Magic Quadrant for Integrated Marketing Management

Integrated marketing management (IMM) represents the marketing strategy, process automation and technologies required to integrate people, processes and technologies across the marketing ecosystem (see "Focus on Integrated (Rather Than Enterprise) Marketing Management"). IMM supports closed-loop marketing by integrating operational, executional and analytical marketing processes. The closed-loop process starts at concept/idea and goes through to planning to resource allocation to creation/project management to piloting to full-scale execution through to, ultimately, evaluation and analysis that feeds back into ideas and planning.

IMM emphasizes architectures and platforms for the role-based distribution of information, content and functionality. From a technology perspective, vendors in this market provide an integrated set of marketing functionality that integrates executional, operational and analytical marketing processes. These may not all reside in the same solution, but should be preintegrated if they are not on the same architecture. Clients must assess the architecture and integrated nature of the solution, as well as the robustness of required functionality.

Source: Gartner (November 2012)

Vendor Strengths and Cautions

Direxxis

Direxxis is a Niche Player, due to its small size and regional focus on North America. North American clients looking for an integrated solution to support marketing and sales communications should consider Direxxis.

Strengths

• Growth: Direxxis reports approximately 54% revenue growth from 2010 to 2011, with 14 net new clients. Gartner estimates that the vendor generated between $12 million and $14 million in revenue in 2011.
• Marketing and sales communications: The strength and focus of Direxxis' solution lies in integrating marketing and sales to deliver consistent communication across a number of different channels. Its marketing resource management (MRM) capabilities are focused predominantly on marketing asset management and fulfillment. Its campaign management functionality supports multiwave, multichannel and multitouch campaigns. Marketing performance management (MPM) enables marketers to track and report performance metrics based on marketing efforts within the system. The platform is built on data integration and management technologies, including those for matching and deduping. The platform also automates statistical and predictive modeling to segment and target customers.
• R&D: Direxxis has expanded its R&D team, increasing throughput by 80%. About 30% to 40% of enhancements are influenced by client recommendations, with the remaining set by future marketing approaches that Direxxis believes are important for R&D and technology improvements. The vendor has released two new modules, one for social media integration and one for basic lead management. Other enhancements include a user communications module, product internationalization (English, Chinese, German, Spanish and French), and improvements to content customization, reporting and application performance. The road map for 2013 includes plans for expanding the social media marketing capabilities and enhancements to the My Marketing Plan Operations Module (project management, annual planning tools, visual marketing calendar and corporate end-user activity tracking). The Direxxis Express solution will offer a quick start package with defined roles, programs, campaigns and reports, with a dedicated implementation team. In 2013, Direxxis will replatform its dmEDGE 5.0 solution with a new user interface and collaboration tools that will support both a tablet and a mobile version of the solution.
• Solution options, software as a service (SaaS) and pricing: Direxxis has four solution options called "editions" — Group Edition, Professional Edition, Enterprise Edition and Unlimited Edition — as part of dmEDGE 5.0. The dmEDGE solution features a multitenant data architecture, and dmEDGE servers and computing resources are shared among all dmEDGE clients on a server, although each client has its own set of data that remains logically isolated from data that belongs to all other tenants. Data is isolated by storing each client's (tenant's) data in separate databases. Each client has its own dedicated set of application server instances. Pricing is very straightforward for the various editions, so clients can select the one that is most appropriate for their requirements. The pricing model is a user-based SaaS one, with a monthly fee structure based on the number of dmEDGE modules and users required per client.
• Reference feedback: References stated that they selected Direxxis for its understanding of marketing business requirements, its good quality response to RFPs, its presentation of capabilities and its integrated solution.

Cautions

• Size and geography: Direxxis is one of the smaller vendors evaluated in this Magic Quadrant. It is predominantly focused on the North American market. Its sales and distribution are quite small, with few direct sales resources. To continue to grow, it will need to aggressively expand its direct sales and leverage partners' sales teams.
• Limited market visibility: Direxxis is one of the lesser-known and lesser-recognized players in this market. It will need to improve its visibility in the market, and increase its marketing execution to compete with the larger and better-known players.
• Increased competition: Increased competition comes from larger marketing automation vendors, such as Teradata (Aprimo), IBM (Unica) and Oracle (CRM On Demand and Fusion), as well as Eloqua, Marketo and Neolane, developing SaaS offerings and targeting the midmarket.
• On-premises deployment option: On-premises deployment is not a standard option. Direxxis is a marketing service provider (MSP), as well as a technology provider, and prefers to host its dmEDGE solution in its SaaS model. However, on-premises is a custom option.
• Implementation time and resources: Half of the references reported that it took longer to implement Direxxis than expected. References also reported that the number of people required for implementation was between four and 20, with most references requiring more than 10 people.

IBM

IBM is a Leader for its broad IMM vision, its execution in multichannel campaign management (MCCM) and integrated MRM offerings, its digital marketing, and its on-demand production management capabilities. IMM capability is part of IBM's broader plans for its Smarter Commerce initiative (involving Unica, Coremetrics, DemandTec, Sterling Commerce, Tealeaf, WebSphere Commerce and other assets/companies).

Strengths

• Viability and growth: IBM is a large, global company with $106.9 billion in revenue in 2011, making it one of the more viable vendors in this market. We estimate that IBM had around 20% growth for its Enterprise Marketing Management (EMM) group from 2010 to 2011.·The acquisitions of Unica and Coremetrics by IBM in 2010 expanded both product lines' reach into new markets, particularly in the Asia/Pacific region and Latin America.
• Breadth and depth of MCCM: IBM provides clients in many industries with the broadest range of campaign management capabilities, including the integration of campaign management with MRM. It has a strong offering for digital marketing and emphasizes integration to offline channels. Notable changes included its 2Q12 EMM release, which focused on integrations between Unica and Coremetrics. IBM released IBM Marketing Center, a new cloud-based solution for marketers that highly leverages Coremetrics and executes campaigns for mostly email marketing purposes, as well as site personalization and online testing. IBM offers this as a stand-alone option.
• MRM investment: New MRM capabilities in IBM Unica Marketing Operations (Enterprise) 8.5, released in 2011, include life cycle management to create, modify, approve, deploy and retire offers within the marketing operations workspace; rule-based routing of approvals of budgets and invoices; in-context task workflow for viewing, editing and managing workflow tasks in a separate popup window; Adobe markup enhancements to improve history tracking and asset management associated with annotations; IBM "blue-washing" of the marketing application suite; and localization into nine new languages (e.g., Italian, Japanese, Korean, simplified Chinese).
• Chief marketing officer (CMO) focus: IBM has gained market visibility with its focus and research efforts on CMOs from a product and service perspective.
• Reference feedback: References stated that they selected IBM for its positive feedback from other references, its robust campaign management capabilities, its vision and innovation for marketing, and their positive prior experiences with IBM.

Cautions

• Competition: The vendor must continue to provide and accelerate a leading vision as a digital marketing provider. There is accelerating competition, including from other markets (such as Web content management and Web analytics) gaining mind share and revenue in this area.
• Robustness of MRM functionality: Although IBM provides a broad solution and has growing market momentum, prospects cite a lack of robust MRM functionality as one of the main reasons for not selecting the vendor for MRM. Compared with other MRM leaders, IBM scores lower with its references on functionality ratings for planning, financial management, creative production management, content management, reporting and dashboards.
• B2B appeal: Although IBM does have some large B2B clients, many of Gartner's B2B clients state that they do not feel IBM understands B2B marketing well enough during the initial sales call, which sometimes removes it from further consideration. IBM does not heavily push or promote its Unica Leads products to B2B prospects, nor does it integrate them well into the IMM story, which would be more appealing for B2B marketers.
• Integrated solution: The main reason references for this IMM Magic Quadrant stated they did not select IBM was due to its lack of an integrated solution. Prior to acquisition, a few of Unica's products — in particular, those acquired from other companies — were not yet fully on the same code base as the majority. Postacquisition, there are even more product lines (SPSS and Coremetrics, among others) for IBM to integrate. IBM has started to integrate Coremetrics in 2012, but full integration of the very broad IBM portfolio will take time should IBM choose to unify its solutions.
• Sales attrition: Postacquisition, as is common for acquisitions, IBM has lost sales managers and salespeople that have gone to work for other competitors. IBM will need to continue to invest in sales specific to the marketing applications area to continue its growth as part of the larger IBM company.

Infor

Infor enters this year's IMM Magic Quadrant as a Niche Player. Infor Epiphany has reduced its emphasis on a CRM suite for sales to serve the Infor installed base, and is instead focusing on marketing departments. Companies seeking largely campaign management functionality with integrated advanced analytics in vertical industries (such as financial services and insurance, telecommunications, hospitality and gaming, retail, and high tech) can consider Infor Epiphany.

Strengths

• Core campaign management functionality: Infor includes basic and advanced campaign management execution, and basic and advanced analytics. The vendor has doubled its development team for Infor Epiphany, and plans an aggressive six-month deployment cycle of releases. Infor Epiphany's campaign management strength is in business-to-consumer (B2C) service industries, and it still has significant mind share in real-time, next-best-offer capabilities through Infor Epiphany Enterprise Interaction Advisor.
• Advanced analytics: Notable 2011 additions to Infor Epiphany included Shopping Advisor to help retailers offer personalized website content and recommendations, a partnership with Orbis Global for marketing resource management and Marketing 10.0 and Interaction Advisor 10.0 releases for unified inbound/outbound marketing.
• Road map: The road map for 2012 includes a needed user interface update (released in April 2012) and, most notably, a packaging of Interaction Advisor for recommendation/next-best-offer help in email, social networking and mobile channels.
• Reference feedback: References stated that they selected Infor for its robust campaign management functionality, integrated solution, understanding of marketing business requirements and their positive prior experiences with the vendor.

Cautions

• MCCM competition: Infor Epiphany has market visibility for B2C campaign management in a company that mostly sells software to B2B manufacturing environments, and Infor Epiphany had been somewhat of a neglected product in MCCM capability. Although there have been renewed investments in and aggressive development of the offering, the MCCM market has gotten much more competitive.
• MRM: Infor has not invested heavily in its own MRM products during the past several years. Currently, Infor has a partnership with Orbis Global and, as of 2011, is only selling the Orbis solution for MRM. Ultimately, clients will expect Infor to own its MRM capabilities and have them deeply integrated with its other marketing solutions. Gartner expects Infor will make an acquisition in this area.
• MPM: Infor does not have as strong a vision in this area compared with some of the leading IMM vendors. In general, ratings for analytical functionality were lower than other solution capabilities outside of the MRM capabilities noted above. Dashboards and visualization received a 2.5 out of 7 rating from references. Infor has some catching up to do in this marketing solution category. Improved reporting and analytics are on the road map for 2013.
• Market visibility: Infor not only has to reinvigorate its marketing application portfolio for campaign management and MRM, but it also needs to regain visibility in the market for its marketing applications to become a major player. It will need a more aggressive marketing and sales plan, in addition to new product capabilities, to help it attract market attention for its marketing applications, particularly outside its installed base.

MarketingPilot Software (a Microsoft company)

MarketingPilot Software is a Niche Player for its broad integrated marketing platform and strong execution in the North American midmarket. Midmarket North American companies looking for a broad set of integrated MRM, campaign management, lead management and advertising capabilities should consider MarketingPilot. On 17 October 2012, Microsoft acquired MarketingPilot Software, which it will operate as a wholly owned subsidiary for the interim.

Strengths

• Continued growth: MarketingPilot is projecting revenue growth to be 75% to 100% in 2012. Although, as a private company, MarketingPilot did not report revenue, Gartner estimates that its revenue will be $15 million to $20 million by 2013. Although many of its clients remain in the midmarket, larger enterprise clients are considering MarketingPilot, bringing the vendor into more direct competition with Teradata (Aprimo) and IBM.
• Functional breadth: MarketingPilot provides capabilities for MRM, campaign management, lead management, and advertising/media planning and promotion. It is one of the few IMM vendors with media-planning capabilities for broadcast (radio/TV), print (newspaper, magazine, direct mail inserts), outdoor, social and digital media, including search engine marketing and online advertising.
• R&D investment: MarketingPilot continues to make enhancements to its marketing solutions in areas such as digital asset management, financial management, campaign management, segmentation, social media marketing, lead management and media buying. The vendor also released new social media marketing operations functions. Enhancements have been made to improve system performance. Integrations have been made to salesforce.com. MarketingPilot has also established a partnership with Lityx's LityxIQ for predictive analytics.
• Deployment options: MarketingPilot supports on-premises and hosted versions of its foundational MarketingPilot application, which includes its MRM functionality. It does the hosting for its solutions. Its Akela Marketing Cloud solution is a multitenant, cloud-based solution, and functionality includes campaign and lead management. Media-planning and advertising capabilities were moved from the original MarketingPilot application to Akela. The vendor will upgrade the original MarketingPilot solution and migrate its MRM capabilities to the Akela technology.
• Reference feedback: References stated that they choose MarketingPilot for its pricing (total cost of ownership) and the flexibility of deployment options, followed by its integrated solution and robust MRM functionality.

Cautions

• Size and geography: MarketingPilot was one of the smaller vendors evaluated in this Magic Quadrant. It's predominantly focused on the North American market and has few personnel located outside the U.S. market. Global prospects should carefully assess the capabilities of the vendor to support multiple regions. While consulting services are available globally, technical support is provided from a single U.S. facility but is available 24/7. Although the Microsoft acquisition will bring MarketingPilot scale over time, as a wholly owned subsidiary, it will need to rely on its own resources initially for sales, marketing, support and research and development.
• Increased competition: MarketingPilot will see increased competition from larger marketing automation vendors, such as Teradata (Aprimo), IBM (Unica), Neolane and Oracle (CRM On Demand and Fusion), that are developing SaaS offerings and targeting the midmarket. It will also face strong competition from Eloqua and Marketo in B2B marketing.
• Campaign management: MarketingPilot's campaign and lead management functionality is relatively new and less proven than its MRM capabilities. In general, its campaign management capabilities are less robust than the longer-term players in the campaign management market. To move upstream to larger clients, it will need to improve capabilities in this area to be competitive.
• Acquisition: As a small company with increasing IMM momentum, MarketingPilot was an attractive acquisition target for a larger vendor seeking marketing solutions for the midmarket. During the publication of this Magic Quadrant, Microsoft acquired MarketingPilot. It will be an independent subsidiary in the interim, but we expect it will eventually be integrated with Microsoft Dynamics CRM. Clients and prospects should monitor the impact of this acquisition.

Marketo

Marketo is a Niche Player in the IMM Magic Quadrant, with B2B lead management capabilities for midsize and large organizations. B2B marketers should consider Marketo as a provider of SaaS IMM focused on enabling the lead process.

Strengths

• Growth: Marketo continues to have very high visibility and reports strong growth (more than 150% in 2011, compared with reported 300% revenue growth in 2010). Gartner estimates Marketo's 2011 revenue to be in the $30 million range.
• Lead management's expanding breadth: Additions in 2011 saw improvements in the product, most notably support for multistep program management, event marketing and direct integration with webinars. Continued development of analytics introduced out-of-the-box dashboards and an ad hoc report builder (Revenue Cycle Explorer) to analyze program performance, including multitouch attribution capabilities. Marketo also launched a lower-priced lead management option, called Spark by Marketo, for small to midsize companies. New prebuilt integration to Microsoft Dynamics CRM and a partnership with ExactTarget, which will resell Marketo's Lead Management solution, will provide additional opportunities as Marketo expands globally.
• Road map: Marketo's road map includes integration of Crowd Factory (its first acquisition since the company was started) for social marketing techniques, which expands support for more B2C marketing areas. Other areas targeted on the road map include work on MRM for planning calendars, project management and forecasting capabilities, and predictive analytics for enhanced scoring and accelerated lead conversion. In addition, the vendor will introduce additional partnerships via a Marketo application exchange.
• Setup and ease of use: References consistently point to setup and ease of use as strengths for Marketo, and continue to score the vendor as above average for its lead management product as a whole.
• Reference feedback: References stated that they selected Marketo for its marketing vision and innovation and its robust lead management capabilities.

Cautions

• Reliance on salesforce.com: The vast majority of Marketo's offerings integrate with salesforce.com. However, Marketo should not become overly reliant on this partnership, because salesforce.com could decide to purchase or develop its own lead management offerings. Marketo has begun to partner more with Microsoft Dynamics CRM. However, Microsoft could also acquire or develop its own marketing capabilities, making this partnership risky as well.
• Reporting and analytics: References consistently mentioned out-of-the-box reporting and analytics as being weak. Clients found revenue cycle analytics to be better, but this feature costs extra, and can be difficult to get data from.
• Profitability: Marketo is well-funded and growing quickly, but it is not yet profitable. The vendor has set its sights on YE12 as a break-even point.
• Geographical coverage: Although the vendor is expanding rapidly in Europe, it is still predominantly selling in the North American market. Outside of North America and Europe, it has limited visibility and little traction.

Neolane

Neolane is considered a Visionary in the 2012 IMM Magic Quadrant. It is a growing vendor that continues to raise mind share in B2C campaign management and B2B lead management. References stated that they selected Neolane for its integrated solution and robust campaign management functionality.

Strengths

• Growth: Neolane reported growth of approximately 47% in 2011. It is focused on the U.S., U.K., France and Nordic markets. Among the industries targeted are retail, travel/hospitality, media/entertainment and financial/insurance. The vendor has been expanding in the U.S. and gaining more traction in that market during the past year.
• Digital marketing focus: Notable additions in 2011 included more leading MCCM capabilities, such as Neolane Social Marketing with features including social sign-on and social user profile capture into the marketing database. Neolane also further enhanced its interaction/offer management capabilities, already available on Web, email and call center channels, by extending them to include the ability to generate real-time content and offers to Facebook and Twitter. Neolane also announced mobile app push notification and in-app personalized contextualized and geopersonalized messaging, further extending customer engagement across inbound and outbound communications channels. Many competitors are still working on these capabilities, and the vendor reports Neolane Social Marketing being sold in 35% of net new deals.
• Road map: The road map for 2012 includes the vendor's own advanced analytics for interaction/offer management, as well as additional social and mobile capabilities.
• User interface and customizable campaigns: References consistently mention Neolane's easy user interface and the ability to fully customize campaigns as top strengths.
• Reference feedback: References stated that they selected Neolane for its integrated solution, vision and innovation for marketing, and robust campaign management functionality.

Cautions

• Lack of a prepackaged MRM solution: Neolane's operational processes are supported as part of its campaign and lead management processes. It does not sell or market a separate MRM solution.
• Predictive analytics adoption: Neolane has partnered with KXEN for in-line predictive analytics for campaign management, but fewer than 20 clients use it. Neolane is currently strengthening its offering in this area through its support of Waikato Environment for Knowledge Analysis (WEKA) and by developing its own analytics capabilities.
• Specific B2B functionality: Neolane offers B2C and B2B capabilities, but 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.

Oracle (Siebel)

Oracle (Siebel) is a Challenger for its focus on campaign management, loyalty management and industry-specific marketing capabilities. Consider this vendor for its integration into the broader CRM suite, and its IMM focus on loyalty and enhanced customer experience.

Strengths

• Growth: Oracle reports that Siebel Marketing's licensed revenue and deal size continued to grow in 2011 — up about 20% from 2010, by Gartner's estimate.
• Loyalty and customer experience: The focus for Siebel Marketing includes a focus on an enhanced customer experience via multichannel engagement, from acquisition to retention to loyalty and, ultimately, to advocacy. The solution focuses on creating insights to understand the customer, empower a relationship ecosystem for customer engagement, and dynamically adapt to evolving customer and business needs. The customer experience marketing suite helps companies define, execute and optimize customer relationships with a suite of solutions for social marketing, social listening and engagement, marketing websites, lead management, campaign management, and loyalty management.
• IMM functional road map: Oracle is adding social media marketing components to its Siebel Marketing and Loyalty Management solutions to target communities of social influencers to increase their engagement and revenue. For 2012 to 2013, Oracle is targeting a next-best-action framework for Siebel CRM, including advanced integration between Siebel CRM and Oracle Real-Time Decisions (RTD), and support for broader, user-defined recommendation categories, such as next-best-product and message recommendations (not just marketing offers). There are plans for campaign performance optimization improvements for Siebel Marketing. Continued work is planned for Siebel integration with Oracle WebCenter Sites (formerly FatWire) for Web channel and content management going forward.
• Analytics and performance management: The vendor uses its Oracle Business Intelligence Suite to create a robust set of closed-loop marketing analytics for planning, optimizing and managing marketing, which it embeds in its Siebel Marketing solution. These capabilities include not only historical analysis, but also capabilities for simulation (forecasting), what-if scenarios and resource/spending optimization.

Cautions

• MRM: Oracle's Siebel Marketing solution did not meet the minimum criteria for inclusion in the 2012 MRM Magic Quadrant. Gartner does not see Oracle in MRM deals where campaign management and loyalty management are not also being considered. Prospects have told Gartner that Oracle's MRM capabilities are not on par with other leading MRM vendors. Some prospects and clients have stated that, while they will select or use Oracle for campaign and loyalty management, they will look for or are using alternative vendors for MRM capabilities.
• SaaS: A full set of IMM competencies is not available via a SaaS deployment model. Siebel Marketing and Siebel Loyalty are hosted by Oracle or on-premises, and are also available as business process outsourcing (BPO) offerings. Oracle offers two other products that support lead management and campaign management: Oracle Fusion Marketing, available as either a SaaS-based solution or on-premises, and Oracle CRM On Demand Marketing, which is integrated with Oracle CRM On Demand and available with a multitenancy SaaS option.
• Siebel versus multiple products and Oracle Fusion Marketing: Many marketing buyers today expect vendors to offer a single integrated solution, not multiple products. Some prospects have cited concerns that multiple Oracle products beyond Siebel (e.g., Universal Content Management [UCM], RTD and Business Process Management [BPM]) are required to complete their IMM requirements. Clients have cited concerns over pricing for these multiple products, as well as integration challenges between the different solutions. Oracle needs to do a better job of articulating the IMM road maps for its various products, such as marketing functionality investments in Siebel versus Fusion CRM, to avoid confusion among clients and prospects.
• Workflow: Some clients have cited workflow as one of the main difficulties with Siebel's current MRM capability. Integration with Oracle BPM should provide improvements in this area. However, the workflow would need to be better-packaged for marketing processes and well-integrated into the solution for it to be highly usable. Clients should carefully evaluate the integrated capabilities in this area prior to investing.

SAP

SAP is a Leader for its growth, market momentum and vision for big data, advanced analytics and MPM. SAP ERP and SAP CRM clients and prospects should consider SAP CRM's marketing applications, as should companies looking for loyalty management, advanced segmentation and MRM as part of a broader marketing solution.

Strengths

• Growth: SAP reports that year-over-year revenue growth for SAP CRM is up more than 50%, with a 77% increase in marketing deals from 2009 to 2011. Of the SAP CRM deals, 50% include marketing. Of all the new marketing clients, SAP reports that 25% are net new SAP customers. More than half of its marketing deals are in B2C industries driven largely by loyalty management, advanced segmentation with Hana and MRM.
• Rapid deployment solutions: One challenge with past implementations has been that SAP took longer than expected. However, SAP is now offering solutions that can be implemented quickly with lower total cost of ownership. Its Rapid Deployment Solutions (RDS), which are preconfigured, can be deployed in as fast as eight weeks. RDS solutions are available for lead management, campaign management, marketing project management (including marketing calendar and task management), and Hana segmentation. SAP reports that several RDS apps have now deployed in less than eight weeks, and some in as few as four weeks.
• Marketing analytics and performance management vision: SAP Hana currently applies data management and analysis to customer information for segmentation. This advanced form of segmentation has been a major driver for solution selection and adoption with clients seeking a competitive advantage from sifting through large amounts of customer data. Future releases will include more advanced predictive and visualization capabilities that will enable real-time segmentation. SAP is also working on the next-generation CMO Cockpit that will provide data integration from multiple sources to analyze insights, manage performance, optimize the marketing mix, and support media procurement and agency management.
• Road map: SAP Marketing takes expertise from its five key technology areas (cloud, mobile, analytics, applications, and database and technology) and leverages it to build marketing solutions around key marketing processes. SAP is expanding its executional and campaign management capabilities to include social listening and profiling, social engagement, advanced predictive analytics for segmentation, and online/offline campaign management across all channels, including social and mobile. Future mobile applications will provide location-based loyalty capabilities and mobile commerce (m-commerce) for scanning bar codes for virtual shopping. Operational and MRM plans include a focus on MPM, campaign portfolio optimization, marketing mix optimization, a central data repository for media, and digital media procurement capabilities.
• Reference feedback: References stated that they selected SAP for its integrated solution, its being viewed as a strategic partner, their prior positive experiences with SAP and the vendor's robust MRM capabilities.

Cautions

• Part of a suite solution: Most clients state that they choose SAP for the integrated value proposition of marketing applications with other business applications for CRM, ERP and industries. However, SAP states that 25% of SAP deals are from net new customers.
• Sales execution: SAP has traditionally focused on selling CRM and marketing applications predominantly within its ERP client base, where it has deep relationships with IT leaders. However, SAP is leveraging its CMO Community, CMO events, CMO surveys, published books and papers, and speaking engagements to gain clout with marketing leaders. This is pushing more marketing clients to inquire about SAP Marketing solutions and leading to more net new deals driven by marketing.
• SaaS momentum: Momentum has been slow for SAP's SaaS marketing applications. Most clients have deployed on-premises or hosted solutions. Solutions and functionalities are available in the SaaS model, and SaaS capabilities are spread across different products. SAP Social Media Analytics provides social website listening and monitoring capabilities, SAP Social OnDemand provides the social engagement through traditional and social websites. SAP CRM RDS has campaign, lead management and some MRM capabilities available as a hosted cloud solution for upper middle to large enterprise markets. Basic campaigns and lead management capabilities are available in SAP Business ByDesign (a SaaS offering) for small to midsize organizations. Request road maps for future SaaS capabilities if you're interested only in SaaS deployments. If SAP wants to compete in the midmarket, then a full set of marketing capabilities, including MRM, will be required in a multitenant SaaS model.
• Implementation time: A few of the references (none of which were RDS customers) stated that SAP took longer to implement than expected.

SAS

SAS is a Leader in the IMM market for its robust capabilities and market momentum across analytical, executional and operational marketing processes. Clients should consider SAS for its robust IMM capabilities and strong focus on MPM and advanced analytics.

Strengths

• Growth: SAS reports that year-to-date sales for IMM are up over 14% globally. It has hired specialists in North America in specific specialty areas around capabilities such as social media analytics, MRM and customer analytics to improve solution selling. In EMEA and the Asia/Pacific region, it has established centers of excellence for IMM by region to support solution selling, and has hired appropriate expertise in these regions as well.
• Breadth of IMM capabilities: SAS provides a robust and broad set of capabilities across executional, analytical and operational marketing processes, including campaign management, predictive analytics, optimization, MRM and MPM. SAS is also strong in industry solutions in areas such as financial services, hospitality, retail, telecommunications and pharmaceuticals, with solutions that support profitability management, pricing and churn management.
• Advanced analytics and MPM: SAS continues to have a strong vision and robust set of solutions in this area, and is one of the few IMM vendors with a robust MPM solution that includes advanced capabilities for predictive modeling and optimization. Its MPM solution ties together planning, execution and optimization processes using the SAS platform and portal. SAS's solution features analytical competencies that are flexible enough to support top-down or bottom-up marketing planning based on analysis and optimization. SAS supports advanced analytical capabilities for marketing mix optimization, as well as media planning/optimization for pricing, promotion and placement.
• R&D: SAS continues to make significant investments in its marketing solutions. Focus for the Customer Intelligence suite has centered on integrated, persona-driven user interfaces; real-time personalization; high-performance marketing; rich customer analytics and integrated MRM. Enhancements in 2H12 include high-performance marketing optimization (using structured, unstructured and streamed data to improve constraint-based campaign optimization), adaptive customer experience (improvements to analytics and the release of customer experience targeting and personalization), enhancements to social media analytics and MPM, and further integration to marketing operations management. In 2013, Customer Intelligence will be moved to the new SAS 9.4 platform, enabling further integration between MRM and campaign management capabilities.
• Reference feedback: References stated that they selected SAS because it was viewed as a strategic partner and for its robust campaign management capabilities.

Cautions

• Marketing operations integration: From a technical perspective, a fully integrated IMM solution across campaign management and MRM will happen with the move to the SAS 9.4 platform in 2013. SAS has provided these capabilities in incremental steps (new Web services, application-level integration). Although SAS has hired a cadre of MRM experts, based on prospect feedback from Gartner clients, there appears to be some confusion in the market from a business perspective regarding its acquired MRM capabilities from Assetlink, with salespeople unable to always adequately demonstrate the solution's true capabilities. Assetlink did not have strong brand recognition prior to the acquisition; therefore, SAS will have to better train its sales force in the field on its MRM capabilities and provide a specialized focus on MRM in its key markets.
• SaaS momentum: Although SAS has a number of SaaS options for its marketing solutions, momentum in key areas like campaign management remains slow. We have seen momentum in tactical areas, such as social media analytics and MRM. SAS is behind vendors such as Teradata (Aprimo) in gaining momentum with its SaaS-based solutions, and will face increased competition from vendors like Eloqua, Marketo and Neolane. With the release of the SAS 9.4 platform, cloud-based applications for all of the SAS IMM products will become a major emphasis and selling focus.
• B2B and midmarket focus: The vendor's strong focus on campaign management and advanced analytics primarily appeals to large, B2C companies. It is gaining some B2B traction with its MRM solution. However, its lack of a prepackaged lead management solution and full SaaS suite significantly limits its appeal to B2B marketers and the midmarket. B2B and the midmarket are rapidly growing areas of marketing investment. SAS needs to develop a strategy quickly, as other vendors are ahead in this area.
• Market perception: SAS is predominantly known as an analytics company and, consequently, is less well-known for its campaign management and MRM capabilities. The vendor will need to continue to promote its marketing capabilities beyond its core competency in advanced analytics.
• Pricing: Pricing is one of the primary reasons references for this Magic Quadrant stated that they did not select SAS. SAS has long used a SaaS-like pricing model that focuses on recurring revenue and investment, and other IMM vendors are moving to this pricing model. As with other larger software vendors, many SAS salespeople are generalists out of necessity. Gartner recommends that prospective buyers ensure that an IMM specialist from SAS is involved in their sales process to ensure market dynamics and other IMM factors are fully considered by the vendor.

SDL

SDL enters the IMM Magic Quadrant this year as a Niche Player after the purchase of Alterian. SDL will focus on basic campaign management, campaign analytics, MRM and digital marketing capabilities, targeting online publishing, financial services, healthcare, consumer packaged goods, gaming, travel and retail. Clients looking for hosted campaign management with strong analytical tools and MRM as part of a campaign management strategy should consider SDL for midmarket campaign management.

Strengths

• Overall viability: SDL, a large and profitable provider of global information management systems, acquired Alterian in January 2012 for $110 million. The former Alterian has its own line of business in SDL, called the SDL Campaign Management and Analytics Division, which gives it some needed stability. SDL is giving the product a larger global footprint postacquisition.
• Functionality: SDL has split the former Alchemy product into two modules: SDL Campaign Manager and SDL Customer Analytics. The product was finally released after many extended delays. SDL will further expand its focus to include direct sales in the enterprise space. The offering should provide much-improved ease of use and workflow for campaigns, while focusing on its strengths in analytical reporting and including more accessible, role-based functionality for different users. SDL will still offer and support Alterian Marketing Suite v.3.0 for existing users. SDL reports 40 new campaign management customers, which includes 18 new ones for the newly released product, with many still being implemented. SDL restructured Alterian into three lines of business for campaign management and analytics: social and Web content management to focus on growth opportunities, and buying centers within diverse markets. Before the acquisition, Alterian planned to merge all three areas into a suite.
• Road map: Enhancements for predictive analytics, email reporting/dashboarding and scalability to support audiences of 100 million are already generally available, as are integration points with SDL SM2 and SDL Social Media Intelligence. SDL Campaign Manager will be integrated with SDL Tridion and SDL Fredhopper for Web personalization, content optimization and real-time offer management. SDL will work on integration with SDL Quatron for marketing dashboards and user experience internationalization, leveraging SDL Language Services and SDL Language Technologies. The planned updates are for the MSP channel and direct sales.
• Reference feedback: References stated that they selected SDL for its integrated solution, followed by it being viewed as a strategic partner and their having had a positive prior experience with Alterian.

Cautions

• Disruptive management turnover: Alterian management issues (and missed numbers) before the eventual acquisition by SDL hurt momentum and direction for Alterian. The SDL acquisition should bring stability and reinvestment into its development and growth plans.
• Delays: References mentioned significant delays for the product and longer-than-expected implementation times. References also gave mixed scores on support and mentioned slow response times, but noted competency when these issues were addressed.
• MSP-centric: The channel partner, not the marketing department, usually selects SDL for IMM. In addition, MSPs tend to view SDL's IMM offerings as a lower-cost, operationally focused alternative to larger offerings.

Teradata (Aprimo)

Teradata (Aprimo) is a Leader for its strong IMM vision, innovations, broad set of marketing capabilities and continued market execution. Companies should consider Teradata (Aprimo) for its robust campaign management and MRM capabilities.

Strengths

• Vision and growth: Teradata (Aprimo) has one of the strongest and broadest visions for IMM. Its view of integrated marketing goes well beyond a technology view to the integrated value proposition and to the business to meet business objectives, such as better customer engagement and improved performance management. The vendor reports more than 325 new customers and estimates that 20% to 30% of existing customers added a new marketing application or module during the past year. Gartner estimates growth for the vendor's marketing applications to be around 10% to 20%.
• Technology investments: The acquisition of eCircle in early 2012 gave Teradata a stronger set of digital marketing capabilities for email, social and mobile marketing. R&D investment in 2012 included enhancements to MRM (increased globalization/localization support, marketing spend advancements for closeouts and forecasts, and improved workflow for reviews), campaign management (Aprimo Real-Time Interaction Manager [ARTIM] integration, social segmentation, reporting and visualization improvements leveraging MicroStrategy, real-time personalization profiles and multidatabase support for Aprimo Relationship Manager [ARM]), and digital marketing (integration of Digital Messaging Center with campaign management). Plans for 2013 include enhancements to MRM (marketing mix optimization support, advancements in print and digital fulfillment, role-based user experience improvements for spend management and workflow, operational collaboration, and a strategic, global calendar), campaign management (advanced predictive analytics, Web customer journey tracking, lead management enhancements and distributed marketing improvements), and digital marketing (deeper integration with campaign management and MRM, social publishing, and analytics support).
• Aprimo University and Global Services: Aprimo Global Services receives high marks from clients, and many prefer using Aprimo for implementation, rather than using third-party providers. The vendor also has created Aprimo University, which is meant to help clients learn (educate and train about its solutions), apply best practices to maximize value, and connect via a user community of Aprimo experts and other users.
• Industry solutions: The vendor's Marketing Improvement Opportunities (MIO) initiative is creating strategic frameworks to leverage industry expertise and customer experience to define key industry-specific business problems for its marketing solutions. Industry strategic frameworks are currently being built for financial services, retail, insurance, life sciences and healthcare. Each industry MIO includes a one-page problem statement with recommended solutions, conversation maps, elevator pitch, solution demo, customer case studies and references, and industry-specific campaign templates.
• Reference feedback: References stated that they selected Teradata (Aprimo) for its integrated solution, its understanding of marketing business requirements and its view as a strategic partner. It was also selected for its robust campaign management and MRM capabilities.

Cautions

• Separate code bases and architectures: Although data and workflow have been integrated across the Aprimo and Teradata marketing applications, solutions remain on separate code bases and architectures (Teradata is Java-based, and Aprimo is Microsoft-based). However, the unified application portfolios all use a service-oriented architecture (SOA), with Web services for interoperability. Aprimo applications were on one set of code for on-premises and one set for SaaS prior to the acquisition, making it a bit cleaner than some other acquisitions to date. However, the acquisition of eCircle brings additional complexity to the unification of the products. Gartner expects Teradata to move to one platform, but it will take time to move each acquired product to any new architecture. Clients should look for potential platform migrations within 18 months to two years postacquisition — 2013 for Aprimo and 2014 for eCircle.
• Multiple campaign management applications: Teradata currently supports two campaign management applications (Aprimo Relationship Manager and Aprimo Marketing Studio), which can be confusing for Teradata salespeople to position and for the market to understand. Gartner expects that the vendor will unify its solution and reconcile its multiple campaign management applications to one platform and one campaign management application during the next two years.
• SaaS: Not all solutions and functionality are available in the SaaS model. Understand which capabilities are and which are not. Request road maps for future SaaS capabilities if you're interested only in SaaS deployments.
• Initial sales execution: One of the main reasons references for this Magic Quadrant stated that they did not select Teradata (Aprimo) was due to a poor response to an RFP or presentation of capabilities. There have been a few noted incidents by Gartner clients in which the vendor did not do a good job of demonstrating particular capabilities (e.g., MRM) or were perceived as being overconfident during the initial meeting. Once at an account for a second visit, the vendor appears to do well.
• Implementation resources: The vendor reports that implementations require five to six people on average; however, in some larger global installations, references indicated that they required 30 people for implementations.

Vendors Added or Dropped

We review and adjust our inclusion criteria for Magic Quadrants and MarketScopes as markets change. As a result of these adjustments, the mix of vendors in any Magic Quadrant or MarketScope may change over time. A vendor appearing in a Magic Quadrant or MarketScope one year and not the next does not necessarily indicate that we have changed our opinion of that vendor. This may be a reflection of a change in the market and, therefore, changed evaluation criteria, or a change of focus by a vendor.

Added

Infor was added to the Magic Quadrant this year.

Dropped

No vendors were dropped from the Magic Quadrant this year.

The inclusion criteria remain the same as last year. To be included in the 2012 IMM Magic Quadrant, a vendor must meet all the following minimum criteria:

Market Traction and Momentum

• The vendor has at least 25 production customers for marketing functionality (for example, campaign management, lead management and MRM).
• The vendor has at least 15 new customers for marketing applications (for example, campaign management, lead management and/or MRM) in the past rolling four quarters.
• The vendor must be evaluated in either the Magic Quadrant for Multichannel Campaign Management or in the Magic Quadrant for Marketing Resource Management to be considered for inclusion.
• The vendor has at least $15 million in annual revenue in 2011 for its marketing applications.

IMM Product Capabilities

The vendor must have capabilities in each of the process areas: executional, operational and analytical. To be included, the vendor must have at least three or more of the capabilities listed below for each process type (executional and operational), and four or more for analytical processes. These capabilities must be provided by owned solutions, not via partners. Many vendors meet either the executional and analytical criteria or the operational and analytical criteria, but few meet all three process types. Therefore, many vendors do not meet the inclusion criteria due to missing either operational or executional process criteria (for example, they focus on campaign management or MRM, but not both).

Executional Processes: The vendor must support outbound campaign or lead management as well as two or more of the other capabilities listed below:

• Outbound campaigns
• Event-triggered marketing
• Inbound marketing
• Lead management
• Segmentation
• Multichannel support
• Loyalty management
• Digital marketing
• Social marketing
• Mobile marketing

Operational Processes: The vendor must support three or more of the following capabilities:

• Planning
• Budgeting
• Financial management
• Creative production and project management
• Asset and content management
• Marketing fulfillment

Analytical Processes: The vendor must support four or more of the following capabilities:

• Reporting
• Data mining
• Dashboards and visualization
• Predictive modeling
• Campaign/offer optimization
• Media mix optimization
• Marketing mix optimization
• MPM

Evaluation Criteria

Ability to Execute

The evaluation criteria remain the same as last year.

Product/Service (High): Breadth and depth of product capabilities and product architecture are among the key differentiators in vendor capabilities, and product/service is one of the most important criteria for selecting a vendor.

Subcriteria include the following set of capabilities:

• Executional Functionality (30%):
  • Outbound campaigns
  • Event-triggered marketing
  • Inbound marketing
  • Lead management
  • Segmentation
  • Multichannel support
  • Loyalty management
  • Digital marketing
  • Social marketing
  • Mobile marketing
• Operational Functionality (20%):
  • Planning
  • Budgeting
  • Financial management
  • Creative production and project management
  • Asset and content management
  • Marketing fulfillment
• Analytical Functionality (10%):
  • Reporting
  • Data mining
  • Dashboards and visualization
  • Predictive modeling
  • Campaign/offer optimization
  • Media mix optimization
  • Marketing mix optimization
  • MPM
• Architecture and Platform (40%):
  • Workflow
  • Database support
  • Usability
  • Web services and SOA
  • Configurability
  • Deployment options (on-premises, hosted, SaaS)
  • Integration between process types and modules, and across deployment options

Overall Viability(High): Viability is an important criterion for investing in a strategic vendor to support an integrated marketing platform. Subcriteria include overall financials (45%), marketing-related revenue (30%) and partner strategy (25%).

Sales Execution/Pricing (Standard): This refers to the ability of the vendor to provide global sales and distribution coverage of its IMM solution directly and/or through partnerships. Vendors must also have specific experience selling IMM to the appropriate buying center (marketing and IT), and offer consistent and transparent pricing models and structures. Pricing structures that support both large and small or midsize businesses (SMBs), and both in-house and SaaS-based deployments, are also important. Although less important than product capability or the overall viability of the vendor, other criteria, such as the flexibility of deployment models (on-premises, hosted and on-demand) and pricing, are important client considerations. Subcriteria include flexibility of deployment models (75%) and pricing (25%).

Market Responsiveness and Track Record (High): A key evaluation criterion is the responsiveness of the market to a vendor and its solution, and the customer's experience working with that solution in its geography and industry. The vendor provides validation points for its solution. Vendor experience in the market, particularly an emerging market, is often key to success. Subcriteria include geographic penetration (50%) and industry/vertical penetration (50%).

Marketing Execution (Standard): This refers to the ability of the vendor to consistently generate market demand and awareness of its IMM solution through marketing programs and press visibility. The clarity, quality and creativity that go into this are just as important as the revenue assigned to generate new leads and reinforce/increase brand awareness. This criterion evaluates the vendor's marketing strategy and execution to build recognition for the IMM solution in ways that gain traction for the IMM solution across geographies and industries.

Customer Experience (High): This is an assessment of the aspects related to ensuring that each customer has ongoing success with its IMM deployment. Aspects considered include implementation services and partners, global technical support (direct and via partners), account management, and user groups/panels and customer communities. Each vendor must provide a sufficient number of recent references to prove the ongoing viability and acceptance of its product in the marketplace. This evaluation criterion takes into account customer ratings, reviews and evaluations of the vendor, and its IMM solution (functionality, architecture, usability), implementation services, account management and ongoing customer support. This criterion receives a High rating because the customer experience will be a strong determinant of whether the client will invest more in the vendor's IMM platform in the future.

Operations (Standard): Implementation and support are also relevant considerations during vendor evaluation and can affect an organization's successful implementation. Professional services experience is key to faster implementation. Access to knowledgeable support staff can increase the appropriate, ongoing use of the solution. Subcriteria include customer service and support (50%) and professional services (50%).

Source: Gartner (November 2012)

Completeness of Vision

The evaluation criteria remain the same as last year.

Market Understanding (High): A vendor's understanding of the IMM market and its specific value proposition to different sets of marketing users, including the CMO and senior marketing executives, is critical to selecting a vendor with the vision to meet the user requirements of the marketing function.

Marketing Strategy (Standard): The vendor's marketing strategy is critical to its ability to gain broader recognition for its IMM solutions and gain the attention of the CMO and other marketing executives.

Sales Strategy (Standard): The vendor's sales strategy is critical to market penetration and global expansion. We assess the go-to-market approach for selling the IMM product and services, both directly and through partnership networks globally. A diverse range of aspects spanning strategic account management to industry expertise/targeting is assessed.

Offering (Product) Strategy (High): Innovation and vision across the breadth and depth of IMM capabilities and architecture are critical to continuing to meet the needs of a maturing market and establishing a platform that all marketing users (roles and functions) can use.

Subcriteria include vision for the following set of capabilities:

• Executional Functionality (25%):
  • Outbound campaigns
  • Event-triggered marketing
  • Inbound marketing
  • Lead management
  • Segmentation
  • Multichannel support
  • Loyalty management
  • Digital marketing
  • Social marketing
  • Mobile marketing
• Operational Functionality (25%):
  • Planning
  • Budgeting
  • Financial management
  • Creative production and project management
  • Asset and content management
  • Marketing fulfillment
• Analytical Functionality (20%):
  • Reporting
  • Data mining
  • Dashboards and visualization
  • Predictive modeling
  • Campaign/offer optimization
  • Media mix optimization
  • Marketing mix optimization
  • MPM
• Architecture and Platform (30%):
  • Workflow
  • Database support
  • Usability
  • Web services and SOA
  • Configurability
  • Deployment options (on-premises, hosted, SaaS)
  • Integration between process types and modules, and across deployment options

Business Model (Standard): The business model for how a vendor aligns marketing and sales strategies for particular industries and geographies to deliver on its IMM value proposition is an important component of its vision, although less so than market understanding and product capabilities. Market understanding is key to developing the right solutions, while the business model provides a vendor with the ability to execute on effectively selling those solutions.

Vertical/Industry Strategy (Low): Here, we evaluate the vendor's go-to-market strategy for industries, solution capabilities (product verticalization), industry templates and packaging, and plans for vertical industries.

Innovation (High): This criterion assess the vendor's innovation in new and emerging areas of IMM, such as process management, knowledge management, collaboration, digital marketing (Web, social, mobile), mobile connectivity, marketing mix optimization, MPM and predictive modeling.

Geographic Strategy (Standard): This criterion assesses the vendor's global understanding of IMM requirements, and its strategy and plans for geographical expansion, including marketing, sales, implementation and customer support.

Source: Gartner (November 2012)

Quadrant Descriptions

Leaders

Leaders in the IMM market have clients that have adopted their solutions as the primary vendor and platform to support all marketing roles and functions. These vendors deliver breadth and depth of integrated marketing functionality. Leaders successfully articulate business propositions that resonate with marketing buyers, particularly CMOs and marketing executives. Emphasis is placed on MPM and process integration across marketing.

Challengers

Challengers in the IMM market primarily provide marketing offerings that complement other business applications. These vendors typically offer breadth of functionality on an integrated platform, although often at the expense of depth. The focus is typically on IT buyers, rather than on business users. Challengers may have a diminished understanding of market trends, marketing buyers, and particular marketing processes and roles. They may not be able to effectively articulate their vision, may not have mobilized their resources to excel in the market segment or may be limited to selling to existing clients.

Visionaries

Visionaries have a strong vision for applying technology and developing a platform to support a wide variety of integrated marketing roles, functions and processes. They tend to have a broad focus on marketing functionality. Although they may have core competencies in certain areas, they may lack depth in others. Visionaries are distinguished by their applications' usability and flexibility. They are market thought leaders and innovators for creating a platform for the entire marketing department that have not yet gained broad market penetration and adoption.

Niche Players

Niche Players perform well in a small segment of the IMM market, and may be focused on a specific set of marketing functionality, roles and processes. They may also be focused on certain industry segments, such as B2B or midmarket, or they may have a geographical or regional market focus that limits global adoption. Niche Players are likely to lack breadth of marketing functionality across roles, and to have gaps in broader IMM functionality and platform requirements.

Although market consolidation is expanding the breadth of capabilities offered by IMM vendors, they still manage to differentiate themselves in the market. Vision, areas of innovation, product focus and industry focus vary from one vendor to the next. Marketing organizations must ensure that their vision and focus (product and industry) match those of the vendor. Areas of common focus include workflow and MPM.

Clients should be aware that solutions from one vendor may not all be integrated. Acquisitions have resulted in different modules and functionality on different architectures and code bases. Some vendors had different code bases prior to acquisitions. Carefully evaluate integration between different solutions and modules, and ask for integration road maps for acquired solutions.

Organizations of all sizes seem to be able to relate to IMM, and the introduction of SaaS players has opened up more opportunities for the SMB market. Although we continue to see a lot of tactical buying around areas such as social, campaign management, analytics and MRM, we are also seeing areas of focused integration among executional, operational and analytical processes. Key areas of interest in integrated marketing include integrating multichannel campaigns, planning and managing the marketing mix across all media and channels, integration between planning and budgeting with campaign management, integrating sales and marketing (lead management), integration of creative planning and marketing fulfillment with asset management, and MPM.

While industry consolidation has continued, it has been at a somewhat smaller scale and more focused on shoring up tactical gaps, particularly in the areas of digital and social marketing (e.g., Teradata's acquisition of eCircle for digital marketing). We expect that consolidation will continue among all sizes of marketing application vendors, and expect some larger vendors (such as Infor, Microsoft and salesforce.com) and some print management and content management vendors to make major marketing application acquisitions.

The top three reasons references reported for selecting a vendor included that the vendor provided an integrated solution, that the vendor offered robust campaign management capabilities and that the reference had a positive prior experience with the vendor. Other commonly cited reasons for selecting the vendor included its understanding of marketing business requirements, the vendor being viewed as a strategic partner, the vendor's pricing (total cost of ownership), its vision and innovation for marketing, and its robust marketing resource management (MRM) capabilities. References for this Magic Quadrant reported being mostly satisfied with the vendors and the capabilities of their solutions. Most references gave their vendors overall ratings of 4 or higher out of 7. All reported that they would recommend the vendor.

References also shed light on the deployment models being used for IMM. Forty-seven percent of the deployments were on-premises, followed by 35% SaaS (multitenant) and 9% hosted (single tenant). The remaining 9% were a hybrid of on-premises, hosted and SaaS. The range of time to deployment varied greatly, with 20% of implementations taking fewer than three months, 24% taking three to six months, another 24% taking six to twelve months and 11% taking more than 12 months. About 9% had not yet fully deployed and 12% did not know the actual implementation time. The range is great, but expected, as simple SaaS deployments tend to be faster than more complex on-premises deployments. Most (70%) stated that implementation time was what was expected, with 7% reporting shorter than expected times and 23% longer. Most clients used their own resources (87%) for deployment, and 71% used the vendors' services for implementation. Only 11% used an external system integrator.

Companies are clearly getting value from their IMM investments. Most references stated that they had achieved or exceeded expected business results with their IMM solution. Sixty-six percent stated that their business results were as expected, with another 30% stating they had actually exceeded their expected business results. Only 4% had attained results worse than expected.