This document was revised on 3 June 2010. For more information, see the Corrections page on gartner.com

The leading multichannel campaign management (MCCM) vendors provide breadth and depth in support of multichannel campaigns, while niche vendors focus their efforts on software as a service (SaaS) and addressable channels such as Web, mobile and social. B2B capability (lead management) continues to be a hot area, with nearly all vendors offering or contemplating options there. There were modest vendor updates and changes in 2009 as the economy slowed. The fourth quarter of 2009 and the first quarter of 2010 helped the market considerably as deals finally moved forward.

Despite the bad economy during the past year, the MCCM market saw continued overall positive growth (although less of it) as marketers continued to shift investments from mass-marketed, one-channel, one-way, company-driven campaigns to multichannel, measurable, interaction-driven campaigns. More than 90% of the vendors on the Magic Quadrant for CRM MCCM were profitable. Vendors are providing more-advanced multichannel campaign execution, and marketers continue to build on inbound and outbound strategies for targeted, improved response and conversion rates. During the past year, we saw a continuation of a hot lead management area, and much time and attention given to SaaS as the delivery option that was a "must see" in almost every RFP from clients.

Progress in the campaign management market was modest overall, and many vendors focused largely on user interface (UI) improvements and catching up to the sharp increase in social CRM demand for marketing organizations. More specifically, the MCCM market changes included:

• Graphical UI (GUI), workflow, visualization, and ease of use updates in all areas of MCCM. Some vendors are turning to Microsoft Silverlight for help.
• Social CRM and mobile capability. Many of the vendors are partnering on or simply adding "forward to a social site," or posting campaigns to a social-media site capability. Several vendors are building, partnering or buying social-listening capability to capture what is being said about a brand from multiple social sources.
• Real-time decisioning capability. A continued focus on inbound marketing and real-time decisioning/offer management tools with offer management capabilities are becoming accessible for online marketing.
• SaaS delivery. By the end of 2011, we expect more than 60% of the MCCM market to have a viable SaaS deployment option, with most of the vendors already offering a SaaS deployment option for components of campaign management, such as e-mail, Web analytics, content management and social CRM.
• Focus on MPM. This brings additional vendor capability for marketing performance management, distributed marketing and budget attribution.

Finally, new vendors will continue to emerge in the MCCM market. Microsoft Dynamics CRM and Portrait Software are new to the MCCM market this year as they have gained visibility with Gartner clients for their respective value propositions in MCCM.

MCCM processes enable companies to communicate offers to customer segments across a multichannel environment, such as direct mail, call centers, websites, e-mail and communities. This can include integrating marketing offers/leads with sales for execution. Basic campaign management includes functionality for segmentation, campaign execution and campaign workflow. Advanced analytic functionality includes predictive analytics and campaign optimization. Advanced execution functionality includes loyalty management, content management, event triggering and real-time decisioning/offer management in inbound and outbound environments. E-marketing functionality, which is increasingly becoming integrated with campaign management, includes Web analytics, social/community marketing, mobile marketing, Really Simple Syndication (RSS) and search marketing.

For inclusion in this Magic Quadrant, we focused on vendors that offer the most relevant and compelling solutions, and evaluated them against the following criteria. As the market evolves, these criteria may be adjusted to reflect changing user requirements and vendor capabilities.

Functionality

Vendors must support all the following:

• The ability to create, execute and manage multichannel campaigns
• Proven campaign planning, tracking and reporting with role and approval capability
• A UI suitable for marketing users who create, execute and report on campaigns
• Specific, basic campaign management functionality, such as segmentation, campaign execution and campaign workflow

Vendors must support at least two of four functionality components:

• Advanced analytic functionality
  • Predictive analytics
  • Campaign optimization
• Advanced execution functionality
  • Event triggering
  • Real-time recommendations

We also considered evolving campaign management e-marketing functionality, such as Web analytics and community and search marketing.

Market Presence and Momentum

For inclusion in this Magic Quadrant, we focused on vendors with:

• At least 20 customers using campaign management
• At least 15 new customer wins during the past 12 months
• Substantial appearances on Gartner client shortlists for campaign management evaluations
• At least eight accessible client references

Vendor Viability

Vendors also need to have enough cash to fund a year of operations at the current rate of cash depletion.

• Portrait Software
• Microsoft Dynamics CRM

• Infor CRM Epiphany did not meet minimum criteria to be included.
• Market2Lead did not meet minimum criteria to be included.

The criteria and weightings for ability to execute remained the same for 2010 as for 2009. We have adjusted the minimum and maximum percentages on the Magic Quadrant to accommodate more vendors over time, and this does not represent a change in the market as a whole.

• Product/Service: A key differentiator for vendor selection for companies trying to gain a competitive advantage. Therefore, product capabilities are given a high overall weighting for the MCCM Magic Quadrant. Subcriteria include basic campaign and advanced campaign management functionality (45%), and basic and advanced analytics (45%), while functionality for e-marketing is given the remaining weighting (10%).
• Overall Viability (Business Unit, Financial, Strategy and Organization): The overall health of the vendor, including the line of business offering campaign management solutions. Viability consideration includes the vendor's history, and its commitment to the continued success and development of world-class MCCM. This is given a high weighting.
• Sales Execution/Pricing: An assessment of the overall effectiveness of the sales channel, and how it deals with presales responsiveness, contract negotiations and pricing for campaign management. This is given a standard weighting.
• Market Responsiveness and Track Record: An assessment of the campaign management vendor's success in creating and meeting consistent demand for its product, measured in continuing client wins and use in its installed base. This is given a low rating.
• Marketing Execution: An assessment of the vendor's overall momentum and perceived campaign management focus and presence in the market. Vendors must show established and continued broad or specific (such as industry focus) credibility for campaign management in a multichannel environment. This is given a high weighting.
• Customer Experience: An evaluation of client relationships with campaign management vendors. Product support and responsiveness and access to best practices, such as user groups, are considered. An important component of the customer experience is ease of use for the tool. Gartner's campaign management clients see this as an important aspect of the overall customer experience. This is given a standard weighting.
• Operations: The ability of a vendor to meet goals and commitments. Factors include organizational structure (including skills, experience, systems and other vehicles) that enable the vendor to operate efficiently and effectively on an ongoing basis. This is given a low rating (see Table 1).

The criteria and weightings for completeness of vision remained the same for 2010 as for 2009.

• Market Understanding: A vendor's ability to understand the campaign management space, its value proposition in the market, and how effective it is at reaching the marketing buying center for companies purchasing campaign management solutions. Vendors will demonstrate campaign management solutions that fit the needs of the overall market. This is given a high weighting.
• Marketing Strategy: An assessment of how well a vendor can differentiate itself from its competition and functionality, and how it articulates continued visionary leadership in its overall campaign management vision. This is given a standard weighting.
• Sales Strategy: An assessment of a vendor's strategy using direct and indirect sales channels to sell campaign management solutions. This is given a standard weighting.
• Offering (Product) Strategy: An assessment of the campaign management feature set as it maps to functionality requirements in campaign management, particularly functionality that enables advanced capability in inbound and outbound environments. This is given a high weighting.
• Business Model: An assessment of the vendor's alignment of go-to-market and sales strategies for particular industries, geographies or delivery models. This is given a standard weighting.
• Vertical/Industry Strategy: A vendor is assessed on how well its solutions target its current market, as well as its ability to leverage best practices or capabilities for targeting new industries. This is given a standard weighting.
• Innovation: An assessment of the vendor's expertise or capital for investment for pre-emptive purposes in developing new areas of campaign management. This is given a low rating.
• Geographic Strategy: See the "Business Model" criteria. This is given a standard rating (see Table 2).

Leaders consistently do considerably better in overall campaign management performance for basic and advanced campaign management, as well as for integration with e-marketing. Leaders have high market visibility, high market penetration, strong market momentum and a strategic vision for growing the campaign management business.

Challengers see continued investments in campaign management solutions as complementary offerings to business applications that are their core competencies. Challengers have a developing understanding of the campaign management market and basic campaign management functionality. They see campaign management as an opportunity to increase revenue and retention in their installed bases, and they concentrate on established clients' needs for campaign management functionality and strategic direction, rather than on setting a visionary pace with potential requirements.

Visionaries provide a strong vision for the campaign management market, or excel in advanced or emerging areas, such as inbound marketing and e-marketing. They can set strategic direction or demonstrate specific innovative capabilities in one or more functionality areas (such as advanced campaign functionality or e-marketing integration) in campaign management that the market will eventually adopt. Visionaries may have campaign management implementations from different buying centers, such as the call center or e-commerce departments. Although visionaries show promise in campaign management, they may lack execution capabilities, such as growth potential, resources or scalability, in the near term.

Niche players provide specific needs in the campaign management space. They may be focused on a specific functionality, process (for example, lead management), geography and/or industry. Niche campaign management vendors tend to lack a broader set of campaign management capabilities (such as advanced analytics) or execution potential (such as sufficient resources or a fully developed market strategy).

Alterian, a U.K.-based company, is a niche player in the MCCM Magic Quadrant, providing campaign management execution built on top of a high-performing analytics engine. Clients looking for hosted campaign management with strong analytical tools should consider Alterian for midmarket campaign management. Consider alternatives when a lower-cost, more operationally focused MCCM solution offered as part of a marketing service provider (MSP) solution isn't the priority.

• Revenue increased by 40% in 2009 vs. 95% for the first half of 2008. Much of Alterian's new business came from the U.S. in 2009.
• New for 2009 was the acquisition of Techrigy for social-media monitoring. Alterian will complement the SM2 listening platform with social-media engagement for execution of campaigns to social sites, such as Facebook, Twitter and YouTube. At the end of March 2010, Alterian released WebJourney, a Web analytics tool that analyzes and tracks Web visitor behavior, as well as pages and assets. For example, WebJourney tracks how both known and anonymous visitors interact with the content on a website.
• Alterian's road map for 2010 includes, most notably, a highly requested, integrated Web-based UI. At the end of 2010, Alterian plans to release a rich client interface built on Silverlight and providing a Web-based analytical workbench, and modeling and campaign management, with a common UI for Dynamic Messenger (e-mail execution) and WebJourney (Web analytics), leveraging a common asset repository from its Web content management solution.
• References consistently pointed to Alterian's strengths for developing complex campaigns.

• References consistently mentioned reporting as not being as good as external reporting tools.
• References mentioned ease of use overall, and the need for an improved GUI. Alterian's plans for Web-based campaign management, automated modeling on Web segment data and a Web-based analytical workbench slated for the end of 2009 were not delivered on, and were pushed out until the end of 2010. Some of Alterian's products remain on separate architectures and are run from separate servers.
• The channel partner, not the marketing department, usually selects Alterian. In addition, MSPs tend to view Alterian as a lower-cost, operationally focused alternative to larger campaign management vendors.

Aprimo, known for its marketing resource management (MRM) leadership, is a challenger because it continues to add MCCM deals and new customers to its installed base. Marketers focused on MCCM with strong MRM functionality should consider adding Aprimo to their shortlists. Consider alternatives when some e-marketing capabilities (specifically transactional marketing) aren't a priority.

• Aprimo reports that it generated $68 million in revenue in 2009, with recurring revenue growing 29% and total revenue growing 15% compared with 2008. The number of new campaign management deals improved in 2009. Aprimo provides basic and advanced campaign management execution, including lead management and event-triggered marketing. Aprimo changed partnerships with SPSS to KXEN for advanced predictive analytics to incorporate prebuilt models for in-line scoring during the segmentation process. Aprimo targets the financial industry, retail/consumer packaged goods, life sciences, technology/telecom and media/entertainment markets.
• In 2009, the company had two major releases: Aprimo Marketing Studio On Demand in a multitenant SaaS model, which largely focuses on e-mail deliverability, segmentation, e-mail and microsite creation, lead scoring and management personalization, and nurture dialogs, and the Aprimo Marketing Studio 8.5 release, which consists of e-mail deliverability services and the ability for social sharing from e-mail recipient landing pages or microsites, unified data management, and multiple database access with its OptiSeries. Aprimo supports Microsoft SQL Server, IBM DB2 and Oracle databases, and with 8.5, it now supports Teradata DB.
• The release of Aprimo Marketing Studio 8.6 is scheduled for the third quarter of 2010. It will focus on extending direct e-mail deliverability to also include the Segmentation Manager, video and Web annotations for microsites, and the capturing of e-mail as digital assets into a review process.
• References noted connecting to legacy data sources, as well as provisioning them through Aprimo's segmentation tools and controlling multistep, multichannel marketing initiatives through the dialogue manager, as strengths for Aprimo.

• Aprimo has chosen to partner with other companies to fill certain visionary areas, such as advanced predictive analytics into its products. As relationships change, Aprimo is forced to change partners in these advanced areas of campaign management.
• References on the previous versions of Aprimo 8.0.xx (Studio 8.5 was released in December 2009) mentioned that improvements were needed around Aprimo's UI navigation and menus. References reported too much cutting and pasting of data fields that should be maintained by the navigation. They also noted a complex upgrade path to later versions.
• Although its basic and advanced campaign offerings continue to improve and win stand-alone deals, Aprimo's mind share comes from its MRM capability and its integration with MCCM.

ATG is a visionary provider with a strong focus on deployment and a commerce-centric approach toward campaign management functionality. Marketers in the online business-to-consumer (B2C) retail and high-tech environments seeking e-marketing-specific campaign management for e-commerce and e-service should consider ATG on their evaluation shortlists. Clients looking for campaign management through other channels, such as the call center or direct mail, should consider alternatives.

• ATG provides solutions for B2C and B2B e-commerce, which includes campaign management in an online environment along with a SaaS option. ATG's revenue grew by 9% in 2009. Revenue reached more than $179 million in 2009 for the company as a whole and it is profitable.
• ATG has basic and advanced campaign management, such as event-triggered marketing, cross-selling and upselling, lead tracking, A/B testing, e-mail marketing, and an in-line search marketing/online segmentation strategy called "searchandising" in an e-commerce environment. ATG partners with community marketing vendors, such as Bazaarvoice, Jive Software and Pluck, to help move customers toward purchases. Social CRM supporting campaign management is considered as having more visionary capability for MCCM.
• More notable updates in 2009 included new representational state transfer (REST) APIs for all ATG platform functionality, including personalization, making it easier to integrate ATG personalization and content targeting by way of Web services into any Web application. ATG also released native applications for the iPhone for mobile Web storefronts. In addition, ATG released a new e-mail recommendation product that creates e-mail marketing campaigns from the recommendation engine.
• For 2010, expect real-time recommendation inventory awareness, and a new console for merchants to control and monitor recommendations across channels.

• ATG is primarily for e-commerce, which includes online campaigns and interactive channels. Its main value proposition is supporting e-commerce activities.
• References cited the need for more-robust content management capabilities that are easier to incorporate with their processes beyond commerce.
• ATG needs to increase visibility around online marketing outside of seller site e-commerce, thus increasing its vertical market potential. It has one of the few solutions that can offer online campaign presentment.

Eloqua is a small, but growing, niche provider with top mind share in lead management, offering an on-demand solution for B2B, or for B2B in consumer markets where "large, considered" purchases require a sales agent. Midmarket, B2B-oriented clients, or those with sales agents working on large, considered purchases, looking for on-demand campaign management specifically focused on lead management should consider Eloqua.

• Eloqua revenue grew 25% in 2009, compared with 54% growth in 2008, to approximately $41 million. The company is cash-flow-positive.
• The company's products support lead management as a business process. This includes lead scoring, nurturing and routing designed with the channels for generation and execution (such as online and e-mail), as well as for integration points (such as sales and events). Its main execution channel is e-mail marketing, but it also provides data collection reporting and analysis from e-mail landing pages, direct mail (on-demand), websites, Web events, surveys and online registration forms. Eloqua provides basic campaign management execution — such as segmentation, execution and workflow — geared toward generating leads, including event-triggering and e-mail marketing execution capability in an on-demand environment.
• New for 2009 was a GUI-friendly Prospect Profiler to gather insight into inbound/outbound marketing capability, and social-sharing capabilities to social websites and reporting, such as the number of contacts from Twitter, Facebook, LinkedIn, etc. Eloqua also beta-tested SmartXChange, which is a library for sharing best practices, templating and marketing programs. Other changes included a CMO dashboard and the introduction of an e-mail template creation/sharing feature for Microsoft Outlook users. Eloqua offers the SmartStart methodology, providing a money-back guarantee that clients will implement automated marketing programs within five days. The vendor did this to address the complexity in the product, and many customers have signed on to the program.
• The vendor's road map for 2010 includes a focus on Revenue Performance Management, which consists of a new UI (now in beta) that includes a visual GUI for campaign/lead creation; rich editors to design landing pages, e-mails, etc.; and integrated business intelligence (BI), including pipeline analytics and real-time funnel optimization.

• Many references continued to underscore the need for UI and reporting improvements. One reference called it a patchwork of complex functionality from adding on needed components over time. References mentioned a lot of previously created reports as being helpful, but disorganized and inflexible for creating and digging into the data.
• Eloqua is perceived as costly, compared with the competition, even with released tier-type offerings.
• Consider alternatives when lead management is not a priority.

Marketo is a very visible niche player offering lead management capabilities primarily for the midmarket. B2B marketers should consider Marketo as a midmarket provider of SaaS lead management tools that enable marketers to automate the leads process. Consider alternatives if B2B lead management isn't a priority.

• Marketo is small, but is quickly growing (introduced in 2008 and now with 540 customers). The vendor reported 406% revenue growth in 2009, and it reports adding about 30 to 40 new customers a month.
• Marketo functionality includes SaaS-delivered, basic campaign management capabilities with specific functionality for lead management, such as lead scoring and lead nurturing via custom landing pages and microsites, including A/B testing capability. The vendor provides lead capture forms, lead deduplication and data quality management, and dynamic content within e-mail marketing execution. Marketo Sales Insight and a native salesforce.com application that also plugs into Microsoft Outlook give salespeople visibility into sales leads and involvement in the scoring and nurturing processes. Marketo integrates with salesforce.com. Marketo is targeting B2B industries and tends toward divisional purchases, rather than companywide, but it is moving upstream into enterprise-level lead management.
• New for 2009 were custom metrics and a column for defining your own metrics (for example, qualified sales leads per month) and adding to reports, improved charting and dashboarding capability, and the ability to bring in external tables and objects into the Marketo schema. Marketo also added capability to monitor and trigger campaigns based on social-media interactions. The vendor also moved from integrating only with salesforce.com CRM toward customer integrations with NetSuite, Microsoft Dynamics CRM, Oracle (Siebel), Sage SalesLogix and others.
• The vendor's road map for 2010 includes pipeline- and forecasting-type analytics to measure velocity across stages of the revenue cycle.
• References consistently mentioned nurture scoring and ease of setting up campaigns as big strengths for Marketo. References continued to score Marketo above average for the product as a whole.

• The vast majority of Marketo integrates with salesforce.com at this time, but Marketo has released a full set of APIs that allows integration with other CRM systems. Marketo should not become overly reliant on this partnership, because salesforce.com could decide to add capability in its lead management offerings.
• References consistently pointed to reporting and pulling data for reporting as being weak and needing improvement.
• Marketo is relatively new to the market, is funded and is growing quickly, but is not yet profitable.

Microsoft Dynamics CRM enters the MCCM Magic Quadrant as a niche player for companies targeting all verticals. Marketers can consider Microsoft as part of a CRM suite that leverages the familiar native Outlook/Office experience for campaign management.

• Microsoft is a large, profitable software company that can invest as much money into campaign management as it wishes to without much restriction. Its ability to execute based on this is high.
• Microsoft offers basic and advanced campaign management capabilities as part of its overall CRM product. The vendor utilizes standard Microsoft technologies, such as Microsoft .NET, Internet Information Services (IIS) and Microsoft SQL Server, and has full support for Web Services. It offers perpetual on-premises license, hosted and SaaS deployment options.
• Microsoft CRM offers its deployment options based on the same platform, architecture and code base.
• Microsoft has event management capability for tracking and management event details (venue, registration, attendees, cancellations, etc.).
• References mentioned consolidation of databases and streamlining operations for marketing and sales as strong suits for Microsoft Dynamics CRM.

• There is no leading vision for MCCM. There is no functionality in the product, or on Microsoft's road map, that the competition will be pressed to duplicate to keep up with.
• References reported that workflow can be cumbersome, and that certain customizations are easy, while others require a high level of technical knowledge.
• Consider alternatives when a CRM suite inclusive of marketing, sales and customer service is not warranted.

Neolane is a small, but growing, niche player that continues to raise visibility and improve its vision and mind share as it moves toward on-demand midmarket B2C and B2B MCCM. Marketers should particularly consider Neolane if e-mail, Web and mobile marketing are major channels for campaigns.

• Neolane increased revenue approximately 30% in 2009 vs. 40% in 2008. The vendor is profitable.
• Neolane provides basic and advanced campaign management and surveying tools, and partners for more-advanced analytic capabilities, such as with SPSS, KXEN and Omniture for Web analytics. Neolane also partners with Bazaarvoice and PowerReviews for community marketing capability. Neolane does not target specific vertical markets, but its strengths have included retail/e-commerce B2C, B2B high tech, financial services, media/entertainment and travel/hospitality. Channels targeted by Neolane include e-mail, Web, call center and Wireless Application Protocol (WAP)/Short Message Service (SMS) for mobile marketing execution. Neolane also offers print mail (print on-demand).
• New for 2009 were offer management/optimization capabilities, including recommendations for offer and channel with simulation capability. Neolane also released distributed marketing capability for branches, agencies and/or dealerships. Social-media capabilities, now in beta, include social-media forwarding.
• On the road map for 2010 is the full release of social-forwarding capability, integration to Twitter, a new scoring engine for lead management, new marketing dashboards, integration connectors for Web analytics and e-mail delivery improvements.
• References consistently reported above-average professional service support, and generally give a positive overall rating for Neolane's products, noting ease of use and multichannel campaigning on one platform

• Neolane should leverage its capability and vision in areas of e-marketing such as website campaign management and search marketing, and should further develop marketing itself in the social space to differentiate itself in the growing and competitive midmarket campaign management space.
• Neolane offers B2C and B2B capabilities. The vendor should further develop its lead management thought leadership by leveraging not only B2C capabilities for B2B, but also specific B2B capabilities, such as event management, contract management and pricing optimization.
• Neolane entered the U.S. market during 2007, but it has somewhat limited human resources here, compared with those it has in Europe, the Middle East and Africa. Neolane should continue, and is continuing, to increase resources in the U.S.

The overall viability and clear marketing positioning of Oracle (Siebel) within the Oracle environment keeps Siebel in the Leaders quadrant. B2B and B2C marketers should add Siebel Marketing to their campaign management shortlists, particularly where integration between marketing and sales can be leveraged. Consider alternatives when an overall CRM suite is not the main value proposition.

• Oracle reports that Siebel Marketing licensed revenue and deal size continued to grow in 2009, and its Loyalty offering's revenue will exceed Marketing's for the first time in the second quarter of 2010. B2B companies are still a "sweet spot" for Siebel Marketing, with B2B-specific functionality such as lead management capabilities (also offered as SaaS) and integration with trade promotion. Siebel Marketing offers good breadth of functionality for basic and advanced campaign management and for basic and advanced analytics.
• Product releases in 2009 included CRM Analytics 7.9.6, and new loyalty lead management and pricing BI applications. Also notable was a Siebel adapter for Oracle Content Management and a release of Oracle Real-Time Decisions (RTD) 3.0. Oracle RTD has delivered good ROI results for existing deployments, and there was some good future vision around points of automated decisioning along a full campaign management process, such as what offer, what segment, what content, what channel, etc. In 2009, Siebel introduced Siebel Marketing and Loyalty Hosting via Oracle On Demand.
• Loyalty's future road map for 2010 includes a graphical promotion designer with drag-and-drop capabilities for promotion setup, simplified UI and navigation, and improved promotions management, including support for hierarchical and sequential rules and loyalty promotions based on customer-focused themes or events (such as a customer becoming a father). Oracle (Siebel) has plans for social applications for campaign management, such as social monitoring for marketing, next year.
• References consistently reported robust segmentation ability as the top strength for Siebel Marketing.

• Many references referred to the offerings being best-reserved for "power users," and that special attention should be given to training and user adoption.
• Siebel Marketing is achieving B2B and B2C momentum among marketing departments for campaign management capabilities, but integration with the broader CRM suite continues to be the primary value proposition.
• Most references reported choosing Oracle (Siebel) because of an existing relationship with the company, rather than that it is best of breed, except where loyalty management was the main driver.

Portrait Software enters the MCCM Magic Quadrant as a small and profitable niche player offering advanced analytics, basic and advanced outbound campaign management, and inbound campaign management to B2C financial services, telco and some retail clients. Marketers should consider Portrait Software when there is a need to add inbound, interaction-based marketing in a call center.

• Portrait Software's revenue in 2009 was 24 million, up 10% from 2008. Gartner estimates campaign management revenue made up one-quarter of that number. The vendor added around 30 net new customers in 2009.
• Portrait Software offers basic and advanced campaign management capabilities for B2C organizations, and is more visionary than other vendors due to its uplift optimizer capability, which focuses offers based on customers likely to respond to your message, and identifying those that will buy anyway or that will never buy. The vendor has successfully leveraged two acquisitions: Million Handshakes (in 2008), for campaign creation and execution, and Quadstone (in 2005), for predictive analytics and real-time best-next-action. Portrait Software's core product is built on Microsoft .NET and provides mostly on-premises implementations, although SaaS delivery is an option. MSP relationships include Merkle LogicLab, MBS, Customer Portfolios, Optima Value Group, ONE Marketing, Responsive, Lateral Group and DirektMedia. Portrait Software has approximately 16 joint customers with its MSP partners. The vendor now has a partnership with Orbis Global to provide prospects and customers with integrated MRM capabilities and strong OEM and value-added reseller partners, including Fiserv and Consona.
• The vendor's road map for 2010 includes optimization across customer life cycle, embedded real-time scoring, social integration (Twitter and Facebook) and further expanding online real-time recommendations over the Web.
• References mentioned campaign workflow/customer dialogue, campaign design and flexibility of data sources as strengths for Portrait Software.

• Portrait's visibility and mind share for overall MCCM is low, but inbound/outbound fusion and its customer interaction optimization are strengths in the MCCM market.
• References said reporting should be improved. Standard reports could be further developed, and customized reports require expert users.
• Seek alternatives when a call center is not a large part of your MCCM strategy.

Responsys continues its growth as a niche player, moving from a purely e-mail marketing execution provider toward midmarket MCCM. B2C marketers seeking a midmarket, on-demand-only campaign management tool whose main channels are e-mail, social, SMS and the Web can consider Responsys. Clients seeking B2B functionality, such as lead management or event planning, or B2C clients seeking inbound marketing in the call center, should consider alternative providers.

• Responsys added 63 new campaign management customers in 2009. The company is profitable and saw 37% growth in 2009. Responsys provides basic B2C and B2B campaign management, and some advanced analytic and e-marketing capabilities in a multitenant, on-demand environment. Industries targeted, in order of priority, are retail, financial services, travel and hospitality, and high tech. Channels include e-mail, direct mail (print on-demand), SMS, and external social-campaign tracking and execution capability.
• Additions last year included a new online-analytical-processing-driven, ad hoc reporting environment in Interact Insight; new interactive data visualization for analyzing campaign performance across channels; prepackaged integration for Interact Connect, including Omniture, salesforce.com and Coremetrics; and a widespread UI redesign, making all areas of the suite and all channels fully integrated into aggregated views. Responsys now has mobile campaign reporting, which includes opt-in/opt-out and deliverability for the mobile channel.
• The vendor's current version, Interact 6.9, was released this year, and includes, most notably, UI improvements and a social-campaign manager application for external social sites, such as Facebook and Twitter. The 6.10 release, slated for June 2010, includes international SMS message triggering.
• On the Responsys road map for 2010 is Web campaign presentment. This will give Responsys the ability to execute blocks of targeted campaign content on a website.
• References consistently pointed to Responsys as having met or exceeded expectations for the offering as a whole.

• Although there are more multichannel advanced users, many references still reported use of e-mail and Web landing pages as their main channels, rather than multichannel.
• Responsys must show more multichannel use as it makes the transition from pure-play e-mail marketing to MCCM. Most references evaluated its e-mail marketing capability, rather than MCCM.
• Responsys needs increased visibility from MSPs, although it has a good presence among some interactive marketing agencies, such as DDB, Wunderman, OgilvyOne and Draftfcb.

RightNow sells its campaign management offerings as part of a CRM suite. It is a niche player in this Magic Quadrant. Marketers should consider RightNow Marketing when it is important to complement basic campaign management with the capability to leverage customer service knowledge and activities in an on-demand delivery model.

• RightNow grew its revenue 9% in 2009, with $153 million in total revenue, and it is profitable. RightNow provides on-demand CRM capability with core strengths in customer service and complementary sales and marketing solutions, with an emphasis on high tech, retail, consumer goods, higher education, government and telecom. RightNow focuses on B2C-oriented businesses, which are better-suited to RightNow's campaign management offerings and its installed base of service-based call centers.
• RightNow has basic campaign management capabilities, such as dialogue management, basic event triggering, lead management and segmentation, which are realized primarily through e-mail marketing.
• In addition to RightNow's current social-monitoring capability, the vendor ended its relationship with Lithium for hosted communities, and instead purchased HiveLive, bringing over about 120 customers and adding 20 new clients since the acquisition. This further develops RightNow's strategy around social CRM, with the ability not only to monitor, but also to create and act on the social environment. RightNow will focus on customer service first, leveraging communities for knowledge base resources and, later, more marketing-type efforts leveraging the community.
• Other changes in 2009 included improved bounce handling/unsubscribe reporting and householding e-mail address sharing, dynamic merge reporting for e-mail, and more control over e-mail recency/frequency rules.
• References consistently mentioned UI and campaign workflow ease of use for the marketer, particularly for e-mail, as being a strength for RightNow.
• The vendor's road map for 2010 includes social-monitoring extensions for MySpace and Facebook.

• References mentioned that they wanted improvements to the ability to manage activities that aren't related to a mailing (such as keeping track of whether a contact received direct mail or an outbound telemarketing call, or attended a webinar).
• References mentioned the need for further permission segmentation, so that full administration permission is not required for access to certain features, and the unnecessary requirement to go back to RightNow for some basic reporting needs that should be accessible from the solution.
• Consider alternatives when integrated marketing and service solutions are not the priority.

smartFOCUS is a U.K.-based campaign management vendor in the Niche Players quadrant that offers basic and advanced campaign management. Clients should consider smartFOCUS specifically when seeking campaign management for integrated offline and online marketing capability with analysis and database management for the midmarket.

• During 2009, smartFOCUS grew its revenue by 14%, adding to its customer base predominantly in the midmarket.
• smartFOCUS offers basic and advanced campaign management tools for descriptive and predictive analysis, reporting, database integration, and campaign planning and management. Its platform supports outbound and inbound execution, with e-marketing channels that include e-mail, SMS, RSS and landing pages/microsites.
• Industries focused on include retail, financial services, gaming, travel and tourism, news media, and publishing. 
• smartFOCUS rounds out functionality with partners. It partners with KXEN for predictive modeling algorithms, and with Omniture for Web analytics. New partnerships for 2009 included Coremetrics and Speedtrap. smartFOCUS connects with salesforce.com to extend B2B lead management functionality to include closed-loop sales processes, such as opportunity management and lead tracking.
• Modular solutions from smartFOCUS offer several deployment options, including on-premises, hosted and predominantly on-demand, offering full multitenancy support.

• Although smartFOCUS has marketing service partnerships for selling in the U.S., it continues to lack visibility among U.S. marketing departments. It will need to continue to show mind share from the news media vertical to achieve more focus and differentiation in the U.S.
• References mentioned that improvements are needed in date comparisons, such as finding a second activity for a customer after his or her first. It is easy to get lost when analyzing between dates.
• smartFOCUS continues to push back its plans for a unified UI, now scheduled for 2010. The company plans to use Microsoft Silverlight for its UI and to provide a "desktop experience over the Web." This will be necessary to continue to migrate to SaaS successfully.

Company viability and the overall value proposition of marketing as an integrated solution keep SAP a challenger in the campaign management market. Marketing departments in an SAP environment should evaluate SAP campaign management to see whether it meets most of their requirements before seeking best-of-breed solutions elsewhere. Consider alternatives when SAP is not part of your current or planned environment.

• SAP provides basic campaign management execution, trade promotion management, loyalty management, Twitter campaign management with sentiment analysis capabilities and a Facebook loyalty widget. The vendor also provides SAP Real-Time Offer Management, which adds more-advanced, real-time decision capability to the product. SAP reports that 50% of new clients use marketing capabilities.
• Notable changes in 2009 included real-time offer management built within the UI business framework designer with a dashboard, high-volume performance capabilities, segmentation and e-mail execution. SAP manages all aspects of campaign management, such as segmentation and structure logic flow, but also partners for e-mail deliverability and execution. Because many customers are using third-party e-mail providers, SAP is partnering with on-demand vendor ExactTarget and on-premises vendor StrongMail.
• SAP Loyalty module progress in 2009 included adding processes for partner management, such as earning and redeeming points from partner products and integration with point of sale. SAP is one of only two MCCM vendors with loyalty accrual and self-service redemption capability.
• The vendor's road map for 2010 includes main distribution frame capabilities that enable co-marketing with channel partners and more investment on loyalty offerings, including a dashboard for showing margin, reporting on active campaigns and data quality management.
• Customer references continued validating substantial improvement around ease of use from the CRM 7.0 release, and these references contrast greatly with the references for prior releases.

• There is little visibility for campaign management outside of SAP's product, and it is evaluated as part of an ERP offering for the integrated value proposition versus a best-of-breed MCCM.
• The solution has shown scalability for 50 million customer records with a handful of references, but there can be issues for customer records of more than 50 million.
• References consistently mentioned the need to have expert capability and strong internal knowledge of the product beyond professional services help, before and during implementation, to achieve success.

SAS continues its leadership positioning in the MCCM Magic Quadrant for its campaign management wins, with a strong analytic focus on campaign management. SAS should be on the shortlists of marketing departments that want advanced analytics within MCCM.

• SAS is a large, privately owned company with approximately $2.3 billion in revenue in 2009. Revenue growth for MCCM grew 17% vs. 11% in 2009. SAS has good basic and advanced functionality for campaign management, as well as strong advanced analytics capabilities, such as analytic segmentation and cross-campaign optimization, that are integrated into the campaign process.
• Notable changes in 2009 included the release of Customer Intelligence 5.3, for which SAS reports scalability and performance improvements, including a two-times improvement in campaign query performance, the ability to maintain a campaign test database of 300 million customers and a fives-time improvement of Real-Time Decision Manager throughput. New modules included Web Analytics and Customer Experience Analytics, with prebuilt reporting, Marketing Mix Advisor (replacing technology acquired from Veridiem), and social-marketing capabilities, such as Customer Link Analytics social segmentation (mostly to the telco industry). In April 2010, SAS added Social Media Analytics, which includes text mining with sentiment analytics for on-demand-only deployment.
• On the SAS road map for 2010, and improving its overall vision, are Rapid Predictive Modeler integration, improvements to its (Flash) Campaign Web Studio, Air2Web integration for the mobile channel and a major Web UI refresh for Digital Marketing. Real-Time Decision Manager will receive improved dynamic offer arbitration. Partnerships in 2010 will be targeted at strengthening mobile, call center and integration/MSP service offerings.
• References reported that having an integrated data structure underneath MCCM is one of the most beneficial features of SAS products.

• References considered SAS for power-user-type work with advanced analytics capability, rather than for its strengths in campaign management alone.
• SAS needs to accelerate its road map in more-advanced analytics areas of campaign management, and to aggressively leverage its analytical strengths, because its vision is there. The vendor has been slow to get adoption for its Real-Time Decision Manager (released in 2007), and needs to accelerate development in its Web analytics offerings, as well as accelerate its approach to e-marketing and emerging areas, such as community marketing/social CRM.
• Consider alternatives when marketing analytics are not an organizational priority.

Teradata's data warehouse and the consistent appearance on campaign management shortlists of Teradata Relationship Manager (TRM) 6.0 keep Teradata in the Leaders quadrant. Large companies and companies that have large amounts of data or with complex datasets for segmentation and targeting, or for which data movement causing latency is a concern, should consider Teradata. Companies that are uninterested in running campaign management from Teradata Warehouse should consider alternatives.

• Teradata's value proposition is its data warehouse offering integration with TRM, which includes basic and advanced B2C campaign management capabilities. Although competitors claim to enable data to be accessed wherever it is located, many clients end up building a marketing data mart. Teradata provides this on multiple hardware platforms with tight integration and quick access to customer data records.
• Changes for 2009 included a self-service/distributed marketing module with a configurable UI and a field of objects to deploy to users. Partners can create and/or choose collateral, send for approval, etc. Users can create simple segments, offer collateral and generate outbound campaigns. Teradata also has integrated lead, contact and offer optimization into a single interface, with simulation capability for "what if" analysis.
• The vendor's road map for 2010 includes a new UI and real-time dashboarding, sourcing of online advertising and social-media behavior data (such as key influencers for social-referral marketing), and integration of predictive analytics with existing rule-based decisioning engines. Teradata will continue partnership expansion, which has included vendors such as SAS and StrongMail for e-mail, in addition to their OEM arrangement with NCR, and will include additional vendors, such as KXEN and others, as Teradata builds out its "Active Marketing Ecosystem."

• Companies must invest in Teradata Warehouse as part of TRM, which limits platform choice for the underlying marketing database.
• References pointed to the Web browser interface in 6.0 needing streamlining of the number of clicks and full-screen refreshes.
• Teradata TRM was built for the power marketing user, and requires substantial skill to use fully. The vendor continues to add functionality to its UI to accommodate the casual user in the next release, slated for the end of 2010.

Unica's core competency and top mind share toward the MCCM market keep it in a leadership position. Marketing departments should consider Unica when MCCM is a significant strategic requirement. Clients focused largely on B2B capabilities (specifically small or midsize businesses) should consider alternatives.

• Unica provides clients in many industries with the broadest range of campaign management capabilities, depending on users' current and growing needs. Unica is also meeting the needs of campaign management departments for augmentation of campaign management with MRM. The vendor has leading capabilities for basic and advanced functionality for campaign management, and offers additional functionality for advanced analytic capabilities, such as predictive analytics, campaign optimization and e-marketing.
• In 2009, Unica released Interactive Marketing OnDemand and made two acquisitions in this area: Pivotal Veracity, a leading provider of e-mail delivery, and MakeMeTop, a paid search bid management vendor. Unica now owns, instead of partnering for, functionality in e-marketing. Many competitors are still largely in the planning stages of this major area. 2009 also included a strongly requested suitewide UI, as well as Web analytics and e-mail marketing integrated with Unica OnDemand.
• Unica's references consistently pointed to high scores for advanced campaign management and the ability to handle complex segmentation.
• The vendor's road map for 2010 includes social-media monitoring and social-sharing capabilities, Web marketing via JavaScript tag, integration of bid management into NetInsight, and investments in mobile marketing.

• Overall revenue of $100.6 million was down 17% for Unica in fiscal 2009, compared with overall revenue of $121.1 million for fiscal 2008. More recent quarters, including the first two quarters of fiscal 2010, show a return revenue and profit growth.
• As a leader in this market, Unica must continue to provide a leading vision as an MCCM vendor, as it has recently with its push toward interactive marketing. Unica tends to make investments when the market is ready, and does not create new areas that customers and the market will follow.
• Unica will see increased pressure from the on-demand, midmarket players in campaign management. Although it targets midmarket solutions, the vendor will need to demonstrate success with its on-demand interactive marketing solution as a whole, not distinct Web analytics offerings.