April 14, 2011

Take Control Of Your Social Marketing Program
by Melissa Parrish for Interactive Marketing Professionals

Making Leaders Successful Every Day

For Interactive Marketing Professionals

Take Control Of Your Social Marketing Program
Social Marketing Management Vendor Landscape
by Melissa Parrish with Emily Riley and Angie Polanco

April 14, 2011

EX ECU TIV E S U M MARY
As interactive marketers’ social programs have become more mature, a breed of vendors has cropped up to help them manage their increasingly complex social presences. Social publishing platforms and social promotion builders like Syncapse and Wild re address key pain points for marketers in the expansion phase of social media marketing, including an increasing number of social site accounts, decentralization of control over the accounts, and wider scrutiny of the results of programs. Marketers should use social publishing platforms to manage complex ecosystems of social media presences and social promotion builders to quickly develop campaign-based social network applications.

TABL E O F CO NTE N TS
2 New Tool Sets Address The Pain Points Of Maturing Social Marketing Programs Social Marketing Management Tools Ease The Pain Of Complex Social Presences Social Publishing Platforms Increase Efficiency And Simplify Processes Social Promotion Builders Emphasize Acquisition And Monetization 7 Think Long-Term When Selecting A Vendor Social Publishing Platforms Are Best For Marketers With Complex Social Presences Social Promotion Builders Are Best For Marketers Focused On Quick Repeatable Campaigns Select Two Best-Of-Breed Tools If You Need Both Solutions
RECOMMENDATIONS

N OTES & RE S OU RCE S
Forrester conducted a survey of 15 vendors, including Awareness, Buddy Media, Context Optional, CoTweet, Engage121, HootSuite Media, Involver, MutualMind, Offerpop, Shoutlet, Socialware, Spredfast, Stuzo, Syncapse, and Wildfire Interactive.

Related Research Documents “Socialize Your Interactive Marketing With A Point Solution” January 26, 2011
“The Forrester Wave™: Community Platforms, Q4 2010” November 1, 2010 “How To Create An Effective Brand Presence On Facebook” August 12, 2010

8 Do Your Due Diligence 9 Supplemental Material

© 2011 Forrester Research, Inc. All rights reserved. Forrester, Forrester Wave, RoleView, Technographics, TechRankings, and Total Economic Impact are trademarks of Forrester Research, Inc. All other trademarks are the property of their respective owners. Reproduction or sharing of this content in any form without prior written permission is strictly prohibited. To purchase reprints of this document, please email clientsupport@ forrester.com. For additional reproduction and usage information, see Forrester’s Citation Policy located at www.forrester.com. Information is based on best available resources. Opinions reflect judgment at the time and are subject to change.

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Take Control Of Your Social Marketing Program
For Interactive Marketing Professionals

NEW TOOL SETS ADDRESS THE PAIN POINTS OF MATURING SOCIAL MARKETING PROGRAMS ough social media marketing is still in its early stages for most companies, 2011 is poised to be a year of growth in the social channel as more marketers pilot long-term social plans (see Figure 1). In a recent Forrester survey, 48% of interactive marketers planned to increase their social media spend in 2011.1 Marketers will face new challenges including:

· Social presence growing pains. According to our August 2010 WebTrack of brands’ Facebook
presences, 86% of Facebook marketers have multiple fan pages to manage.2 Many marketers will add to that roster. ese marketers will face challenges: Will those accounts be aligned by product, region, brand, or some other categorization? Who maintains the passwords, and do they need to be changed every time an employee with social media responsibilities departs the organization? And what unique and exciting social experiences can marketers bring their consumers, beyond the simple status update or wall posting?

· Decentralization of control. Once the decision is made regarding how an organization’s social

presences will expand, the question of who runs each presence quickly surfaces. An o cial policy and training program will help, but many marketers lack the plan and resources to ensure that they have a high-level view of all social activities across their companies’ presences. More than 46% of companies with 1,000 or more employees that have a listening platform are already licensing ve to 19 individual seats to ensure internal stakeholders are aware of social conversations around their brands.3

· Increased scrutiny of results. With expanding programs comes increased excitement within

the organization — which means that more and more managers will be eager to see the results of the social marketers’ e orts. Nearly 66% of interactive marketers are not currently measuring their social marketing initiatives, and only 14% are planning to measure them soon, so it’s key to determine how more robust programs will be measured before they’re launched.4

Social Marketing Management Tools Ease The Pain Of Complex Social Presences A valuable breed of tools and services has emerged that speci cally addresses the pain points of marketers with complex o -domain social marketing initiatives (see Figure 2). ese vendors o er so ware that falls into two categories: social publishing platforms and social promotion builders. Some vendors focus on just one or the other, but some vendors in the space such as Buddy Media, ContextOptional, and Syncapse are o ering their customers both sets of tools.

April 14, 2011

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Take Control Of Your Social Marketing Program
For Interactive Marketing Professionals

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Figure 1 Interactive Marketers Are Currently Or Planning To Pilot Social Marketing Initiatives
“Are you currently using, piloting, or expecting to pilot a long-term social marketing plan for your organization?” Currently implementing or piloting Plan to pilot in the next 12 months No plans to use 26% 25% 39%

Base: online US interactive marketing executives of companies with $500 million or more in revenue (percentages may not total 100 because of rounding) Source: May 2010 US Interactive Marketing Online Survey
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Figure 2 Selected Vendor Offerings And Capabilities
Product name Awareness Social Marketing Hub CoTweet Enterprise Engage121 HootSuite social media dashboard MutualMind Socialware Compass Spredfast Primarily promotion builders Offerpop Stuzo Social Engagement Platform Wildfire Concentrating on both Context Optional Social Marketing Suite Involver Shoutlet Syncapse Platform The Buddy Media Platform Fewest capabilities Most capabilities Note: Data for this chart was collected from December 2010 to January 2011. As this space is evolving rapidly, vendors’ capabilities may have changed. † Ability to manage accounts on many social sites ‡ Ability to publish the same content onto multiple social sites simultaneously
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Multiple Content sites† Publishing Syndication‡ Moderation Listening workflow Primary social publishing platforms

Analytics

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Figure 2 Selected Vendor Offerings And Capabilities (Cont.)
Application Mobile and design System Enterprise Product name Permissioning Archiving CRM accessibility templates integration customers* Primary social publishing platforms Awareness Social Marketing Hub CoTweet Enterprise Engage121 HootSuite social media dashboard MutualMind Socialware Compass Spredfast Primarily promotion builders Offerpop Stuzo Social Engagement Platform Wildfire Concentrating on both Context Optional Social Marketing Suite Involver Shoutlet Syncapse Platform The Buddy Media Platform Most capabilities Fewest capabilities Note: Data for this chart was collected from December 2010 to January 2011. As this space is evolving rapidly, vendors’ capabilities may have changed. *Represents the percentage of the vendor’s customers that earn $500 million or more annually
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Take Control Of Your Social Marketing Program
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Social Publishing Platforms Increase Efficiency And Simplify Processes Social publishing platforms give marketers a tool to roll out additional social media presences, to view and control all content that ows to and from those presences, and to track and aggregate the metrics they care most about. Social publishing platforms address all of these pain points from within one uni ed dashboard. e costs for these platforms vary widely, but they are all available as hosted solutions and require little time to implement and con gure compared with more extensively integrated tools like full- edged community platforms. Di erentiation among the vendors is found most clearly in the areas of:

· Multiple-site support. Platforms like the one o

ered by Buddy Media allow a marketer to manage multiple accounts within a single site, such as two or more Facebook pages. Other platforms, like those from Spredfast and Syncapse, let a marketer publish to many accounts on many sites; for example, two or more Facebook pages, two or more Twitter accounts, and a YouTube channel. e availability of each platform on mobile devices varies widely. Vendors like Engage 121 provide an application for just one platform; some, like CoTweet, have or are developing capabilities for iPhone, Android, and BlackBerry; and others, like MutualMind, have not yet turned their attention to mobile applications but plan to soon.

· Mobile accessibility.

· Archiving. A key piece of functionality for regulated industries, social publishing platforms
provide varying degrees of archiving for marketers’ social media content. Vendors like HootSuite Media have no long-term storage of social content, while some, like Socialware, archive every interaction in perpetuity.

· Integration with other enterprise systems. Some social publishing vendors support integration
with other tools that marketers already rely on. For example, Spredfast has integration capabilities with popular analytics so ware, CRM systems, and email marketing platforms. Marketers who want to integrate social media metrics with their web analytics platform, social with non-social content management, and social CRM with overall CRM, will bene t from the enterprise integrations available from these platforms.

Social Promotion Builders Emphasize Acquisition And Monetization Social promotion builders, from vendors like O erpop, Stuzo, and Wild re Interactive give marketers a tool to build the unique experiences their growing social presences demand and to tie the success of o -domain social applications to campaign KPIs. ese platforms allow marketers to quickly build and deploy promotional applications for social sites. e platforms emphasize acquisition by providing marketers with tools to build engaging contests, polls, quizzes, and other applications that take advantage of the virality of social networks. Cost-e ciency and extremely quick deployment are hallmarks of these platforms.

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Social promotion vendors are di erentiated by their ability to provide tools for:

· Building a wide range of application types. Marketers will

nd that most vendors o er functionality for popular applications like quizzes, photo contests, or rating games. Some platforms, like the one o ered by Fan Appz, have many other application types that a marketer can employ too, such as fan stores and list creators. Most vendors in this space also o er custom application development as well for those marketers requiring special functionality.

· Designing the look and feel of social presences. Marketers o

en want to ensure that their social presences inherit the look and feel of their other marketing collateral. rough template functionality, some social promotion builders like Wild re allow marketers to easily roll out Facebook tabs, Twitter backgrounds, and blog themes that maintain a brand’s design aesthetic.

· Tracking and analytics. Each of the applications a marketer builds on these platforms has

virality built in. at means that a marketer can track how impactful each promotion is by seeing how many times the application is shared by a fan. Some of the platforms allow a marketer to include a coupon, discount, or virtual gi , which means she can easily tie her social program to a monetary result. O erpop o ers clients real-time analytics that track everything from clicks to in uence.

THINK LONG TERM WHEN SELECTING A VENDOR With any new category of vendor, interactive marketers may be tempted to choose the ones whose names they’re most familiar with or who have the slickest pitches. But these tools have the potential to truly change the way marketing teams do a large — and growing — portion of their jobs, so the selection process should be approached with the same rigor marketers apply to their search for more established vendors and agencies. Social Publishing Platforms Are Best For Marketers With Complex Social Presences Marketers should consider that publishing platforms are a good choice for marketers who:

· Have a social media ecosystem to manage. Marketers who have several Facebook pages,

multiple Twitter accounts, Flickr feeds, and blogs will bene t from having all of these accounts accessible and manageable from one central place. e increased e ciency of a single interface to accomplish so many tasks will help marketers continue to grow their presences even if they can’t grow their sta s.

· Are subject to industry regulations. Vendors in the social publishing space simplify and

automate the archiving process required in regulated industries. One nancial services organization we spoke with elded an RFP to many of the social vendors covered in this report, speci cally and exclusively to meet the burden of archiving their social content.

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Take Control Of Your Social Marketing Program
For Interactive Marketing Professionals

· Require checks and balances. Marketers that require high-level oversight of content and policies,
and/or those who want to disseminate content from a corporate level to be used on a regional or brand level, will nd that content work ow tools are far more e cient than manual processes. Social publishing tools provide functionality that facilitates all these approval touchpoints.

Social Promotion Builders Are Best For Marketers Focused On Quick Repeatable Campaigns Social promotion builders may be the best choice for marketers who:

· Must create frequent, similar campaigns. When a promotion succeeds, it simply makes sense

to want to recreate that success with a future iteration of the program. Templatized promotions make social programs more easily repeatable than if a marketer is required to manually recreate every program every time.

· Are unable to launch timely campaigns due to frequent changes on social sites. Many

marketers who’ve built campaigns on social sites have unhappily discovered that their programs are broken due to unknown changes at the social site. Social promotion builders have unique preferred developer status with the major social networks, which means they know about upcoming changes and can adjust your campaigns behind-the-scenes, avoiding broken programs.

Select Two Best-Of-Breed Tools If You Need Both Solutions Marketers who immediately need every bell and whistle from both a social publishing platform and a social promotion builder will best have those needs met by selecting established vendors in each category. As the chart above shows, there are vendors providing tools in both areas today. However, a marketer’s choice of social publishing platform should be driven by the social sites the marketer needs to manage now and in the near future. A marketers’ choice of social promotion builder should be driven by the degree to which the particular applications o ered by the vendor meet the campaign-based, transactional needs of the marketer. e market for social management tools is still young and the vendors who o er both kinds of tools have so far emphasized development of one feature-set or the other. Look for these all-in-one vendors to have competitive feature sets in both areas over the next 12 to 18 months.

R E C O M M E N D AT I O N S

DO YOUR DUE DILIGENCE
Social marketing management vendors are still quite new, but there are plenty of inputs interactive marketers can use to determine if they need one and to help them choose the right partner. To make sure you’re not missing any important insights on the road to selecting a vendor, marketers should:

· Talk to your current community platform vendor. Most of the community platform
vendors have some social marketing management capabilities themselves. They may also have simple integrations available for the social management vendors you’re vetting. Talking to your community platform vendor now may help you arrive at your short-list.
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· Ask your agency. Agencies are frequent users of social marketing management platforms
as the tools help the agencies maintain the large number of social presences they manage for their own clients. Talk with your interactive agency to discover which social management vendors they’ve worked with and which they recommend.

· Perform a cost/benefit analysis. Unless you have a large social media presence or have
outgrown your manual development and management processes, you may not need a social marketing management tool. Make sure that investing in a partner will net you a positive return rather than just adding to the partner relationships you’re responsible for.

· Evaluate the vendors’ vision. Remember that this market is still very young and is evolving
rapidly. Marketers should evaluate each vendor’s future vision and product road map to ensure there is alignment not just to today’s needs but to tomorrow’s as well.

SUPPLEMENTAL MATERIAL Methodology Forrester elded its May 2010 US Interactive Marketing Online Survey to 309 interactive marketing professionals. For quality assurance, panelists are required to provide contact information and answer basic questions about their rms’ revenue and budgets. Forrester elded the survey in May 2010. Exact sample sizes are provided in this report on a question-by-question basis. Panels are not guaranteed to be representative of the population. Unless otherwise noted, statistical data is intended to be used for descriptive and not inferential purposes. If you’re interested in joining one of Forrester’s research panels, you may visit us at http://Forrester. com/Panel. ENDNOTES
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Source: December 2010 US Interactive Marketing Online Executive Panel Survey. All ve of the pages with highest numbers of fans, and 86% of the pages overall, were one of several fan pages for their parent company. Organization of the pages tends to be by product, region, or business unit. For example, Google has its main page, plus pages for Google TV, Google Maps, iGoogle, etc. By adding all of the company’s pages to each one’s Favorite Pages section, Google helps recirculate its fans and create an association between one product or brand and the umbrella company. See the August 12, 2010, “How To Create An E ective Brand Presence On Facebook” report. Source: Q2 2010 Global Listening Platforms Forrester Wave™ Customer Online Survey. Source: May 2010 Interactive Marketing Online Survey.

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