Marketing resource management (mrm) gleanster 2014 benchmark report

2014

Gleansight Benchmark Report Content Part 1: Topic Overview Part 2: Reasons to Implement Part 3: Value Drivers Part 4: Challenges Part 5: Performance Metrics Part 6: Success Story Part 7: Vendor Landscape

Sidebars Survey Stats Benchmark KPIs Core Technologies Gleanster Numbers Vendor Quick Reference Guide

Marketing Resource Management (MRM) Marketing resource management (MRM) technology is the administrative backbone for day-to-day marketing operations. These systems were originally deployed at very large enterprises that needed to coordinate back-office marketing activities for hundreds of marketers in offices around the globe. Today, a variety of delivery options and features make MRM accessible to companies of all sizes. MRM is often synonymous with marketing operations, although the term marketing operations encompasses both process and technology considerations. Marketing operations is the lifeblood of campaign execution – it’s the people, processes, and technologies that plan, create, execute, and measure how customers and prospects engage with the brand. We call this the marketing value chain, and it embodies the business planning, creative development, execution, and measurement that supports multi-channel marketing communications with customers. The capabilities in MRM systems make the marketing value chain more efficient and effective.

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What we know to be true, even in 2015, is most large bands do a very poor job of optimizing marketing operations processes. Repetitive and cumbersome tasks in marketing are often supported manually with shared drives, dozens of niche or legacy internal applications, email communications, spreadsheets, and the wisdom of internal resources. How do you know there is an opportunity to improve marketing operations at your organization? If, god forbid, something happened to one or two of your best brand marketing resources, would it cripple your marketing processes? If the answer is yes, it’s time to consider MRM as a way to make operational processes more efficient, standardized, and scalable. MRM is a technology infrastructure designed to centralize and align marketing operations more efficiently and give executive leadership better visibility into execution and marketing effectiveness. Three factors have slowed adoption of MRM. 1. Given the average tenure of a CMO (3 years) and the scale of MRM investments, executive leaders often shy away from sponsoring MRM initiatives that require process re-engineering in brand marketing, divestments in legacy systems, and often impact hundreds of internal stakeholders.

2. A misconception that “the way we are doing things” is working – despite inefficiencies and less than ideal processes marketing gets things done. When MRM is one of many potential technology investments for an organization it may end up low on the funding totem pole.

3. Confusion about the available technologies and a lack of knowledge about how to justify investments, manage change, and mitigate risk.

Common reasons to invest in MRM That said, every CEO and CMO would agree that marketing operations is essential to top line growth. Nevertheless, marketing operations technology investments remain one of the most ignored (and potentially most profitable) investments in day-to-day operational execution. More often than not, investments in MRM are championed by a single catalyst or business need.

•

The CMO asks how many events the brand was involved in last year, and it takes brand marketers three months of manual efforts and digging through Excel to come up with an estimate (which may or may not be accurate).

•

The CMO wants holistic visibility of campaign execution and measurement across all business units or regions – but it doesn’t exist.

•

The CMO wants to know how much money is being spent with marketing vendors and where there are opportunities for consolidation or cost savings – but the information is not available.

•

Legacy systems are breaking down under the weight of channel proliferation, campaign execution, or changes in the business model.

•

A new CMO came from an organization that had MRM; they know MRM is essential to supporting the complexity of multi-channel offline and online execution.

•

The competition somehow reacts to market events 2-3x faster, creating a competitive advantage that is causing you to lose market share.

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What features do marketing resource management solutions offer?

MRM systems typically include two or more of the following capabilities: •

Strategic attribution: The ability to create a hierarchy of strategic imperatives and goals from within the system and link every activity to one or more goals. This gives executive marketers visibility into how spend is being allocated to meet strategic targets and objectives on a periodic basis.

•

Budgeting & planning: MRM solutions typically integrate with the financial system of record so marketing budget can be allocated and tracked from within MRM at a more granular level. Budgets can be approved, moved, re-allocated, and canceled from within MRM for a holistic view of spending and forecasted spend.

•

Co-op and MDF fund management: In a distributed marketing environment where a national or global brand is managed by a network of affiliates or local entities some MRM systems provide a more efficient way to manage shared investments in marketing.

•

Workflow: Role-based security allows business rules to be customized for different users.

Marketing projects, production processes, and activities can be systematically mapped within MRM to assign tasks and timelines to specific roles. Business rules can be configured to route tasks through approval workflows and ensure timely delivery of projects. Workflow gives marketing executives visibility into the marketing cycle time and granular drill-down into bottlenecks or resource constraint issues before they manifest themselves in lost revenue.

•

Offer management: Offers can be configured within MRM and systematically optimized based on business rules and an offer optimization engine. This allows offers to be associated with specific campaigns to close the loop on ROI from production to execution.

•

Asset management: Most MRM systems have a rudimentary form of digital asset management (DAM) built into the system. This allows assets that are in progress, production ready, or archive ready to be routed appropriately during the production process and can provide an effective means of capturing meta-data from users who have context about the asset use or intended use.

•

Project management: MRM assigns specific roles to specific tasks and can be configured to govern the cycle-time on various tasks. Marketing projects can then be aggregated on a marketing calendar and flagged as on-time or late for further action.

•

Marketing calendar: Marketers struggle with managing global calendars, especially in enterprise environments. Instead of managing dozens of Excel calendars or separate tools for each department, MRM users can add all activities automatically to a central marketing calendar, with role-based views of marketing activities.

•

Marketing taxonomy: Configure standardized views of products, geography, the marketing organizational hierarchy, campaigns, and customer segments from within MRM.

•

Partner and supplier access: MRM provides portal based access to fulfillment, agencies, and marketing services partners who play an ongoing role in marketing operations.

This Gleansight benchmark helps marketers at all levels understand how they can best take advantage of MRM’s potential. Based on the experience of active MRM users, it shows how the most successful marketers are using their systems, what challenges they faced, and which solutions they found most effective. Marketers who are just considering their first MRM system will find valuable insights into setting realistic goals, anticipating roadblocks, and measuring success. Marketers already using MRM will be able to compare their own results with their peers, identifying areas of excellence and opportunities for improvement.

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All marketers will gain a richer understanding of how MRM can support their entire marketing operation, providing a foundation for future success.

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Gleansight: 2014 Marketing Resource Management Survey Stats The research findings featured in this Gleansight benchmark report are derived from the Q4 2014 Gleanster survey on marketing resource management.

• Total survey responses: 366 • Qualified survey responses: 298 • Company size: <$1M (11%); $1 10M (7%); $10-250M (19%); $250M - $1B (20%); >$1B (43%) • Geography: North America (93%); Europe (7%) • Industries: Retail (27%); Technology & Media (15%); Financial Services (19%); Manufacturing (4%); Healthcare (3%); Restaurant (3%); Life Sciences (3%); Other (21%) • Job levels: C-level (4%); SVP/ VP (20%); Director (11%); Manager & Staff (65%)

Sample survey respondents: Out of 366 respondents only 2 were willing to share name, title, and company affiliation. That’s a first for us. We can however list a few brands represented in the data: Whirlpool Wells Fargo Sports Clips Haircuts Textron Aviation Bank of America ProBuilder Mattel

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Part 1: Topic Overview Marketing resource management software supports the marketing operations of an organization. Primary functions include marketing planning and budgeting, marketing project management, and marketing content management including approval workflows. Systems may also manage some procurement, such as purchase of printed materials and of marketing services, but media buying is generally done separately. Other components of marketing execution are also excluded, including customer and prospect databases, mailing list segmentation and campaigns, content creation, and website management. Reporting and analysis are largely limited to supporting the system’s main functions. Functions such as production reporting, predictive modeling, and return on investment calculations might draw on some MRM data but would be performed outside of the system.

Companies purchase MRM systems to improve the efficiency of their marketing operations. Without MRM, marketing departments use disconnected systems and spreadsheets to build plans, set budgets, track projects, manage approvals, record costs, and store content. This fragmentation has always made it difficult for marketers to share updated data and current marketing materials, to track and coordinate activities, and to standardize processes. The problems are magnified as companies market through more channels, create more content for different segments, react more quickly to market changes, work with staff and vendors in more locations, and face tighter regulatory requirements. Faced with these new burdens, marketing operations risk catastrophic collapse – or, almost as bad, slow drowning in a rising tide of small errors and inefficiencies.

A central MRM system reduces the marketing operations workload by eliminating duplicate data entry, enabling collaboration within the marketing department and with outside resources, providing superior tools for project and content management, maintaining an integrated framework that relates high-level marketing plans to specific campaigns and projects, producing a marketing calendar, reconciling budgets with actual expenses, and making data accessible for more sophisticated analysis. These features allow a company to define standardized processes for regular marketing tasks, to track compliance with those processes, and ultimately to identify and implement improvements. By streamlining internal operations, the MRM system frees marketing resources for more productive use in customer-facing promotions.

The increasing popularity of MRM systems reflects both the greater need for the operating efficiency and the wider availability of solutions as early MRM systems mature and the software-as-a-service model simplifies deployment. It is also part of a broader wave of technology adoption among marketers, who are also upgrading their systems for media buying, email campaigns, social media, Web site management, customer data, and analytics. Many organizations cannot upgrade all these systems simultaneously, due to limits in capital budgets and, more important, in the amount of technical and business change they can support. This competition

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with other projects poses an additional barrier to MRM deployment and encourages marketers to use MRM features built into comprehensive marketing suites. Although the most suitable approach will depend on each companyâ&#x20AC;&#x2122;s particular situation, nearly every marketing department can benefit from some version of MRM functionality.

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Part 2: Reasons to Implement What are Reasons to Implement?

Reasons to Implement are the reasons Top Performers invested, or plan to invest, in a technology.

These also represent the most common ways to justify the investment.

Benchmark KPIs Gleanster uses 2-3 key performance indicators (KPIs) to distinguish “Top Performers” from all other companies (“Everyone Else”) within a given data set, thereby establishing a basis for benchmarking best practices.

By definition, Top Performers are comprised of the top quartile of qualified survey respondents (QSRs).

The KPIs used for distinguishing Top Performers focus on performance metrics that speak to year-over-year improvement in relevant, measurable areas. Not all KPIs are weighted equally.

The KPIs used for this Gleansight are: • Year-over-year increase in revenue

The overarching reason to implement marketing resource management is to improve the efficiency of marketing operations. But this general goal encompasses many specific improvements, and different companies will assign different weights. One common objective is cost reduction, achieved by reducing the staff time required for specific tasks, by reductions in errors and rework, and by better managed procurement spending. Another key objective is standardization of marketing processes, which ensures more reliable execution, less reliance on individual workarounds, and compliance with regulatory requirements. A third set of goals relates to the greater visibility into marketing operations gained by replacing stand-alone systems and private spreadsheets with a shared central system. This provides marketing management with greater control over operations and a clearer picture of results, helping them allocate resources to the most effective programs and channels. Many other, specific goals fall within these general categories.

Six out of ten Top Performers have deployed MRM technologies. (Top Performers are 2x more likely to invest in MRM than Everyone Else.) It’s good to see companies get back to the basics with respect to the reasons to implement MRM. Top Performers stated that the top two reasons they invested in MRM were productivity (cost savings) and multi-channel marketing optimization. The data suggests that Top Performers have an affinity for using MRM to make multi-channel customer engagement scalable for the brand. Average organizations cited the top two reason to implement was standardization of repetitive marketing tasks (followed by streamlined internal workflow). This data highlights a sad reality for average performing firms – Top Performers have cracked the nut on multi-channel marketing and are therefore more likely to deliver exceptional customer experiences while average marketers struggle to make legacy processes in legacy channels more

To learn more about Gleanster’s research methodology, please click here or email research@gleanster. com.

efficient.

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MOST COMPELLING REASONS TO IMPLEMENT MRM FOR TOP PERFORMERS*

95% Say:

Decrease marketing costs.

86% Say:

Optimize marketing spend across channels. ** versus 53% of Everyone Else

82% Say:

Manage brand consistency.

* According to Top Performers, based on 298 Qualified Survey Responses to the Q4 2014 survey on MRM. **According to Everyone Else shown only when a notable disparity occurs relative to Top Performers

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Decrease marketing costs. MRM systems help to reduce costs in many ways. Because the entire marketing department can work on the same system, less labor is spent copying data from one source to another and in updating colleagues about program status. Tangible cost savings can be calculated by taking an average marketing salary and calculating the cost of current processes (without MRM) â&#x20AC;&#x201C; by number of resources, frequency of the task, and over a period of 3-5 years. For most marketers itâ&#x20AC;&#x2122;s shocking to realize that time savings on process efficiency can justify a seven-figure budget for consulting and licensing on an MRM investment. Comprehensive budget vs. actual reporting inside MRM also makes it easier to spot unexpected costs and anticipate overruns. A clearer view of marketing results lets management shift spending toward more effective programs, either reducing the cost of achieving the same target or

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gaining additional results for the same budget Optimize marketing spend across channels. The MRM system provides comprehensive, consistent information on marketing program costs and results.

As the complexity of digital channels continues to multiply, managing offline and online marketing spend, campaigns, and brand consistency will require a standardized process that can be replicated, audited, and referenced over time. Today, many enterprises support multi-channel efforts in separate departments, leading to redundant processes, creative, copy, and spend.

MRM helps align multi-channel efforts to a central system where leadership can gain holistic visibility over the brand and the customer experience. This insight can be converted into return on investment figures, which allows marketers to compare returns for different programs and shift spending to the most productive use. Other

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considerations also impact optimization decisions, such as the role played by different programs (acquisition, retention, etc.) and revenue targets by product line. The MRM system can classify programs along those lines, helping marketers understand the net impact of any budget shift and the campaigns that were designed to address marketing strategy objectives.

Manage brand consistency. The MRM content repository makes it easier for dispersed marketers to share the same marketing materials. Most systems give administrators extensive control over which materials and which functions are available to individual users. This allows wide distribution of materials without risking unauthorized changes. Some MRM systems also have sophisticated distributed marketing functions that let channel partners, such as sales agents and dealers, download selected materials and make tightly controlled modifications. These features may

automatically customize the materials with information such as the channel partnerâ&#x20AC;&#x2122;s address and product lines handled.

Improve marketing cycle time. MRM helps eliminate cumbersome email approval processes that frequently result in lengthy delays due to vacation time and attrition in marketing (and canâ&#x20AC;&#x2122;t be audited to determine where the breakdown in communication took place). MRM systems speed marketing production by eliminating duplicate effort, enabling workers to access materials from a shared repository, and automatically managing the review and approval processes. The system may also provide efficient content creation tools, automated localization (such as versions in different languages), and tools to streamline procurement.

Improved reporting also yields shorter cycle times by letting marketers view and react to program results more quickly.

COMPELLING REASONS TO IMPLEMENT MRM FOR TOP PERFORMERS*

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75% Say:

Improve marketing cycle time.

65% Say:

Standardize repetitive marketing processes.

60% Say:

Streamline workflow with internal stakeholders (Finance, Legal,

* According to Top Performers, based on 298 Qualified Survey Responses to the Q4 2014 survey on MRM. **According to Everyone Else shown only when a notable disparity occurs relative to Top Performers

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Standardize repetitive marketing processes. MRM systems provide a structure for the processes they manage, including planning, budgeting, project management, and approval workflows. This structure makes it easy to track compliance with standard procedures. Many MRM products go further to include detailed task lists for each project, which lay out the specific process steps for users to follow. Users can generally create templates that contain standard lists for different types of projects. These are extended with specific details, such as dates and staff members, when the project is created.

Projects can then be centralized on a marketing calendar supported by role-based security. Line of business workers can manage the calendar, which only shows relevant projects for that group, while executive leadership can view all activities classified by group, division, or business initiative.

Streamline workflow with internal stakeholders (Finance, Legal, Operations). Workflow features in the MRM system can extend beyond the marketing department to include other groups that are involved in program creation and approvals.

This includes legal and compliance departments for regulatory sign-off on contents, finance for budget control on programs, and operations for coordination on execution. Building these communications into the standard workflows ensures that these stakeholders are included automatically and with a minimum of additional effort.

Optimize multi-channel content production. MRM can be used like a hub to connect ancillary processes like copy creation, creative, and translation to marketing projects. That means the same copy or creative can easily be re-used for projects that support different channels. This helps maintain

LEAST COMPELLING REASONS TO IMPLEMENT MRM FOR TOP PERFORMERS*

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59% Say:

Optimize multi-channel content production.

56% Say:

Gain visibility into marketing spend.

52% Say:

Improve the accuracy of budgeting and planning.

* According to Top Performers, based on 298 Qualified Survey Responses to the Q4 2014 survey on MRM. **According to Everyone Else shown only when a notable disparity occurs relative to Top Performers

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Gleansight: 2014 Marketing Resource Management brand consistency across the web, print collateral, email, and mobile communications.

Gain visibility into marketing spend.

The planning and budgeting features of the MRM system provide a standard, shared framework for tracking marketing expenses. This framework helps marketers relate expenses to larger categories such as customer segment, product line, and program purpose (acquisition, retention, cross-sell, etc.). Reporting features in the MRM system present this data in different ways to meet the needs of different users. Analytical features allow deeper exploration of spending trends and results.

Improve the accuracy of budgeting and planning. As programs are managed within the MRM system, it builds a history of costs and results.

This data is already tagged with attributes such as program type, channel, product, and target segment.

This makes it easy for marketers to look for patterns in past projects, such as consistent cost overruns in a particular type of program or department. It also gives them a basis for estimating future costs by looking at actual results of comparable projects already completed.

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Improve compliance with regulatory requirements. Content management features of MRM systems include several capabilities that support compliance. The most important is the ability for workflow features to route new materials to compliance officers for review. Many systems also provide mark-up features that let reviewers add comments to clarify any issues they uncover. In addition, the system may be able to enforce constraints on content use, such as limiting it to specific geographic areas (i.e., states where a product is authorized), customer groups (such as people over age 18), or date ranges.

Gain a holistic view of marketing

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10 events and campaigns. Marketing programs for different channels or products are often executed in separate systems. The planning and budgeting features of the MRM system may be one of the few places to unify information from these different sources. This provides a comprehensive view of spending across channels and, depending on the data feeds, may extend to results such as responses and revenues. This can form the basis for return on investment analysis and marketing budget optimization.

Coordinate multi-channel program development and execution. The MRM system may store marketing materials that are either created within the system or loaded from other sources. Having this shared, central repository makes it easier to later modify the original content for reuse across different channels. A central repository also helps marketers to ensure that all versions of an item are updated or removed from use when appropriate. Companies also benefit from having a single set of workflow features for content creation, approval, and distribution.

Multi-channel programs often require coordination among separate groups within the marketing organization. MRM planning and program management features simplify this by letting everyone work from shared, integrated task lists and schedules. Similarly, content management features help coordinate content development by providing all groups with a single tool for review and approvals.

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Part 3: Value Drivers What are Value Drivers?

Value Drivers represent the processes, organizational considerations, and tactics that help Top Performers maximize the return on investment in a technology initiative.

These are the things Top Performers would attribute to the successful implementation and use of a technology.

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Deployment of MRM requires training on the new system, changes to business processes, and integration with other systems. The scope of change can be huge: it may involve nearly every marketing employee and process, plus workers in related departments, at suppliers, and at channel partners. Technical implementation tends to be relatively straightforward, especially in SaaS systems where there is no software to run in-house.

However, there may be significant data to load from existing systems, often accompanied by format conversions and added tagging to make the data useful in its new environment.

The deployment effort must be managed effectively for the system to deliver its full value. Success begins with selection of a suitable system, continues with careful planning of the scope and sequence of changes, and relies on training and incentives to ensure the new system is used as intended. Management support, organizational adjustments, and adequate investment in external resources are essential

Integration with other systems.

Marketing operations processes demand interactions with a variety of stakeholders including finance, IT, sales, channel sales, and suppliers. As such, you should look for MRM systems that will integrate seamlessly with other back-office systems like CRM, ERP, and campaign management. Integration is a huge challenge for MRM and frequently requires custom consulting and support from partners. Make sure you have a very strong business case for integration and customizations, as these changes may impact the future support for the new MRM system, the more rigid the customization the more it costs to support in the future.

That said, integration with ERP may be critical for aligning budgeting and forecasting with the financial system of record. Integration with WCM could help feed creative or copy to the website or make offline documents available for display online. Itâ&#x20AC;&#x2122;s also very common to see product information management systems and translation

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services integrated with MRM for a seamless project flow, even when work effort takes place outside of MRM. Bottom line, thereâ&#x20AC;&#x2122;s no reason to duplicate data, so if information resides on other systems (CRM, DAM, video management, etc.), use available APIs to pull that information into MRM as needed.

Ongoing training and development.

Companies often invest heavily in training when a system is first deployed, but then fail to continue training after the initial push. This can cause a steady decline in system effectiveness, as new users are not taught the correct procedures or system shortcuts. Even experienced employees should get regular retraining both to learn about new features and to learn advanced techniques that were not covered in the initial training. Continuous training also helps to ensure that standard procedures remain consistent throughout the organization, instead of fragmenting into variations developed by local groups.

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MOST IMPORTANT VALUE DRIVERS FOR MRM ROI ACCORDING TO TOP PERFORMERS* Destination...

MAX ROI!

100%

50%

96%

Integration with other systems.

78%

Ongoing training and development.

73%

Integrate data and activities across multiple systems.

* According to Top Performers, based on 298 Qualified Survey Responses to the Q4 2014 survey on MRM. **According to Everyone Else shown only when a notable disparity occurs relative to Top Performers

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Integrate data and activities across multiple systems. In some cases, MRM gains much of its value from integration with other systems, such as accounting, customer relationship management, or marketing automation.

This happens when MRM is controlling activities in those systems, such as content delivery or program deployment, or when those systems are feeding MRM with critical information about costs and results. Such integration may require a more technically complex deployment than a typical MRM implementation. Companies with this requirement need to examine integration capabilities very closely during their system selection process. As a general rule, itâ&#x20AC;&#x2122;s a good idea to minimize highly customized integration with other systems by re-engineering processes instead of technical customization.

Excessive customization demands long-term dependence consultants and technical resources and can impede software updates or system changes down the line.

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System ease of use. Most MRM systems have many users, who bring varying degrees of involvement in the system and technical skill. A system that occasional users can learn with a minimum of instruction is critical; so is a system that heavy users can operate quickly and easily once they are trained.

While these goals do not necessarily conflict, they must still be assessed separately during the selection process.

Assessment must also focus on the specific capabilities the company plans to use: many MRM systems have a much broader array of features than any single company would require.

Determining in advance which features you need is essential to acquiring a system that meets your particular needs.

Establish a center of excellence for marketing operations. In a very large organization, the potential scope of MRM deployment may be so large that even a phased approach is still too difficult. These and other organizations

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might establish a center of excellence as an internal resource to help different groups of marketers with their own local deployments. The center of excellence provides expertise similar to outside resources, but more familiar with the company’s internal processes, needs and culture. The center of excellence also helps to create consistency throughout the marketing organization, making cooperation easier as marketing operations become more integrated over time.

Cross-departmental roll-out: marketing, finance, legal, etc. Highly regulated industries or highly dispersed organizations may focus on crossdepartmental deployment as a key value driver for MRM. These deployments require special care because the key users are not within marketing and may not be initially committed to MRM’s success. Executive sponsorship, extensive training, and ease of use are likely to play especially important roles in this situation. Tight integration with

whatever external systems the other departments rely on may also be critical.

Executive level champions.

Employees are often reluctant to change their existing processes, especially if they seem to work well.

Management support is needed to make clear that change is not optional.

Senior-level support is particularly important for MRM processes that cross organizational lines, since department leaders may not be willing to cooperate unless their common boss tells them to. But, while champions are important, they cannot substitute for well-considered plans and effective execution: project managers must ensure that they are asking employees to make changes that will ultimately work.

Engage third-party experts/ consultants. Outside resources can provide specialized expertise the organization lacks, such as process re-engineering or user training, or may

IMPORTANT VALUE DRIVERS FOR MRM ROI ACCORDING TO TOP PERFORMERS* Destination...

MAX ROI!

100%

50%

68%

System ease of use.

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55%

Establish a center of excellence for marketing operations.

50%

Cross-departmental roll-out: marketing, finance, legal, etc..

* According to Top Performers, based on 298 Qualified Survey Responses to the Q4 2014 survey on MRM. **According to Everyone Else shown only when a notable disparity occurs relative to Top Performers

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simply offer an extra set of hands to workers who cannot both deploy the new system and complete the regular work. Because effective planning and good initial results are so critical to long-term success, companies should ensure that they deploy adequate resources, including outside experts as necessary. However, terms of engagement should ensure that the necessary skills are transferred to company employees so the outside experts do not become a permanent cost. A typical MRM rollout from implementation through configuration and training could take anywhere from a year to a year and a half depending on the level of process re-engineering required. Consultants can bring field tested best practices to the table to manage a successful investment with long-term benefits.

disaster. Implementation phases should be carefully chosen so the scope of each step is limited and still lays a foundation for future change. One strategy is to start with a small number of heavy users, who will be thoroughly trained on the system and then deploy a sequence of changes fairly quickly.

Changes that involve a large number of casual users, such as approval workflows, can be deferred until the core system is running smoothly and the heavy users are familiar enough to help others as question arise. This minimizes the time they must spend straddling the old and new processes. Success also allows project stakeholders to champion a small win and aligns stakeholders that will be impacted in future phases.

Phase the implementation. MRM systems may touch every process in a marketing organization, but changing everything at once is a recipe for

LEAST IMPORTANT VALUE DRIVERS FOR MRM ROI ACCORDING TO TOP PERFORMERS* Destination...

MAX ROI!

100%

50%

46% Executive level champions.

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27%

25%

Engage third-party Integration with experts / consultants. digital asset management system(s).

* According to Top Performers, based on 298 Qualified Survey Responses to the Q4 2014 survey on MRM. **According to Everyone Else shown only when a notable disparity occurs relative to Top Performers

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Part 4: Challenges Challenges Challenges represent the various roadblocks to watch out for before, during and after a technology implementation. These are the things that prevent Top Performers from maximizing the return on technology investments.

MRM projects often face significant obstacles to success. Some are common to all system projects, such as lack of funding or management support. Others are related to the nature of MRM, which relies on adequate marketing processes, willingness to share data across departments, and deep employee engagement. Another set reflects todayâ&#x20AC;&#x2122;s marketing environment, where systems must deal with an ever-expanding array of marketing methods and marketers must face ever-increasing demands to prove the value of their investments.

Meeting these challenges takes planning and perseverance. Some can be prevented altogether by adequate preparation, such as developing a clear business case with a sound return on investment projection. Others, such as support from IT or senior management support, are outside of marketingâ&#x20AC;&#x2122;s control but can be influenced by marketing actions. Environmental factors such as organizational culture, existing corporate systems, and regulatory constraints, must be factored into project plans even though marketing cannot change them.

Organizational culture. Specific problems such as poor processes, lack of cooperation, and low management support are often part of the broader organizational culture. Companies that are generally disorganized and fragmented will have an especially difficult time adapting to the more rigorous, integrated approach required

by MRM. Leaders in those organizations should move carefully to deploy MRM in small groups whose culture can be adjusted over time, and bring to bear as many external resources as possible when changes involving large groups are unavoidable.

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Employee training. Training remains a significant hurdle for Top Performers, who are two times more likely than Everyone Else to already use MRM technologies. Change management must be managed and therefore ongoing training for new employees must be a consideration. MRM

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technology can be a little overwhelming for non-technical marketers. The biggest challenge facing MRM adoption is continuous support and ongoing optimization. The minute MRM becomes an administrative task rather than a value added enabler, users may resort to processes outside of MRM, and you can toss any return on investment out the window.

Lack of funding. MRM competes for funding with other projects within marketing, even as marketing competes for funding with other departments. The cost of MRM is generally significant but not overwhelming, so whether it gets funded is largely a matter of whether it seems like a better investment than alternative projects. The out of pocket cost is often reduced by using SaaS systems that are bought through a relatively low-cost monthly subscription rather than a single, large license purchase. In some cases,

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16

MOST CHALLENGING ASPECTS OF MRM FOR TOP PERFORMERS* 100%

50%

91%

Organizational culture.

73%

Employee training.

67%

Lack of funding.

* According to Top Performers, based on 298 Qualified Survey Responses to the Q4 2014 survey on MRM. **According to Everyone Else shown only when a notable disparity occurs relative to Top Performers

the SaaS payment can be funded out of operational budgets, avoiding the need for a formal capital appropriation.

Marketers should also consider the added staff time and outside services required for a successful deployment, and plan to fund these as well.

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Prioritizing against other initiatives MRM initiatives (or any productivity/ efficiency initiative for that matter) can be difficult to justify when the organization is laser focused on top line growth. Usually marketers know processes stink and they could be a lot better with support from the right technologies. But you need tangible metrics for justifying MRM. Look for catalysts and constraints in the business that frustrate senior leaders – long cycle times, lack of visibility, redundant processes, legacy tools that blow up, etc. MRM initiatives are ONLY funded if you can demonstrate why the current state of the business is inefficient and how the future state of the business will be more efficient using MRM. That means marketers need to take the time to document the processes and point out the constraints and issues for

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financial decision makers. If you can show that spending $1M will save $6M over three years, that’s an initiative everyone can fund. Think of it his way, every initiative that is funded has a risk and a reward, as the project champion for MRM you need to demonstrate that the reward is tangible AND more importantly the risk of failure is negligible. Safe investments get funding.

That said, you should also approach MRM from a milestone standpoint, you fund Phase 1, and measure the success. We have never heard of a successful big bang investment in MRM. Dependence on legacy systems.

Marketing processes that were designed before MRM may use existing corporate systems such as email, reporting, and web content management. A new MRM system may not provide all the same functions, meaning that a process draws on both MRM and the legacy system to execute. Such processes are often redesigned during MRM deployment to separate the systems. As a general rule of thumb you don’t want to automate inefficient legacy processes in the new system – you’ll just accelerate mediocre

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CHALLENGING ASPECTS OF MRM FOR TOP PERFORMERS* 100%

50%

55%

49%

Prioritizing against other initiatives.

Dependence on legacy systems.

43%

Cross function alignment.

* According to Top Performers, based on 298 Qualified Survey Responses to the Q4 2014 survey on MRM. **According to Everyone Else shown only when a notable disparity occurs relative to Top Performers

results. Really kick the tires on why a process exists, and if it’s not a value add to the business, kill it. Use MRM initiatives to trim the fat on marketing processes. Your old legacy system shouldn’t be replicated 1:1 in a new system. That’s difficult for marketers to understand sometimes.

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Cross function alignment. Marketers are by nature creative, and they will find very creative ways to manage the most complex problems. But marketers can also be very resistant to change, and the thought of uprooting existing processes in lieu of a centralized system can be very unsettling for marketers.

But MRM initiative also frequently interface with IT, Finance, and Sales.

While marketers know how bad things are, other departments may not value initiative. Top Performers gain support by eliciting early feedback from outside departments in an effort to improve visibility, data capture, and process alignment. MRM isn’t just an opportunity to improve marketing; it should simplify how other departments interface with marketing.

Poor marketing processes. MRM

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is built around marketing processes.

Companies that start with poor processes must add the burden of designing new ones to the other steps in MRM deployment. Since those companies probably lack strong process design skills, they should carefully consider bringing in external resources to help. They should also pay extra attention to training and process compliance during deployment. For Top Performers, success is dictated by careful planning and process alignment long before a system is configured.

Some Top Performers indicated they spent twice as much time documenting and optimizing processes as they did actually configuring these processes.

Remember: garbage in, garbage out.

If you rush the implementation and implement sub-par processes in a new system it amplifies and streamlines mediocre results.

Lack of senior management support. The key executive sponsor for MRM is the Chief Marketing Officer, since MRM affects nearly everyone within marketing and relatively few people outside. Support may also be

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18

LEAST CHALLENGING ASPECTS OF MRM FOR TOP PERFORMERS* 100%

50%

36% Poor marketing processes.

31%

31%

Lack of senior Lack of ROI / Unable management support. to justify investment.

* According to Top Performers, based on 298 Qualified Survey Responses to the Q4 2014 survey on MRM. **According to Everyone Else shown only when a notable disparity occurs relative to Top Performers

needed from leaders in Finance and Information Technology groups, who will assess the business case and technology implications. After approval, the CMO must continue to support the project to ensure that workers within marketing work to ensure a successful deployment. A strong senior leadership team is a core differentiator for Top Performing organizations. The biggest risk to the investment is not the technology, but people. Executive champions should take a vested interest in ongoing communication about the benefits, goals, and decisions made during the project rollout. Inevitably, there are always a handful of resistant resources who may require some strong-arm encouragement before divesting of legacy processes or systems. Interestingly, the stakeholders and executives who initially resist the most often become some of the biggest advocates of MRM years down the line.

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Regulatory constraints. Government regulations may specify that data is treated in particular ways to ensure privacy or create an audit trail. The MRM system may play a key role in

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meeting these requirements. If so, the necessary capabilities will be part of the selection criteria. Compliance will also be part of deployment planning, process design, configuration, and user training. Meeting regulatory standards can consume a large portion of the implementation budget.

Lack of IT support. Many MRM systems are offered as a vendor-hosted service, minimizing the IT effort required for deployment. But even in those situations, the IT department may be involved in project assessment and vendor selection. IT assistance may also be needed to integrate MRM with other corporate systems, to manage access across company firewalls, and to ensure compliance with corporate security policies. If internal IT resources are not available, most MRM vendors have service teams that can handle much of the process. In these situations it’s critical to document the data governance decisions that were made to protect the investment at a later time. More often than not, when IT isn’t involved initially, they soon find out the project has a massive impact on the

Gleansight: 2014 Marketing Resource Management organization and can slow the rollout process.

Lack of ROI/Unable to justify investment. MRM can usually be justified in terms of cost savings.

However, developing specific, creditable estimates can be hard, especially in organizations that lack strong marketing operations discipline. Marketers in this situation can sometimes identify enough savings to pay for the system by focusing on particular benefits such as reduced revisions or greater materials reuse. In other cases, marketers may be able to justify the system by assuming a small percentage savings across broad categories, such as support staff or production costs.

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19

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20

Part 5: Performance Metrics Performance Metrics These represent the most common metrics Top Performers use to physically measure the success of a technology initiative before and/or after the implementation.

Since the goal of MRM is greater operating efficiency, the most important performance metrics are efficiency measures. But efficiency can be measured at many levels, from return on marketing investment to cost per standard task to marketing spend per staff member. Metrics for MRM should report results that MRM affects directly, not those primarily determined by other factors. Ideally, the metrics would also show where MRM is working well and where it can be improved. No single metric can accomplish these aims, but marketers can easily look at several.

Another set of metrics captures the accuracy of operational data, such as variance between actual and budgeted costs and between planned and actual schedules.

Although not directly related to marketing efficiency, these are key factors in assessing the performance of the operations group.

Metrics can also report on use of the MRM system itself. This includes the number of active users and the percentage of projects or budget managed within the system. These can help managers identify groups of users who have not fully adopted the system and find tasks where the system has not been working effectively.

MOST COMMON METRICS FOR MEASURING MRM ROI ACCORDING TO TOP PERFORMERS*

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98%

82%

67%

Revenue growth

Projects delivered on time / on budget

Marketing spend as % of revenue

* According to Top Performers, based on 298 Qualified Survey Responses to the Q4 2014 survey on MRM. **According to Everyone Else shown only when a notable disparity occurs relative to Top Performers

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21

Revenue. Revenue is the most basic measure of business performance, but it can rarely be attributed directly to a MRM system. There may be exceptions where MRM supports a key function, such as distributing advertising materials or supporting a specific media channel. Even then, factors other than the system itself are more likely to drive results.

Projects delivered on time/on budget. The project management features of MRM allow users to track how well marketing projects meet their schedules and budgets. Improved management is a primary goal of MRM, so this is a useful performance metric for both the system and its users.

Variance of actual to estimated project costs. MRM should give marketers better visibility into actual expenses, thereby helping to predict future costs for similar projects. Since better predictions are a primary MRM benefit, prediction accuracy is an important measure of system results.

Marketing spend as % of revenue.

The ratio of marketing spend to total revenue is a general measure of marketing effectiveness. Since MRM

is primarily a way to improve marketing efficiency, benefits from MRM should be reflected in a lower spend-to-revenue ratio. However, as with revenue itself, other factors are likely to have a greater influence on results. Careful analysis is needed to isolate the impact of MRM itself.

ROI on marketing spend. Return on marketing spend is properly measured using the incremental revenue or profit created by marketing expenses. In practice, it is often difficult to determine how much incremental revenue can be attributed directly to marketing. The portion of this due specifically to MRM is still harder to estimate.

Variance of actual to estimated program results. In a fully deployed MRM system, the planning features include estimates of program results, and actual results are posted from execution systems. Marketers should be able to use this information to refine their estimates of future results.

Cost per standard marketing task (e.g. per email sent, per ad created, etc.). MRM is intended to reduce the cost of marketing tasks, so these are appropriate measures. However, using

COMMON METRICS FOR MEASURING MRM ROI ACCORDING TO TOP PERFORMERS*

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59%

51%

47%

ROI on marketing spend

Variance of actual to estimated project costs

Percentage of marketing spend managed within the system

* According to Top Performers, based on 298 Qualified Survey Responses to the Q4 2014 survey on MRM. **According to Everyone Else shown only when a notable disparity occurs relative to Top Performers

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Gleansight: 2014 Marketing Resource Management

NUMBERS

63

63% of Top Performing organizations use MRM technology versus 35% of Everyone Else who reports the same.

Percentage of Top Performers who ranked social media monitoring as a key “new” and desired feature that comes to mind when thinking about marketing operaitons.

90

61

90% of Everyone Else ranked lack of funding as a top challenge with marketing operations.

Percentage of firms planning on investing in marketing operations in the next 12-24 months.

42

22

them requires detailed information about activity volumes and costs, which are not necessarily available. Companies wishing to use these measures need to ensure they have the appropriate data capture processes in place.

Number of marketing assets managed within system. As with other utilization metrics, number of assets managed is not a direct value measure.

The growing number of assets at most companies does make it a useful measure of volume and, combined with other data, of staff productivity.

Marketing spend per marketing staff

member. Staff productivity may be the most important MRM benefit, and spend per staff member is the most general productivity metric. Trends may also be affected by change in the media mix, since some media are inherently more labor intensive than others. If analysis can control for these and other factors, spend per staff member can be a critical MRM metric.

Number of active users on the system. Because MRM is a marketingwide system, the number of active users is an important measure of adoption. It does not directly measure the benefits of the system, however.

LEAST COMMON METRICS FOR MEASURING MRM ROI ACCORDING TO TOP PERFORMERS*

45%

39%

28%

Variance of actual to estimated program results

Number of active users on the system

Marketing spend per marketing staff member

* According to Top Performers, based on 298 Qualified Survey Responses to the Q4 2014 survey on MRM. **According to Everyone Else shown only when a notable disparity occurs relative to Top Performers

75

Percentage of CMOs who rank “visibility into marketing processes” as a top 2 reason to invest in MRM.

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23

Part 6: Success Stories With the nation’s largest financial services network, Bank of America delivers quality services and products to more than 30 million customers. At Bank of America, measuring process improvement is an imperative, as evidenced by its adoption of the Six Sigma methodology as a means to achieve companywide goals consistently.

The Challenge

Note: The original version of this Success Story may have been prepared—and previously published—by an enabling solution provider. If so, it is edited and reproduced here by permission. While reasonable efforts have been made to verify the accuracy of the information contained herein through independent fact-checking, Gleanster disclaims liability for any content that was developed and submitted by third parties. Success Stories are selected based solely on the merits of the content as judged by Gleanster’s Research Oversight Committee. Vendors are not charged a fee for inclusion and no preference is given to vendors based on their ability to purchase other Gleanster products or services.

Any questions or concerns regarding this particular Success Story–or Gleanster’s selection criteria or policies, in general– should be directed to successstories@ gleanster.com. Case studies may be submitted for publishing consideration using the Success Stories Submission Form.

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Corporate objectives,” stated the Communications Manager.

As part of an initiative to improve The Solution process efficiency and track marketing effectiveness, Bank of Bank of America invested in an America’s Corporate Marketing and on-demand MRM solution designed Communications team reevaluated the to support plan, spend, and project way it plans, executes and measures management. Bank of America’s Brand its marketing efforts. “Previously, and Advertising team conducted the each communications manager pilot implementation of the Project handled projects differently,” said the Management solution. To address Communications Manager, Bank of its processes comprehensively, 330 America Brand nd Advertising. “For Bank of America marketing team example, wo campaigns would be members, including 100 from Brand managed and Advertising using different and 12 external Establishing a consistent methods, while advertising process throughout our performance marketing organization agencies, were measurement has helped us closely trained on the tracking align projects to applications. Using for each corporate objectives.” the modeling project was capability, the inconsistent. planning and As a result, nearly approval phase quickly produced 10 percent of marketing projects improvements. required some level of rework. “We The Results therefore needed a standard project This increased the accuracy of management approach for marketing financial data, reduced the time spent the company, its products and services researching invoices and made it easier and to decrease cost and cycle time. to leverage current financial information This would also allow us to track results for decisions. Invoice processing cycles across projects so we could measure were significantly shortened. “In the first process improvements. We needed year of operation we actually processed visibility across all marketing projects 33 percent more invoices,” said the to ensure each one was aligned with Strategic Market Manager.

“

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Part 7: Vendor Landscape

Vendor & Solution Showcases

Browse the MRM Research Portal Visit www.gleanster.com to access vendor and solution showcases for this topic area, where you’ll find: • Vendor Descriptions • Analyst Commentary • Related White Papers • Videos & Presentations • Solution Demos

The economic climate over the last decade slowed investments in MRM – but certainly didn’t eliminate the need. Budget cuts placed greater emphasis on demand generation and customer engagement, shifting spending toward technologies and initiatives that directly accelerated top line growth. Many organizations considered back-office efficiency a secondary concerns amid tight budgets. But the last two to three years have seen a sharp increases in marketing management initiatives that include investments in MRM. Manual processes and legacy systems are reaching diminishing returns against a perpetual demand for more content in more channels. In a fortuitous turn of events, the underlying value proposition of MRM is gaining significant attention as marketing leaders wake up to the harsh reality of unsalable manual processes, lack of visibility into marketing activities, and longer than average cycle time on marketing execution. More and more organizations are looking to the future and a roadmap for a longer-term infrastructure that supports marketing success (driven by exceedingly high customer expectations and increased competition for share of wallet).

• Other Related Research • And much more...

It’s everything you need to make smart technology decisions. All in one place.

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Traditional MRM systems were on-premise implementations offering workflow, budgeting, digital asset management, and reporting – designed for large complex marketing functions.

These systems provide structure and scalability for aligning marketing objectives and execution across many business units, functions, or product lines. They are expensive, robust, and really the only option for very large complex marketing operations environments. About five years ago, the industry saw significant consolidation.

The largest MRM players were acquired by industry leading organizations with the goal of pulling them into a larger customer management solution stack.

Unfortunately, consolidation led to a diminished focus on traditional MRM capabilities for the acquiring companies – likely because licenses to MRM software account for a tiny fraction of a ten figure deals on hardware solutions; sales reps just aren’t motivated to drive investments in MRM. Ironically the

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very organizations that championed the term have all but disappeared from spearheading thought leadership and rarely show up on short-lists.

Today, MRM capabilities are available on-demand and more accessible to midsize organization that have a need for marketing operations management capabilities. Interestingly, the very capabilities that make them more accessible to mid-size companies are just as relevant for enterprises where departments or business units are looking for turnkey and easy to support MRM capabilities. For midsize organizations, seamless integration between back-office activity and customer engagement is critical. As a result, some MRM solution capabilities are blended into a comprehensive solution that supports planning to multichannel execution. These on-demand solutions often lack the robust features and security options of enterprise MRM solutions, but deliver more than enough

Gleansight: 2014 Marketing Resource Management capabilities to align the marketing value chain.

Services have also become a major selling point for vendors who will often include implementation services as part of the investment (a potential point of negotiation) in the technology license. It’s important to keep in mind that vendors are typically REALLY good at configuring the technology, and not as good about non-technical aspects of the implementation such as process re-engineering, organizational alignment, phased implementations, and industry specific best practices.

As a technology, MRM is an enabler of people and process. The speed of deployment should be the least important component of the initiative.

Do it right, or you will be doing it again.

The most important best practice to stress when evaluating MRM is to firmly understand your organization, the processes, and exactly what you need the tool to support. Vendors will answer all of your questions with “Yes it can do that” or “We can make it work.”

Keep a list of prioritized benefits your organization needs to accomplish to see value from the initiative and let vendors know how you plan to measure success and hold them to these considerations during the roll-out.

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MRM systems are designed to provide structure and cadence to an otherwise chaotic process. Marketing is part art and part science, and many stakeholders will have a difficult time placing rigor around creative process.

Some users have even referred to MRM as the ERP of marketing. While this is partly true, it’s important to re-iterate the goals of the initiative and drive organizational alignment across the company, long before turning dials on configuration. Engage users, find out where their pain is in manual processes and attempt to alleviate this pain within MRM. A stubborn marketer may view MRM as more work, and that might be true if they are unwilling to

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25 divest of legacy processes or systems.

Change management is critical when implementing MRM. Demonstrate why the system is important, how it’s less risky, and communicate early (and often) with all stakeholders – particularly in the technology selection process.

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26

ADAM Software

http://www.gleanster.com/vendors/adam-software

FAQs About Gleanster Vendor Rankings What is Gleanster’s methodology for capturing vendor rankings data?

Vendor rankings are crowd-sourced by end users in Gleanster surveys. Respondents are asked to rank their current or past experience with relevant vendors on a scale of 1-5. A minimum of 8 user reviews are required to show up on the chart. This is not a statistically valid sample size, but it’s quite difficult to get in front of actual users. Gleanster promotes this survey independently AND allows vendors to promote the survey link prior to publication to drive customer participation. The top 8 highest survey responses are taken into account on the rankings. All vendors have equal ability to be covered on the rankings charts. Vendors do not pay Gleanster to be covered and cannot influence placement with an analyst relationship.

How do I interpret the data on this chart?

Eight users with current or past experience with one or more solutions from this vendor gave them an average score of “x” based on the criteria of this chart. This information should (1) be taken with a grain of salt given the sample size and (2) be married with other sources of rankings data available in the market research industry.

If a vendor isn’t ranked as “Best,” what does that mean?

The Good, Better, Best rankings are a way to segment user feedback in easy to digest buckets. Any vendor with more than one customer has a technology offering that is successfully addressing the needs of a satisfied customer base. Regardless of the score, placement on the vendor rankings charts is a good thing. It means you get insight into user perception from...

“ADAM Software develops media intelligent software for marketing/media creation, management and distribution. Our software delivers automation and optimization of these processes, which means faster cycle times, more consistent quality and branding, and high ROI.” Gleanster Skinny: ADAM Software is specifically designed for marketers and media companies. The solution is marketed under a unique acronym MEP (Marketing Execution Platform) which ADAM uses to frame the evolution of DAM requirements within the

marketing function. ADAM Software is probably more appropriate for the DAM topic area than MRM. But they have a robust set of workflow and collaboration capabilities that would make them an ideal fit for marketing operations initiatives that demand digital asset heavy requirements (also the core focus on marketing makes them a natural candidate for the MRM landscape).

ADAM is a great fit for national or global enterprise manufacturers who struggle with aligning product information management and digital asset management.

MRM VENDORS RANKED BY EASE OF DEPLOYMENT

BASED ON EXPERIENCE FROM USERS

GOOD

BETTER

BEST

INFOR, ORBIS

MICROSOFT

DOCUSTAR

ORACLE

IBM, UNICA

3.5 out of 5 3.5 out of 5

SAS

2.9 out of 5

4.3 out of 5

4.9 out of 5

ADOBE

4.0 out of 5

4.8 out of 5

ATTASK

MARCOMCENTRAL

3.7 out of 5

TERADATA 2.3

4.7 out of 5

SAEPIO

4.6 out of 5

* Gleanster Research 2014 MRM Gleansight Benchmark Report

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Vendor Rankings FLASH chart © Gleanster, November 2014 Note: Vendor rankings are determined by the experiences of industry practitioners, according to survey feedback, and not by the assessment or opinion of Gleanster analysts.

The omission of a particular vendor may be due to lack of sufficient data and may be no indication of that company’s performance relative to other solution providers. Information on the research methodology used for vendor rankings is available elsewhere in this Gleansight benchmark report and also in the FAQ section of the Gleanster website.

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Gleansight: 2014 Marketing Resource Management

...a tiny sub-set of the vendor’s users who were willing to provide feedback. But don’t assume the score is indicative of ALL customers – be that a top ranking score or a lower ranking score. Again, use the data as one of many pieces of information that may influence your decision. Our goal is to help buyers, not bias buyers.

If a vendor isn’t ranked at all, what does that mean?

Not showing up on vendor rankings is merely an indication that Gleanster did not capture enough user reviews for inclusion on the report. Sometimes the magic works, and sometimes it doesn’t. But we’re determined to keep trying so you can make informed decisions on technology spend. You will, however, notice that these vendors are covered in our Gleansights and usually have a Gleanster Skinny covering their solutions.

Why does Gleanster provide rankings in this way?

You have access to an abundance of data from analysts who provide context about vendors based on the solutions offered and market presence. It’s more difficult to capture user feedback based on criteria buyers consider when investing in technology solutions. Our rankings are based on end-user feedback and should be used as a directionally relevant data point in your decision – one of many. The data may not be statistically valid, but it’s better than a sharp stick in the eye. It’s up to you to determine if it merits any weight in your decision process.

Can the data be biased?

Vendors have the ability to promote the survey link prior to publication. Technically they could encourage 8 customers to bias the data. However, survey responses are anonymous, and generally users are quite honest – which ultimately impacts the average score for vendors. Also, buyers are savvy. Gleanster does capture personally verifiable data on survey respondents to validate the accuracy of user feedback, but analysis is always at an aggregate level. Personal data from respondents is put in a special lock box that Al Gore keeps under his bed.

Adgistics

http://www.gleanster.com/vendor/adgistics

“Adgistics Brand Asset Management solution – the Brand Centre – houses a range of first class modules, which make your assets work harder and smarter whilst adding value to your brand.”

Gleanster Skinny: Adgistics is a .NET based platform designed to help manage the complexity of digital asset management in the marketing function. Adgistics Brand Centre® offers a unique combination of capabilities that actually align to a variety of Gleanster Topic Areas including Marketing Asset Management, Localized Marketing Automation, DAM, and Brand Management. Adgistics is a great fit for enterprise brands and showcases clients like adidas, Jack Daniel’s, Southern Comfort, and Honda. Adgistics tends to have very high adoption among users because the system is designed for marketers – which means it must be easy to use, brandable, and customized for the nuances of a marketing operations environment.

The solution is easy to implement and pricing is generally based on a flat monthly license fee (not per user) which reinforces the commitment to driving adoption after implementation.

Adnovate

http://www.gleanster.com/vendors/adnovate

“One online marketing platform to connect everyone you need in the marketing supply chain. Roll out marketing content and campaigns quicker, easier and more consistent across the channels you want to use.”

Gleanster Skinny: Adnovate has established a solid reputation in the MRM space with a marketing solution that boasts a particularly strong focus on enabling multi-channel content management. Adnovate supports both the on-demand, SaaS multi-tenant model and the on-premise model. Perhaps the only area where the solution is lacking compared to other leading MRM solutions is in financial management. The company has operations in 6 countries and serves over 9,000 customers including globally known brands like Ford, Philips, ING, and Valvoline. Most of its clients are based in Europe.

Adobe

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http://www.gleanster.com/vendors/adobe

“One online marketing platform to connect

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27 everyone you need in the marketing supply chain. Roll out marketing content and campaigns quicker, easier and more consistent across the channels you want to use.”

Gleanster Skinny: Adobe made initial forays into the MRM space with the acquisition of Neolane, which has now been rebranded to Adobe Campaign. Adobe does not market Campaign as an MRM solution and rarely deals with the MRM requirement in deal cycles. But the solution does have some traditional MRM capabilities that were recently imbedded in the product including calendars, budgeting, forecasting, and task management (they used to be a separate module). Adobe Campaign is a more appropriate solution for companies looking for campaign management capabilities – not core MRM. But if light MRM capabilities are desired it may be sufficient at checking some boxes. Adobe continues to do a phenomenal job building out the marketing cloud vision for mid-size and enterprise customers. More robust MRM capabilities are actually something Adobe will likely need to invest in to really support the entire marketing value chain effectively.

In truth, Adobe is likely a point of discussion in every MRM initiative where integration with creative suite capabilities is a natural part of the back-office processed management.

Aptean (formerly, CDC Software and Consona) http://www.gleanster.com/vendors/aptean

“Aptean, a global leader in enterprise application software (EAS), gives businesses of all sizes a competitive edge. We empower people and businesses with end-to-end, industry-specific solutions to address complex business challenges more effectively. Our software applications and professional business services enable more than 9,000 customers, in more than 100 countries, to more successfully manage their business. Software built specifically for our target markets, aligned with deep knowledge across vertical industries, allow businesses to satisfy their customers, operate most efficiently, and stay at the forefront of their industry.”

Gleanster Skinny: You can find MRM capabilities in the Pivotal CRM Marketing Automation solution which gives marketing teams the ability to track and manage all of their resources, processes and projects from a centralized platform. Currently in its sixth iteration and built on the Microsoft.NET

Gleansight: 2014 Marketing Resource Management

Vendor Landscape Quick Reference Guide ADAM Software Adgistics Adnovate Adobe Aptean AtTask BrandMaker BrandMaster Brandmuscle BrandSystems BrandWizard Brandworkz Capital ID Celum Code Worldwide DataSource Direxxis Distribion DocuStar Elateral Fision IBM Infor, Orbis Kodak Marketingunity Microsoft Mtivity North Plains Oracle Pica9 PTI, MarcomCentral Resolut MRM Saepio SAP SAS SprouLoud Strata Company SyncForce Teradata Vertis Widen

28

Framework, Pivotal CRM embeds Microsoft Office, Microsoft Outlook, Microsoft SharePoint and Microsoft Visual Studio. With a portfolio of over 32 product lines and overlapping CRM products (Pivotal, Onyx, and Saratoga), Aptean can get a bit dicey to navigate. To date, the “pivotal” product the company is mainly focusing on is Pivotal CRM and all three CRM products enjoy healthy penetration in three main verticals: financial services, manufacturing, and high tech.

The company is looking at which product lines (if any) to migrate into a consolidated stack, so buyers may wish to gain more insight into the future product roadmap plans before making an

investment decision.

AtTask

http://www.gleanster.com/vendors/attask

“AtTask has become the system of choice for organizations worldwide that are looking to improve how knowledge workers organize and manage work. Our Enterprise Work Management solution intelligently combines social media techniques with traditional project management capabilities to fully engage team members in high priority productive activities while providing management teams with the information and

MRM VENDORS RANKED BY EASE OF USE

BASED ON EXPERIENCE FROM USERS

GOOD

IBM, UNICA

BETTER

BEST

3.2 out of 5

3.9 out of 5

ATTASK

DOCUSTAR

INFOR, ORBIS

ORACLE

MARCOMCENTRAL

SAS

MICROSOFT

2.2 out of 5

3.3 out of 5 3.3 out of 5

TERADATA 3.3 out of 5

4.9 out of 5 4.6 out of 5 4.4 out of 5

ADOBE

4.4 out of 5

SAEPIO

4.1 out of 5 * Gleanster Research 2014 MRM Gleansight Benchmark Report

Note: This document is intended for individual use. Electronic distribution via email or by posting on a personal website is in violation of the terms of use.

Vendor Rankings FLASH chart © Gleanster, November 2014 Note: Vendor rankings are determined by the experiences of industry practitioners, according to survey feedback, and not by the assessment or opinion of Gleanster analysts.

The omission of a particular vendor may be due to lack of sufficient data and may be no indication of that company’s performance relative to other solution providers. Information on the research methodology used for vendor rankings is available elsewhere in this Gleansight benchmark report and also in the FAQ section of the Gleanster website.

Entire content © 2014 Gleanster, LLC. All rights reserved. Unauthorized use or reproduction is prohibited.

Gleansight: 2014 Marketing Resource Management

29

visibility they need to optimize their resources.”

Gleanster Skinny: At its core AtTask is a project collaboration platform designed to meet the needs of Marketing and IT (or anyone). AtTask doesn’t use MRM in messaging, but the solution absolutely addresses project management complexities for marketing operations professionals. Key features include workflow, approval, project management, collaboration, notifications, resource management, recognition, document management, a calendar, reporting, and mobile ready dashboards. AtTask is an ideal fit for companies looking to streamline and centralize cumbersome internal processes rapidly via an on-demand solution. It’s a

great way to streamline centralized visibility on back-office marketing execution and give executives instant access to mobile ready dashboards. AtTask boasts some great brands as clients including NBC Universal, Dell, HBO, Workday, AMC, Sony, and many more.

BrandMaker

http://www.gleanster.com/vendors/brandmaker

BrandMaker is the leading provider of Marketing Resource Management (MRM) systems in Europe. Established in 1999 as pi-consult GmbH, the company has operated as BrandMaker GmbH since 2009; it focuses exclusively on the development and marketing of

MRM VENDORS RANKED BY FEATURES AND FUNCTIONALITY

BASED ON EXPERIENCE FROM USERS

GOOD

BETTER

BEST

IBM, UNICA

DOCUSTAR

TERADATA

3.9 out of 5

MICROSOFT 3.4 out of 5

ORACLE

3.0 out of 5

4.1 out of 5

ADOBE

4.8 out of 5

ATTASK

4.0 out of 5

4.8 out of 5

SAS

MARCOMCENTRAL

4.0 out of 5

INFOR, ORBIS 4.0 out of 5

4.6 out of 5

SAEPIO

4.2 out of 5

* Gleanster Research 2014 MRM Gleansight Benchmark Report

Note: This document is intended for individual use. Electronic distribution via email or by posting on a personal website is in violation of the terms of use.

Vendor Rankings FLASH chart © Gleanster, November 2014 Note: Vendor rankings are determined by the experiences of industry practitioners, according to survey feedback, and not by the assessment or opinion of Gleanster analysts. The omission of a particular vendor may be due to lack of sufficient data and may be no indication of that company’s performance relative to other solution providers. Information on the research methodology used for vendor rankings is available elsewhere in this Gleansight benchmark report and also in the FAQ section of the Gleanster website.

Entire content © 2014 Gleanster, LLC. All rights reserved. Unauthorized use or reproduction is prohibited.

Gleansight: 2014 Marketing Resource Management demanding software solutions for the marketing communication of medium-sized and large organizations. BrandMaker is headquartered in Karlsruhe and employs approximately 185 people.”

Gleanster Skinny: Germany-based BrandMaker offers a robust MRM solution that is used across North America and Europe. The vendor is differentiated by its broad set of MRM capabilities sold as modules including planning, budgeting, media asset management, web-to-print, job management, and reporting. The modular approach to MRM is a great fit for organizations that want to make smaller investments in MRM (paying for what you need) and then expand to other areas based on business requirements.

That said, the modular nature of the offering leaves something to be desired from an integration standpoint. Budgeting and calendar modules still require a significant amount of manual intervention for marketers both from a creation and management standpoint making more complex to manage. The workflow capabilities are however extremely flexible and can be customized to fit any business requirements – including customized brand templates for customization by local affiliates.

BrandMaster

http://www.gleanster.com/vendors/brandmaster

“BrandMaster is one of Europe’s leading marketing software and services companies.

We deliver high-performance online technology to help deliver your brands and marketing campaigns with speed, control and cost-efficiency. Our customers range from national to premium global brand leaders who rely on our marketing software and services to address the challenge of efficient and effective multi-channel marketing, across 74 countries, 6 continents and 24 hours a day.”

Note: This document is intended for individual use. Electronic distribution via email or by posting on a personal website is in violation of the terms of use.

Gleanster Skinny: BrandMaster is an online marketing platform, designed to help you plan, collect, share, adapt, and distribute all your marketing online. BrandMaster offers all the standard MRM features you would expect including planning, budgeting, project management, collaboration, calendars, workflow, templates, asset management, and reporting. Key features include video streaming and drag-and-drop functionality for uploading content. The platform can be run out-of-the-box or can be customized to a client’s specific needs.

BrandMaster’s customer base ranges from

Entire content © 2014 Gleanster, LLC. All rights reserved. Unauthorized use or reproduction is prohibited.

30 smaller companies to global brands in multiple countries.

BrandWizard http://www.gleanster.com/vendors/brandwizard

“Acting as the digital arm of Interbrand Corporation since 1998, BrandWizard combines branding and Digital Asset Management (DAM) to bring technology solutions to brand management challenges. While DAM is certainly not a new concept, we believe it is evolving from a basic storage space for brand guidelines and elements to collaborative marketing workspaces. As the leading provider of brand management platforms, BrandWizard is on the forefront of this shift in the market. For the past 15 years, BrandWizard has built customized brand portal solutions for global and multi-brand organizations. Our extensive experience informs our best-in-class core offering: an off-the-shelf Brand Center built with your primary requirements in mind.”

Gleanster Skinny: BrandWizard is ideal for companies looking for a brand management focused solution. Its parent company Interbrand is a subsidiary of Omnicom Group.

BrandWizard’s close connection to the large agency has helped fuel growth, particularly with companies that want creative production management and marketing fulfillment capabilities. The solution is customized and branded for each client’s brand guidelines, but from an MRM standpoint BrandWizard largely addresses two value propositions: workflow & approvals and collateral customization.

BrandWizard is an ideal fit for large enterprise clients looking for turnkey software and services for brand management. BrandWizard works with enterprise clients like Hyatt, AT&T, Visa, SAP, P&G, and many more.

Brandmuscle

http://www.gleanster.com/vendor/brandmuscle

“Brandmuscle has reinvented local marketing for global and national brands and their local affiliates. With BrandBuilder®, our local marketing automation platform and ad builder solution, your local affiliates can market when, where and how they need to across multiple decision points and media channels - while preserving and strengthening the power of your brand. We make distributed marketing management and local marketing automation

Gleansight: 2014 Marketing Resource Management

31

easy, empowering the brands we serve with everything they need to ‘own local’.”

Gleanster Skinny: Brandmuscle has over 175 clients and 650 plus employees. The solution is primarily marketed as a local marketing platform designed to manage the complexity of brand execution across corporate and local affiliates in a distributed environment. From an MRM perspective Brandmuscle checks the box on workflow, collaboration, and digital asset management. There’s also a strong co-op and MDF fund management module from a financial

Note: While Gleanster strives to include all of the most relevant and noteworthy solution providers in the Vendor Landscape section, the list is by no means comprehensive in nature. Omissions may occur due to lack of sufficient market presence, as judged by the Gleanster research analyst team. Space constraints may necessitate some amount of paring of even those vendors that do have sufficient market presence. Simple oversights may also happen on occasion. To submit information about a solution provider, please complete the Solution Provider Information Form.

To schedule a vendor briefing, please email research@gleanster.com. Vendor descriptions are taken verbatim from company websites or from vendorsubmitted profile information. Gleanster Skinny (GS) commentaries are based on vendor briefings, customer interviews and Gleansight research findings as well as on company press releases and various other information sources.

standpoint. Brandmuscle predominantly targets North America and Canada, but also references a fair share of global clientele. The platform is designed for large established brands with 300 or more local affiliates on the low end and upwards of 75,000 local entities on the high end. The company has never targeted a single industry and can reference clients across an eclectic mix of sectors. Nevertheless, the platform has gained significant traction in insurance, financial services, and communications due to robust compliance management and governance capabilities. While Brandmuscle is a software-

MRM VENDORS RANKED BY OVERALL VALUE

BASED ON EXPERIENCE FROM USERS

GOOD

BETTER

MICROSOFT

DOCUSTAR

IBM, UNICA

INFOR, ORBIS

3.5 out of 5

TERADATA 3.1 out of 5

4.3 out of 5

BEST

ATTASK

4.8 out of 5

SAEPIO

4.2 out of 5

4.7 out of 5

ADOBE

MARCOMCENTRAL

4.1 out of 5

4.6 out of 5

SAS

3.0 out of 5

ORACLE

3.0 out of 5

* Gleanster Research 2014 MRM Gleansight Benchmark Report

Note: This document is intended for individual use. Electronic distribution via email or by posting on a personal website is in violation of the terms of use.

Vendor Rankings FLASH chart © Gleanster, November 2014 Note: Vendor rankings are determined by the experiences of industry practitioners, according to survey feedback, and not by the assessment or opinion of Gleanster analysts.

The omission of a particular vendor may be due to lack of sufficient data and may be no indication of that company’s performance relative to other solution providers. Information on the research methodology used for vendor rankings is available elsewhere in this Gleansight benchmark report and also in the FAQ section of the Gleanster website.

Entire content © 2014 Gleanster, LLC. All rights reserved. Unauthorized use or reproduction is prohibited.

Gleansight: 2014 Marketing Resource Management as-a-service technology platform, the company also offers a managed service offering - which makes Brandmuscle very attractive to local marketers who may not have staff or expertise to execute complex local marketing efforts.

The platform is extremely robust and delivery agnostic, which means it includes everything from back-office asset management to multi-channel customer engagement. Features include: ad builder, asset management, marketing automation, local media, print on demand, print fulfillment, co-op and MDF fund management, reporting, and training. Buyers can expect a full-service software and service offering to range from $150,000 and up annually.

Brandmuscle is an ideal fit for organizations that want a robust distributed marketing platform and ongoing strategic guidance, training, and personalized one-to-one marketing support for local affiliates.

Brandworkz

http://www.gleanster.com/vendor/brandworkz

“Brandworkz specializes in brand management software and we have spent the last 15 years building and developing it from the ground up.

Today it is used by hundreds of clients, whether global commercial companies or medium sized brand-led businesses across dozens of countries to grow their brand value.”

Gleanster Skinny: Brandworkz is a cloud-based software platform that allows marketers to manage, control and share marketing content.

Brandworkz addresses the complex and messy challenges associated with managing brand compliant marketing content inside large global or national brands. Brandworkz helps enterprise marketers manage the brand via workflows, approvals, and centralized management. The Brandworkz platform comes with seven modules: DAM, Localization, Brand Education, Reporting, Showcase, Social Collaboration and Production Approvals. All modules are included as part of the core functionality.

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Brandworkz offers per user pricing on a monthly or annual basis. The company initially gained traction in the enterprise market, but the simplicity of the offering is also ideal for small and midsize organizations as well – which Brandworkz intends to target heavily moving into 2015. Brandworkz boasts rapid implementation and high adoption among brand marketing users, which highlights the benefits of key functionality such as a highly customizable user

Entire content © 2014 Gleanster, LLC. All rights reserved. Unauthorized use or reproduction is prohibited.

32 interface, intuitive workflows, and rule based asset management (for standardized uploads, metadata capture, and search).

BrandSystems

http://www.gleanster.com/vendors/brandsystems

“BrandSystems was founded in 1999 by an innovative group of professionals with a background in graphic design, advertising, marketing and branding. From the earliest days of MRM, we have designed the Solutions we would like to use, and over the past decade our products have been tweaked and refined. The result is an elegant and sophisticated MRM Solution with the best graphic user interface on the market. We specialize in solving marketing departments’ challenges by combining communication process skills with state of the art marketing technology.”

Gleanster Skinny: Gleanster has not briefed with BrandSystems.

Capital ID

http://www.gleanster.com/vendor/capital-id

“Capital ID facilitates marketing impact. We help organizations to operate more effectively and efficiently. How? By delivering innovative solutions at the interface of marketing and technology for the automation and management of (marketing) communications: Marketing Resource/Operations Management (MRM) and Digital Asset Management (DAM). Our ID Manager portal combined with many years’ experience of successfully implementing and rolling out this platform help our clients to get a grip on processes and facilitate their employees.”

Gleanster Skinny: Capital ID offers a full service solution for a range of national and international clients. The company has signification traction in the Netherlands and the United Kingdom and limited exposure in the US. The solution includes brand management, asset management, agency management, event management, e-commerce, content management, campaign management, and creative production management. Capital ID is built on a proprietary .NET framework that supports both software-as-a-service and cloud hosted environments. Capital ID has over 100,000 users and boasts some very impressive globally known brands as clients. The system supports both role and location based security which informs all aspects of the platform. Capital ID is an ideal fit for large enterprise brands

Gleansight: 2014 Marketing Resource Management that are looking a comprehensive solution for marketing operations and execution. The interface is fully branded for customers and can be configured with language or regional specific functionality.

Capital ID is ideal for complex marketing operation environments in large enterprise organizations where both IT and Marketing intimately understand the complexity of managing a global or distributed brand. But pricing is generally competitive with marketing resource management and integrated marketing management solutions and could range from $300,000 and up. The enterprise license comes with unlimited users, which is an ideal fit for technology that is truly designed to power the channel and scale over local entities.

Celum

http://www.gleanster.com/vendor/celum

“celum is the worldwide leader in the development of business software for brand and product identity. Our solutions automate and accelerate communication, marketing, and sales processes, reducing costs and helping our customers achieve greater flexibility in their day-to-day operations. Over 750,000 users, from more than 650 companies in 32 countries, rely on celum software to deliver a new kind of efficiency via digital asset management and rich content management.”

Note: This document is intended for individual use. Electronic distribution via email or by posting on a personal website is in violation of the terms of use.

Gleanster Skinny: Celum products are suitable for organizations of all sizes, with its software as a service (SaaS) solution damcloud.com for small user groups, to large, enterprisewide deployments with up to 25,000 users simultaneously using, editing, reviewing and sharing rich content. Celum offers three core product lines: Product Media Management (a central system to manage, distribute, and control multimedia product content for brands, product lines, and markets), Social Media Content Management (a unique offering for tracking and publishing content via social media channels), and Digital Asset Management (asset management capabilities for large organizations and largely addressing the needs of creative and marketing teams). All three offerings can be deployed via SaaS, a virtual private cloud, and on-premise. Celum’s solutions play a key role at world-renowned brands like 3M, CLAAS, L’Oreal Professional, Toshiba, Toyota, Universal Music, Volkswagen, and many more. Celum also supports a rich network of global partners

Entire content © 2014 Gleanster, LLC. All rights reserved. Unauthorized use or reproduction is prohibited.

33 with expertise in digital asset and product management.

Central Desktop, a PGi Company http://www.gleanster.com/vendors/centraldesktop

““Central Desktop helps people work together in ways they never imagined possible. Our SocialBridge online collaboration platform connects people and information in the cloud, making it possible to share files, combine knowledge, inspire ideas, manage projects and more. Central Desktop serves more than half a million users worldwide. Key Central Desktop customers include CBS, MLB.com, Harvard University, the Humane Society of the United States, the U.S. Department of Health and Human Services, Javelin Marketing Group, Upshot, Engauge, WD-40 and Workday. ” Gleanster Skinny: Central Desktop originally made inroads as an on-demand enterprise collaboration platform provider. Then, in 2011, the company shifted focus to specifically address the collaborative needs of marketers. Today Central Desktop enables project collaboration for marketers by providing “marketing-specific workflows that connect people, content and customers in the cloud” through its flagship product SocialBridge. SocialBridge has established a strong presence in agencies as a collaborative platform for managing interactions with clients but the product is increasingly being used by brands, as well. The customizable solution is a good alternative to a more rigid and structured Marketing Resource Management (MRM) platform. The company had a strong year last year. Highlights include record year-overyear growth for SocialBridge, key customer wins and significant product enhancements to address its growing base of enterprise customers.

Code Worldwide

http://www.gleanster.com/vendors/code-worldwide

“We build platforms for brands and their agencies to streamline their advertising – control their content, automate production, build engagement, harness data to continually improve performance.”

Gleanster Skinny: A fully owned subsidiary of Omnicom Group, Code Worldwide is focused on automating the creative advertising and branding process for major brands and agencies.

Code’s adZU platform is designed to automate

Gleansight: 2014 Marketing Resource Management the production of digital display ads, building hundreds of variants in seconds, allowing users to target content to their audience. The solution integrates with ad networks and social networks, allowing users to control all their media from a single console. There’s also a mobile component which helps to build native apps, hybrid apps and mobile web solutions. The vendor works with media partners to connect audience and performance data to optimize client campaigns.

DataSoruce

http://www.gleanster.com/vendors/datasource

“We provide turn-key solutions for brands with complex distribution to deliver efficient and effective multi-channel campaigns to local markets. With MarketNow, DataSource allows brands to consolidate functions across their organization, leverage buying power, increase speed to market, automate with technology and streamline processes to precisely execute integrated marketing and training programs in a proven framework.”

Gleanster Skinny: DataSource delivers a turnkey solution called MarketNow which is frequently sold as a packaged technology and service offering. DataSource primarily targets restaurants, financial services, insurance, retail, healthcare, and automotive. The offerings look and feels more like an agency or print provider with a technology offering, so buyers can expect to also find expertise in: program management, creative services, marketing services, technology services, print management, sourcing and procurement services, retail merchandising, inventory, and kitting and fulfillment services.

The technology includes a traditional MRM capabilities including digital asset management, project and task management, store profiling, and a brand store.

Direxxis

http://www.gleanster.com/vendors/direxxis

Note: This document is intended for individual use. Electronic distribution via email or by posting on a personal website is in violation of the terms of use.

“Direxxis is a leading provider of integrated marketing solutions designed to support organizations with decentralized sales and marketing needs. Organizations rely on Direxxis to simplify marketing operations by improving the effectiveness, relevance, efficiency and accountability of custom programs targeted at regional customer audiences. Direxxis delivers the power and flexibility required to deliver relevant, consistent and timely sales and marketing communications across all channels,

Entire content © 2014 Gleanster, LLC. All rights reserved. Unauthorized use or reproduction is prohibited.

34 including digital media, email, social media, text messages, telephone, mail and traditional print and display advertising mediums.”

Gleanster Skinny: Direxxis offers an integrated marketing solution designed to help manage the complexity associated with creating, distributing and managing marketing assets and content and maintaining brand standards.

The cloud-based platform enables multichannel fulfillment, performance tracking and program administration. The platform is highly configurable, easy to use and intuitive. Direxxis has four solution options — Group Edition, Professional Edition, Enterprise Edition and Unlimited Edition, all of which share the same multi-tenant data architecture. The company primarily serves the North American market. Its growing client list includes Purina Mills, Charles Schwab, American Family Insurance, and FedEx Office.

Distribion

http://www.gleanster.com/vendors/distribion

“Distribion is a leading provider of web-based multi-channel distributed marketing automation software that allows organizations to more efficiently manage the complex needs of a distributed, multi-channel marketing approach through a single integrated platform. Distribion’s signature product offering is the Distributed Marketing Platform (DMP). The DMP is the only proven multi-channel marketing solution for distributed marketing organizations in regulated industries. We provide a complete solution that makes it easy for local sales or marketing agents to localize and personalize marketing messages without compromising brand or regulatory standards while effectively moving prospects from brand awareness to a completed purchase.

The complete solution includes a user-friendly interface that provides branded, pre-configured and approved collateral that can be customized and distributed over multiple channels including email, direct mail, microsites, and social media.”

Gleanster Skinny: Distribion is exclusively an on-demand platform which is largely unique in the localized marketing automation space.

Distribion targets mid-to-large enterprise organizations in highly regulated industries such as Financial Services, Insurance, Telecommunications, and Healthcare. They also have a strong presence in Hospitality. The platform is optimized for organizations that need a scalable way to empower local sales reps with

Gleansight: 2014 Marketing Resource Management tools to personalize multi-channel engagement (while simultaneously managing permissions and brand compliance). While it’s not positioned as an MRM tool and therefore has limited core MRM capabilities, Distribion can help simplify the collaboration and workflow processes in distributed environments. Distribion is an ideal fit for mid-size and enterprise organizations that want desire more efficient engagement with indirect sales affiliates.

DocuStar

http://www.gleanster.com/vendors/docustar

““MarketHUB Plus MRM is a SaaS platform that empowers sales teams to customize marketing materials and launch turnkey campaigns with automated corporate approval workflows. By providing software administration, template uploads and user management services, DocuStar helps you get the most out of technology, not be overwhelmed by it.”

Gleanster Skinny: DocuStar has a 20-year history delivering marketing process automation, marketing production, and marketing fulfillment solutions and services. This includes software, multi-channel execution, and print management services. The on-demand distributed marketing software, called MarketHUB, is administered and managed by DocuStar (a service they refer to as software-at-your-service) delivering marketing communications for large enterprise clients with complex local marketing needs.

Key industries include Banking, Insurance, Manufacturing, and Education although the client roster includes companies from all industries and company sizes. The DocuStar services team possesses unique domain expertise in regulatory environments – which gives them a deeper level of understanding about solving problems for banking, insurance, and manufacturing than the average professional services group.

The flagship product is a marketing resource management tool that supports process automation, workflow, approval, and fund management. DocuStar is an ideal fit for mid-tolarge distributed marketing brands looking to completely outsource local marketing execution, operations, customer engagement, and ongoing administration of the technology - so marketers can focus on marketing, and not managing software.

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Elateral

http://www.gleanster.com/vendors/elateral

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35 “Elateral, recognized global leader in Brand Marketing Automation, sets the standard in technology and services that enables the localization and customization of integrated marketing communications. Elateral streamlines the delivery of complex global marketing campaigns across media, borders and channels for clients such as Autodesk, Coca Cola, Cisco, New Balance, SAP and Toyota.”

Gleanster Skinny: Elateral offers three separate but related marketing products that are strong on marketing fulfillment and brand management. There’s BrandHub, for managing marketing collateral; DesignHub, for scaling one brand story across several different types of shopping experiences, and keeping that story fresh and localized to allow retailers to win at point-of-sale, on the display and in the packaging; and CampaignHub, an offering targeted at high-tech vendors looking to drive partner-led demand generation that’s built on a platform dubbed Channel Co-Creation by Elateral. Elateral has been working to strengthen its leadership team and is adding quality assurance tools to its customization studio, which is designed for creating print and digital marketing content.

Fision Online

http://www.gleanster.com/vendor/fision

“Fision is the only solution that extends advanced Sales Enablement & Marketing Automation capabilities across sales and marketing to help them better reach your prospects, engage customers and win in the marketplace. The following video will give you an idea of how Fision’s cloud-based platform and user-friendly interface will help your team quickly and easily organize, create and distribute compelling, personalized campaigns across the web, e-communications, social media and print.”

Gleanster Skinny: Fision Online is marketed as a niche provider of both a sales enablement and marketing automation solution for distributed marketers in mid-to-small organizations. The platform includes: email marketing, a collateral builder, native digital asset management, social media marketing, print on demand, list management, and a brand storefront. Fision is largely designed to help support the customer engagement or campaign execution side of the equation for local marketers and is frequently a replacement for redundant instances of Constant Contact among localized entities.

Gleansight: 2014 Marketing Resource Management IBM Enterprise Marketing Management

http://www.gleanster.com/vendors/ibm-unica

“Customer expectations – whether consumers, citizens or business customers – for relevant, personalized and consistent interactions are soaring. Catalysts like social media, real-time access to information and the growth of mobile devices are redefining what customers expect.

According to an IBM study of over 1,700 Chief Marketing Officers, strong consensus exists among senior marketers across the world that these trends are fundamentally changing how marketing must work in order to drive business success. With end-to-end enterprise marketing management solutions from IBM, you can transform all aspects of marketing to engage customers in highly relevant, interactive dialogues across digital, social, mobile and traditional marketing channels.”

Gleanster Skinny: Software giant IBM acquired Unica in October 2010 to help customers streamline and automate marketing processes and understand and predict customer preferences. Unica has a robust platform designed to provide web and customer analytics and offline and online demand generation, in addition to MRM. The solution, IBM Unica Marketing Operations, is currently in its 10th major release. IBM offers IBM Marketing Operations as an on-premises solution and as a hosted solution through third-party vendors (Accenture, Acxiom, Merkle and Epsilon, to name a few). IBM Marketing Operations OnDemand is its on-demand, multi-tenant SaaS solution.

Infor Orbis

http://www.gleanster.com/vendors/orbis-global

“Orbis Global is a leading global provider of Marketing Management software. The company’s flagship product, Orbis MRM™ delivers higher levels of efficiency, productivity and control to the marketing departments of mid to large-sized companies, ultimately leading to higher ROI on marketing investments. Orbis MRM™ empowers marketers at many of the world’s leading brands in financial services, pharmaceuticals, consumer goods, telecommunications, retail, oil and gas, manufacturing and utilities.”

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Gleanster Skinny: Orbis Global was acquired

by Infor in December 2012 and was subsequently rebranded as Infor Orbis. A pure-play MRM vendor, Orbis Global reportedly achieved record

Entire content © 2014 Gleanster, LLC. All rights reserved. Unauthorized use or reproduction is prohibited.

36 customer acquisition and revenue growth in its North American operation in 2012. The company moved its headquarters from Sydney, Australia to San Francisco in September 2011 and has progressively expanded its footprint in North America since then. Its flagship solution, Orbis MRM, was selected by such marketers as Dell, GE Capital and Barnes & Noble. It was also recently selected by Sony Computer Entertainment to help manage their European marketing operations efforts.

Kodak http://www.gleanster.com/vendor/strata-company

“Kodak’s Graphic Communications Group is a unit of Eastman Kodak Company, the world’s foremost imaging innovator. The Graphic Communications Group provides commercial printers, packaging printers, publishers, data printers, and enterprises with one of the broadest portfolios of technologies, products, and services in the graphic communications and document capture industries.”

Gleanster Skinny: While perhaps better known for its consumer-facing cameras and printing solutions, Kodak has a digital communications division that offers enterpriseclass tools for marketing. Their flagship product, DESIGN2LAUNCH Brand Manager, is a centralized, web-based solution for managing brand assets and content creation. The offering is targeted at both marketing and packaging teams. DESIGN2LAUNCH provides a solid platform for enterprise CPG clients, but the risk of the bankruptcy looms heavily over the brand and future innovation strategy.

Marketingunity

http://www.gleanster.com/solutions/marketingunity

“Marketingunity is an integrated software suite designed specifically to support professional marketing and procurement teams. It is accessed via any standard web browser, allowing all the parties in a supply chain to communicate, collaborate and contribute online.”

Gleanster Skinny: Gleanster has not briefed with Marektingunity.

Microsoft

http://www.gleanster.com/vendor/microsoft

“MarketingPilot is a wholly owned subsidiary of Microsoft Corporation that operates within the rapidly growing $2.5 billion marketing automation

Gleansight: 2014 Marketing Resource Management software sector where we’ve been developing integrated software for marketing departments and ad agencies since 2001. Our goal is to provide our clients with an integrated suite of tools to help them manage and execute all their marketing campaigns and activities. Marketers choose MarketingPilot to improve their execution, customer insights, time-to-market, operational efficiency and marketing performance.”

Gleanster Skinny: MarketingPilot began life as an operations management tool for mid-size direct marketers, with features for project management, list and media buying, source code tracking, expense capture, and vendor management. It still offers a midmarket solution but has since expanded to encompass an extremely broad range of marketing capabilities, including lead prioritization and scoring, and may offer the most extensive list of MRM capabilities of any vendor under the sun. MarketingPilot has a comprehensive vision for Integrated Marketing solutions that aligns closely to Microsoft’s vision.

Not surprisingly, MarketingPilot’s product suite, available both in the cloud and on-premises, is built on Microsoft technologies. The vendor is one of the few solution providers in this space with a product designed specifically for agencies.

MarcomCentral

http://www.gleanster.com/solutions/marcomcentral

“MarcomCentral® is an online, on demand marketing assets management (MAM) solution. Integrating marketing communications systems and marketing resource management software (MRM) through the customizable MarcomCentral® online marketing portal.

MarcomCentral enables strategic marketing communication, marketing collateral management and marketing collateral distribution. This enterprise marketing management system is a marketing automation solution, brand management tool and marketing campaign management solution. And as a marketing operations management (MOM) tool, MarcomCentral® allows for marketing content management, distributed marketing and franchise marketing.”

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Gleanster Skinny: MarcomCentral continues to gain impressive momentum in the localized marketing automation space. The platform offers template and asset management for a wide variety of channels, including: proposals, email, presentations, brochures, advertisements, direct mail, social media, signage, and other digital assets. MarcomCentral is a subsidiary

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37 of PTI Marketing Technologies, a leading provider of technologies for enterprise users and print service providers. MarcomCentral boasts a variety of impressive brands including Sears, TORO, Subway, Tyson, Crocs, and Nationwide to name a few. The solution offers asset management, corporate templates, brand compliance, channel partner marketing, and sales enablement for mid-to-large financial services, healthcare, retail, manufacturing, services, technology, education, non-profit, associations, and franchises. MarcomCentral is available both on-demand and on-premise and features robust integrations with marketing automation providers like Oracle Eloqua. The “FusionPro” personalization technologies are a unique differentiator for MarcomCetnral and offer scalable ways to personalize images, print, urls, and microsites with data on individual recipients for a highly scalable and unique one-to-one communication.

Mtivity

http://www.gleanster.com/solutions/mtivity

“An integrated yet modularized suite of technology, Mtivity’s full architecture can be utilized to support the complete breadth of marketing operations management.”

Gleanster Skinny: Mtivity offers a fully brandable on-demand marketing operations and campaign execution platform featuring a customizable catalog, marketing procurement, budgeting, collaboration, resource management, digital asset management and project management capabiliteis. Mtivity is used by print management and corporate clients in the UK, mainland Europe and North America, in sectors such as Financial Services, Utilities, Telecommunications, Manufacturing and Retail North Plains

http://www.gleanster.com/vendors/vyre

“For nearly 20 years, North Plains Systems has excelled at helping companies produce, manage and leverage their ever expanding collection of visual assets by streamlining the creative development process of content, improving workflow, ensuring asset and rights protection, driving value into brand equity and enabling effective use and re-use of visual assets. With over 1,400 installations deployed worldwide, supporting over 1,000,000 active users, North Plains’ market-leading software portfolio spans work-in-progress creative production systems,

Gleansight: 2014 Marketing Resource Management large-scale enterprise class digital asset management infrastructure and comprehensive marketing and brand asset management solutions.”

Gleanster Skinny: Providing a complete array of products, services, and solutions, North Plains helps content creators, advertising agencies, marketers and brand stewards to be more agile in the creative development process, as well as management and distribution of marketing and brand communications. Clients can maintain control of their visual assets and support processes globally, while improving collaboration and efficiency.

North Plains is well positioned to meet the evolving needs of customers across the entire continuum of the marketing lifecycle via four main product offerings: Xinet (a server-based DAM solution complete with workflow and integration with Adobe Creative Suite), Telescope (a modular DAM platform available in both hosted and on-premise), On Brand (featuring asset management, brand guidelines, creative workflow, project approvals, campaign management, and resource management), and Unify (a web-based marketing application platform for content management, resource management, and brand portals). While many of the North Plains platforms feature overlapping functionality, the company has always remained very transparent about its approach to supporting the marketing lifecycle. Today the portfolio has amassed some of the most pervasive DAM capabilities designed for marketers. North Plains is an ideal fit for any enterprise organizations looking for DAM capabilities to support marketing.

Oracle (Siebel)

http://www.gleanster.com/vendors/oracle

“Oracle provides the world’s most complete, open, and integrated business software and hardware systems, with more than 370,000 customers—including 100 of the Fortune 100— representing a variety of sizes and industries in more than 145 countries around the globe.

Oracle’s product strategy provides flexibility and choice to our customers across their IT infrastructure.”

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Gleanster Skinny: Oracle’s Siebel Marketing Resource Management offers planning, budgeting, executing, and measurement capabilities. In fact, analytics are quite robust.

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38 Oracle’s Siebel MRM is one of many applications within Oracle’s Siebel Enterprise Marketing product, a comprehensive solution designed to serve the needs of business and consumer marketers across more than 20 industries.

Pica 9

http://www.gleanster.com/vendors/pica9

“Founded in 1998, Pica9 is a recognized expert in the development, deployment and support of local marketing automation (LMA) systems for major brands. With an estimated 150,000 local marketers across more than 100 globally recognized brands, the company has developed a breadth and depth of experience in LMA that few competitors can match.”

Gleanster Skinny: Pica 9 offers a cloud-based LMA platform, known as CampaignDrive, with a native “brand resource library” or digital asset management capability, at its core. The platform supports print advertising, all forms of print collateral, email, web ads, mobile (HTML5), landing pages and social to provide a complete distributed marketing toolkit. It also includes a print-on-demand and merchandise ordering modules, as well as a co-op reimbursement and tracking facility. CampaignDrive is an ideal fit for creative brand administrators, field marketers, marketing communications and brand manager’s at large enterprise organizations.

Resolut MRM

http://www.gleanster.com/vendors/resolut-mrm

“Resolut provides services to over 80 well-known brands and companies throughout Europe use our products. We have grown from 2 to 20 people. 2006 Resolut became company of the year, appointed by Almi Stockholm…It is our clients who built Resolut and it is our clients’ requirements, desires and ideas that have helped us develop and refine our tools.”

Gleanster Skinny: Founded in 2000, Swedenbased Resolut offers over 100 global brands and their marketing departments a strong set of MRM tools for creating and planning activities and local and personalized marketing campaigns, and storing and accessing media and campaign materials. Resolut MRM is used worldwide and supports localization for approximately 60 languages. In addition to technology, the pure-play MRM vendor offers related services.

Clients include BMW, Audi and Snickers.

Gleansight: 2014 Marketing Resource Management Saepio

http://www.gleanster.com/vendors/saepio

“Saepio empowers marketers to plan and execute meaningful and engaging marketing campaigns across distributed networks and around the globe – ensuring local relevance, brand consistency, speed to market and significant cost savings. The world’s best known brands turn to Saepio’s powerful software platform and extensive portfolio of support services to automate the marketing process, eliminate redundancy and ensure that all marketers connected to the brand – whether global, distributed, franchise, VAR or chain store marketers – have the assets and tools they need to quickly customize and execute campaigns.”

Gleanster Skinny: Saepio established deep roots in the distributed marketing platform space (localized marketing automation and marketing asset management) over a decade ago. But make no mistake, Saepio can address MRM challenges for clients – especially large global or national brands that need to manage complex marketing processes with localized marketing constituents. Saepio boasts a very impressive roster of enterprise clients at some of the nation’s largest brands. Saepio actually developed one of the industry’s first proprietary dynamic template management capabilities.

Over the last decade the company has shifted the offering into a full-fledged “marketing portal” which they call MarketPort, and it’s designed exclusively for distributed marketing. MarketPort offers both back-office marketing operations and multi-channel execution capabilities. Saepio also has a packaged DAM capability, which was built exclusively for distributed marketers. That means it’s not only designed to help marketing’s locate files quickly, but also resize, customize, and version assets the way marketers think.

SAS (Assetlink)

http://www.gleanster.com/vendors/sas

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“As the world’s largest independent business analytics company with consistent revenue growth and profitability since it was founded more than 34 years ago, SAS provides an integrated set of software products and services to more than 45,000 customer sites in 118 countries. SAS leads the pack with its general and industry-specific business solutions, and integrated technologies for data management, advanced analytics and reporting. Across the globe, both the public and private sector

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39 use SAS® software to assist in their efforts to compete and excel in a climate of unprecedented economic uncertainty and globalization. Since 1976 SAS has been giving customers around the world THE POWER TO KNOW®.”

Gleanster Skinny: Assetlink has come a long way over the past 5 years, and represents a compelling fully integrated MRM solution with digital asset capabilities optimized for marketers.

Before being acquired by SAS, Assetlink encroached heavily on Aprimo’s market share and more than a few large global brands are currently making a move from “other leading technologies” to Assetlink. The solution is ideal for global organizations and stands out because of the robust portfolio of MRM capabilities including planning, budgeting, workflow, project management, collaboration, and reporting.

SAP

http://www.gleanster.com/vendors/sap

“Headquartered in Walldorf, Germany, SAP is the market leader in enterprise application software. Founded in 1972, SAP (which stands for “Systems, Applications, and Products in Data Processing”) has a rich history of innovation and growth as a true industry leader. SAP applications and services enable more than 183,000 customers worldwide to operate profitably, adapt continuously, and grow sustainably. With revenue (IFRS) of €12.5 billion for the year 2010, SAP has more than 55,000 employees and sales and development locations in more than 120 countries worldwide.”

Gleanster Skinny: SAP offers a broad set of MRM capabilities through SAP CRM. A robust and feature-rich solution, SAP CRM is designed to deliver capabilities for sales, marketing, service, customer support, e-commerce, and IT functions. It also delivers tools for partner channel management, business communications management, and real-time offer management.

SAP CRM’s DAM functionality is enabled by a partnership with OpenText, a provider of enterprise information management technology.

The vendor has effectively strengthened its collaboration capabilties through the 2012 acquisition of human capital management software company SuccessFactors. Users may benefit from the ability to integrate SAP CRM with other SAP applications and infrastructures.

Another benefit: the SAP CRM application is designed to support a number of industryspecific processes.

Gleansight: 2014 Marketing Resource Management SproutLoud

http://www.gleanster.com/vendors/sproutloud

“SproutLoud is an Integrated Marketing Resource Management Platform for distributed marketing organizations that provides brand-approved marketing resources through their respective channel programs and to their local affiliates.

We develop technology and services designed to make our client’s local marketers successful within their business communities by enabling integrated local marketing management.”

Gleanster Skinny: SproutLoud has largely operated in stealth over the last 5-6 years.

But that hasn’t hindered its growth. Today SproutLoud works with some of the biggest distributed marketing brands – many of which prefer to remain nameless on the website.

The platform offers a robust set of campaign execution capabilities at par with leading competitors. Where SproutLoud tends to stand out among competition is in the delivery model. SproutLoud offers a software and services solution that targets the channel and the distributed marketers. In fact, they are a full-service offering delivering service, support, creative, and execution for field marketers, which offloads both the demand for skilled resources and the skills to execute from local marketing teams.

The platform offers email, social media, online marketing, direct mail, and fund management in a soup-to-nuts offering that reduces the burden on local marketers- but still delivers all the compelling benefits of a centrally managed marketing operations and resource management tool at the corporate level. SproutLoud is a great option for franchise, financial services, and retail organizations with non-technical local marketing resources who would benefit from a full-service offering for local marketing execution.

Strata Company

http://www.gleanster.com/vendor/strata-company

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“Strata is a marketing and technology company designed to provide comprehensive support services and solutions tailored to meet the needs of each client. Here, one size definitely does not fit all. We offer complete turn-key solutions including strategy, data, execution and analysis; technology solutions geared to help you work smarter and faster; and high-quality creative, production and fulfillment services.”

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40 Gleanster Skinny: Strata offers a complete marketing asset management solution for distributed marketers. While the solution could easily be leveraged by a variety of industries (including financial services, insurance, franchises, retail, and manufacturing), the company has developed a strong portfolio of clients in the healthcare industry, allowing them to customize the technology and service offerings for the unique nuances of healthcare users.

MarCom On Demand includes a variety of capabilities including digital asset management, dynamic templates, collateral and inventory management, local and corporate campaign execution, and customized security administration. The solution is a great fit for mid-size organizations that find the most robust technologies on the market are overkill – MarCom On Demand is accessible to business users and is designed to be a low administrative burden to the business.

SyncForce

http://www.gleanster.com/vendor/syncforce

“SyncForce, founded in 1999, is a leading provider of business software that supports branded goods manufacturers. SyncForce integrates product development, launch and activation (Total Brand Management). SyncForce reduces the product introduction time by improving collaboration within organizations and their sales channels. The cloud service supports companies in keeping all online and offline channels up to date by connecting systems and by sharing product and brand content. SyncForce is used to bring more than 400 product brands to the market, consistently and quickly, both online and offline.”

Gleanster Skinny: Gleanster has not briefed with SyncForce.

Teradata Applications (formerly Aprimo) http://www.gleanster.com/vendors/aprimo

“Teradata is a leading global provider of marketing software and services that enhance the productivity and performance of marketing organizations. Teradata Marketing Operations proves marketing works by connecting campaign results with internal operations and spend.

With Teradata Applications marketers can integrate their marketing execution, get control

Gleansight: 2014 Marketing Resource Management of budget and spend, eliminate internal silos with streamlined workflows, and execute innovative multi-channel campaigns to drive measurable return on investment. Hundreds of thousands of marketers trust Aprimo to revolutionize their marketing.”

Gleanster Skinny: Aprimo is widely regarded as the most robust MRM solution on the market, as evidenced by a client roster that includes a who’s who of Fortune 500 and large enterprise customers. In early 2011, Aprimo was acquired by Teradata, a provider of data warehousing and business analytics solutions. The company re-branded Aprimo in 2013 to Teradata Applications: Marketing Operations. Aprimo MRM was primarily sold as an on-premise solution until 2006 when Aprimo launched Marketing Studio, a SaaS based marketing operations platform for mid-to-large organizations over $100M in revenue. Marketing Studio has been gaining considerable traction, largely because it provides a turnkey solution with a lower risk profile than a full scale on-premise MRM implementation. Marketing Studio, allows marketers to integrate online and offline channels, track budget and spend management, streamline workflow and provides digital asset management. The solution is offered on demand or hosted on-premise or in a hybrid hosting environment. Teradata’s emphasis on consulting and getting the most long-term value out of its solution ranks as a major client benefit.

That said, increasing pressure to meet revenue targets after the acquisition is now resulting in some implementations that have reportedly fallen short of customer expectations. Aprimo can be customized to meet the needs of the most sophisticated marketing processes. As a result, Aprimo MRM typically demands expertise from consultants and systems integrators that at times cost more than a license to the solution itself.

Vertis (acquired by Quad/Graphics) http://www.gleanster.com/vendors/vertiscommunications

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“Quad/Graphics (NYSE: QUAD), a leading global printer and media channel integrator, is redefining print in today’s multichannel media world by helping marketers and publishers capitalize on print’s ability to complement and connect with other media channels. With consultative ideas, worldwide capabilities, leading-edge technology and single-source simplicity, Quad/Graphics has the resources and knowledge to help its clients maximize the revenue they derive from their

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41 marketing spend through channel integration, and minimize their total cost of production and distribution through a fully integrated national distribution network. The Company provides a diverse range of print solutions, media solutions and logistics services from multiple locations throughout North America, Latin America and Europe.”

Gleanster Skinny: In 2013, leading global printer and media channel integrator Quad/Graphics announced that it has finalized its acquisition of Vertis in a deal aimed at strengthening Quad/ Graphics’ ability to serve clients across multiple print and related channels. Vertis won several awards, most focused on the company’s digital printing technology. It has received a total of seven Gold Ink Awards for printing excellence in the categories of Direct Mail, Digital Printing/ Variable Data/Personalization, Brochures/ Web and Sunday Magazines. The acquisition has effectively expanded Quad/Graphics’ retail advertising insert, direct marketing and in-store marketing solutions. In fact, Quad just announced that it has made a multi-million dollar investment in a platform for direct marketing.

WEDIA CrossMedia

http://www.gleanster.com/vendors/resolut-mrm

“WEDIA is the most experienced print+web+mobile marketing asset management (MAM) software provider to bring creation, customization, and distribution capabilities to all three major content channels: web, print and mobile. WEDIA helps global companies engage in more profitable dialogues with local or segmented customers and prospects by empowering individuals at the point of impact, making globally distributed marketers, salespeople, stores and branches more agile by moving the design, production, editing and distribution of valuable marketing assets to the point of impact while also ensuring message consistency across three channels.”

Gleanster Skinny: In early 2012 WEDIA completed the acquisition of BrandProject AB, a leading provider of brand asset management technology known for its prowess in developing digital asset management systems for marketers.

The acquisition of Sweden-based BrandProject is primarily focused on enabling WEDIA to expand its business to Sweden. BrandProject’s client list includes Swedish companies such as Volvo, Tetra Pak, Mölnlycke Health Care and Stena Metall, as well as TaylorMade-Adidas

Gleansight: 2014 Marketing Resource Management in England and Logitech in the US. WEDIA next acquired NewLC, a mobile application development company based in France, in a deal intended to help WEDIA further strengthen its position in a fragmented market for mobile marketing software. Founded in 2004, NewLC specializes in marketing to smartphones and tablet PCs, targeting platforms. WEDIA also completed acquisition of GESCO in early 2012.

GESCO is a leading French Digital Asset Management (DAM) software provider that helps companies centralize and manage media, photo libraries and other digital assets. With these three companies under its belt, WEDIA is now closer than ever to realizing its goal to become a leading provider of MAM software for producing marketing communications for web, print and mobile.

Widen

http://www.gleanster.com/vendors/widen

“In a crowd of marketing tech companies, Widen stands out. Why? Because our culture is defined by our people. We know the digital asset lifecycle. You might even say we’re experts. From pre-media services to web-based digital asset management (DAM) software, our abilities run the gamut of digital media workflows. That’s why Widen has been embraced by photographers, videographers, designers, marketers, printers and sales forces as the standard for quality and service.”

Gleanster Skinny: Widen has been a strong player in the DAM space for over a decade.

Today the company markets a cloud-based DAM solution targeting marketers and creative professionals (but ideal for any internal stakeholder). The system is fully brandable and supports workflow, stylized collections, unique URLs, skins, and branded email communications for workflow events. Widen wouldn’t be considered a traditional MRM solution, but their commitment to marketers and workflow capabilities make them an attractive offering for marketing resource management initiatives that are heavy on digital asset management requirements. Alternatively, Widen could be a good alternative to native DAM solutions in pure-play MRM tools (which typically leave much to be desired from a DAM perspective).

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42

Gleansight: 2014 Marketing Resource Management

43

Lead Author Ian Michiels Principal Analyst

Related Research Recently published Gleanster reports that may be of interest to senior industry practitioners include:

2014 Local Marketing Automation Benchmark 2014 Digital Asset Management Benchmark Building a Business Case for Localized Marketing Automation

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