Data Management Platforms Go Mainstream

Jennifer Adams

The holy grail of digital advertising is accurately determining who to target, when to target them, and what products to highlight. Data management platforms (DMPs) facilitate smarter media buying by unifying data from multiple sources to allow more accurate and detailed audience segmentation. In our recently published Ad Technology (Data Management Platforms) Forecast, 2016 To 2021 (US), we take a more in-depth look at the market. We examine demand for DMPs that support the programmatic advertising ecosystem, including platforms from vendors such as Adobe, Google, IgnitionOne, Krux, Lotame, Neustar, Oracle, and Wunderman (KBM Group). We conclude that:

DMPs have hit a tipping point, driving continued robust growth. While the US DMP market is relatively small at $500 million, we expect to see robust 43% annual growth over  the 2015 to 2021 period. We believe DMPs reached a tipping point in the past year or two as both marketers and publishers became increasingly aware of their benefits. CMOs are focusing on improving their marketing and advertising ROI, and DMPs demonstrate tangible value by clearly organizing data into taxonomies, identifying intent to purchase, and yielding higher conversion rates.

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12 Quick Observations On The Content Marketing Vendors In That Supergraphic

Ryan Skinner

Two days ago, Scott Brinker published his annual marketing technology supergraphic. It's now grown to some 3,800 vendors.*

There are, by my count, 159 vendors categorized in the content marketing part of his uberstack.

Some quick analysis of this collection:

  • First of all, a blob of logos is hard to relate to (but it looks intriguing, so I know why Scott does it). To see the 'content marketing' vendors in a more usable way, I made a list in this spreadsheet (three relevant colums: all 159 vendors, the 89 new ones he added this year, and the 21 that departed, for varying reasons).
  • Only a small handful of these vendors would ever be considered as an enterprise content marketing platform. Nine of these vendors made that cut last year.
  • The longer and harder you look at any space, the more vendors you will find. Vendors that were new this year, but which have been around for several years, include DivvyHQ, Inpowered, Livefyre, Oracle Content Marketing, Nativo, Outbrain, Pressly, Sprinklr, Taboola, TechValidate, TrackMaven, and Uberflip. It's possible many other of the 89 'new' entrants are not new, but I don't know them as well.
  • Only three of the 21 departed from the space are 'presumed dead'. The remainder were recategorized, pivoted or acquired (Storify by Livefyre, and Docalytics by Contently). Some pivots are likely equivalent to 'presumed dead' (in the content marketing space).
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B2B Marketing Technology's End Goal? Contextual Marketing!

Laura Ramos

I attended the "Galvanize" conference sponsored by Bulldog Solutions last week and had the pleasure of hearing Scott Brinker explore the changing landscape of marketing technology.  Investment in new marketing start ups and ideas is clearly at an all time high, as one look at the ChiefMarTec supergraphic will show. This is both good and bad for B2B marketers.  

Good: so many technology options make marketing an exciting place to work and to deliver more impact on the business.  Bad: wow, that's a lot of stuff to worry about investing in.

My colleague Rusty Warner recently published a report (subscription required) that can bring some clarity to B2B CMOs and marketing technologists thinking about technology investments as we move into 2016.

By breaking the marketing technology landscape into two basic categories -- systems of insight and systems of engagement -- the report both organizes an increasingly complex technology landscape and gives concrete examples of the types of solutions available to marketers today.

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A Formal Social Marketing Structure Is Key To Success In Asia Pacific

Clement Teo

Discussing with Asia Pacific marketers, I often hear that they struggle to find and recruit the right social marketing skills, including data analysts. While staffing is important insofar as tactics go, having a proper team structure to execute on these tactics is, in my view, even more crucial.

In fact, they can mitigate some of these HR challenges with a properly structured social team. My report on building a usable social team structure addresses how organizational models will evolve as social marketing matures. These models include the a) Hub, b) Hub and spoke and c) distributed hub and spoke. 

The Hub, for example, is meant to help firms that are starting out on social marketing. This could be a firm that is beginning to get more serious about how social is used strategically to drive business outcomes, or one that operates in highly regulated industries like banking and finance. The centralized hub model puts all of the responsibility (and money) for social marketing in the hands of one small team. This model provides training wheels for marketers for social marketing — especially in learning how to coordinate or test social marketing campaigns in the early phases of social maturity. A centralized hub acts as an incubator for social marketing experimentation and allows other teams to focus on their own objectives until the social program can be implemented at scale with minimal risk. Execution can be in-house, but some marketers partner with an external agency for additional dedicated resources.

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The Customer Insights Research Team Is Hiring!

Srividya Sridharan

Gone are the days when we have to “sell” the idea of using customer and marketing data to drive better business decisions. The sheer scale and diversity of customer data will provide rich new sources of insight and allow firms to effectively engage with customers using enterprise marketing technologies. In fact, customer analytics solutions, one of the emerging business solutions in our latest Top Emerging Technologies To Watch research, will have a significant impact in the age of the customer. And in order to activate insights from these customer analytics solutions, you need a robust set of marketing technologies to serve as systems of customer engagement.

If you are excited about challenging thinking and leading change for our clients in customer analytics and enterprise marketing technologies, we’d love to hear from you. We have two open Customer Insights analyst positions to focus on these critical coverage areas – customer analytics and enterprise marketing technologies. You will write research for, present to, and advise Customer Insights Professionals to help guide their customer data, analytics, and marketing technology decisions.

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Oracle Gifts Itself Another Data Platform

Fatemeh Khatibloo

Industry analysts know that major M&A deals, product announcement, and organizational changes can come at any time. But it still surprises us a little when a major player like Oracle announces a significant acquisition just days before Christmas. At any rate, Santa has come early for both Mr. Ellison and the Datalogix team this year.

We've just published a Quick Take on our perceptions of the deal, which holds a lot of promise. Our biggest concern? Realizing that promise requires some serious integration work, and so far, Oracle hasn't proven that it's especially capable of integrating the stack it's acquired for the Marketing Cloud offering. We also worry that Oracle's Data Cloud -- where Datalogix will sit -- is heading directly for a major privacy warzone. Whether Oracle is ready for that battle remains to be seen.

But the bigger picture is this: the Datalogix and Bluekai acquisitions, along with many others of the past year -- including Conversant by Epsilon, LiveRamp by Acxiom, and Adometry by Google -- are evidence of a fast-consolidating marketing and advertising technology landscape. 2015 will doubtless bring more M&A activity in this space, with a likely run on smaller technology and data vendors that have mostly been flying under the radar. What this race for the ultimate "marketing cloud" will mean to CI pros remains to be seen, but you should certainly anticipate plenty of shakeups in your vendor relationships over the next 18 months. 

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Notes From My Meeting With Pitney Bowes CEO Marc Lautenbach

Tim Sheedy

Back in July 2012, I authored a post about Pitney Bowes and the company’s focus on reinventing itself. At that time, the company had a great portfolio of software assets and a good overall market message — but its market approach was fragmented, its solutions were not integrated, and it was a difficult company to figure out from the perspective of a customer or prospect. About 15 months ago, Pitney Bowes appointed Marc Lautenbach as its new CEO to address these issues.

Fast forward to today. Last week I had the opportunity to spend some time with Marc while he was in Sydney. In his brief time with the company, he has sorted out a number of the challenges I was referring to — including giving the firm a laser-sharp focus on a few key areas, bringing traditional assets into the digital world, refining its sales model, and leveraging those areas in which it has competitive advantage.

Marc sees PB’s main opportunities in the following areas:

  • eCommerce. PB has the ability to classify assets for all types of commerce providers and ship them anywhere around the globe.
  • Location-based solutions. Not only does PB have great mapping information, but it can also integrate data from any domain and apply its own algorithms to make that data valuable.
  • Printers, sorters, meters, and inserters. This isn’t a fast-growing business, but it’s a big one — and one that’s still important to many companies. It’s also a segment in which PB has some unique capabilities.
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Siebel & Eloqua: Can You Outrun Your Future?

Rob Brosnan

"Logan: That's the way things are. The way things have always been."

In Redwood City this week, the answer I heard from Oracle was an emphatic yes. At Oracle's Industry Analyst World, the company stressed its cloud bonafides against Salesforce, IBM, and SAP with its new Customer Experience (CX) Suite. The CX Suite is a horizontal offering, assembled primarily from acquisitions, newly rechristened as Oracle Marketing (Eloqua), Oracle Commerce (ATG, Endeca), Oracle Sales (Oracle CRM On Demand), Oracle Service (RightNow), Oracle Social (Collective Intellect, Vitrue, Involver), and Oracle Content (Fatwire).

The Software as a Service (SaaS) suite promises to deliver a lower total cost of ownership, easier integration, and faster time to value for a business looking to streamline its enterprise software providers. While Oracle's approach is to lead with SaaS, it also promotes an Enhance, Augment, Migrate strategy, enabling existing customers to extend an on-premises deployment --- think Siebel Loyalty --- with one or more CX products, say Eloqua's email delivery capabilities.

You Can Outrun Your Past

So what does it mean for Eloqua? Marketers using or considering Eloqua should recognize that Oracle:

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MOVE BEYOND THE CAMPAIGN

Rob Brosnan

Standing in an aisle of a big box retailer, I bought a new electric shaver from a competing retailer’s online store. The store’s shaving display reminded me that my razor was dying. Not knowing which to choose, I twitched for my iPhone, scanned a barcode, read several reviews, explored competing products, found the best price, and ordered it with free shipping. I saved $75 over the same model I could have purchased then and there.

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Move Beyond The Campaign

Rob Brosnan

Standing in an aisle of a big box retailer, I bought a new electric shaver from a competing retailer’s online store. The store’s shaving display reminded me that my razor was dying. Not knowing which to choose, I twitched for my iPhone, scanned a barcode, read several reviews, explored competing products, found the best price, and ordered it with free shipping. I saved $75 over the same model I could have purchased then and there.

My example is commonplace today. Perpetually connected customers – 42% of US online adults and 37% in Europe – can engage brands at any place, any time, and at any velocity. The technology trends that lead retailers to worry about showrooming touch every industry. Each brand must anticipate connected customers’ demand for information, reviews, and engagement. They must realign technology, processes, and talent to recognize customers in microseconds, using real-time signals to predict their needs and paths to purchase. And they must see that this problem can’t be solved with faster technology alone.

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