cgm competitive sector presentation

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• 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 demographicsagencies are total owners of the Fortune 1000 in CPG, CE, Automotive,Etc.

• Mid-Market companies do not control enough brand equity to benefitfrom CGM services due to low-frequency of "mentions".

• However, the SME is the recipient of brand choices, and must adjustphilosophy as to catalogs, relationships, and services outcomes.

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•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

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• 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

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•Custom to Syndicated Research – more costefficient

• Low Cost or Free via UTB – via blog hostsand aggregators

• M&A – early indications of shift to advertisinganalytics support, and failure to impressbrand equity giants – trend too early to call

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• 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 trainingsets. Disconcerting.

• Awaiting integrated solutions with full metrics

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• 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

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Customer Relationship

Management

BusinessProcess

Management

Business RulesEngine

BusinessIntelligence

Text Analytics + Enterprisewide applications = Strategic

decision making

Previous Flair Report basically accurate, but market model issignificantly more in flux, dependent on classic brand services, and

needs to supersede state of technology.

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• 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 highlytargeted CGM metrics – 

• Highly Accurate and Structured Ontology – Brand, Product, Distributor, Dealer,Customer, Contact, Reason, Outcome.

• SME monitors and adjusts product lines and

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• Will companies open CS data from call

centers?

• How to Incentivize? There are big wins forboth.

• MNC through SME connection asdistribution, retailer and dealer chains havecontiguous CS and shared brand/product

performance monitoring concerns.

• But from different perspectives

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• Integrates with CallCenter

• Measures Performance

• Verifies Catalog Choices

• Tracks Brand and

Channels through mostconsumer touch points .

• Complex TechnicalEngagements at first, butgets better as

No IntegrationMimics Brand Equity

Practices, and badly atthat.

No standards from vendor to vendor 

Soon to be commoditizedNo continuity, stops at

subjective language, and

is less authoritative thanpanels and surveys.

Balanced Services CSA Early Sector

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• The Universal Taxonomy of Customer

Service and Product Performance Outcomes

• Unambiguous Grading of Entire Retail or B2Bchain that unifies mentions of brand,

products, interactions, outcomes, and CGM

• Tight Modular Ontologies – DirectlyActionable

• No nonsense predictors of catalogperformance

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