2012 Global Customer Engagement Platforms Technology Innovation Award


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Sitcore receives the 2012 Global Technology Innovation Award in Customer Engagement Platforms

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2012 Global Customer Engagement Platforms Technology Innovation Award

  1. 1. BEST PRACTICES RESEARCH 2012 2012 Global Customer Engagement Platforms Technology Innovation Award© 2012 Frost & Sullivan 1 “We Accelerate Growth”
  2. 2. BEST PRACTICES RESEARCHTechnology Innovation AwardCustomer Engagement PlatformsGlobal, 2012Frost & Sullivan’s Global Research PlatformFrost & Sullivan is in its 50th year in business with a global research organization of 1,800analysts and consultants who monitor more than 300 industries and 250,000 companies.The company’s research philosophy originates with the CEO’s 360-Degree Perspective™,which serves as the foundation of its TEAM Research™ methodology. This unique approachenables us to determine how best-in-class companies worldwide manage growth,innovation and leadership. Based on the findings of this Best Practices research, Frost &Sullivan is proud to present the 2012 Global Technology Innovation Award in CustomerEngagement Platforms to Sitecore.Significance of the Technology Innovation AwardKey Industry Challenges Addressed by Superior Engagement Platf ormsChallenge #1: Web Content Management (WCM)Companies constantly need to post or change things on websites. Marketing directors andCMOs need to quickly position their companies to capture the hottest market opportunitiesby letting the industry know that “the next big thing” is exactly what they have. Anorganization’s web presence is now its front door, “the face of the company” to the world.Organizations need their web and mobile presence to respond in real time to the needs anddemands of the business.Some factors are undeniably human. There is no shortage of demanding customers in anyfield, from programming to marketing to research & analysis, and the world of webmastersis no exception. Another reason, however, or in some cases the primary reason whywebsites and teams sometimes fail to support the business, may be the tools they areasked to use. Sometimes the system available to them requires extensive programmingexpertise to get things done. Programming, testing and debugging takes time, as doesadministering a staging (preview) site where pages are viewed before going “live.” Frost &Sullivan points out that these challenges and more are what some webmasters face on adaily basis.Challenge #2: Online AnalyticsIf companies do not know, at a granular and specific level, what their customers, prospectsand competitors are doing online, and what potentially anyone is saying about them online,they then have a huge blind spot that will prevent them from maximizing their success andultimately threaten the survival of the organization. Frost & Sullivan feels that companies© 2012 Frost & Sullivan 2 “We Accelerate Growth”
  3. 3. BEST PRACTICES RESEARCH RESEAneed to properly attain mastery of both Site analytics (how online users are interacting witha company’s own web properties) and Social analytics (what users are doing an saying andanywhere else across the web).Challenge #3: Analyze, then ActOnline analytics is extremely important, but what companies need to be able to do isperform detailed analysis of both their own sites and other traffic that impacts themanywhere on the web—and act upon it, often immediately. andKey Benchmarking Criteria f or Technology Innovation Aw ardFor the Technology Innovation Award, the following criteria were used to benchmark wereSitecore’s performance against key competitors: ’s • Uniqueness of Technology • Impact on New Products/Applications • Impact on Functionality • Impact on Customer Value • Relevance of Innovation to IndustryDecision Support Matrix and Measurement CriteriaTo support its evaluation of best practices across multiple business performance categories, businessFrost & Sullivan employs a customized Decision Support Matrix (DSM). The DSM is ananalytical tool that compares companies’ performance relative to each other with anintegration of quantitative and qualitative metrics. The DSM features criteria unique to each featuresAward category and ranks importance by assigning weights to each criterion. The relativeweighting reflects current market conditions and illustrates the associated importance ofeach criterion according to Frost & Sullivan. Fundamentally, each DSM is distinct for eachmarket and Award category. The DSM allows our research and consulting teams toobjectively analyze each companys performance on each criterion relative to its topcompetitors and assign performance ratings on that basis. The DSM follows a 10-point scale that 10that allows for nuances in performance evaluation; ratings guidelines are shown in Chart 2. C ha r t 2 : P erf o rm a n c e Ba s e d Ra t i ng s f o r De c is i on S u pp o r t Ma tr i x e-© 2012 Frost & Sullivan 3 “We Accelerate Growth”
  4. 4. BEST PRACTICES RESEARCHThis exercise encompasses all criteria, leading to a weighted average ranking of eachcompany. Researchers can then easily identify the company with the highest ranking. As afinal step, the research team confirms the veracity of the model by ensuring that smallchanges to the ratings for a specific criterion do not lead to a significant change in theoverall relative rankings of the companies. C ha r t 3 : Fr os t & S ul l iva n’s 10-S t e p P r oc es s f or I de n t if y in g Aw a rd R ec ip i en tsBest Practice Award Analysis for SitecoreThe Decision Support Matrix, shown in Chart 4, illustrates the relative importance of eachcriterion for the Technology Innovation Award and the ratings for each company underevaluation. To remain unbiased while also protecting the interests of the otherorganizations reviewed, we have chosen to refer to the other key players as Competitor 1and Competitor 2. C ha r t 4 : D ec is io n S u p po r t M a t ri x f or Tec h n ol o gy I n no va t i on Aw a r d Measurement of 1–10 (1 = lowest; 10 = highest) Award Criteria Innovation to Industry Products/Applications Impact on Customer Weighted Rating Impact on New Uniqueness of Relevance of Functionality Technology Impact on Value Relative Weight (%) 20% 20% 20% 20% 20% 100% Sitecore 9 8 10 9 9 9.0 Competitor 1 7 8 7 6 7 7.0 Competitor 2 4 8 7 7 8 6.8© 2012 Frost & Sullivan 4 “We Accelerate Growth”
  5. 5. BEST PRACTICES RESEARCHCriterion 1: Uniqueness of TechnologyStratecast is tracking and analyzing 85+ companies in the online analytics space, and Frost& Sullivan has done the same for content management systems (CMSs), including webcontent management systems (WCMSs), as well as digital media/marketing platforms, forthe better part of a decade. Competitor 1 is one of the better recognized WCMS providersand is now offering analytics and digital marketing capabilities as well. Frost & Sullivannotes that what makes Sitecore’s technology more unique is that it offers capabilities in fourareas: WCM, online analytics, digital analytics and digital marketing, pre-integrated “underone roof,” and does it better than anyone else at a price point that is far more attainable fora wide range of organizations to purchase than the higher-priced solutions, including thosefrom Competitor 1. Competitor 2 offers a certain standard of excellence, but Competitor 2opportunistically leverages multivendor technology, with little of its own native technology,and thus falls short of Sitecore when it comes to consideration for a Technology InnovationAward.Best Practice Example: By using Sitecore, a company can manage its own web properties;be proactive rather than reactive (or caught unaware, as are many companies) when itcomes to things being said about it on social media; personalize web content ‘on the fly’ viareal-time personalization, such that a visitor from one region sees one page (or set ofcontent on a page) while a visitor from another region sees different content, or a differentpage entirely; collect granular data and perform advanced analytics; and apply thoseanalytics to its very next digital marketing campaign, even one that starts within the hour.Criterion 2: Impact on New Products/ApplicationsNothing can kill the launch of a new product or application like incomplete market data,introducing a product based on anecdotal ‘hunches’ or instinct alone, or introducing it usingthe same old traditional “marketing AT you” techniques that are no longer effective whenattempting to reach today’s increasingly sophisticated, perpetually-mobile audiences andbuyers. No one launching a new product or application can afford to do so without gaininginsights into the engagement tendencies and buying behaviors of customers, not justthrough sales activity and offline records, but through online behaviors and dialogues. Inthis sense, what Sitecore is offering, in a single Customer Engagement Platform, and at acompetitive price point, benefits anyone launching any new product. It also raises the barfor its competitors, such that a company not offering CEP capabilities in its own productsuite (such as Competitor 2), or offering CEP piece-parts at a higher price point (such asCompetitor 1).Best Practice Examples: A company launching any new product can use Sitecore CEP tocollect and analyze data from all relevant online sources and distill that into a savvy,sophisticated campaign that effectively launches its new offering in digital media that willreach prospects “where they live” (work)—thereby positioning both product and companyitself positively in the market. In addition, any company that hopes to compete with© 2012 Frost & Sullivan 5 “We Accelerate Growth”
  6. 6. BEST PRACTICES RESEARCHSitecore now has to either go to market with a full-featured CEP suite of its own, or buildone by collaborating with partners. Frost & Sullivan is of the opinion that digital analytics,online analytics, or WCM alone will not pass muster.Criterion 3: Impact on FunctionalitySitecore offers features most competitors do not, or not within a pre-integrated platform.On-site Social Engagement offers the ability to build a community on a company’s own sitewith Sitecore’s out-of-the-box blogs, wikis, forums, polls and email-a-friend features, plusintegration with external social media sites. Multisite Deployment enables a company tomanage all of its web properties from a single management platform to enforce brandconsistency. Real-time Personalization enables the site to automatically deliver targetedcontent to each visitor based on user behaviors and preferences. Predictive Personalizationleverages the widest range of available insight from other channels, offline and online, andis managed by business users, not IT, so that it empowers marketing teams and contentauthors. Some of its products are most comfortably used by web developers; its modulesfor synergizing online plus offline data are focused mainly on one vertical (retail marketingand merchandising); and all of it comes in at a higher price point than Sitecore. So not onlydoes Sitecore nicely enable resources to contribute in more places, it also opens the doorfor a wider range of organizations to obtain ‘enterprise-level’ CEP. Competitor 2 offersspecific solutions, but since those solutions depend on combining and building on othervendors’ existing solutions, functionality and quality can vary from contract to contract.Best Practice Example: on a day-to-day basis, a company uses Sitecore to leverage allavailable data about all online behaviors impacting the company; places analytics-driveninsight in the hands of business users, who immediately develop web and e-marketingcontent capturing the essence of what the analytics have revealed; and combines onlineinsights with offline (physical world) data to ensure that it is meeting its customers,prospects, competitors, partners and (potentially) investors wherever they are, withintegrated data/message/approach.Criterion 4: Impact on Customer ValueAs referred to in Criterion 3, Sitecore offers a wider range of capabilities at a morecompetitive price point than Competitor 1, thus creating more value for a broader spectrumof customers and prospects—which may be one reason why Sitecore has 32,000+deployments and counting. Competitor 2 is actually positioned better than Competitor 1 inthis regard, because by serving as something of a ‘broker’ of various partner solutions, itcan craft effective solutions that are not dependent on the quality and pricing of a singlevendor. Yet integrating multiple solutions together into a cohesive, unified solution is achallenging proposition, and despite all assurances that “one call” (to Competitor 2) is all ittakes when problems inevitably occur, multivendor solutions always seem to lead tomultivendor trouble calls, which provides less value and convenience than one call toSitecore.© 2012 Frost & Sullivan 6 “We Accelerate Growth”
  7. 7. BEST PRACTICES RESEARCHBest Practice Example: Sitecore provides a lot of functionality at an attainable price point,so those 32,000+ customers, including many SMBs, are able to afford what are normallyconsidered ‘enterprise-level’ functionality. This is an encouraging market dynamic, becausethe midsized organizations are usually the ones who need it the most to try to keep pacewith their large multinational competitors.Criterion 5: Relevance of Innovation to IndustryBefore Sitecore crafted its Customer Engagement Platform, most of its competitors weremired in WCM. With the advent of many free, open source blogging platforms, manycompanies began using those more widely, first for their corporate blogs, then for theironline newsrooms, and finally for their core “home base” .com websites. WCM providersfound themselves trying to compete with free or extremely low-cost alternatives on adownward spiral, a “race to the bottom.” Sitecore saw the (free) writing on the wall andaddressed it by doubling down on WCM with an incredibly advanced lineup of site contentfeatures; adding online and digital analytics; and adding an array of marketing andengagement capabilities. The resulting Sitecore CEP is one of the most relevantdevelopments in the history of the WCM area, simply because it is exploding that space, andbecause it is showing down-on-their-luck WCM providers a profitable way out of theirdilemma. Competitor 1 also offers a relatively complete lineup in these areas, but does notoffer all of the same features, and in particular, its offline-plus-online functions are limitedto retail. Competitor 2 is innovative, particularly in terms of combining online plus offlinedata, but since its solutions comprise a shifting lineup of partner solutions, the successes itachieves for customers are less its own innovation than its ability to integrate and packageits partners’ innovations.Best Practice Example: A WCM provider that thought it was still competing with Sitecorestrictly on WCM terms, much as Barnes & Noble thought it was still competing with Amazonon the basis of book sales, wakes up one day and realizes the WCM market is a road tonowhere. That competitor begins aggressively developing its own digital marketingcapabilities, partners with a company that offers deep analytics functionality, and within 18months has crafted a customer engagement platform offering—and a survival strategy foritself.Co nc l u si o nCommercially-developed WCMS software is still a viable business, but in recent yearscompanies have begun migrating in greater numbers away from their commercially-developed websites and onto open source blogging-style platforms. WCM providers whocan function as more than mere site-builders not only improve their odds of survival, butalso give their customers the best opportunity to execute an integrated digital marketingstrategy. By incorporating features such as SEO, on-site social engagement, e-marketingand campaign management tools, web analytics, and on-the-fly personalization—the latter© 2012 Frost & Sullivan 7 “We Accelerate Growth”
  8. 8. BEST PRACTICES RESEARCHto present the optimal pages and in-page content to each visitor, to enhanceconversions—they transcend mere ‘WCMS’ to deliver what every organization needstoday: a customer engagement system.Frost & Sullivan appreciates the fact that one of the most transcendent providers isSitecore, whose WCMS supports and manages more than 32,000 sites. Sitecore has nowadded a digital marketing system to its product portfolio, and combining the DMS with itsexisting WCMS has yielded a full-blown Customer Engagement Platform. This platformchecks every box when it comes to Stratecast’s list of both required and recommendedWCMS elements, and Frost & Sullivan particularly likes features that address today’shottest areas, such as community & social media, SEO, experience analytics and real-timepersonalization.Sitecore’s Customer Engagement Platform (CEP): • Makes it possible to build, operate and maintain websites without requiring technical knowledge of HTML code to do so. Busy webmasters now get the help they need without that help necessarily having to come from programmers. Companies can share the workload and eliminate the old webmaster-as-bottleneck model by engaging employees outside the web team to contribute and publish content. • Restricts how much impact these eager new contributors can have on the external site, while providing an “expert layer” of functionality above what other users can access. This functionality includes application programming interfaces (APIs) whereby webmasters can enhance the WCMS with customized capabilities and functionality. • Offers what Frost & Sullivan considers WCMS “must-haves,” including Content Management and Editing, Security, Collaboration and Workflow, Templates and Forms, Content Syndication, Extensibility, and Mobile Sites/Front Ends. • Offers a broad range of analytics-driven, online presence-enhancing capabilities including Search Engine Optimization (SEO), Visitor Customization/Personalization, On-site Social Engagement, E-marketing and Online Analytics (both Site and Social). • Offers digital marketing functionality including Engagement Automation, Engagement Analytics and Sales Intelligence.Bringing such a broad product portfolio to market also means Sitecore faces a wider arrayof competitors. Yet Sitecore enters the fray from a superior position of strength, with atruly global customer base to which it can upsell its newer offerings, and it is alreadymoving in the direction of growth. Based on the aforementioned factors as benchmarkedthrough Frost & Sullivan competitive analysis, Sitecore is the recipient of the 2012 Frost &Sullivan Global Technology Innovation Award.© 2012 Frost & Sullivan 8 “We Accelerate Growth”
  9. 9. BEST PRACTICES RESEARCHThe CEO 360-Degree PerspectiveTM - Visionary Platform for GrowthStrategiesThe CEO 360-Degree Perspective™ model provides a clear illustration of the complexbusiness universe in which CEOs and their management teams live today. It representsthe foundation of Frost & Sullivans global research organization and provides the basis onwhich companies can gain a visionary and strategic understanding of the market. The CEO360-Degree Perspective™ is also a “must-have” requirement for the identification andanalysis of best-practice performance by industry leaders.The CEO 360-Degree Perspective™ model enables our clients to gain a comprehensive,action-oriented understanding of market evolution and its implications for their companies’growth strategies. As illustrated in Chart 5 below, the following six-step process outlineshow our researchers and consultants embed the CEO 360-Degree Perspective™ into theiranalyses and recommendations. C ha r t 5 : CE Os 360 - De g re e P er s p ec t iv e ™ M o d el© 2012 Frost & Sullivan 9 “We Accelerate Growth”
  10. 10. BEST PRACTICES RESEARCHCritical Importance of TEAM ResearchFrost & Sullivan’s TEAM Research methodology represents the analytical rigor of ourresearch process. It offers a 360-degree view of industry challenges, trends, and issues byintegrating all seven of Frost & Sullivans research methodologies. Our experience hasshown over the years that companies too often make important growth decisions based ona narrow understanding of their environment, leading to errors of both omission andcommission. Frost & Sullivan contends that successful growth strategies are founded on athorough understanding of market, technical, economic, financial, customer, bestpractices, and demographic analyses. In that vein, the letters T, E, A and M reflect ourcore technical, economic, applied (financial and best practices) and market analyses. Theintegration of these research disciplines into the TEAM Research methodology provides anevaluation platform for benchmarking industry players and for creating high-potentialgrowth strategies for our clients. C ha r t 6 : B e nc h ma r ki ng P e rf or ma nc e w i t h TE A M R es ea rc hAbout Frost & SullivanFrost & Sullivan, the Growth Partnership Company, enables clients to accelerate growthand achieve best-in-class positions in growth, innovation and leadership. The companysGrowth Partnership Service provides the CEO and the CEOs Growth Team with disciplinedresearch and best-practice models to drive the generation, evaluation and implementationof powerful growth strategies. Frost & Sullivan leverages 50 years of experience inpartnering with Global 1000 companies, emerging businesses and the investmentcommunity from more than 40 offices on six continents. To join our Growth Partnership,please visit http://www.frost.com.© 2012 Frost & Sullivan 10 “We Accelerate Growth”