Magic Quadrant for Multichannel Campaign Management

30 May 2013 ID:G00250970
Analyst(s): Adam Sarner, Julie Hopkins


Digital marketing continues to fuel the multichannel campaign management market. New approaches to campaigns, such as real-time social and mobile offers, as well as the rising need of content marketing to support interactions, will drive this market forward.

Market Definition/Description

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Multichannel campaign management (MCCM) processes enable companies to define, orchestrate and communicate offers, both inbound and outbound, to customer segments across multichannel environments, such as websites, mobile, social, direct mail, call centers and email. This approach can include integrating marketing offers/leads with sales for execution. Basic campaign management includes functionality for segmentation, campaign execution and campaign workflows. 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. Digital marketing continues to integrate with campaign management, and it includes addressable branding/advertising, contextual marketing and transactional marketing (see "Gartner Webinar: Digital Marketing: A Transformational Approach for Marketers"). Digital marketing extends the marketing process through channels such as the Web, email, video, mobile and social applications, point-of-sale terminals, interactive TV, digital signage and kiosks.

Magic Quadrant

Figure 1. Magic Quadrant for Multichannel Campaign Management
Figure 1.Magic Quadrant for Multichannel Campaign Management

Source: Gartner (May 2013)

Vendor Strengths and Cautions


Adobe (Visionary) continues to develop its capabilities to assist companies and agencies in managing digital marketing budgets channels. Consider Adobe for Web analytics, Web content management (WCM) and addressable advertising. Adobe targets the publishing, media, retail, financial services, travel and high-tech industries.

  • Digital marketing: Adobe's Marketing Cloud provides basic and advanced online capabilities in analytics and campaign management. The Adobe Marketing Cloud provides analytics for real-time segmentation, customer scoring and optimization for digital channels, such as social, display, search video, email and mobile.
  • Focus: In 2012, Adobe refined its digital marketing strategy and consolidated multiple offerings into the Adobe Marketing Cloud, which consists of five distinct solutions: Adobe Analytics, Adobe Target, Adobe Experience Manager, Adobe Social and Adobe Media Optimizer. The company simplified its pricing, packaging, SKUs and contracts. In the second quarter of 2013, Adobe released a new collaboration environment that makes it easier for marketing departments and agencies to collaborate on campaigns, share creative assets, and provide real-time updates on campaign progress. Dashboard roll-ups report on key performance indicators (KPIs) and campaign achievements. Adobe strengthened partnerships with SapientNitro, IPG Media Lab, Accenture, Deloitte, WPP, Omnicom and Publicis Groupe (which includes Razorfish, DigitasLBi and Rosetta).
  • Road map: Adobe continues to integrate its five Marketing Cloud solutions and to improve the UI and user experience. For instance, in 2013, Adobe Experience Manager will focus on responsive design, such as "touch first" mobile UI authoring experiences, simplified authoring and content reuse through integration with the Adobe Digital Publishing Suite. Adobe will focus on "predictive marketing" in areas such as analytics and social. For example, Adobe will introduce predictive social publishing capabilities that help social marketers know when to publish social content based on when their audiences would most likely engage with it.
  • Offline capability: Growing digital marketing platforms like Adobe's must continue to integrate with offline campaign management functions, such as call centers and direct mail.
  • User experience: A number of references mentioned the need for improvements in UI and overall usability. Some clients also mentioned the need for escalation of support for faster issue resolutions.
  • Advertising-centric: Adobe's digital marketing capabilities are largely geared to advertisers, agencies and publishers.


ClickSquared (Niche Player) continues to transition from service-based to product-based MCCM. In 2012, ClickSquared packaged its offerings for industries such as sports, travel and financial services. Consider ClickSquared if you are a business-to-consumer (B2C) midsize organization wanting a software as a service (SaaS) subscription model with a focus on digital channels (such as email, SMS and social).

  • Advanced analytics: ClickSquared provides in-database analytic scoring, including prebuilt industry-specific predictive and descriptive models.
  • Campaign functions: ClickSquared provides easy-to-use, accessible functions, such as a drag-and-drop campaign design interface, visual audience selection from within its business intelligence (BI) toolset, and the use of IBM's Netezza for quick, ad hoc query execution (fast counts). Other changes included extending integration to third-party email providers, giving access to distributed data to marketing teams and extending social engagement capabilities.
  • Road map: Plans for 2013 include expansion in marketing resource management (MRM), content management and real-time interaction.
  • References: Many references cited data mining and flexibility as top strengths.
  • Mind share: ClickSquared's visibility for MCCM and digital marketing remains low.
  • Momentum: The company made the minimum requirement for new customers in 2012. It delayed more aggressive plans for 2012 such as offer management and response attribution metrics.
  • Growth: Revenue and momentum slowed in 2012 as ClickSquared's legacy service business transitions to SaaS MCCM.


ExactTarget enters this year's Magic Quadrant as a visionary with several new acquisitions and rollouts for digital-marketing-focused MCCM. Clients can consider ExactTarget when a SaaS-only campaign management tool focusing on email, mobile, social and Web is needed, as well as when transactional messaging is needed.

  • Revenue: ExactTarget reported $294 million in revenue in 2012. It has strong growth and is expanding its global footprint.
  • Momentum: In 2012, ExactTarget acquired Pardot (for B2B lead management) and iGoDigital (Web personalization).In the last 12 months, it launched MobileConnect and MobilePush (integrated push messaging), SocialPages (Facebook Pages app), Distributed Sending (distributed email sending) and Automation Studio (multichannel campaign creation).
  • Road map: Plans for 2013 include advanced content and offer management, multichannel playbooks to guide the creation of advanced multichannel campaigns, and more-advanced analytics reporting. In addition, ExactTarget plans to partner with Visible Technologies for integration with ExactTarget's SocialEngage product. ExactTarget will also launch its third-party application development framework and storefront, called HubExchange.
  • References: References mentioned self-service, highly customizable offerings, third-party integration support and help when needed as the biggest strengths for ExactTarget.
  • Email-centric: Most clients and references evaluate ExactTarget against other email providers, not MCCM or other emerging digital marketing platforms.
  • Advanced analytics: ExactTarget needs to accelerate investment in online/offline real-time analytics, next-best-offer capability, and comprehensive attribution metrics across channels.
  • Implementation: A few references mentioned implementation took longer than planned but acknowledged complex environments.


The IBM Cross-Channel Marketing Optimization solution, formerly branded as "Unica," belongs to IBM's broader Smarter Commerce initiative (involving the acquired companies Unica, Coremetrics and Sterling Commerce and other assets). Consider IBM (Leader) when MCCM is a strategic requirement. IBM's MCCM offering supports a range of industries.

  • Viability: IBM has a global reach, with $104 billion in revenue in 2012, making it one of the more viable vendors in this market.
  • Digital-marketing-focused deployment option: Notable changes in 2012 included the release of IBM Cross-Channel Marketing Optimization (no longer called Unica) that focused on real-time marketing, marketing performance management and usability. IBM Marketing Center, a SaaS option, exploits Coremetrics and provides email and digital campaigns, site personalization, tracking, and management. IBM purchased Tealeaf Technology for customer experience management and behavioral analysis.
  • Road map: For 2013, IBM emphasizes real-time, email and digital marketing, and continued integration with the rest of the IBM portfolio. IBM will focus heavily on marketing performance optimization and full-response attribution management. (Some early components of these plans were originally released in 2012.) IBM seeks to broaden its focus from campaign execution to campaign planning and resource allocation.
  • Breadth and integration: References mention the breadth of offerings and IBM's integration into a platform as IBM's biggest strengths in MCCM.
  • Competition: The vendor must continue to provide a leading vision in digital marketing amid accelerating competition. Other markets, such as WCM and even email marketing, are gaining mind share and revenue in this area. References mentioned IBM is following in areas such as social and mobile.
  • Support: Several references mentioned that customer support has been reactive, with relatively slow turnaround times on cases. However, most are resolved through an escalation process.
  • Midmarket: IBM will see increased pressure from on-demand, midmarket players in both B2C and B2B campaign management. Although IBM currently serves midmarket companies, including with its new IBM Marketing Center SaaS release, IBM needs to demonstrate success with its on-demand digital marketing solution as a whole, not just distinct Web or email marketing offerings.


Consider Infor (Niche Player) for Infor Epiphany Marketing solutions if you are a large enterprise seeking campaign management with integrated advanced analytics in industries such as financial services, telecommunications, hospitality, retail and high tech.

  • Core functions: Infor Epiphany Marketing includes basic and advanced campaign management execution, and basic and advanced analytics. Infor Epiphany Marketing's campaign management strength lies in B2C service industries, and Infor has significant mind share in real-time, next-best-offer capabilities through Infor Epiphany Interaction Advisor.
  • Partners and acquisitions: 2012 saw the introduction of multiple social marketing features, including social-enabled emails, Social Commerce Advisor (a partnership with 8thBridge) and a social channel for customer service (through a partnership with Marketing Cloud/Radian6). Other updates include arbitration and optimization functions for marketers as well as channel expansion, such as Interaction Advisor for Infor also acquired Orbis Global for MRM.
  • Road map: Plans for 2013 include a revamped UI, expanded cloud deployment options, native support for Hadoop and expanded support for Web services data integration to enhance the customer profile. Infor also plans to release a new Advisor for social data monitoring.
  • References: Clients mentioned thorough and consistent support to resolve problems. Clients continue to see Infor Epiphany Interaction Advisor as the company's biggest strength.
  • Competition: The company, through Infor Epiphany Marketing, offers B2C campaign management in a company that mostly sells software to B2B manufacturers. Infor must continue to raise mind share outside Infor's user base.
  • High-profile investments in MCCM: References mentioned Infor needs to keep evolving the product and invest in new features. Infor Epiphany Marketing should accelerate Infor's investments in social marketing and for mobile marketing (as Infor has done with its release of Mobile App Advisor and Geo-Marketing Advisor) to raise its visibility.
  • UI: References mention an outdated UI that lengthens the time needed for training and configuration, although a UI road map is planned for 2013.


Marketo (Niche Player) has broadened its presence in the market with growth and continued expansion into enterprise accounts.

  • Growth: Marketo's revenue grew 80% year over year in 2012, with 70% growth among large enterprises. (Gartner estimates Marketo's 2011 revenue was $58 million.) It now has more than 2,000 customers.
  • 2012 enhancements: To speed time to value and increase marketing efficiency, Marketo introduced Program Exchange as part of its Marketing Nation. Program Exchange creates a network through which customers can share Marketo programs and access best-practice campaigns. Customers can clone Marketo programs directly within the subscription, thereby decreasing the manual effort required for new campaigns. Marketo completed the integration of social marketing applications, including social sharing, social sign-on, forms, video sharing, polls, referrals and sweepstakes. Thus, customers can make all of their marketing efforts social, increase their reach with social uplift, and add social profile data to the lead management data. Data analytics enhancements deliver insights over time, with the ability to attribute outcomes to multiple marketing touches.
  • Road map: Marketo recently launched Marketo Financial Management, which makes it easier for marketers to manage their budgets. Additional plans for 2013 include the Engagement Marketing Module, support for search engine optimization (SEO) and pay-per-click programs, new predictive analytics capabilities (beginning with lead scoring), expanded mobile functions, and additional native CRM integrations, including SAP (launched), NetSuite and SugarCRM. Marketo will be extending social marketing capability through its Crowd Factory acquisition.
  • References: References point to ease of setup, use and expansion as strengths, and continue to score Marketo above average for the lead management product. Clients benefit from the Marketing Nation community. They perceive their Marketo investment as having a high ROI.
  • Customer service: References give customer support mixed reviews — good service is available, although it can be slow.
  • Road map: Mobile support in Marketo requires some custom work — expanded capabilities will be critical to supporting emerging digital marketing needs.
  • Profitability: Marketo had targeted 2012 as a break-even point but, despite growth, is not yet profitable.


Neolane (Visionary) continues to raise its mind share in B2C and B2B MCCM. Consider Neolane when you want a SaaS solution for Web, email and social marketing. It targets the retail, travel and hospitality, media and entertainment, and financial services and insurance industries, particularly.

  • Growth: Neolane reported revenue of $58 million and year-over-year growth of 40% in 2012. It focuses on North America, Europe and the Asia/Pacific markets.
  • Digital marketing: In 2012, Neolane enhanced decisioning to engage with anonymous audiences and convert them to identified customers; mobile capabilities (including mobile push notification, in-app personalization and geolocation offer recommendations); and social capabilities (such as using Facebook Open Graph to collect users' actions — music listened to, videos viewed, articles shared and check-ins made — via Facebook Connect or Facebook applications). In addition, Neolane enhanced and released Neolane Content Manager to simplify and accelerate email and digital marketing.
  • Road map: Plans for 2013 include a focus on interaction, offer management, and analytics for customer and marketing optimization.
  • Customizable campaigns: References mention Neolane's ability to fully customize campaigns as a top strength.
  • Workflow: Several references mentioned complexity in setting up and running workflows, as well as cited workflow inconsistency.
  • Digital marketing road map speed: Neolane should accelerate digital marketing areas, such as WCM, social marketing and search marketing, to differentiate itself in the growing and competitive campaign management market.
  • Analytics: Neolane does not have many clients using its integration to third-party predictive analytics tools, including from KXEN and Weka. Neolane should accelerate its investments in advanced analytic capabilities or make the partnerships more accessible to clients.

Oracle (Eloqua)

Oracle Eloqua (Niche Player) has a respected SaaS offering for lead management in B2B. Major industry segments include high tech, financial services and manufacturing. Consider Oracle Eloqua if you are a B2B company and if you have sales agents working on large, considered purchases focused on lead management.

  • Growth: Eloqua reported $95.8 million in revenue in 2012 and 34% growth from the prior year.
  • Momentum: Oracle acquired Eloqua in February 2013. Other changes in 2012 include display advertising management from within Eloqua, embedding Chatter for collaboration within the lead management platform, and an updated Lead Scoring Engine with an HTLM5 interface, allowing marketers to quickly build lead scoring models with real-time updates. Eloqua Asset Management, launched in October 2012, targets the financial services segment.
  • Road map: For 2013, Oracle Eloqua will focus on vertical breadth, such as Oracle Eloqua for insurance and Oracle Eloqua for manufacturing. Plans also include integrating with Oracle Sales Cloud Service (formerly Oracle Fusion Sales), and adding to existing standard integrations to, Oracle CRM On Demand and Microsoft Dynamics CRM. There are also plans to integrate Oracle Eloqua with Oracle Social Marketing, Oracle RightNow Cloud Service and Oracle Commerce.
  • Lead management: References cite lead management robustness as the top strength for Oracle Eloqua.
  • Complex campaigns: References mentioned needing more support for very complex, variable campaigns and for more multichannel (especially direct mail) capabilities. Clients continue to mention software bugs.
  • Oracle transition: The Oracle acquisition has raised concerns among some Eloqua customers regarding the product road map and integration plans, as well as support for integration with technologies. Gartner estimates that more than 60% of Eloqua's customers are integrated with
  • B2C: Oracle Eloqua has limited references for B2C.

Oracle (Siebel)

Oracle Siebel (Leader) excels both in the functions and scalability of its MCCM offering and in its integration with other Oracle Siebel products, such as Call Center. Oracle Siebel shows growth across a broad range of industries. Consider Oracle Siebel if you seek an overall CRM suite and are an existing (or prospective) Oracle Siebel user.

  • Growth: Loyalty and campaign management continue to gain momentum.
  • Improvements: In 2012, Oracle launched the Siebel Open UI Framework, with support for any browser and any device; it improves the user experience, performance and scalability. In addition, enhancement to the Campaign Performance Optimization offering should improve the performance of large-scale, multiwave campaigns. Increased throughput and scalability for the Real-Time Loyalty Engine Architecture will better support real-time rewards and recognition at the point of interaction, as well as multiserver deployments with multiple real-time engine components.
  • Road map: Deployments in early 2013 were targeted to support the social marketer, beginning with Oracle Social Marketing (formerly Vitrue) integration. Early enhancements will support integrated social engagement, to be followed by cross-channel campaign analytics and incorporation of social data into targeting capabilities. Planned enhancements in socially enabled dynamic email marketing will further bring social connections into the multichannel offering, as will Phase 1 support of Social Loyalty capabilities.
  • References: Customers cite the broad range of functionality, the support for complex campaigns, and global support and scalability as key to their success with Oracle Siebel.
  • Digital marketing: Oracle Siebel needs to increase support for digital marketing, including social and mobile campaigns and offers.
  • Support: Some customers report inconsistent support experiences. Expert assistance is available, but solutions often depend on the availability of log data and are more forthcoming if problems involve out-of-the-box functions. Delayed bug fixes can also impede productivity.
  • Road map clarity: In addition to Oracle Siebel offerings, a number of marketing applications are offered to the enterprise that can create some confusion among prospects.

Pitney Bowes Software

Pitney Bowes Software (Niche Player) offers basic and advanced inbound and outbound campaign management for B2C financial services, telecommunications and some retail clients. Consider Pitney Bowes Software if you engage large numbers of customers across multiple channels, if you need both basic and advanced campaign analytics, or if you wish to integrate your MCCM solution with your call center.

  • Growth: Pitney Bowes Software has a global footprint, with growth in Inbound/Outbound Fusion sales, as well as expansions in existing accounts.
  • Progress: In 2012, Pitney Bowes Software released major new versions of both Portrait Dialogue and Portrait Interaction Optimizer, which continue the fusion of inbound and outbound real-time marketing. Usability enhancements improve the marketer's experience. Out-of-the-box social features support expanding digital requirements.
  • Road map: Enhancements in 2013 will offer features that support deeper customer understanding and further enable multichannel customer engagement. Mobile functions will expand through location-aware mobile best-next-action and integration with pbSmart Mobile. Pitney Bowes Software will also enhance its email marketing and reporting.
  • References: Customers comment on the strong sense of partnership they receive working with Pitney Bowes Software, that the company is committed to customer success, and that it wants to act as a strategic partner to ensure customers get value out of the company's deployment.
  • Mind and market share: Gartner estimates MCCM revenue has remained flat, at about $17 million, from last year. Pitney Bowes Software does not receive significant mind share in the market.
  • Integration: References indicate some integration challenges remain across the product range, although the company states that its 2013 release will address the challenges.
  • Use cases: Prospects should consider other alternatives when integration with a call center or CRM suite support is not part of the overall MCCM strategy.


Responsys (Visionary) takes a digital approach to MCCM. Responsys particularly targets the retail, financial services, travel and hospitality, and high-technology industries (in order of priority). Consider Responsys when seeking a SaaS-only, B2C campaign management tool that uses email, mobile, social, display and Web as main channels.

  • Revenue: Responsys achieved $163 million in revenue for 2012.
  • Digital marketing breadth: Responsys provides basic B2C campaign management and some advanced analytic and digital marketing capabilities in a multitenant SaaS application. Channels include email, mobile, social, display and Web. In 2012, Responsys added the Social Data Cloud (technologies and partnerships to allow customers to import the social graphs of opt-in customers and similar data into Responsys' Interact for use in targeting messages), a Cross-Channel Content Library (for managing digital content assets across channels), new support for two-way, multistep SMS campaigns, and support for the retargeting of display advertising on Facebook Exchange.
  • Road map: Plans for 2013 include faster disaster recovery by replication across data centers. It will also work on incremental lift reporting on display and mobile, as well as improve tracking and targeting capabilities by device type (for example, target to people associated only with an Android OS device), and offer a new solution for cross-channel preferences and compliance management.
  • Expectations: References point to Responsys as having met or exceeded expectations for the offerings as a whole.
  • Email-centric: Gartner estimates that more than 70% of Responsys' revenue comes from email marketing, despite the growing breadth of digital marketing offerings. Many references reported that they use email and Web landing pages as their main channels, leaving the breadth of its offerings largely untested. The vision and road map for digital marketing has become much more conservative in the last 12 months.
  • Maintenance downtime: Several clients mentioned regular maintenance downtime as an issue for Responsys.
  • Analytics and mobile marketing areas: References mention a need for Responsys to invest more in advanced data analysis and data mining for multichannel marketing. Some clients mention Responsys has been slow in responding to mobile's impact on email and areas such as responsive design, templates and metrics (in terms of, for example, where people are opening their emails).


SAP (Challenger) offers an integrated solution with strong capabilities, including market-leading analytics. It focuses particularly on the retail, banking, high-tech and consumer products industries. If you run an SAP environment, evaluate SAP Campaign Management to see whether it meets your requirements before seeking best-of-breed solutions.

  • Viability: SAP's Campaign Management offering saw 38% growth in customers in 2012, driven by adoption among SAP's CRM customers.
  • Capabilities: In 2012, SAP made it more feasible for marketers to realize the SAP vision of delivering real-time, targeted customer engagement across channels on any device. Usability improvements gave marketers more ability to run quick campaigns. The new Audience Discovery and Targeting with predictive analytics capabilities (based on Hana) will allow marketers to exploit big data more effectively. The Social Media Analytics product supports social listening and social analytics. Mobile enhancements include support for location-based, context-aware mobile engagement through SAP Precision Marketing.
  • Road map: In 2013, SAP will expand its predictive analytics capabilities, enhance the now-standard SAP Jam for stakeholder integration and decision making, improve mobile loyalty capabilities, and enrich advanced real-time customer discovery and analytic capabilities on Hana.
  • Integrated solution: References indicate the greatest strength of SAP Campaign Management is its ability to integrate with other areas, such as financials, sales and distribution, materials management, and portals.
  • Investment: Cost and value remain challenges. SAP functions resonate best with those who wish to understand the holistic customer process fully by automating marketing processes beyond marketing to include service, sales and billing, and planning and budgeting.
  • UI: References want SAP to keep improving its UI. The latest SAP CRM UI customization and configuration abilities should improve end-user ability to modify and change the UI. References cite the customizations and reskins of their solution as critical in making it easy to use.
  • Strategy: SAP must continue to extend and offer marketing thought leadership to drive marketing departments to choose SAP Marketing.


SAS (Leader) offers best-in-class marketing analytics. It offers solutions for several industries, with financial services being its largest. Place SAS on your shortlist if you want advanced analytics within MCCM.

  • Viability: SAS generated $2.8 billion in revenue in 2012 and reports high double-digit growth for campaign management revenue (analytics included). The vendor has solid basic and advanced functions for campaign management, as well as strong advanced analytics capabilities, such as analytics segmentation and optimization, that are integrated into the campaign process.
  • Analytics: In 2012, SAS focused on real-time capabilities, offered testing and treatment management, and improved email and mobile marketing integration. SAS introduced SAS High-Performance Analytics within its Marketing Optimization product for its large banking, retail, hospitality and telecom clients needing to optimize offers on a large scale.
  • Road map: In May 2013, SAS launched Customer Intelligence 6, which offers co-deployment of previously separate marketing optimization, digital marketing and real-time decision management products alongside traditional campaign management — all within one UI. This new version also focuses on high-performance real-time marketing, partnerships with marketing service providers (MSPs) and digital marketing (such as for mobile advertising). New releases for most of SAS's MCCM modules are planned throughout 2013.
  • References: References reported that an integrated data structure underneath MCCM is one of the most beneficial features of SAS products. References mentioned that SAS has comprehensive functions.
  • Campaign management: References consider SAS for power users and for its advanced analytics, rather than for its strengths in campaign management alone.
  • Troubleshooting: Several references reported defects that were hard to find and, at times, difficult to fix.
  • Digital marketing thought leadership: The vendor needs to accelerate its digital marketing strategy, particularly around its Web analytics and social offerings. These should become visible core competencies for SAS and serve as to differentiate the vendor in digital marketing and MCCM.


SDL (Niche Player) provides campaign management execution on top of a high-performing analytics engine. Consider SDL, particularly if you want hosted campaign management with analytic tools for midmarket campaign management.

  • Viability: SDL is a large, profitable provider of global information management systems. Gartner estimates SDL's annual MCCM revenue at $30 million.
  • Momentum: SDL reported 62 new MCCM customers in 2012, although 40% were stand-alone email marketing customers. In 2012, SDL issued a new release, with a 64-bit database and predictive modeling features. SDL Campaign Manager v.2.8 became generally available in the third quarter of 2012, with performance and scalability for campaign audiences of 100 million individuals. Solutions became generally available for the retail, consumer goods, and travel and leisure industries. SDL also worked on integration with its Tridion and Fredhopper offerings for Web personalization, content optimization and offer management.
  • Road map: Plans for 2013 include rollouts of SDL Intelligent Marketing Suite, which combines SDL's Email Manager, Campaign Manager, Customer Analytics and partnerships, such as Dynmark for mobile intelligence and EngageSciences for social campaigns. SDL will also start to migrate its offerings from Silverlight to HTML5, starting with email offerings.
  • Value: References mention data repository, email functions and segmentation as top strengths for SDL.
  • Complexity: References mention needing a deep knowledge of the various SDL tools. Users need significant time to learn how to apply the tools to their requirements.
  • Support outside the U.K.: Several references mentioned having to wait for support until the U.K. "comes online."
  • MSP-centric: The channel partner, not the marketing department, usually selects SDL. In addition, MSPs tend to view SDL as a low-cost, operationally focused alternative to larger campaign management offerings.


Selligent (Niche Player) focuses particularly on the retail, financial services, hospitality and tourism, and publishing and media industries. Consider Selligent, especially for B2C deployments with integrated email and campaign management, and particularly within EMEA.

  • Growth: Selligent is profitable, with revenue from campaign management software increasing 35% year over year, driven by 43 new clients in 2012, most of which deploy Selligent via SaaS. Selligent added 30 new partners in 2012 to its already active partner network to give it further sales reach and to increase implementation support for clients.
  • Momentum: In 2012, Selligent launched its MRM module, extending its core campaign management capabilities to support clients seeking project planning and budgeting, collaboration tools, and ROI analyses. Selligent also enhanced its email capabilities to support large-volume email programs.
  • Road map: In 2013, Selligent will debut its Customer Intelligence module, which will offer visual data exploration and analysis on top of clients' customer view. Selligent will also focus on social integration, including tracking social logins and offering Facebook personalization. The vendor plans mobile extensions, such as in-app messaging and native support for responsive design approaches. Finally, it plans support for behavioral targeting and profiling as Selligent seeks to help customers build rich behavioral metrics based on Web activity to use in targeted communications.
  • References: References comment on ease of use; nontechnical people can use the product effectively. References feel that they receive good value from their investment, based on simple pricing and a robust set of features.
  • Functions: Selligent does not yet support all advanced campaign functions, such as predictive analytics and real-time offers. Social integrations planned for 2013 will be entry-level.
  • Focus: Selligent's current customer base is B2C and is skewed heavily toward core industry clients; thus, B2B or B2C prospects outside the industries listed above should explore other providers. Resources are also heavily based in EMEA; thus, the ownership experience will be more richly supported there.
  • Support: Clients report inconsistent support experiences.


Sitecore (Visionary) continues refocusing from traditional WCM to digital marketing aimed at marketing organizations. Consider Sitecore for Web campaign management and the orchestration of campaigns for digital channels. Sitecore particularly targets the financial services, energy, oil and gas, government and insurance industries.

  • Financials: Sitecore reported a profit in 2012 and an increase in multichannel revenue in 2012. Gartner estimates that 40% of Sitecore's 2012 revenue came from MCCM. Most of its revenue comes from the U.S., the U.K. and Denmark (in that order).
  • Digital marketing: Sitecore serves content and can execute campaigns for websites, email, mobile sites and social media. It seeks to be a hub for exchanging digital information with external systems, such as customer databases (Microsoft SQL or Oracle). The company offers on-premises and single-tenant options. It offers consulting for digital marketers and partners with agencies such as Y&R and DigitasLBi.
  • Functions: Released in 2012, Sitecore CMS v.6.6 adds a software development kit (SDK) for native applications supporting Apple's iOS platform. The embedded browser allows marketers to use content from Sitecore in a mobile application, such as allowing campaign content to be triggered from within an application. The Ooyala Connect module integrates Ooyala and Sitecore Media Library so that marketers can manage videos, channels, players and labels from the Media Library as well as insert videos and channels in Sitecore pages and track video playback using Digital Marketing System (DMS). Sitecore's customers can now syndicate, view and embed video housed in Ooyala's video platform within Sitecore's UI. In addition, the new Brightcove Video Cloud Connect for Sitecore enables customers to manage and publish video assets directly from Sitecore's WCM by using the Video Cloud online video platform. Finally, Sitecore released its Social Starter Kit, in partnership with Telligent, to build community areas of the website, such as forums, blogs, wikis and media galleries.
  • Road map: Sitecore's 2013 road map focuses on marketing attribution metrics. Sitecore will use Targit's dashboard and reporting tools against an online analytical processing (OLAP) cube containing analytic and marketing performance data. Sitecore plans to launch v.7 of its Customer Engagement Platform (CMS and DMS), which will allow marketers to manage content semantically using a search index — the way visitors consume it. Sitecore plans to release a merchandising solution for commerce as well as a foundry solution for multiple brand sites for campaign sites so that marketers can rebrand sites for campaigns in keeping with corporate standards.
  • Integration: References point to integration flexibility and scalability as strengths for Sitecore content management, specifically with Microsoft's stack.
  • Customization and professional services: References indicated that, despite many out-of-the-box features, complex environments require much customization and back-end development. Clients believe that Sitecore needs a larger professional services team.
  • Microsoft-centric infrastructure: Sitecore's .NET strength makes it less attractive to users looking for tools for Java or Linux, Apache, MySQL and PHP (LAMP) stacks.
  • Offline capability: Sitecore and other growing digital marketing platforms must provide or integrate with offline campaign management, such as call centers and direct mail.


Consider Teradata's (Leader) Campaign Management if you are a large B2C organization seeking MRM in MCCM. Teradata focuses on the financial services, media, transportation and telecom industries.

  • Viability: Teradata's year-over-year revenue grew 14% in 2012 (but the growth rate slowed from 22% in 2011). Teradata and Aprimo have unified their campaign management offerings under the Teradata brand. Teradata continues to support its existing campaign management offerings separately, depending on business issues, data strategy, deployment preference and campaign complexity, although Teradata aims for one platform in the long term.
  • Changes: In 2012, Teradata turned its own and Aprimo's campaign management into one offering. The company improved its UI and added multidatabase support, such as the ability to read (but not yet write to) Oracle. Teradata acquired eCircle and is integrating its email marketing offerings. It improved data visualization and reporting by extending its partnership with MicroStrategy. Teradata released Real-Time Interaction Manager 3.0 for stand-alone inbound marketing for both cloud and on-premises deployment.
  • Road map: Plans for 2013 include native application support for Oracle and SQL Server, easier configuration of customized workflows between campaign management and MRM, and extension of its digital marketing center to better exploit the Web, mobile and social. Teradata plans a needed digital channel push in 2013.
  • References: Professional services references rate Teradata high among campaign management vendors. However, of late, references mention Teradata is being stretched thin in tech support.
  • Classic channels: References mentioned the need for evolution beyond the classic channels of direct mail and email, and the need for significant investment in digital marketing. Teradata is addressing this through acquisitions such as eCircle, but Teradata needs an accelerated digital marketing road map.
  • Support: Some references noted that support is sometimes limited and that the company relies on more expensive extended services for resolution. Teradata says it is addressing this issue through added resources who are currently being trained.
  • Road map: Teradata needs to deliver a complete, combined offering by the end of 2014 — a concern in a rapidly moving digital marketing environment. References mentioned needing better strategic direction for Aprimo in Teradata's road map.

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.


These vendors were added to this year's Magic Quadrant:

  • Exact Target
  • Selligent


The following vendor did not meet our minimum criteria for 2013:

  • Oracle RightNow: The vendor did not meet the minimum requirement of at least 15 new customer wins in the past 12 months for MCCM.

Inclusion and Exclusion Criteria

Gartner focused on vendors that offer the most relevant and compelling marketing products, and we evaluated them against the following criteria:


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 user interface suitable for marketing users who create, execute on and report on campaigns
  • Basic campaign management functionality, such as segmentation, campaign execution and campaign workflow

Market Presence and Momentum

Vendors must support all the following:

  • At least 30 customers using campaign management
  • At least 15 new customer wins in the past 12 months
  • At least eight accessible client references

Vendor Viability

Vendors need to have at least $15 million in revenue, and enough cash to fund a year of operations at the current rate of cash depletion.

Advanced Analytics and Execution

Vendors must support at least one of these advanced functions and execution components:

  • Predictive analytics: The ability to analyze customer behavior to predict attrition/churn, next most likely purchase and propensity to buy, enabling a company to more effectively target customers or stage offers during interactions.
  • Campaign optimization: The ability to balance and coordinate multiple constraints to maximize the expected value from one or multiple campaigns. Loyalty management and content management functions enable trade-offs among different campaign execution options, such as which campaign to use, which channel to use, the number of interactions per individual and the expected value of each campaign.
  • Event triggering: The ability to detect, prioritize and execute a response for a significant event affecting a customer relationship. The functions alert users to the time when a customer is most likely to be receptive to a particular offer.
  • Real-time recommendations: The ability to combine the most-up-to-date information from data collected prior to the interaction, as well as new data collected during a real-time interaction with a customer. These functions suit offer management and deal with offer arbitration in inbound and outbound environments. This approach is useful when new data needs to be collected to refine an offer or when new data indicates that a significantly different course of action is required.

Digital Marketing

We considered specific digital marketing functions, such as Web analytics, social analytics, social marketing and search marketing. We place a strong emphasis on innovative, visionary offerings. Visionary examples are in advanced or emerging areas, such as inbound, social, mobile and overall digital marketing. Visionaries can set a strategic direction or demonstrate innovative capabilities in one or more areas (such as advanced campaign functions or digital marketing integration) in campaign management that the market will eventually adopt. Visionaries may have campaign management implementations from different buying centers, such as the customer service or e-commerce department.

Evaluation Criteria

Ability to Execute

The criteria and weightings for the Ability to Execute remained the same as 2012.

Product/Service: This is a key differentiator in vendor selection for companies trying to gain a competitive advantage. Therefore, product capabilities receive a high overall weighting (see Table 1 for weightings). Subcriteria include basic campaign and advanced campaign management functions, and basic and advanced analytics, while functions for digital marketing get the remaining weighting.

Overall Viability (Business Unit, Financial, Strategy, Organization): This addresses the overall health of the vendor, including the line of business offering campaign management solutions. Viability includes the vendor's history of, and commitment to, the continued success and development of world-class MCCM.

Sales Execution/Pricing: This provides an assessment of the overall effectiveness of the sales channel and how it deals with presales responsiveness, contract negotiations and pricing for campaign management.

Market Responsiveness and Track Record: This gives an assessment of the campaign management vendor's success in creating and meeting a consistent demand for its product, measured in continuing client wins and use in its installed base.

Marketing Execution: This provides 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.

Customer Experience: This is 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 tool use. Gartner's campaign management clients see this as an important aspect of the overall customer experience.

Operations: This is the ability of a vendor to meet its goals and commitments. Factors include organizational structure (skills, experience, systems and other vehicles) that enable the vendor to operate efficiently and effectively on an ongoing basis.

Table 1. Ability to Execute Evaluation Criteria

Evaluation Criteria




Overall Viability (Business Unit, Financial, Strategy, Organization)


Sales Execution/Pricing


Market Responsiveness and Track Record


Marketing Execution


Customer Experience




Source: Gartner (May 2013)

Completeness of Vision

The criteria for Completeness of Vision remained the same as 2012.

Market Understanding: This is the vendor's ability to understand the campaign management space, as well as its value proposition in the market and how effective it is at reaching the marketing buying center for companies purchasing campaign management solutions. Vendors must demonstrate campaign management solutions that fit the needs of the overall market (see Table 2 for weightings).

Marketing Strategy: This offers an assessment of how well a vendor can differentiate itself from its competition and in terms of functions, and how it articulates continued leadership in its overall campaign management vision.

Sales Strategy: This assesses a vendor's strategy in using direct and indirect sales channels to sell campaign management solutions.

Offering (Product) Strategy: This assesses the campaign management feature set as it maps to functional requirements in campaign management, particularly advanced functions in inbound and outbound environments.

Business Model: This assesses the vendor's alignment of its go-to-market and sales strategies for particular industries, geographies or delivery models.

Vertical/Industry Strategy: This assesses how well the vendor's solutions target its current market, as well as its ability to extend best practices or capabilities into new industries.

Innovation: This assesses the vendor's expertise or capital for investment for pre-emptive purposes in developing new areas of campaign management.

Geographic Strategy: This assesses the vendor's presence in major regions (such as Asia/Pacific, Europe and North America) and its plans to expand its presence.

Table 2. Completeness of Vision Evaluation Criteria

Evaluation Criteria


Market Understanding


Marketing Strategy


Sales Strategy


Offering (Product) Strategy


Business Model


Vertical/Industry Strategy




Geographic Strategy


Source: Gartner

Quadrant Descriptions


Leaders consistently do considerably better in overall campaign management performance for basic and advanced campaigns, and for integration with digital marketing. They 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 the 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 digital marketing. They can set a strategic direction or demonstrate specific innovative capabilities in one or more functionality areas (such as advanced campaign functionality or digital 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 department. 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

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. Campaign management vendors in this quadrant 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).


Budgets for digital marketing are growing about twice as fast as the overall marketing budget and now represent about a quarter of total marketing spending. Gartner expects spending on CRM software to exceed $14 billion in 2013, with a growth rate of 7.5% — marketing automation will achieve 11% annual growth. Digital marketing has sparked this growth because it enables new techniques that can grow revenue faster — for example, inbound marketing, real-time marketing and data-driven marketing. In addition, new technologies, such as social and mobile, open not just new channels, but also new ways of engaging customers. Thus, marketers have to coordinate more channels and more kinds of campaigns. The pace of change challenges established MCCM vendors to keep up by adding new functions. Meanwhile, vendors with new technologies will continue to enter the market, and these innovations can often differentiate enterprises from the competition.

Market Overview

The MCCM market consists largely of established vendors that started by selling (often to the IT organization) full-function, on-premises software, particularly for direct mail and email marketing, and of new vendors that offer cloud solutions with fewer functions (usually to the marketing organization), focused on digital marketing (such as social and mobile). Established players are rearchitecting their solutions to accommodate digital marketing. The newer vendors are busy adding functions, including offline capabilities, via development and acquisitions. Both the established players and newer vendors are adding advanced analytics to improve decision making around campaigns. This work lays the groundwork for more accelerated changes in the MCCM market in the future.

Thus, the MCCM market exhibits a fusing of offline and online channels that is driving change. MCCM vendors are beginning to respond — not simply by enhancing the functions of their products but also by changing their approach to delivering value to customers.

Established Technologies

Email keeps going, despite a series of technologies that seem to threaten it (such as social and mobile messaging). In marketing, email fell from grace because too many companies indiscriminately blasted too many emails at their audiences. Yet email remains a key communication channel for people. Today, marketers have started to use light analytics to better target email campaigns. Analytics can identify who is receptive to email messages and which campaigns to target them with. MCCM vendors respond by adding analytics to their offerings.

WCM has come back into focus as content marketing flourishes. (Content marketing involves creating, curating, managing and distributing contextual content across multiple channels and devices to attract, acquire, and engage.) For years, legacy WCM applications handled the Web content adequately. Now, however, content marketing requires advanced functions for repurposing content, changing the content delivered based on the audience profile and even responding with content in real time. Some MCCM vendors have started links with WCM vendors.

New Technologies

Social networks (such as Facebook, Twitter, the blogosphere, LinkedIn Groups and YouTube), Q&A sites (such as Quora), community forums, Instagram, Pinterest, and so forth, have become key channels for marketers. Advocacy marketing is enhancing tired operational loyalty marketing techniques. MCCM vendors are seeking partnerships with social media vendors and agencies to support social and advocacy-type campaigns.

Video and animation have also increased in marketing priority — video is very good at emotional response, and it is the overwhelming vehicle of choice for viral marketing. Animation is excellent for dissecting complex topics, explaining how something works. Again, MCCM vendors are seeking partners to help with video and content capabilities.

With newer channels such as social and mobile, real-time capabilities continue to come into focus. Marketers are increasingly extending multichannel marketing — from purely outbound campaigns to inbound marketing in the form of real-time offer management, real-time decision making and event-triggered marketing — giving marketers targeted interaction when the customer is reaching out.

As budgets increase, digital marketers feel increasing pressure to show the connection between their initiatives and revenue growth. Tracing this relationship becomes a challenge in a multichannel environment. Marketers need attribution metrics to optimize their spending. However, MCCM vendors keep putting off efforts to deal with this need because attribution methods and technology are complex, with additional complexity involved with each new channel offered.

New Approach

The growing complexity of multichannel marketing thwarts many marketers. They undertake some basic initiatives and tend to become stagnated with moving to the next level. For instance, they can run a social campaign, but then they have difficulty with attribution metrics or ROI. MCCM vendors are responding by helping marketers move onto more-sophisticated projects by creating scorecards and templates for campaigns that encode best practices. For example, some vendors offer process templates for loyalty campaigns or a social retention campaign. These additional offerings are helping companies reduce the time it takes for them to realize value from their MCCM products.

Notable Vendors

The following vendors did not meet the criteria for this year's MCCM Magic Quadrant but warrant a mention:

  • is expanding its vision for the marketing cloud, starting with social marketing, but likely expanding in digital marketing and multichannel campaign management.
  • FICO: FICO is positioning its strengths in predictive analytics and offer management for marketers seeking MCCM.
  • Emagine International: Emagine focuses on real-time campaign management offers in the telecom industry.

Strategic Planning Assumption

By 2014, customer service, Web analytics, content management and social CRM vendors will take more than 40% of the market share for campaign management.

Evaluation Criteria Definitions

Ability to Execute

Product/Service: Core goods and services offered by the vendor that compete in/serve the defined market. This includes current product/service capabilities, quality, feature sets, skills, etc., whether offered natively or through OEM agreements/partnerships as defined in the market definition and detailed in the subcriteria.

Overall Viability (Business Unit, Financial, Strategy, Organization): Viability includes an assessment of the overall organization's financial health, the financial and practical success of the business unit, and the likelihood of the individual business unit to continue investing in the product, to continue offering the product and to advance the state of the art within the organization's portfolio of products.

Sales Execution/Pricing: The vendor's capabilities in all pre-sales activities and the structure that supports them. This includes deal management, pricing and negotiation, pre-sales support and the overall effectiveness of the sales channel.

Market Responsiveness and Track Record: Ability to respond, change direction, be flexible and achieve competitive success as opportunities develop, competitors act, customer needs evolve and market dynamics change. This criterion also considers the vendor's history of responsiveness.

Marketing Execution: The clarity, quality, creativity and efficacy of programs designed to deliver the organization's message in order to influence the market, promote the brand and business, increase awareness of the products, and establish a positive identification with the product/brand and organization in the minds of buyers. This "mind share" can be driven by a combination of publicity, promotional, thought leadership, word-of-mouth and sales activities.

Customer Experience: Relationships, products and services/programs that enable clients to be successful with the products evaluated. Specifically, this includes the ways customers receive technical support or account support. This can also include ancillary tools, customer support programs (and the quality thereof), availability of user groups, service-level agreements, etc.

Operations: The ability of the organization to meet its goals and commitments. Factors include the quality of the organizational structure including skills, experiences, programs, systems and other vehicles that enable the organization to operate effectively and efficiently on an ongoing basis.

Completeness of Vision

Market Understanding: Ability of the vendor to understand buyers' wants and needs and to translate those into products and services. Vendors that show the highest degree of vision listen and understand buyers' wants and needs, and can shape or enhance those with their added vision.

Marketing Strategy: A clear, differentiated set of messages consistently communicated throughout the organization and externalized through the website, advertising, customer programs and positioning statements.

Sales Strategy: The strategy for selling product that uses the appropriate network of direct and indirect sales, marketing, service and communication affiliates that extend the scope and depth of market reach, skills, expertise, technologies, services and the customer base.

Offering (Product) Strategy: The vendor's approach to product development and delivery that emphasizes differentiation, functionality, methodology and feature set as they map to current and future requirements.

Business Model: The soundness and logic of the vendor's underlying business proposition.

Vertical/Industry Strategy: The vendor's strategy to direct resources, skills and offerings to meet the specific needs of individual market segments, including verticals.

Innovation: Direct, related, complementary and synergistic layouts of resources, expertise or capital for investment, consolidation, defensive or pre-emptive purposes.

Geographic Strategy: The vendor's strategy to direct resources, skills and offerings to meet the specific needs of geographies outside the "home" or native geography, either directly or through partners, channels and subsidiaries as appropriate for that geography and market.