, LinkedIn and Facebook accounts; and detailed tracking of results. This is a reasonable set of features for a small business system.

- The Web site builder is much more robust.  It supports pages, blogs, member sign-in, stores, coupons, advertising, support tickets, and tracking via Google Analytics. Users can assign point values to specific pages for use in lead scoring and can see a list of who visited each page. Venntive hosts the Web site for its clients, but clients can assign their own Web address to hide this.

- Financials include account tracking, journal entries, receivables management, and reporting. Invoices are automatically added from CRM and Web orders and funds can be collected via PayPal. The system can also integrate with QuickBooks.

- There’s also project management, a media library, SMS messaging, and print integration. And probably other things I haven’t mentioned.

Given the depth of its features, Venntive’s interface is reasonably straightforward. But there's a lot to learn and users will need help.  Each screen include buttons for on-demand videos explaining individual functions. There are also video tutorials and non-video explanations (using a technology called "text") for users over age 30.

Pricing of Venntive is based primarily on the number of contacts in the system, starting at $25 per month for 1,000 contacts. A system with up to 25,000 contacts would be $200 per month. There are some additional fees for extra users, Web analytics, SMS messaging, and external data. Users can send unlimited emails.

Venntive was launched in 2006 and is nearing its 1,000th client.

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Adobe Buys B2C Marketing Automation Leader Neolane: One Gap Filled, But Where's CRM?

Adobe today announced plans to acquire Neolane, the largest remaining independent B2C marketing automation vendor (excluding email-focused providers like Responsys and Silverpop). Price was $600 million, which is roughly in line with the 8x revenue paid for ExactTarget and Eloqua recently.  (Neolane announced $58 million revenue in 2012 and has been growing around 40% per year, which would yield about $80 million 2013 revenue.)

The deal is not particularly surprising. Adobe was on everyone’s list of potential buyers, and Neolane was ripe for acquisition or an initial public offering. It reinforces suspicions that Adobe was the mystery bidder for ExactTarget mentioned last month by Salesforce.com.  Indeed, my take on the ExactTarget deal explicitly mentioned an Adobe/Neolane possibility. That frankly didn’t take much insight, but I’ll brag a bit more about having pegged Adobe as needing to add marketing automation as far back as this post in 2009 and again in 2010.

Neolane is more of a mid-tier solution than an enterprise product, which may be a slight mismatch with Adobe.  I’d say that reflects a lack of enterprise systems available for Adobe to purchase, more than any particular desire to target the mid-market.

Predictable or not, this deal does fill a gaping hole in Adobe’s marketing cloud. It still doesn’t put Adobe on equal footing with Oracle, Salesforce, SAP or Microsoft, since they all have major CRM platforms which Adobe does not. Adobe obviously has a leadership position in content creation, although I’ve never felt that does much good in selling customer management systems. (To be more precise, content creation COULD give Adobe an advantage if it very tightly coupled auto-personalized marketing treatments with content creation, but that doesn't seem to be happening.)

More important, Adobe also has an unmatched position in Web analytics, Web advertising, and Web content management. In fact, adding Neolane gives it a profile very similar to IBM, which also has strong Web and marketing automation products but not CRM (and which also shares Adobe’s digital-is-everything mono-vision).

Come to think of it, the contrast still comes down to the dueling strategies I described in 2011: Web-plus-marketing automation (Adobe and IBM) vs. CRM-plus-marketing automation (Oracle, Salesforce, SAP, Microsoft). Everything will eventually converge Web-plus-CRM, with marketing automation baked in so deep you can't see it.  But that’s still some way off, except arguably for Oracle, which has all the pieces but hasn’t fully integrated them. In the meantime, we’ll see which approach is more popular – and what becomes of the stand-alone marketing automation vendors who are caught in between.

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Sitecore Migrates from Web Content Management to Cross-Channel Customer Engagement

It’s more than three years since my original post about Sitecore’s plans to transform itself from a Web content management system to a platform for cross-channel customer experience management. It seems to be working out – since that time, revenue has grown 40% per year and the number of clients has nearly doubled from 1,600 to 3,000. The company has attracted additional funding, added support for producing dynamic print content, launched an “App Center” for pre-integrated third party products, built a cloud deployment on the Microsoft Azure platform, and extended to new channels via partnerships covering community management (Telligent), online video publishing (Brightcove), and social marketing campaigns (Komfo).

In other words, Sitecore has been steadily executing on the strategy they described in 2009. If there has been a change, it’s recognition that the company can’t build everything itself: hence the partnerships and app center, which use other developers’ products to extend Sitecore to other channels. Sitecore says this makes sense because giving customers a consistent experience across all channels requires only central data and central content management. Letting external systems deliver the actual interactions causes no particular harm.

This vision should sound familiar: it’s the idea behind the real time decision management systems I’ve been reviewing recently. The difference is architecture: the decision managers place decision logic at the center and see customer data and content as peripheral.

More specifically, the decision managers assemble a consolidated customer profile by pulling data on demand from external systems rather than storing it internally. This is actually a pretty minor difference, since in practice most companies will both maintain a central customer database with key profile information and make direct connections to other systems for details such as transactions. The Sitecore model is pretty much the same: it creates its own customer database and supports real time connections to other systems via Web services or database queries.

The approach to content is a more significant distinction.  Most decision managers assume content is best stored with the touchpoint systems, while Sitecore wants to store most content itself. I chalk this up to their heritage as a content management vendor. Both approaches have their merits: central storage makes coordination easier but requires continued extension of system features to handle new formats; touchpoint storage makes it harder to know what content is actually available and appropriate. So far, Sitecore has been making the investments to manage new formats centrally, at least to the extent of making the contents visible to functions like message selection, access control, and approval workflows. It doesn’t necessarily extend to actually creating or modifying the contents themselves. Maybe that’s a good compromise.

The other important difference is decision rules. These are obviously the main focus of decision management products. Sitecore doesn’t talk about them much, although does deliver them in the form of campaigns flows and dynamic content rules. The campaigns can manage activities across multiple channels – such as sending an email response to a Web visit – although they are not as sophisticated as the multi-branch, looping logic, advanced decision arbitration, and integrated predictive modeling available in the best decision management systems.


On the other hand, Sitecore makes very powerful use of its close control over content.  Each item can be assigned scores on several attributes, such as how much it relates to technology, product, or industry topics.  The system then tracks the content consumed by each individual and compares their behavior to “profile cards” of personas such as frequent site visitors with high interest in business. Each person is assigned to the profile card they match most closely; people can be switched to a different card if their behaviors change. This nearest-fit approach is more flexible than the rigid inclusion criteria of traditional segments or lists. Cards are used in decision rules to select contents and treatments for each person.

Although I just compared Sitecore with decision management systems, its more immediate competitors are marketing automation vendors.  Like Sitecore, they aim to be a company’s core marketing platform. Sitecore’s campaign flow, email and decisioning features are roughly comparable to the same features in mid-tier marketing automation products, while its Web site management and content creation are generally stronger. Marketing automation systems still probably have advantages in analytics and other areas, although it’s hard to generalize. Sitecore does offer the key B2B marketing automation capability to synchronize with CRM products including Salesforce.com and Microsoft Dynamics CRM.

One clear difference is that most marketing automation systems today are software-as-a-service products, while Sitecore is sold as licensed software, running either on-premise software or on the Microsoft Azure cloud. Pricing starts around $125,000 for an enterprise deployment.  Smaller companies would pay less, but Sitecore will never be a system you can get for $1,000 per month.

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Salesforce.com Announces Site.com Web Site Management: Will Marketing Automation Features Follow?

Salesforce.com yesterday announced the launch of Site.com, an enterprise-class Web site management system. The news didn’t seem to get much attention, perhaps because Salesforce.com itself pretty much buried it. But Salesforce.com VP of Product Management Anshu Sharma did post a detailed explanation of the rationale on a Salesforce.com blog.

My original reaction was “I told you so”, since I’ve been talking about the convergence of CRM and Web site management for years. (Here’s a piece from 2009.)  Sharma’s reaches a similar conclusion although he puts it in a larger context of social media (people expect to interact with a company Web site like they interact on social media), cloud,  and mobile computing (marketers need content that can be presented on all types of devices). So far so good, especially since multi-channel content is another trend I’ve been toying with for some time.  (Not that I'm bragging or anything.)

Just to clarify my argument, the case for convergence between CRM and Web site management boils down to the fact those are the two main systems that companies use to interact with consumers. The move closer as Web sites capture more individual-level information and present more personalized treatments. And, as the two giants converge, the marketing automation industry stands between them like a mushroom, waiting to be crushed or gobbled up (if giants eat mushrooms).

Some of that gobbling has already begun.  Web site management vendor SDL purchased Alterian last November and sales enablement vendor CallidusCloud bought LeadFormix in January. Ironically, speculation about Salesforce.com itself buying a marketing automation system had pretty much died down since last August’s Dreamforce conference, when the firm made it pretty clear they didn’t have plans in that direction (notwithstanding their earlier HubSpot investment).

That’s why I was greatly intrigued by Sharma’s statement that the transformations created by social, cloud and mobile technologies “can only bear long-term fruit and deliver on the full promise of a 'digital marketing platform' when marketing and IT are a true partners.”

 That’s the first Salesforce.com reference I can find to a “digital marketing platform”.  It certainly implies something that includes marketing automation functionality. Maybe the reason Salesforce.com decided not to purchase marketing automation system because they figured same functions would evolve organically from a combination of CRM and Web site management. That’s probably correct, although it would take longer than adding those features directly.

In any event, the combination of CRM and Web site management gives Salesforce.com an integrated database containing all the information needed for effective marketing automation. Building marketing automation features to exploit that information then becomes a lot easier than building a complete marketing automation system.  This applies whether the system providing those features comes from Salesforce.com or an AppExchange partner, and it means the barrier to entry is lower than ever.  In short, the Site.com announcement is big news for the marketing automation industry, whether people recognize it or not.

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SDL Buys Marketing Automation Vendor Alterian for $107 Million

So, it turns out that while I’ve been obsessing over vendor selection workbooks, our friends at marketing automation vendor Alterian up and got bought last week by language technology vendor SDL for about $107 million. Why didn't somebody tell me?

I’m most familiar with SDL as a Web content management vendor, although their financial statements show that just over 75% of their revenue comes from manual and automated language translation. The company had more than $300 million revenue last year and is nicely profitable.

Alterian hasn’t been doing so well lately, with about $55 million revenue for the past year and cash-basis loss around $6 million. Management has also been in flux: CEO David Eldridge resigned in April, a new CEO Heath Davies was named in July, and president and co-founder Michael Talbot resigned in October. The company was nearing the end of a 100 day restructuring plan that dropped its headcount from 440 to 260.  It had also taken several red-flag accounting actions including restating revenue, changing its revenue recognition policy, and taking large asset write-downs.

You math whizzes out there will have already noted that the purchase price is just under 2x revenue, compared with the 5x-ish prices paid a year ago for Unica and Aprimo. Whether this puts a damper on the prospective valuations of other marketing automation vendors is hard to say: Alterian was obviously struggling, and its main business model was to license its software to marketing service providers rather than selling it directly or via Software as a Service. On the other hand, Alterian did have some SaaS components to its business, notably SM2 social media monitoring (formerly Techrigy).

Alterian also had a bold vision of extending beyond traditional campaign management and analytics to include marketing resource management and web content management as well as social media. I’d still argue the strategy was correct, but that Alterian didn’t have the financial resources or market clout to execute it. Certainly its costs got ahead of its revenue: at 440 employees on $55 million revenue, it had just $125,000 revenue per employee, compared with the $200,000 I consider standard (see my post from last January on revenue ratios -- even at that time, when Alterian had just 370 employees, it was already below par.)

SDL’s chairman is quoted as saying that “The marketing analytics, campaign management and social media were the big attractions” of Alterian, so presumably the company will keep those businesses. The content management piece, about 27% of Alterian sales, will presumably be merged with SDL’s much larger Web content management business.

The big question for the marketing services providers who are Alterian’s primary customer base is how SDL will treat them, since they are not SDL’s current core clients. That’s more than a little scary, especially given the dearth of alternative mid-priced marketing automation systems for consumer marketers. (See my list of B2C vendors from September and my discussion of the differences between B2B and B2C marketing automation from October.)

On the brighter side, I can argue that the Alterian acquisition supports my long-standing contention that marketing automation and Web content management will eventually coalesce into a single system. Any gloating is restrained by the fact that Alterian had already combined the two and didn’t succeed. But this probably just shows that deep pockets will be needed to pull off the combination in a world where the competitors are heavyweights like IBM, Oracle, Adobe, SAS and Teradata.

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Dueling Strategies: Adobe and Oracle Take Opposite Paths to Customer Experience Management

Adobe on Monday announced a new “Digital Enterprise Platform for Customer Experience Management”. The platform fills the center of Adobe’s three-part corporate mission to “make, manage, and measure” digital content and experiences. The other two pieces were already in place: “make” is Adobe’s original content creation business, while “measure” is Omniture Web analytics.

The strategic significance of the announcement seems more important than the actual product enhancements. These include improved integration of the company’s Web content management system (formerly Day C5) with Scene 7 dynamic content and Omniture Survey and Test & Target; features for salespeople and customer service agents to customize standard documents in a controlled fashion; integrated content reviews and workflows; and a platform to build and share content in multiple formats. The announcement also included beta versions of tools for social engagement, online enrollment, and agent workspaces. Good stuff but nothing earth-shaking.

Adobe's strategy itself is a curious mixture of broad ambition and narrow execution. Adobe describes its scope as nothing less than optimizing customer experience and marketing spend across the entire customer journey, from first learning about a company through validation, purchase decision, product use, and commitment. But Adobe also explicitly limits its scope to digital channels, and implicitly limits its concern to content creation, delivery, and evaluation. In fact, the only customer-facing technology Adobe offers is Web site management. Otherwise, Adobe expects even digital content such as emails to be delivered by third party products. Offline interactions, such as telephone and retail, are definitely out of the picture. Nor does Adobe manage the underlying customer database, marketing campaigns, or deep analytics. The only exceptions are customer profiles, segmentation, and content to support Web personalization.

The company argues the tools it does provide, combined with the cross-channel content sharing, are enough to build a unified digital customer experience. I’m not so sure that’s correct, and even if it is, I question whether customers will be happy to have only their digital experiences be unified. Either way, marketers will certainly need other vendors' products to manage their full customer relationships.

On the other hand, I do agree with Adobe’s argument that its approach lets clients create a unified digital experience without replacing their entire enterprise infrastructure. This is certainly an advantage.

Adobe’s announcement was released on Monday, but I didn’t get around to writing about it until today. The delay is unfortunate, since the attention of the enterprise marketing automation world has already shifted to yesterday’s announcement that Oracle is acquiring Web “experience” management vendor FatWire Software. I’m not sure I accept “Web experience management” as a legitimate software category, but FatWire does combine conventional Web content management with unusually strong targeting, personalization, content analytics, digital asset management, mobile, and social features. Perhaps that justifies calling it more than plain old Web content management.

The strategic purpose of the FatWire acquisition is self-evident: to fill a gap in Oracle’s customer-facing technologies, which already had ATG ecommerce and general Enterprise Content Management for Web sites, as well as Oracle CRM and Oracle Loyalty. (Oracle isn’t very creative with product names.) FatWire will allow much richer, more personalized and targeted Web site interactions. It also provides some Web analytics, although I still think Oracle has a gap to fill there.

The Oracle and Adobe announcements do highlight a clear strategic contrast. Adobe has largely limited itself to digital interactions, and has largely avoided customer-facing systems except for Web sites. Oracle has embraced the full range of online and offline interactions, including customer-facing systems in every channel. Oracle has also hedged its bets a bit with Real Time Decisions, which can coordinate customer treatments delivered by non-Oracle systems and powered by non-Oracle data sources. Of the other enterprise-level marketing automation vendors, IBM, SAS and Teradata share Adobe's focus on digital channels and its avoidance of customer-facing systems, although they resemble Oracle in offering deep analytics and customer database management.

Based on my fundamental rule that “suites win”, I think Oracle’s strategy is more likely to succeed. But only time will tell.

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Day Software Acquisition Adds Some Marketing Features to Adobe, But Gaps Remain

Summary: Adobe added Web content management, digital asset management and social media features to its arsenal when it purchased Day Software last month. But it still lacks key pieces of a complete marketing solution.

Last month, Adobe announced their $240 million acquisition of Web content management vendor Day Software. Adobe was already a major force in Web development through its Dreamweaver, Flash and ColdFusion products, not to mention Omniture for Web analytics. But Day fills out its line by adding enterprise-class content management, digital asset management and social (blog, Wiki, etc.) publishing. In fact, the fit is so obvious that it doesn’t seem to have generated much comment, at least among the marketing gurus I read.

But the significance to marketers may be greater than they think. Back in February, Day released its 5.3 version, which specifically aimed at letting marketers manage their Web promotions without help from technical specialists. Of course, this is a goal shared by so many vendors that it verges on cliché. In particular, it’s also one of the main benefits offered by the landing page, Web form and microsite features of marketing automation systems.

Still, as I’ve argued many times, it ultimately makes more sense for marketers to build their pages in the company’s core content management system than in separate marketing automation tools. This can only happen if the content management system provides the features that marketers need to do their jobs.

Day’s 5.3 release attempted to do this by adding targeting capabilities, including segmentation and segment-driven personalization. Segments can be based on anonymous visitor characteristics such as referring site, search keywords and geolocation; on history captured in a registered visitor’s profile; and on attributes of the pages viewed. Profiles can also be enhanced with non-Web data, such as purchase history.

As you might expect, Day does a particularly good job of tracking visitor activities within the Web site. The system uses Javascript on each page to track cursor movements and capture the details of what each visitors has looked at within the page. It can also read the visitor’s browser cache to check for visits to specified external sites, a technique that’s legal although many privacy advocates think it shouldn’t be. The system also supports multi-variate content testing, which can be related to customer segments or operate independently. Tests are judged on click-throughs, which are captured within the system.

Are these features really enough to replace a dedicated marketing automation system? Surely not: marketers still need to maintain a marketing database, send emails, respond to trigger events, score leads, and integrate with CRM. In fact, Day itself expects clients to integrate with marketing automation products for campaign execution. The system does have connectors that let marketers create their emails and Web pages within Day and use an external system to deliver them.

Day’s Chief Marketing Officer Kevin Cochrane told me yesterday that he sees marketing automation as separate from Day’s business of building “customer facing solutions”. But companies that want to integrate all their online (and ultimately offine) marketing will want to combine both sets of features. Although Adobe already owns many tools used in marketing departments, it lacks the campaign management features at the heart of marketing automation. I expect that Adobe and other major Web content management leaders will eventually acquire email and/or marketing automation vendors to fill the remaining gaps.

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Aberdeen Predicts Web Content Systems Will Add Marketing Automation: I Agree, But...

Summary: a new Aberdeen Group report argues that Web content management systems should add customer management features and will ultimately compete with traditional marketing automation products. I agree with one reservation: I doubt large companies will use a single system to manage all customer touchpoints.

I’ve been convinced for some time that Web content management systems (CMS) will become important platforms for marketing automation. The logic is that Web sites are increasingly the primary method of interaction between a company and its customers, and that Web analytics, testing and personalized treatments are better executed within the content management system rather than by external products. See my July 14 post on CMS vendor SiteCore for a more detailed explanation, and the admission that I borrowed much of this thinking from SiteCore VP Marketing Darren Guarnaccia.

(Opposing viewpoint: marketing automation vendors tell me they don’t see CMS systems as competitors, largely because the systems are sold to IT rather than marketing departments. But this could change.)

Aberdeen Group’s report Next Generation Web Content Management makes a convincing case for a similar position. In fact, the study contains any number of pithy summaries of what I see as the fundamental trends driving the industry:

“Supporting prospects throughout the buying cycle requires a dialogue between a company and the prospect, and this dialogue should be highly relevant, timely and personalized to maximize marketing effectiveness and grow top-line revenue.”

“The new paradigm in customer engagement assumes consumers have control over the buying process, not marketers. Marketers now have to embrace the customer centric shift and deliver relevant, timely content when and where the buyer wants to receive it. This demands multi-channel engagement and automated personalized content delivery.”

“By incorporating some of the most valuable components of today’s marketing technologies (like lead scoring, dynamic content, analytics, profiling, and integration), the next generation of WCM [Web content management] tools have the potential to deliver highly personalized online experiences with little or no effort from marketers.”

Exactly.

Author Ian Michiels has been evangelizing integrated marketing platforms for the past year or longer. One section of the paper specifically describes the “battle for the integrated platform.” Michiels writes:

“Niche technology providers are increasingly starting to realize consolidation and integration will be inevitable for marketing technologies. The question is: Which technology will emerge as foundation for integrated capabilities?”

He then offers email marketing, web analytics, web content management and customer relationship management as contenders.

I agree with one major reservation. If I read Michiels correctly, he believes that one integrated system will execute the interactions across all channels. Certainly this is the fond hope of the marketing automation vendors, but I don’t believe that large companies will use the same system for all touchpoints. There are just too many channels, and new options appear too quickly, for any one vendor to satisfy everyone in a large enterprise. It’s more likely that companies will employ multiple touchpoint systems and use a central marketing platform to coordinate them.

More specifically, I see the integrated marketing platform as an underlying technology with three main roles:

- gather data from multiple sources, including touchpoint systems. This will happen in both batch and real time.

- apply analytics and decision rules to select treatments for each customer.

- push the treatment decisions back to the touchpoints for execution.

Products to do this already exist. Major contenders include Chordiant, thinkAnalytics and Infor’s CRM Interaction Advisor.

How important is the distinction having one system execute all interactions and having one system coordinate interactions that are executed by separate systems? Michiels would probably argue it’s a big difference (and I'm wrong) because he sees the difficulty of integrating multiple systems as a major barrier to coordinated treatments, and therefore a primary reason companies will be forced to adopt a single system.

But I feel the main barriers to cross-channel coordination are organizational, not technical. In my view, getting a company to replace all its existing touchpoints with a single central system faces greater organizational and financial barriers than getting it to coordinate its existing separate systems.

Let’s assume I’m right that most companies will deploy a central decision engine with multiple touchpoint systems. Doesn't this contradict my prediction that touchpoints like Web content management and CRM will expand their marketing automation functions, threatening the current marketing automation vendors?

I don’t think so. Even though I expect touchpoint systems to ultimately become delivery channels for central decisions, I doubt the touchpoint vendors will accept this role without a fight. Rather, they will expand their ability to manage interactions, thereby positioning themselves to provide the central decisioning platform itself.

Indeed, there’s a good case for having one touchpoint system make decisions for itself and other touchpoints. This avoids integration hassles between the central decision platform and one execution system, while still allowing coordination across all interactions. The logical candidate for this joint role is a company’s primary touchpoint system, which these days is probably either the Web site or CRM. Hence my prediction.

In fact, if I had to bet, I’d wager that the hybrid model will be the most successful. Financially and organizationally, it's easier to expand a major execution system than to integrate a separate decision engine. Even though an independent decision system may be technically more elegant, the organizational and financial issues are likely to be decisive.

At this point, the “hybrid model” and “one big system” may be sounding pretty similar. After all, both involve central decisions made within a major touchpoint system. But there’s a fundamental difference: “one big system” is designed to avoid integration issues by doing everything internally, while the “hybrid model” uses a primary system designed with external integration in mind. These imply very different technical approaches. Vendors building these systems, and companies looking to buy them, need to choose which philosophy they favor and act accordingly.

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Adobe Buys Omniture: Good for Marketers, Bad for Marketing Automation Vendors

Summary: Adobe's agreement to purchase Omniture illustrates the on-going convergence of Web content management and Web analytics systems. This puts pressure on marketing automation vendors, who also want to provide Web analytics and content management, and who are already being pressed by customer relationship management (CRM) vendors. That's a pretty unpleasant position.

Adobe's announcement that it will purchase Omniture for $1.8 billion makes perfect sense. As I discussed in July, marketers have a lot to gain from tight integration between a Web content management system (CMS) like Adobe's Dreamweaver and Web analytics and optimization like Omniture.

Let's take it as a given, then, that major Web content management systems will soon include integrated analytics. This sets up a new clash between marketing automation vendors and Web CMS vendors. One of Omniture's major selling points before the merger was its ability to combine information across all online marketing channels, and I think they were working towards adding offline channels as well. Although short-term priorities will probably shift now towards Adobe integration, I doubt their long-term ambitions in that direction will evaporate.

And even if the CMS vendors do restrict their focus to online, they will still be competing with Web CMS and analytics solutions from marketing automation vendors who realize that online is too big a sector for them to ignore. Even though both sets of vendors will need to provide some degree of openness so their clients can move data from one platform to another, both will really want to sell their clients the entire execution and analysis stack, and will tightly integrate them to encourage this.

I think I've made this point before, but I'll repeat it again: the marketing automation vendors are really being squeezed between the Web vendors on one side, and the CRM vendors on the other. This is a very unpleasant position, since both CMS and CRM vendors are much larger than the marketing automation specialists. It's hard to see how they can survive as anything but niche products in the not-too-distance future.

This position probably puts me at odds with industry analysts who see great opportunities for growth in the marketing automation space. (I'd point to specific examples but can't find any just this minute.) The general argument seems to be that low adoption rates mean there's plenty of unmet need that will eventually lead to sales. I agree that adoption is low -- but there's no guarantee that the marketing automation specialists will be the ones who fill the gap. Improved CRM or CMS offerings might actually meet marketers needs. And if since nearly everyone has or needs a CRM and CMS system, it will actually be easier for companies to use the expanded features in their existing systems than to buy a separate marketing automation product.

If anybody has a good counter argument, I'd be happy to hear it.

Two further thoughts:

- When I asked one of the marketing automation vendors recently whether he considered CMS vendors as competitors, he said he didn't because CMS vendors still sell primarily to IT, while marketing automation is purchased by marketing. Assuming this is true, then Omniture also helps Adobe by giving access to marketing departments.

- The acquisition may make marketing automation vendors more attractive acquisition candidates for CMS vendors wishing to beef up their marketing capabilities. Autonomy (Interwoven), Open Text, and EMC (Documentum) could all swallow a Unica, Aprimo or Alterian without stopping to chew.

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SiteCore Adds Analytics and Marketing To Web Content Management

Summary: SiteCore has added extensive analytical and marketing features to its Web content management system. The integrated analytics should save considerable effort for marketers. Channel-specific marketing automation is less appealing but should help to keep marketing automation vendors on their toes.

I commented last month that more Web content management system (CMS) vendors are adding marketing automation features. One of my examples was SiteCore, so I can’t point to them again as further proof of that assertion. But I did have a good talk last week with SiteCore VP Marketing Darren Guarnaccia, who clarified why this is happening and made a strong case for the integrated approach.

For those of you who (like me) are unfamiliar with SiteCore: it is an eight year old provider of Microsoft .NET-based Web content management systems, with over 1,600 mid-to-large sized customers running more than 20,000 dynamic Web sites including Sara Lee, Toshiba, Omni Hotels and Dollar Rent-a-Car/Thrifty. In other words, it is a substantial player in a crowded market.

According to Guarnaccia, the company has seen control over the CMS selection process steadily migrate from IT departments to marketers over the past four years. The trend is most pronounced at mid-sized firms, where IT is generally less powerful than at very large companies. During this time, it’s become clear that marketers need features that go beyond editing Web pages, to helping them do a better job of understanding and reacting to customers. SiteCore describes this as closing an “actionability chasm” between analytics and execution.

The chasm is created by the traditional approach of using analytical systems (often sold as externally hosted services) that are separate from the underlying content management system. Capturing detailed information with such systems involves much more than adding one code snippet to a shared page template. At a minimum, each page must be given its own ID and, more realistically, pages must be given multiple tags to facilitate analysis. Companies running several separate analytical systems may need several sets of tags.

The practical result of such an arrangement is that marketers and their Web teams quickly fall behind in their tagging, and end up with incomplete and unreliable analytics. Building analytics into the CMS allows users to avoid some tags altogether and makes it easier to reuse the rest. Integrated analytics also allow the system to track visitors with first-party cookies, which are less likely to be erased than the third-party cookies used by some stand-alone analytical products.

Integration also makes it easier to coordinate activities such as personalization, behavior-based targeting, and tests. The logic for these potentially overlapping functions can be all managed as part of one Web page definition, rather than separately.

For example, SiteCore supports lead scoring by assigning content scores (for technology, marketing, sales, pricing, tech support, etc.) to each Web page or, potentially, to components within a page. The lead score for each visitor’s interest in each category is the sum of the category scores for all the pages that person has visited. The same information can be used to identify the visitor’s business role or assign a persona.

The advantage of page-based scoring is that the scores adjust automatically to new Web contents. Otherwise, the company must rely on one team of workers to add new content and a separate team to incorporate the new content into the scoring rules.

Guarnaccia offered a Web site marketing maturity model that started with traffic statistics and extended to user experience statistics, content profiling, segmentation, conversion tracking, campaign management, sales enablement (using the IP address to identify visitor location and company), testing and optimization, and real time personalization. He said these are all present at no extra charge within the latest version of SiteCore, which was released at the end of June as the SiteCore Online Marketing Suite. An online demonstration confirmed they are indeed available, and at an impressively high level of sophistication.

SiteCore organizes these features around the individual Web pages. Attributes for each page include interest scores already mentioned, plus goals and other events that are logged to the visitor's history profile when the page is viewed. A page view can also trigger actions including test execution, personalization, data updates, parameter setting, sales alerts, and calls to external scripts. The system also captures the usual Web analytics data such as traffic volume, referring and exit pages, and on-site search terms. It can also use the visitor history to play back the sequence of pages viewed during a Web session.

This page-centric view of the world makes sense for a CMS vendor, but it's a pretty big switch from the campaign-centric view of most marketers and most marketing automation systems. In fact, the biggest objection to CMS-based marketing automation may be that it assumes everything is centered on the Web site.

Guarnaccia didn’t see it that way. He suggested that marketers will use separate systems for each channel. I think that SiteCore’s main goal is to replace stand-alone Web analytics and personalization systems, not to provide cross-channel marketing automation. Still, the company does plan move beyond Web marketing by adding outbound email campaigns in a few weeks. It will also support emails triggered by Web page visits.

My own take is that building analytics into the CMS makes sense, but I doubt marketers want new silos in the form of channel-specific marketing systems. If so, SiteCore’s marketing features will be most appealing to companies that interact with customers primarily through the Web. For those firms, the Web site could reasonably be the core customer management system. Systems for other channels then would connect with the Web database in the same way that auxiliary channels are (sometimes) now integrated with a central Customer Relationship Management (CRM) system.

The CMS-based model relates to other industry trends: integration between marketing automation and sales systems, and, more broadly, absorption of marketing automation into operational systems. For companies where the Web site is the primarily operational system, these are exactly the same thing. For companies where the Web and CRM are both important independent systems, marketing automation is an ally they may both wish to annex.

For now, though, SiteCore is working to cooperate with CRM rather than replace it. The system can scan IP address registries to identify a visitor’s geographic location and company, and then use the results to route leads, alert sales people, and aggregate data at the company level. SiteCore has built data synchronization for Salesforce.com and Microsoft Dynamics and will add other systems as clients request them. If further integration is needed, other systems can access the SiteCore databases directly.

This access is simplified because SiteCore is traditional on-premise software, not an externally hosted service. Pricing is based on the number of concurrent users and servers. A single server license starts as low as $15,000, although an average installation runs about $90,000. The vendor provides several days of classes, including about two days for marketing users.

The reasons for CMS vendors to add marketing automation functions are clear: to differentiate themselves and to capture budget now spent on analytical and marketing systems. It makes perfect sense for companies selecting a new CMS to prefer integrated analytics, and in some cases to add integrated marketing automation. It’s less likely that companies will discard an otherwise-satisfactory existing CMS just to get these features. But the normal replacement cycle runs three to five years, according to Guarnaccia, so it won't be long before most marketers find themselves with integrated analytical features and new marketing automation options. Even if marketers don't use all of those features, the possibility will encourage stand-alone marketing automation vendors to improve their own products to keep pace.

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Marqui Combines Content Management and Demand Generation

Summary: Marqui started as a Web content management system and then added basic demand generation. It’s a good choice for organizations that need both and don’t have very sophisticated marketing requirements.

Marqui is one of the oldest demand generation vendors, founded in 2000. But that date is a bit misleading because the company’s original product was a Web content management system (CMS). It added demand generation features later in response to client requests. Today, content management and campaign management can be purchased separately although they are tightly integrated.

The entry of CMS vendors into the demand generation market is a bit of a mini-trend right now: others following the same path include Sitecore and Lyris-owned Hot Banana. Among conventional demand generation systems, Pardot is a spin-off from CMS vendor Hannon Hill and Marketbright includes extensive CMS features. Since the CMS marketplace is now almost totally commoditized, in particular by open source products like Joomla and Drupal, it makes sense for vendors to look for an adjacent field with greater profit potential.

Whether demand generation is the right refuge is another question. Marqui’s VP Marketing Richard Sharp defines “marketing automation” as the combination of Web content management and campaign management. In this view, content management is responsible for attracting, engaging and capturing leads, while campaign management captures, nutures, and sends leads to sales. That makes a nice diagram but it ignores the reality that content management systems are generally purchased and run by IT while demand generation systems belong to marketing.

This poses a serious sales challenge. Marketing and IT have different priorities, different cultures, and are likely to be buying systems at different times. In practice, Sharp said, most of Marqui’s new clients start with CMS and add campaign management later as the need becomes more evident. He said about one-third do purchase both modules at once.

Sharp also said he is finding that control of the company Web site is generally slipping away from IT departments, especially at smaller organizations. That sounds both true (as in “factually correct”) and right (as in “the way it should be”). As the Web site becomes a more prominent source of information for prospects, it’s increasingly important for marketers to watch and optimize its operations.

Still, the technical chores of managing the Web infrastructure will always remain with IT, so there’s an on-going question of who will be responsible for what. Ultimately, it’s hard to imagine that IT won’t have the dominant voice in selecting the CMS. This will leave marketing to either use the demand generation features embedded within the chosen CMS system or to integrate a separate demand generation product.

Encroachment by CMS systems poses another strategic threat to stand-alone demand generation vendors, who (at least in my opinion) are already in danger of being absorbed into CRM suites because of the need for closer integration between sales and marketing. I see demand generation as a tasty little fish swimming among some much larger sharks. This leads to an elaborate metaphor about hiding in coral reefs, but I'll restrain myself.

Marqui has the features you’d expect given its background: strong content management and basic demand generation. To accentuate the positive, the system provides hierarchical folders for marketing assets, version tracking, expiration dates, advanced templates, and fine-grained user rights management.

It also does a good job with Web forms, allowing users to specify whether responses update the main lead profile or are stored separately. The system can send notification messages to the person who completes the form and to someone else (e.g., a marketing or sales manager). It can also direct visitors who complete a form to another Web page.

One particularly nice feature is tight integration of Marqui-generated pages with Google Website Optimizer. This makes it much easier than usual to test alternative components within landing pages and elsewhere on the site. I can’t immediately recall any other demand generation vendor offering this integration, but haven’t checked carefully.

The outbound marketing features are not as advanced but should be adequate for simple programs. Users create subscriber groups (i.e., lists) by building rules; these can incorporate behaviors, such as email responses and Web page visits, as well as attributes and form responses. Behavior definitions can be include relative time (e.g., the past three days), which is important and not always the case with other products. However, the rules cannot reference membership in other groups, which makes some things harder. Groups can be dynamic (reselected each time they are used) or static (selected once and frozen) – a common but important capability.

Emails are defined as activities within a campaign and assigned an execution schedule, email template, and target group. Campaign activities can also be Web behaviors such as clicking on a banner ad. Each activity can be assigned several Web pages to track as goals, allowing reports to show leads moving through a conversion funnel. This feature is a somewhat unusual among demand generation systems but pretty common in Web analytics.

Users can also enter the cost of each activity and combine this with expected and actual revenues for Return on Investment reports. The revenues are based on opportunity records imported from the CRM system. This is probably adequate for most uses and more than some other demand generation products offer. But Marqui doesn’t capture cost details and can only link campaigns to opportunities when opportunity is "owned" by a lead from the demand generation system. Such links are often missing, and more advanced demand generation vendors offer alternative attribution methods to compensate.

Marqui’s features for lead scoring, multi-step campaigns and CRM synchronization are similarly basic. Lead scoring is associated with individual Web forms, a somewhat unusual approach. The scoring formulas can look at a broad range of data, including activities, attributes and form replies, but cannot cap the value from a single element or automatically reduce scores over time.

Multi-step campaigns are probably the weakest of all these features. Multiple activities can be assigned to the same campaign, but are not directly linked in a sequential flow. Nor is there any visualization of the entire campaign. A new interface is planned for later this summer.

The system can exchange data with Salesforce.com, NetSuite and Microsoft CRM Dynamics, but does not allow field-by-field update rules.

Pricing also leans toward the lower end, starting around $1,000 per month for campaign management and under $2,000 per month for campaign management and CMS combined. There are some additional charges based on email volume and for template creation.

Marqui's customers tend to be smaller organizations, and are not as concentrated in technology as clients of most demand generation vendors. This also reflects its base in content management software. Companies with basic demand generation needs that also want a tightly integrated CMS will find it worth a look.

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