CGM Evolution

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Information about CGM Evolution

Published on December 27, 2007

Author: awilensky



Presentation on New Pathways for brand monitoring

CGM Metrics Industry Analysis A Contrarian Proposal Alan D. WIlensky, Analyst, vCastProfiles

• Establishing the Practice of CGM Services is not centered solely on Technology. • The primary hindrance comes not from the early sector leaders – Cymfony, Umbria, Etc. • The multi-billion dollar brand equity and consumer demographics agencies are total owners of the Fortune 1000 in CPG, CE, Automotive, Etc. • Mid-Market companies do not control enough brand equity to benefit from CGM services due to low-frequency of quot;mentionsquot;. • However, the SME is the recipient of brand choices, and must adjust philosophy as to catalogs, relationships, and services outcomes.

• Cymfony Acquired by TNS • An Advertising Research Conglomerate • One Step Below Brand Equity • What Does This Mean? • Cymfony Topped Out Production / Hiring • Brand Suitors NOT Interested

• Agencies – Zero Tech Footprint (Umbria) • CGM Hybrid Practices (Cymfony, Buzzmetircs) • ASP models absent, but not undeclared • Other metrics (Influence, Buzzlogic) • Expert Consultants (i-Alias,You-Know) • Integrators – IBM, EDMS soon

• Custom to Syndicated Research – more cost efficient • Low Cost or Free via UTB – via blog hosts and aggregators • M&A – early indications of shift to advertising analytics support, and failure to impress brand equity giants – trend too early to call

• MNC: Fortune 500 CPG, CE, and Automotive spends 100's M to billions on brand equity • Curious about CGM, threw a few bones to the leaders • Concerned that there are no standards between vendors – measurements differ for identical training sets. Disconcerting. • Awaiting integrated solutions with full metrics

• SME: Tough nut to crack – victim, not owner of brand. • Greatest Disruptive Opportunities !! • Q: An empty, unexploited sector – why? • A: Requires creativity, resources, tangential thinking • Needs a flex model to span MNC services that connect to SME's that represent their brands, and… • A model that delivers daily, cost effective, actionable brand intelligence. • Current CSA offerings are woefully inadequate for both the MNC and especially

Customer Relationship Management Business Process Management Business Rules Engine Business Intelligence Text Analytics + Enterprise wide applications = Strategic decision making Previous Flair Report basically accurate, but market model is significantly more in flux, dependent on classic brand services, and needs to supersede state of technology.

• SME wants product line performance data • MNC wants dealer and distributor outcome data • Both have CS data – can sanitize and open to both. • Reconcile CS data and CS outcomes with highly targeted CGM metrics – • Highly Accurate and Structured Ontology – Brand, Product, Distributor, Dealer, Customer, Contact, Reason, Outcome. • SME monitors and adjusts product lines and

• Will companies open CS data from call centers? • How to Incentivize? There are big wins for both. • MNC through SME connection as distribution, retailer and dealer chains have contiguous CS and shared brand/product performance monitoring concerns. • But from different perspectives

Balanced Services CSA Early Sector • Integrates with Call No Integration Mimics Brand Equity Center Practices, and badly at • Measures Performance that. No standards from vendor to vendor • Verifies Catalog Choices Soon to be commoditized No continuity, stops at • Tracks Brand and subjective language, and Channels through most is less authoritative than consumer touch points . panels and surveys. • Complex Technical Engagements at first, but gets better as

• The Universal Taxonomy of Customer Service and Product Performance Outcomes • Unambiguous Grading of Entire Retail or B2B chain that unifies mentions of brand, products, interactions, outcomes, and CGM • Tight Modular Ontologies – Directly Actionable • No nonsense predictors of catalog performance

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