You all know them: people who won’t let you eat until they’ve Instagrammed their meal, pedestrians who’ve walked into you because they’re staring at their phones and scrolling through Facebook. Our society is immersed in social media- and the numbers and expectations are growing. In fact, only 28% of the online US population spurns social interactions with companies.
The pervasive use of social channels made marketers hungry for insights and feedback coming directly from the consumer’s mouths and social is one of the cheapest and best ways to do that. But social listening has been around for years, what’s so different about it now?
The gears are turning- and social listening is turning to social intelligence (finally). In the last couple of years, social listening platforms have doubled down on analytics to keep pace with the needs of customers and prove their worth for use across the enterprise by enabling insights to action. In our recent Forrester Wave™ report, we evaluated 12 vendors (Brandwatch, Cision, Clarabridge, Crimson Hexagon, NetBase, Networked Insights, Oracle, Prime Research, Salesforce, Sprinklr, Synthesio, and Sysomos) along 30 criteria that measured their abilities to:
· Integrate with other marketing and business tools. Social maturity involves tying social metrics to business objectives. Marketers in search of a social platform should include in their critical selection criteria the ease of integration with their existing CRM, customer analytics tools, or voice-of-the-customer (VoC) tools.
If you haven’t kept up with the activity in the marketing technology space – acquisitions, product enhancements, "cloud" wars, et al., then I don’t blame you. The marketing technology landscape is complex, crowded, and confusing. To compete in the age of the customer, enterprises are quickly deploying technology to manage big data, execute contextual marketing, and orchestrate real-time customer interactions.
Whether you are a marketing technology vendor, buyer, or end user, this is an exciting time, and I am thrilled to join Forrester as a principal analyst on the Customer Insights team. I am based in London, and I will cover marketing technology along with my colleague Cory Munchbach. Together we will help Customer Insights (CI) Professionals as they navigate the digital marketing landscape and make marketing technology investment decisions. With a background that includes more than 25 years’ experience in marketing, customer analytics, product management, and product marketing, with both large and small vendors in the marketing technology sector, I am excited about my new role at Forrester and on the CI team.
It’s no longer just your marketing team that uses social media for business purposes. Employees across the entire organization use social media for personal and professional reasons, leveraging social to drive real business for your company. The opportunities to enhance your brand, deepen customer relationships, and glean new customer insights are all too valuable to ignore -- but the risks are real too.
Moreover, the legal and regulatory landscape is evolving rapidly, complicating the ways in which you can manage social media and the myriad reputational, security, and privacy risks (among others) that expose your organization. To take advantage of these opportunities and still protect your company, you need new tools and technology to do this effectively.
We recently wrapped up our first ever evaluation on lead-to-revenue management (L2RM) platforms. In this 75-criteria evaluation, we identified the nine most significant solution providers in the category, and researched, analyzed, and scored them. I want to extend my sincere thanks to each vendor in the report — Act-On, Adobe, CallidusCloud, IBM, Marketo, Oracle, salesforce.com, Salesfusion, and Silverpop — for committing to and participating in the often grueling Forrester Wave™ evaluation process.
In the analysis, the Forrester team looked in detail at how the vendors support traditional business-to-business (B2B) lead management capabilities — lead capture, lead nurturing, lead scoring, and lead promotion — as well as meet the emerging needs of B2B marketers in cross-channel execution, social campaigns, and real-time, contextual triggers, optimization, and analytics.
The Forrester Wave process is extensive. Here are some of my key takeaways after having scored 675 criteria, reviewed the transcripts of 30 interviews, watched 18 hours of vendor demos, topped off with 9-plus hours of vendor strategy presentations:
The L2RM Platform Buyer Needs To Exercise Deep Due Diligence When Making A Platform Selection
My esteemed colleagues Renee Murphy and Nick Hayes joined me in a fully collaborative, marathon evaluation of 19 of the most relevant GRC platform vendors; we diligently pored through vendor briefings, online demos, customer reference surveys and interviews, access to our own demo environment of each vendor’s product, and as per Forrester policy, multiple rounds of fact checking and review. The sheer amount of data we collected is incredible.
Last month, I published an update to my 2011 Forrester Wave™ on talent management because the human resource management (HRM) market has experienced tremendous consolidation and many top-rated vendors have become part of other very large organizations. I defined “talent management” as encompassing performance, learning, succession planning, and career development. When I published my current Wave in March 2013, I continued to call it the “Talent Management Wave.” This has caused confusion, because in the past two years, the word “talent management” has morphed to include recruiting, which also has seen incredible growth and change. As the Wave is a deep dive into more than criteria and focuses on 10 vendors, I could not include recruiting within the parameters of the Wave. Recruiting is also very different, with many integrations with small boutique vendors that provide important services. But the questions kept coming: “Where is recruiting?”
I decided that the title, not the content, was the problem. Therefore, this Wave has a new, more representative, title: “The Forrester Wave: Learning And Talent Development, Q1 2013.” This title better describes my effort to showcase the suite vendors that own both performance (often including succession and career development) and learning applications and have devoted tremendous energy and resources to unify the two applications (with various degrees of success). Ideally, this means that a manager can identify an employee knowledge gap and, right from the performance app, select the best learning opportunity that will address the gap, and the activity or course appears on the employee’s individual learning plan. These applications look and feel like one application.
In 2011, my colleague James Staten and I published two light-weight vendor assessments on the private cloud and public cloud market. These solutions sit at the extremes of the IaaS market. To kick off 2013, I published a full vendor evaluation of a market that sits in between these two IaaS deployment types — hosted private cloud. Forrester's Forrsights Hardware Survey, Q3 2012 showed that 46% of enterprises are prioritizing investments in private clouds in 2013. While slightly more than half plan to build a private cloud in their own data center, more than 25% said they prefer to rent one. Hosted private cloud opens the door to a variety of benefits: 1) You reach cloud from day one. 2) Compute is dedicated from other clients. 3) It can enable future hybrid scenarios. 4) Easier-to-meet licensing and compliancy requirements. 5) Outsourcing the setup of the cloud and management of the infrastructure to focus on support and utilization.
Overall this report revealed no leaders, but it did show some strengths and weaknesses across the market and provide framework and sample criteria to assess vendors within this space. This research process also revealed some unexpected nuances within this space:
Hosted private cloud and virtual private cloud are often used interchangeably within the market — despite being distinct deployment types.
Level and method of dedication varies greatly by solution.
Layers managed differ greatly by solution.
Although agility is a benefit, few enable self-service access to resources to its end users. Ticket-based request systems are common.
Many enterprises are using hosted private cloud for some unexpected advantages: