Contents 1.0.0 EXECUTIVE SUMMARY ................................................................................. 3 2.0.0 INTRODUCTION ............................................................................................. 4 2.1. Social Intelligence for the Social Business ....................................................................... 5 2.2. Risks of an “All-in-One” Solution ....................................................................................... 5 3.0.0 THE SOCIAL INTELLIGENCE STACK .......................................................... 7 3.1.0 Brandwatch Social Intelligence Model ............................................................................. 8 3.2.0 Social Listening ................................................................................................................. 9 3.3.0 Data Management ............................................................................................................ 10 3.3.1 Data Management: Automation ..................................................................................... 10 3.3.2 Data Management: Workflow ......................................................................................... 10 3.3.3 Data Management: Dashboards .................................................................................... 11 3.4.0 Advanced Analytics ......................................................................................................... 11 3.4.1 Advanced Analytics: Advanced Boolean ....................................................................... 12 3.4.2 Advanced Analytics: NLP Topic Extraction .................................................................... 13 3.4.3 Advanced Analytics: Pattern Detection .......................................................................... 15 3.4.4 Advanced Analytics: Audience Intelligence ................................................................... 16 3.4.5 Advanced Analytics: Influence ....................................................................................... 17 3.5.0 Distribution ....................................................................................................................... 17 3.5.1 Distribution: Custom Dashboards .................................................................................. 17 3.5.2 Distribution: Reporting ................................................................................................... 18 3.5.3 Distribution: Command Centers ..................................................................................... 19 3.5.4 Distribution: Alerts and Notifications .............................................................................. 19 3.5.5 Distribution: API ............................................................................................................. 20 3.5.6 Distribution: Ecosystem ................................................................................................. 20 3.6.0 Innovation ......................................................................................................................... 24 4.0.0 CONCLUSION ............................................................................................... 26 5.0.0 THE BRANDWATCH SOLUTION ................................................................. 27 © 2015 BRANDWATCH.COM 2 1.0.0 Executive Summary Social data is ubiquitous. With the number of brands, markets and departments in large organizations, it’s clear that social data will continue to increase in importance to a range of divisions throughout the enterprise, with each team requiring unique applications for social data. Some of these needs will be met by legacy systems, while others will require complementary or completely new systems altogether. Vendors like Salesforce, Adobe and Oracle have spent billions of dollars acquiring technologies that meet the social data needs of every department and use case. Slowed by the task of integrating these disparate technologies, they have inevitably fallen behind the curve as new use cases develop, new social networks arrive and online behaviors shift. Adopting a similar strategy under a lesser budget, smaller vendors like Sprinklr, looking to extend their offerings horizontally, have faced the same obstacles: limited or no integration of disparate technologies behind the UI, disjointed user experience and reliability, and a constant tension between the depth and breadth of their output given expanding use cases, social networks and data. Citing these historical examples, leading industry analysts agree that the range of use cases social data can support will inevitably outpace the abilities of a single vendor. Rather, an ecosystem of inter-communicating platforms will be required to provide complex organizations with both the breadth and depth it needs to succeed in social globally. As the volume, variety and velocity of social data continue to increase, interpreting social data will remain a core part of this ecosystem. While brands’ global social footprint expands at or ahead of this rate, the ability to efficiently leverage social data at scale is dependent on utilizing a social intelligence stack: comprehensive listening, data management, advanced analytics and distribution of insights. © 2015 BRANDWATCH.COM 3 2.0.0 Introduction A social business describes an organization that leverages the proliferation and capabilities of online communication to inform, optimize and facilitate operations throughout the enterprise. Over the past decade, social media’s role has matured from a narrow focus into a core dependency that empowers divisions across the entire business. Indeed, executives cite more than 13 distinct divisions with staff dedicated to using social media to promote their team’s operations.1 Fig 9: At Least 13 Business Units Have Dedicated Social Media Staff Q. In which of the following departments are there dedicated people (can be less than one FTE) executing social? (Q4 1012) Marketing 73% Corporate/PR 66% Customer Support 40% Digital 37% Social Media 35% HR 29% Product Department/R&D 16% Advertising 16% Customer/User Experience 15% IT 14% Executive 11% Legal 9% Market Research 8% 1 Altimeter. The State of Social Business 2013: The Maturing of Social Media into Social Business © 2015 BRANDWATCH.COM 4 2.1. SOCIAL INTELLIGENCE FOR THE SOCIAL BUSINESS One of the defining characteristics of a social business is social intelligence. Extending well beyond listening, which deals primarily with identifying conversations, social intelligence allows businesses to segment, analyze, understand and distribute social insights at scale and in real-time. "Social intelligence involves capturing, managing, and analyzing social data to identify and apply insights to business goals. In the age of the customer, companies must prepare fast, data-driven strategies to exceed their customers' demands. As a result, more and more businesses turn to social intelligence” – Allison Smith, Customer Insights Analyst at Forrester Research 2.2. RISKS OF AN “ALL-IN-ONE” SOLUTION “More than two-thirds of avid social marketers believe it’s more effective for them to buy all their social tools from a single vendor than to buy social point solutions from several different vendors. But they couldn’t be more wrong.” – Forrester Wave™ Social Relationship Platforms, Q2 2015 Given the range of functionality required to manage social data at scale and the distinct needs of a variety of departments, it is becoming clear to industry experts that any all-in- one suite will involve significant compromises. “There’s little value in unified social suites. Both large and small vendors are racing to cover all four social technology categories. And sure, listening data provides useful insight to the other social tools. But we see little value in connecting your community platform to the technology that manages your Facebook page or in connecting either to a social ad-buying tool. And the unified suites are rarely best in class for individual technology categories. Witness salesforce.com: While it credibly offers marketers three of the four social tools, its Buddy Media social relationship platform is merely middle-of-the pack, and its Radian6 social listening platform has lost its market-leading position since being acquired.” – Allison Smith, Customer Insights Analyst at Forrester Research © 2015 BRANDWATCH.COM 5 Forrester reports that clients relying on all-in-one solutions run the risk of handcuffing themselves to technologies that quickly grow out-of-date as a lack of focus and specialization hinders innovation and progress. This implies that there could be a significant risk for clients to underperform in critical business areas when depending on these types of broad tools. A quick look at the social media monitoring landscape presents evidence for Forrester’s observation. After Salesforce and Oracle acquired market leaders Radian6 and Collective Intellect respectively, their company size and diluted focus impeded their development against a backdrop of nimble point solutions. An inevitably similar principle applies to the acquisition of vendors such as Vocus, Visible Technologies, UberVU and Dachis Group. “The complexity of the digital marketing stack can only sustain a limited number of solutions/platforms, but no single vendor is going to provide such a compelling end-to-end solution that it's unnecessary to use any others.” – Andrew Jones, formerly Analyst at Altimeter Group, now at VentureBeat Many smaller