Vendor Landscape: Lead Management Automation

Transcription

1 Vendor Landscape: Lead Management Automation Facilitate closed-loop sales and marketing by selecting the right LMA platform., Inc. Is a global leader in providing IT research and advice. Info-Tech s products and services combine actionable insight and relevant advice with ready-to-use tools and templates that cover the full spectrum of IT concerns Inc. 1

2 Introduction Most organizations understand the need for closed-loop sales and marketing, but fulfilling this can be IT resource intensive. Use lead management automation (LMA) to successfully nurture promising leads and convert to them sales with minimal ongoing IT involvement. This Research Is Designed For: Enterprises seeking to select a solution for lead management automation (LMA). This Research Will Help You: Understand what s new in the lead management automation market. CIOs seeking to technology enable the lead management process with minimal, repeat IT involvement. Their LMA use case may include: Enterprise size Industry vertical Location-based marketing Value chain (B2B, B2C) Evaluate LMA vendors and products for your enterprise needs. Determine which products are most appropriate for particular use cases and scenarios. 2

3 Executive Summary Info-Tech evaluated eight competitors in the LMA market, including the following notable performers: Champions: Silverpop, a leader in vendor credentials across the board. Pardot, an affordable offering with high usability and excellent product roadmap. Marketo, a vendor traditionally focusing on mid-market, but recently adding sophisticated features attractive to large enterprises. Value Award: Silverpop, an offering with a solid mix of features and usability, at the most competitive price point. Trend Setter Award: Right On Interactive, a vendor that offers a unique presentation of real-time data about the progress of prospects in their relationship with the brand (through features such as ROI Customer Lifecycle Map). Info-Tech Insight 1. The LMA market is very mature. Vendors are playing catch-up with HTML5 mobile technologies, social integration, and event management features. Many other LMA features are rapidly becoming commodity. 2. Customer relationship management (CRM) integration is critical: Ensure LMA success by integrating the solution with the organization s customer relationship management suite. Take time prior to implementation to de-duplicate data and ensure data quality for the best results. 1. LMA is converging with marketing and enterprise marketing management (EMM) markets. The maturity of the markets and the degree of market convergence suggests that Info- Tech may not be refreshing one or more of our Marketing Vendor Landscapes going forward. 3

4 Market Overview How it got here CRM suites did not do a good job of looping sales and marketing. Instead, it integrated them in a linear fashion. Marketing professionals knew that converting leads to qualified prospects is a looping process and LMA grew to address these sales and marketing needs. Organizations who opt for lead management solutions have typically been those B2B organizations with strong lead generation, scoring and nurturing needs, long acquisition cycles, and where s are predominately used as marketing channels. Integration with CRM is still required and as important as ever - most LMA vendors connect with various CRM suites out of the box. Since Info-Tech s last market evaluation in early 2012, Info-Tech has observed vendors even out the field, leading to much less variability in the 2013 market both on the product and vendor side. Where it s going In this mature market today, vendors are playing catchup with HTML5 mobile technologies, social integration, and event management features. They are rapidly moving to acquire or include social tools for tracking, engaging, and monitoring leads. Online and offline event management integration is increasingly becoming a table-stake LMA feature. Demand for mobile access of lead management has risen and has been addressed by many vendors to accommodate business users who are perpetually on the go. This market evaluation has demonstrated a significant convergence of lead management with marketing and enterprise marketing management (EMM) markets. The maturity of the markets and the degree of market convergence suggests that Info-Tech may not be refreshing one or more of the Marketing Vendor Landscapes going forward and instead may combine some feature sets. Content management, lead generation and scoring, as well as multi-channel support have become a Table Stakes capability and should no longer be used to differentiate solutions. Instead focus on social, mobile, event management, and CRM integration capabilities to best future-proof your investment. 4

5 LMA Vendor selection / knock-out criteria: market share, mind share, and platform coverage Every vendor is on par with lead generation, scoring, and nurturing capabilities; however, social and mobile are key factors in the success of modern marketing. Some vendors demonstrate a knack for clever social and mobile marketing, while others are struggling to keep up with the market standard. For this Vendor Landscape, Info-Tech focused on those vendors that offer broad capabilities across multiple platforms and that have a strong market presence and/or reputational presence among mid- and large-sized enterprises. Included in this Vendor Landscape: Act-On. A vendor with excellent integration with web conferencing technology and an innovative approach to pricing. Eloqua. Market leader for usability and mobile features, recently acquired by Oracle. Marketo. A vendor with good global support and an excellent user and expert community. Pardot. A vendor with many native CRM integrations and strong lead segmentation functionality and reporting. Right On Interactive (ROI). A vendor with high usability that offers a deep analysis of lead segments. Sales Engine International. Formerly known as Manticore Technologies, this vendor is focused on adding important features to the solution. Silverpop. A vendor that exhibits an excellent grasp of dynamic content and social marketing strategies. Sitecore. The strongest vendor for marketing strategy through web content marketing and web lead management. 5

6 LMA criteria & weighting factors Product Evaluation Criteria Criteria Weighting: Features The solution provides basic and advanced feature/functionality. Features 25% 20% Usability Usability Affordability The solution s dashboard is intuitive and easy to use, especially on mobile devices. The three year TCO of the solution is economical. Architecture 20% 35% Affordability Architecture The delivery method of the solution aligns with what is expected within the space. Product 50% Vendor Evaluation Criteria Viability Vendor is profitable, knowledgeable, and will be around for the long-term. 50% Strategy Vendor is committed to the space and has a future product and portfolio roadmap. Viability Vendor Strategy Reach Vendor offers global coverage and is able to sell and provide post-sales support. 30% 25% Channel Vendor channel strategy is appropriate and the channels themselves are strong. Channel 25% 20% Reach 6

7 The Info-Tech LMA Vendor Landscape The Zones of the Landscape Champions receive high scores for most evaluation criteria and offer excellent value. They have a strong market presence and are usually the trend setters for the industry. The Info-Tech LMA Vendor Landscape: Market Pillars are established players with very strong vendor credentials, but with more average product scores. Innovators have demonstrated innovative product strengths that act as their competitive advantage in appealing to niche segments of the market. Right On Interactive Act-On Pardot Marketo Silverpop Emerging Players are comparatively newer vendors who are starting to gain a foothold in the marketplace. They balance product and vendor attributes, though score lower relative to market Champions. Sales Engine International Eloqua Sitecore For an explanation of how the Info-Tech Vendor Landscape is created, see Information Presentation Vendor Landscape in the Appendix. 7

8 Balance individual strengths to find the best fit for your enterprise Product Vendor Overall Features Usability Afford. Arch. Overall Viability Strategy Reach Channel Act-On Eloqua* Marketo Pardot Right On Interactive Sales Engine International* Silverpop Sitecore Legend =Exemplary =Good =Adequate =Inadequate =Poor *The vendor declined to provide pricing and publically available pricing could not be found. For an explanation of how the Info-Tech Harvey Balls are calculated, see Information Presentation Criteria Scores (Harvey Balls) in the Appendix. 8

9 The Info-Tech LMA Value Index What is a Value Score? The Value Score indexes each vendor s product offering and business strength relative to their price point. It does not indicate vendor ranking. Champion On a relative basis, Silverpop maintained the highest Info-Tech Value Score TM of the vendor group. Vendors were indexed against Silverpop s performance to provide a complete, relative view of their product offerings. Vendors that score high offer more bang-forthe-buck (e.g. features, usability, stability, etc.) than the average vendor, while the inverse is true for those that score lower. Price-conscious enterprises may wish to give the Value Score more consideration than those who are more focused on specific vendor/product attributes Average Score: *The vendor declined to provide pricing and publically available pricing could not be found. For an explanation of how Price is determined, see Information Presentation Price Evaluation in the Appendix. For an explanation of how the Info-Tech Value Index is calculated, see Information Presentation Value Index in the Appendix. 9

10 Info-Tech evaluated a range of features: basic points were awarded for table stakes, more for advanced functionality* Feature Basic/Adv. What we looked for: CRM Integration Event Integration Mobile Features Campaign Creation & Management Preview and Spam Testing Basic Advanced Basic Advanced Basic Advanced Basic Advanced Basic Advanced Availability of generic connectors and native integrations with popular CRM systems. Full lead profile can be seen natively within the CRM by the sales rep. A large variety of out-of-the-box native CRM connectors available. Integration of analytics between the two systems. Event-management module that is form-based and needs to be imported into the system. Productized out-of-the-box integration with web-conferencing services (e.g. WebEx, GTM, Adobe Connect). Capabilities and tools to increase customer engagement after the event, such as polling. Tablet-based lead gathering at trade shows. Ability to see and use dashboards on a tablet and smartphone via a separate application or through the web. Integration with device QR scanning capabilities for scanning business cards at events. Mobile campaign execution, (e.g. SMS campaigns and mobile-optimized campaigns through other channels). The ability to create landing pages, forms, and event webinar launch pages. The ability to author s, social content (Twitter, LinkedIn, and Facebook). Full drag-and-drop UI. Workflow design method. Controlling interaction frequency for multichannel campaigns (for multiple products and multiple marketing managers). and form preview for multiple browsers. Whitelisting certifications. Assessment and recommendations for spam-tested messages, ideally including mobile devices. Spam reporting which includes key word analysis. A/B testing. *Info-Tech scored each vendor s features on a granular scale. Vendors were given partial marks for basic and advanced features, summing up to 1.0 if all the advanced criteria were satisfied. See Information Presentation: Scoring in the Appendix. 10

11 Info-Tech evaluated a range of features: basic points were awarded for table stakes, more for advanced functionality* Feature Basic/Adv. What we looked for: Social Lead Generation, Scoring, and Nurturing Multi-channel Support Basic Advanced Basic Advanced Basic Advanced Publish to social, share to social (Facebook Pages, Twitter feed, and LinkedIn Groups). Social dashboards. Ability to pull in customer profile data from social services (including location lookup). Social listening that helps with lead scoring. Automated responding to social posts to help with lead nurturing. Out-of-the-box methods for lead scoring. Adaptive scores based on behavioral factors. Lead nurturing by continually updating and engaging with leads, by automating tasks or having these tasks are triggered by certain events/timelines. , web forms/landing pages. Social and mobile campaigns, including SMS. Location-based marketing. Data Management and Segmentation Reporting and Analytics Basic Advanced Basic Advanced Cleansing, appending, and de-duplication capabilities. Easy exporting of lists into and from other tools. Ability to select a certain segment of leads, analyze them, rank them, and evaluate their possible ROI for a campaign. Subscriptions to data services such as Data.com for data integration and cleansing. Ability to take segments of the data and analyze them in real-time. Advanced analytics, with the ability to show up natively in CRM. Excel add-ins and integration with programs such as Chrystal Reports. Social analytics. *Info-Tech scored each vendor s features on a granular scale. Vendors were given partial marks for basic and advanced features, summing up to 1.0 if all the advanced criteria were satisfied. See Information Presentation: Scoring in the Appendix. 11

12 Each vendor offers a different feature set; concentrate on what your organization needs CRM Integration Events Mobile Campaign Mgmt. Evaluated Features Preview & Spam Social Leads Multichannel Data Mgmt Analytics Act-On Eloqua Marketo Pardot Right On Interactive Sales Engine International Silverpop Sitecore Legend =Feature fully present =Feature partially present/pending =Feature Unsatisfactory For an explanation of how Advanced Features are determined, see Information Presentation Feature Ranks (Stop Lights) in the Appendix. 12

13 Scenario: Enterprise Considering requirements and budget considerations of SMBs and large enterprises, Info-Tech has identified the best fit for your use case. 1 Best suited for Large Enterprises Enterprise Size 2 3 Why Scenarios? In reviewing the products included in each Vendor Landscape TM, certain use-cases come to the forefront. Whether those use-cases are defined by applicability in certain locations, relevance for certain industries, or as strengths in delivering a specific capability, Info- Tech recognizes those use-cases as Scenarios, and calls attention to them where they exist. Best suited for Small-to-Medium Businesses Large enterprises are defined as organizations with over 5,000 employees and/or over 200 users in Marketing. Small-to-medium businesses are organizations with under 5,000 employees and under 200 users in the Marketing department. For an explanation of how Scenarios are determined, see Information Presentation Scenarios in the Appendix. 13

14 Scenario: Industry Vertical All of these vendors have clients in many industry verticals. However, depending on your industry, a certain solution may be most appropriate Industry Vertical Why Scenarios? In reviewing the products included in each Vendor Landscape TM, certain use-cases come to the forefront. Whether those use-cases are defined by applicability in certain locations, relevance for certain industries, or as strengths in delivering a specific capability, Info- Tech recognizes those use-cases as Scenarios, and calls attention to them where they exist. Higher Education Technology Insurance Pardot is a viable choice for many industry verticals in the B2B space (including technology). If your organization is a higher education institution, Pardot is definitely worth consideration the vendor has been very successful in understanding and addressing lead nurturing as it applies to recruiting. Act-On has a lot of clients in industries such as Business Services, Financial Services, and Manufacturing, but the technology sector is the vendor s key strength and accounts for 34% of its customers. Insurance is a primary industry vertical for Eloqua and a vertical-specific solution called Eloqua Insurance is available. For an explanation of how Scenarios are determined, see Information Presentation Scenarios in the Appendix. 14

15 Scenario: Location-based marketing Although location-based marketing is not too prominent in the B2B space, these vendors are already offering customers the advantage of location intelligence Location-based marketing Why Scenarios? In reviewing the products included in each Vendor Landscape TM, certain use-cases come to the forefront. Whether those use-cases are defined by applicability in certain locations, relevance for certain industries, or as strengths in delivering a specific capability, Info- Tech recognizes those use-cases as Scenarios, and calls attention to them where they exist. Exemplary Performers PlacePunch, Silverpop s location-based marketing application allows users to engage with prospects via location check-ins incorporated into multichannel campaigns. The application uses major location-based social networks such as Facebook, Foursquare, and Twitter, and includes offerings such as check-in contests, location-based offers, and reporting and analytics. Sitecore collects geoip information of prospects over time to understand their habits and what teams they ve been working with. The marketing experience delivered to these prospects is then customized based on the data. For an explanation of how Scenarios are determined, see Information Presentation Scenarios in the Appendix. 15

16 Silverpop is leading the way in social marketing and has excellent mobile features Champion Product: Employees: Headquarters: Website: Founded: Presence: Silverpop Engage ~500 Atlanta, GA Silverpop.com 1999 Private 3 year TCO for this solution falls into pricing tier 6, between $100,000 and $250,000 $1 $2.5M+ Pricing provided by vendor Overview Silverpop has approximately 1,800 customers representing over 5,000 brands. Silverpop Engage is a SaaS platform that is positioned as the only digital marketing platform that unifies marketing automation, , mobile, and social. Strengths The product features behavior-based lead scoring and the Social Connect portfolio that includes location-based marketing functionality. In addition to over 80 pre-packaged reports, analytics include Excel integration through one-click data export for pivot table analysis. Mobile features include an ipad app for marketing professionals. Mobile campaigns also allow for SMS campaign options, such as text for info and interactive SMS campaigns. Challenges Some customers have noted that the UI is getting a little dated and could use some updates to facilitate usability. Silverpop should continue to position themselves well in the rapidly converging market where marketing, LMA, and high-end EMM vendors are stepping over conventional boundaries. So far, the vendor has done a great job transitioning from marketing to LMA. Info-Tech encourages the vendor to continue keeping an eye on the changing market while keeping an affordable option for SMBs. 16

17 Silverpop provides an excellent feature set at a modest price tag Vendor Landscape Product Vendor Overall Features Usability Afford. Arch. Overall Viability Strategy Reach Channel Out-of-the-box CRM Testing integrations Capabilities supported by Silverpop Out-ofthe-box integration not available. Value Index st out of 8 Features CRM Int. Events Mobile Campaigns Spam Testing Social Leads Multi-channel Data Mgmt. Analytics Info-Tech Recommends: Choose Silverpop for a comprehensive feature set and affordable price. Companies of all sizes can realize a lot of value from implementing the solution. 17

18 Pardot, an ExactTarget company, has been recently acquired by Salesforce.com Champion Product: Employees: Headquarters: Website: Founded: Presence: Pardot, an ExactTarget company 2,000 Atlanta, GA Pardot.com 2007 NYSE: ET FY12 Revenue: $292 Million 3 year TCO for this solution falls into pricing tier 6, between $100,000 and $250,000 $1 $2.5M+ Pricing provided by vendor Overview In October 2012, Pardot became a part of ExactTarget, an important SaaS provider of digital marketing services. More recently, ExactTarget was acquired by Salesforce.com. Both acquisitions helped boost Pardot s global reach and enhance the vendor s viability and channel strength. Strengths Excellent integration features include author modules for social sites, WordPress integration, and the Google AdWords connector. Twilio integration API allows sales agents to receive alerts about form submission by a prospect and to have the option of instantly connecting with the prospect over the phone. Strong marketing features include advanced spam analysis (only included with enterprise edition) and the ability to test s in multiple clients. Lifecycle velocity review is a new unique feature in reports. Challenges There is no native tablet application for check-in at events. However, Pardot s landing page kiosk forms can be used for events and displayed via custom landing pages. ExactTarget s Interactive Marketing Hub is not yet fully integrated with Pardot s native features. Info-Tech is looking forward to seeing full integration that will provide marketers with a truly innovative view into their marketing operations. 18

19 SMBs that require a strong feature set and a variety of integrations should consider shortlisting Pardot Vendor Landscape Product Vendor Overall Features Usability Afford. Arch. Overall Viability Strategy Reach Channel Out-of-the-box CRM Testing integrations Capabilities supported by Pardot Out-ofthe-box integration not available. Value Index 81 2 nd out of 8 Features CRM Int. Events Mobile Campaigns Spam Testing Social Leads Multi-channel Data Mgmt. Analytics Info-Tech Recommends: Pardot has the strongest SMB focus and an impressive client portfolio in the higher education sector. Once fully integrated with ExactTarget s Interactive Marketing Hub, the product will be even more compelling. 19

20 Marketo is a viable vendor that recently became a publically traded company Champion Product: Employees: Headquarters: Website: Founded: Presence: Marketo Lead Management 373 San Mateo, CA Marketo.com 2006 NASDAQ: MKTO 3 year TCO for this solution falls into pricing tier 7, between $250,000 and $500,000 $1 $2.5M+ Pricing provided by vendor Overview Marketo has about 2,500 clients, majority of which are in the B2B space. Traditionally more popular with SMBs, the company saw a lot of growth in the enterprise sector in recent years. Marketo became a publically traded company in May Strengths Marketo has recently introduced Marketo Financial Management feature. This feature is unique for the LMA market and is more typical of Enterprise Marketing Management tools. Marketo features solid reporting and analytics. By end of 2013, the solution will incorporate predictive analytics to help marketers perfect their approach to lead scoring. Marketo provides a great selection of native virtual integrations with Adobe Connect, Cisco Webex, Citrix GoToMeeting, and other webinar tools. Challenges Mobile features for marketing professionals are good, but not great. Although an ipad app exists for lead generation at offline events, mobile-optimized dashboards are only on the roadmap. Marketo does not yet enable location-based marketing or SMS campaigns. Marketo s network of channel partnerships is relatively modest and totals about 150 partners. That said, a viable community is available for exchange of best practices and expert advice. 20

21 Moving into Enterprise Marketing Management (EMM), Marketo is a great solution for companies with complex needs Vendor Landscape Product Vendor Overall Features Usability Afford. Arch. Overall Viability Strategy Reach Channel Out-of-the-box CRM Testing integrations Capabilities supported by Marketo Out-ofthe-box integration not available. Value Index 71 3 rd out of 8 Features CRM Int. Events Mobile Campaigns Spam Testing Social Leads Multi-channel Data Mgmt. Analytics Info-Tech Recommends: Companies of all sizes will benefit from this mature LMA solution, but it is even more appropriate for enterprises with true EMM needs. 21

22 Eloqua is an established market leader that was recently acquired by Oracle Market Pillar Product: Employees: Headquarters: Website: Founded: Presence: Eloqua 425 Vienna, VA Eloqua.com 1999 NASDAQ:ELOQ FY2012 Revenue: $45 Million The vendor declined to provide pricing, and publicly available pricing could not be found $1 $2.5M+ Overview Eloqua is a long-standing market leader in the LMA space and provides a robust and balanced solution. Since acquisition in December 2012, Eloqua remains a wholly-owned subsidiary of Oracle Corporation. Strengths Built on HTML5, Eloqua sets the gold standard for campaign management and is very easy and intuitive to use. Eloqua provides free packaged integrations with about 100 apps through the Eloqua AppCloud, including many webinar and social connectors and third-party data cleansing tools. Excellent sales enablement tools include Eloqua Engage for ipad. Social Suite is a solid social marketing module that allows users to fuel social campaigns and report on social conversations. Challenges The solution has been historically very comprehensive and rather expensive for SMBs. Since acquisition by Oracle, Eloqua lacks pricing transparency for the enterprise-level licensing as well as product strategy and direction transparency. Companies need to beware that entering the Oracle Cone of Silence means information on Eloqua products not strictly controlled by Oracle will become increasingly difficult to obtain. Reporting and analytics features are very advanced and additional training may be required to receive the maximum benefit something that some SMBs may find cost-prohibitive. 22

23 Eloqua is a very scalable solution that is worth consideration for large organizations and Oracle shops Vendor Landscape Product Vendor Overall Features Usability Afford. Arch. Overall Viability Strategy Reach Channel Out-of-the-box CRM Testing integrations Capabilities supported by Eloqua Out-ofthe-box integration not available. Value Index N/A The vendor declined to provide pricing, and publicly available pricing could not be found Features CRM Int. Events Mobile Campaigns Spam Testing Social Leads Multi-channel Data Mgmt. Analytics Info-Tech Recommends: Acquisition by Oracle makes Eloqua a very compelling choice for Oracle shops. Besides Oracle/Siebel CRM On Demand integration that is already available, the company s roadmap includes integration with other Oracle applications like Vitrue. Non-Oracle shops may find information about Eloqua products increasingly difficult to obtain and verify once Oracle Marketing and Sales are in full control. 23

24 Sitecore comes from a web content management background and brings its core strengths to LMA Market Pillar Product: Employees: Headquarters: Website: Founded: Presence: Sitecore Customer Engagement Platform 475+ Copenhagen, Denmark Sitecore.net 2001 Private 3 year TCO for this solution falls into pricing tier 8, between $500,000 and $1,000,000 $1 $2.5M+ Pricing provided by vendor Overview Although founded in 2001, Sitecore comes from a web content management heritage and is still relatively new to the LMA market. With over 1,000 customers, Sitecore has an impressive global reach in North America, Europe, and Asia. Strengths Since Info-Tech s last report, Sitecore has been investing in analytics. Executive Insight Dashboard and Engagement Intelligence (the BI component) are robust tools. Sitecore is currently revamping the analytics UI into tablet form factor. Content management has always been a strength, particularly creation of campaign landing pages and microsites via Sitecore's branch template system. Device Simulator provides authors and editors the means to simulate content (e.g. s, kiosk, print) on different devices. Challenges The platform is offered on-premise; an Azure offering and a hosted offering exist through Sitecore s partners. Webinar integration is very dependent on accessing data that is taken from the CRM system there is no direct data transfer between web conferencing technologies and LMA. Social features are not as advanced as those of some competitors. That said, the solution can deliver personalized content on the website based on prospects social log-in history. 24

25 Sitecore s strength is traditionally in web content, but the vendor is investing heavily in many LMA capabilities Vendor Landscape Product Vendor Overall Features Usability Afford. Arch. Overall Viability Strategy Reach Channel Out-of-the-box CRM Testing integrations Capabilities supported by Sitecore Out-ofthe-box integration not available. Value Index 8 6 th out of 8 Features CRM Int. Events Mobile Campaigns Spam Testing Social Leads Multi-channel Data Mgmt. Analytics Info-Tech Recommends: Organizations that are not already Sitecore customers may find the solution s high price to be cost prohibitive. However, organizations with high regulatory compliance needs may find that the on-premise offering is a better fit for them than some other market offerings. 25

26 Act-On is a newer vendor with an innovative offering Innovator Product: Employees: Headquarters: Website: Founded: Presence: Act-On Marketing Automation Platform 140+ Beaverton, OR Act-On.com 2008 Private 3 year TCO for this solution falls into pricing tier 7, between $250,000 and $500,000 $1 $2.5M+ Pricing provided by vendor Overview Act-On is a relatively new entrant into the LMA space that has disrupted the market with its innovative platform. Focused on mid-sized companies and departments of large enterprises, Act- On has over 1,500 customers spanning the technology, manufacturing, education, healthcare, and services sectors. Strengths Since 2012, the vendor enabled creation of mobile campaigns and provided pre-built mobile structures for and landing pages, as well as separate apps for tablet and smartphones. Act-On s innovative pricing model is based on active contacts (those engaged in a 30 day period) and is offered on a monthto-month subscription, with no long term contracts needed. The company is known for excellent support. Besides GTW [GoToWebinar] integration for webinars, the vendor offers best-of-breed integration with WebEx. Challenges A relatively young company, Act-On is primarily based in North America. However, the company has already begun its international expansion, opening offices in Bangalore, IN and London, UK. Act-On s channel network may not be as extensive as some industry veterans, but Act-On has around 275 partners, with about 10% considered top tier partners, and is growing rapidly. 26

27 With a comprehensive feature set and innovative pricing model, Act-On is an excellent choice for SMBs Vendor Landscape Product Vendor Overall Features Usability Afford. Arch. Overall Viability Strategy Reach Channel Out-of-the-box CRM Testing integrations Capabilities supported by Act-On Out-ofthe-box integration not available. Value Index 67 4 th out of 8 Features CRM Int. Events Mobile Campaigns Spam Testing Social Leads Multi-channel Data Mgmt. Analytics Info-Tech Recommends: Technology companies should definitely consider Act-On. Although the product is mostly used by midmarket organizations, the product is scalable enough for larger organizations and the pricing model is attractive to many. 27

28 Right On Interactive (ROI) is making waves in the LMA space with its marketing lifecycle philosophy Innovator Product: Employees: Headquarters: Website: Founded: Presence: ROI Customer Lifecycle Marketing 28 Indianapolis, IN RightOnInteractive.com 2006 Private 3 year TCO for this solution falls into pricing tier 7, between $250,000 and $500,000 $1 $2.5M+ Pricing provided by vendor Overview Right On Interactive (ROI) was founded in 2006 as a service organization with software tools and transitioned into a software company in Right On Interactive is a SaaS solution that currently has 145 clients with a mixture of B2B and B2C. Strengths In addition to prospect s profile and engagement level, Right On Interactive adds the marketing lifecycle stage as a third dimension to the solution s sophisticated lead scoring algorithm. Powerful list segmentation is achieved through database-driven architecture that creates a single view of the prospect based on data from multiple touch points (e.g. , web, social). Customers report really deep reporting for both task level details, as well as strategic level data. Productized integration with Google Analytics is also available. Challenges Productized CRM integration is limited to Salesforce.com, although open API is available for other systems. That said, excellent integration with ExactTarget solutions is available. Webinar product-based integration is not available: event level details can be automatically updated via the established CRM integration or through integrated forms. There are no native mobile apps for the marketing professional. This functionality is available through ROI s partnerships. 28

29 Right On Interactive offers an innovative approach to LMA at a modest price tag Vendor Landscape Product Vendor Overall Features Usability Afford. Arch. Overall Viability Strategy Reach Channel Out-of-the-box CRM Testing integrations Capabilities supported by ROI Out-ofthe-box integration not available. Value Index 60 5 th out of 8 Features CRM Int. Events Mobile Campaigns Spam Testing Social Leads Multi-channel Data Mgmt. Analytics Info-Tech Recommends: If your organization is in financial services, associations, technology, healthcare, or real estate industry, don t forget to shortlist ROI for your LMA needs. 29

30 Sales Engine International, formerly known as Manticore Technologies, offers solid workflows and lead nurturing Emerging Player Product: Employees: Headquarters: Website: Founded: Presence: Sales Engine International 35 Austin, TX SalesEngineIntl.com 2001 Private The vendor declined to provide pricing, and publicly available pricing could not be found $1 $2.5M+ Overview In June 2012, Manticore Technologies and Sales Engine International announced a merger. The solution is based off the Manticore Technologies platform. Sales Engine International has a mix of B2B and B2C customers primarily based in the US. Strengths Easy-to-build nurturing programs are available with over 30 customizable nurturing steps. The product features robust lead scoring and workflow functionality. Strong spam testing and preview abilities include highlighting key phrases and words to change, maximizing saturation. Mobile-optimized content includes responsive design and templates, as well as video served in the optimum quality based on the prospect s device and browser characteristics. Challenges Since 2012, the product has seen enhancements in social and webinar integration, although those features are still not as extensive as those of competitors. Citrix GTM integration and social content management are available. Although list management and dynamic segmentation are available, data management features are not as comprehensive as those of some competitors. Mobile tools for marketing professionals are currently limited. 30

31 Sales Engine International has a few gaps in features, but continues to bridge them with new releases Vendor Landscape Product Vendor Overall Features Usability Afford. Arch. Overall Viability Strategy Reach Channel Out-of-the-box CRM Testing integrations Capabilities supported by SEI Out-ofthe-box integration not available. Value Index N/A The vendor declined to provide pricing, and publicly available pricing could not be found Features CRM Int. Events Mobile Campaigns Spam Testing Social Leads Multi-channel Data Mgmt. Analytics Info-Tech Recommends: Sales Engine International is most commonly used in financial services, technologies, and professional services sectors. 31

32 Identify leading candidates with the Lead Management Automation (LMA) Vendor Shortlist Tool The Info-Tech Lead Management Automation (LMA) Vendor Shortlist Tool is designed to generate a customized shortlist of vendors based on your key priorities. This tool offers the ability to modify: Overall Vendor vs. Product Weightings Individual product criteria weightings: Features Usability Affordability Architecture Individual vendor criteria weightings: Viability Strategy Reach Channel 32

33 Appendix 1. Vendor Landscape Methodology: Overview 2. Vendor Landscape Methodology: Product Selection & Information Gathering 3. Vendor Landscape Methodology: Scoring 4. Vendor Landscape Methodology: Information Presentation 5. Vendor Landscape Methodology: Fact Check & Publication 6. Product Pricing Scenario 33

34 Vendor Landscape Methodology: Overview Info-Tech s Vendor Landscapes are research materials that review a particular IT market space, evaluating the strengths and abilities of both the products available in that space, as well as the vendors of those products. These materials are created by a team of dedicated analysts operating under the direction of a senior subject matter expert over a period of six weeks. Evaluations weigh selected vendors and their products (collectively solutions ) on the following eight criteria to determine overall standing: Features: The presence of advanced and market-differentiating capabilities. Usability: The intuitiveness, power, and integrated nature of administrative consoles and client software components. Affordability: The three-year total cost of ownership of the solution. Architecture: The degree of integration with the vendor s other tools, flexibility of deployment, and breadth of platform applicability. Viability: The stability of the company as measured by its history in the market, the size of its client base, and its financial performance. Strategy: The commitment to both the market-space, as well as to the various sized clients (small, mid-sized, and enterprise clients). Reach: The ability of the vendor to support its products on a global scale. Channel: The measure of the size of the vendor s channel partner program, as well as any channel strengthening strategies. Evaluated solutions are plotted on a standard two by two matrix: Champions: Both the product and the vendor receive scores that are above the average score for the evaluated group. Innovators: The product receives a score that is above the average score for the evaluated group, but the vendor receives a score that is below the average score for the evaluated group. Market Pillars: The product receives a score that is below the average score for the evaluated group, but the vendor receives a score that is above the average score for the evaluated group. Emerging Players: Both the product and the vendor receive scores that are below the average score for the evaluated group. Info-Tech s Vendor Landscapes are researched and produced according to a strictly adhered to process that includes the following steps: Vendor/product selection Information gathering Vendor/product scoring Information presentation Fact checking Publication This document outlines how each of these steps is conducted. 34

35 Vendor Landscape Methodology: Vendor/Product Selection & Information Gathering Info-Tech works closely with its client base to solicit guidance in terms of understanding the vendors with whom clients wish to work and the products that they wish evaluated; this demand pool forms the basis of the vendor selection process for Vendor Landscapes. Balancing this demand, Info-Tech also relies upon the deep subject matter expertise and market awareness of its Senior, Lead, and Principle Research Analysts to ensure that appropriate solutions are included in the evaluation. As an aspect of that expertise and awareness, Info-Tech s analysts may, at their discretion, determine the specific capabilities that are required of the products under evaluation, and include in the Vendor Landscape only those solutions that meet all specified requirements. Information on vendors and products is gathered in a number of ways via a number of channels. Initially, a request package is submitted to vendors to solicit information on a broad range of topics. The request package includes: A detailed survey. A pricing scenario (see Vendor Landscape Methodology: Price Evaluation and Pricing Scenario, below). A request for reference clients. A request for a briefing and, where applicable, guided product demonstration. These request packages are distributed approximately twelve weeks prior to the initiation of the actual research project to allow vendors ample time to consolidate the required information and schedule appropriate resources. During the course of the research project, briefings and demonstrations are scheduled (generally for one hour each session, though more time is scheduled as required) to allow the analyst team to discuss the information provided in the survey, validate vendor claims, and gain direct exposure to the evaluated products. Additionally, an end-user survey is circulated to Info-Tech s client base and vendor-supplied reference accounts are interviewed to solicit their feedback on their experiences with the evaluated solutions and with the vendors of those solutions. These materials are supplemented by a thorough review of all product briefs, technical manuals, and publicly available marketing materials about the product, as well as about the vendor itself. Refusal by a vendor to supply completed surveys or submit to participation in briefings and demonstrations does not eliminate a vendor from inclusion in the evaluation. Where analyst and client input has determined that a vendor belongs in a particular evaluation, it will be evaluated as best as possible based on publicly available materials only. As these materials are not as comprehensive as a survey, briefing, and demonstration, the possibility exists that the evaluation may not be as thorough or accurate. Since Info-Tech includes vendors regardless of vendor participation, it is always in the vendor s best interest to participate fully. All information is recorded and catalogued, as required, to facilitate scoring and for future reference. 35

36 Vendor Landscape Methodology: Scoring Once all information has been gathered and evaluated for all vendors and products, the analyst team moves to scoring. All scoring is performed at the same time so as to ensure as much consistency as possible. Each criterion is scored on a ten point scale, though the manner of scoring for criteria differs slightly: Features is scored via Cumulative Scoring Affordability is scored via Scalar Scoring All other criteria are scored via Base5 Scoring In Cumulative Scoring, a single point is assigned to each evaluated feature that is regarded as being fully present, partial points to each feature that is partially present, and zero points to features that are deemed to be absent or unsatisfactory. The assigned points are summed and normalized to a value out of ten. For example, if a particular Vendor Landscape evaluates eight specific features in the Feature Criteria, the summed score out of eight for each evaluated product would be multiplied by 1.25 to yield a value out of ten. In Scalar Scoring, a score of ten is assigned to the lowest cost solution, and a score of one is assigned to the highest cost solution. All other solutions are assigned a mathematically determined score based on their proximity to / distance from these two endpoints. For example, in an evaluation of three solutions, where the middle cost solution is closer to the low end of the pricing scale it will receive a higher score, and where it is closer to the high end of the pricing scale it will receive a lower score; depending on proximity to the high or low price it is entirely possible that it could receive either ten points (if it is very close to the lowest price) or one point (if it is very close to the highest price). Where pricing cannot be determined (vendor does not supply price and public sources do not exist), a score of 0 is automatically assigned. In Base5 scoring a number of sub-criteria are specified for each criterion (for example, Longevity, Market Presence, and Financials are subcriteria of the Viability criterion), and each one is scored on the following scale: 5 - The product/vendor is exemplary in this area (nothing could be done to improve the status). 4 - The product/vendor is good in this area (small changes could be made that would move things to the next level). 3 - The product/vendor is adequate in this area (small changes would make it good, more significant changes required to be exemplary). 2 - The product/vendor is poor in this area (this is a notable weakness and significant work is required). 1 - The product/vendor is terrible/fails in this area (this is a glaring oversight and a serious impediment to adoption). The assigned points are summed and normalized to a value out of ten as explained in Cumulative Scoring above. Scores out of ten, known as Raw scores, are transposed as-is into Info-Tech s Vendor Landscape Shortlist Tool, which automatically determines Vendor Landscape positioning (see Vendor Landscape Methodology: Information Presentation - Vendor Landscape, below), Criteria Score (see Vendor Landscape Methodology: Information Presentation - Criteria Score, below), and Value Index (see Vendor Landscape Methodology: Information Presentation - Value Index, below). 36

37 Vendor Landscape Methodology: Information Presentation Vendor Landscape Info-Tech s Vendor Landscape is a two-by-two matrix that plots solutions based on the combination of Product score and Vendor score. Placement is not determined by absolute score, but instead by relative score. Relative scores are used to ensure a consistent view of information and to minimize dispersion in nascent markets, while enhancing dispersion in commodity markets to allow for quick visual analysis by clients. Relative scores are calculated as follows: 1. Raw scores are transposed into the Info-Tech Vendor Landscape Shortlist Tool (for information on how Raw scores are determined, see Vendor Landscape Methodology: Scoring, above). 2. Each individual criterion Raw score is multiplied by the pre-assigned weighting factor for the Vendor Landscape in question. Weighting factors are determined prior to the evaluation process to eliminate any possibility of bias. Weighting factors are expressed as a percentage such that the sum of the weighting factors for the Vendor criteria (Viability, Strategy, Reach, Channel) is 100% and the sum of the Product criteria (Features, Usability, Affordability, Architecture) is 100%. 3. A sum-product of the weighted Vendor criteria scores and of the weighted Product criteria scores is calculated to yield an overall Vendor score and an overall Product score. 4. Overall Vendor scores are then normalized to a 20 point scale by calculating the arithmetic mean and standard deviation of the pool of Vendor scores. Vendors for whom their overall Vendor score is higher than the arithmetic mean will receive a normalized Vendor score of (exact value determined by how much higher than the arithmetic mean their overall Vendor score is), while vendors for whom their overall Vendor score is lower than the arithmetic mean will receive a normalized Vendor score of between one and ten (exact value determined by how much lower than the arithmetic mean their overall Vendor score is). 5. Overall Product score is normalized to a 20 point scale according to the same process. 6. Normalized scores are plotted on the matrix, with Vendor score being used as the x-axis, and Product score being used as the y-axis. Innovators: solutions with below average Vendor scores and above average Product scores. Emerging Players: solutions with below average Vendor scores and below average Product scores. Vendor Landscape Champions: solutions with above average Vendor scores and above average Product scores. Market Pillars: solutions with above average Vendor scores and below average Product scores. 37

38 Vendor Landscape Methodology: Information Presentation Criteria Scores (Harvey Balls) Info-Tech s Criteria Scores are visual representations of the absolute score assigned to each individual criterion, as well as of the calculated overall Vendor and Product scores. The visual representation used is Harvey Balls. Harvey Balls are calculated as follows: 1. Raw scores are transposed into the Info-Tech Vendor Landscape Shortlist Tool (for information on how Raw scores are determined, see Vendor Landscape Methodology: Scoring, above). 2. Each individual criterion Raw score is multiplied by a pre-assigned weighting factor for the Vendor Landscape in question. Weighting factors are determined prior to the evaluation process, based on the expertise of the Senior or Lead Research Analyst, to eliminate any possibility of bias. Weighting factors are expressed as a percentage, such that the sum of the weighting factors for the Vendor criteria (Viability, Strategy, Reach, Channel) is 100%, and the sum of the Product criteria (Features, Usability, Affordability, Architecture) is 100%. 3. A sum-product of the weighted Vendor criteria scores and of the weighted Product criteria scores is calculated to yield an overall Vendor score and an overall Product score. 4. Both overall Vendor score / overall Product score, as well as individual criterion Raw scores are converted from a scale of one to ten to Harvey Ball scores on a scale of zero to four, where exceptional performance results in a score of four and poor performance results in a score of zero. 5. Harvey Ball scores are converted to Harvey Balls as follows: A score of four becomes a full Harvey Ball. A score of three becomes a three-quarter full Harvey Ball. A score of two becomes a half full Harvey Ball. A score of one becomes a one-quarter full Harvey Ball. A score of zero becomes an empty Harvey Ball. 6. Harvey Balls are plotted by solution in a chart where rows represent individual solutions and columns represent overall Vendor / overall Product, as well as individual criteria. Solutions are ordered in the chart alphabetically by vendor name. Overall Harvey Balls represent weighted aggregates. Harvey Balls Product Vendor Overall Features Usability Afford. Arch. Overall Viability Strategy Reach Channel Criteria Harvey Balls represent individual Raw scores. 38

39 Vendor Landscape Methodology: Information Presentation Feature Ranks (Stop Lights) Info-Tech s Feature Ranks are visual representations of the presence/availability of individual features that collectively comprise the Features criterion. The visual representation used is Stop Lights. Stop Lights are determined as follows: 1. A single point is assigned to each evaluated feature category that contains an impressive array of advanced characteristics and does not lack any important basics. Partial points are assigned to each feature bucket that is missing important characteristics (either basic or advanced) or they are pending in an upcoming release. Zero points is assigned if all features, basic and advanced, are missing. Fully present means all aspects and capabilities of the feature as described are in evidence. Unsatisfactory means that some basics, as well as most of the advanced characteristics are missing. Partially present means some, but not all, aspects and capabilities of the feature as described are in evidence, OR all aspects and capabilities of the feature as described are in evidence, but only for some models in a line. Pending means all aspects and capabilities of the feature, as described, are anticipated to be in evidence in a future revision of the product and that revision is to be released within the next 12 months. 2. Feature scores are converted to Stop Lights as follows: >0.7 becomes a Green light becomes a Yellow light. <0.3 becomes a Red light. 3. Stop Lights are plotted by solution in a chart where rows represent individual solutions and columns represent individual features. Solutions are ordered in the chart alphabetically by vendor name. For example, a set of applications is being reviewed and a feature of Integration with Mobile Devices that is defined as availability of dedicated mobile device applications for ios, Android, and BlackBerry devices is specified. Solution A provides such apps for all listed platforms and scores Green, solution B provides apps for ios and Android only and scores Yellow, while solution C provides mobile device functionality through browser extensions, has no dedicated apps, and so scores Red. Stop Lights Green means a feature is fully present; red means it s unsatisfactory Features Feature 1 Feature 2 Feature 3 Feature 4 Feature 5 Feature 6 Feature 7 Feature 8 Yellow shows partial availability (such as in some models in a line). Vendor Landscape: CRM Suites for Large Enterprises 39

40 Vendor Landscape Methodology: Information Presentation Value Index Info-Tech s Value Index is an indexed ranking of solution value per dollar as determined by the Raw scores assigned to each criteria (for information on how Raw scores are determined, see Vendor Landscape Methodology: Scoring, above). Value scores are calculated as follows: 1. The Affordability criterion is removed from the overall Product score and the remaining Product score criteria (Features, Usability, Architecture) are reweighted so as to retain the same weightings relative to one another, while still summing to 100%. For example, if all four Product criteria were assigned base weightings of 25%, for the determination of the Value score, Features, Usability, and Architecture would be reweighted to 33.3% each to retain the same relative weightings while still summing to 100%. 2. A sum-product of the weighted Vendor criteria scores and of the reweighted Product criteria scores is calculated to yield an overall Vendor score and a reweighted overall Product score. 3. The overall Vendor score and the reweighted overall Product score are then summed, and this sum is multiplied by the Affordability Raw score to yield an interim Value score for each solution. 4. All interim Value scores are then indexed to the highest performing solution by dividing each interim Value score by the highest interim Value score. This results in a Value score of 100 for the top solution and an indexed Value score relative to the 100 for each alternate solution. 5. Solutions are plotted according to Value score, with the highest score plotted first, and all remaining scores plotted in descending numerical order. Where pricing is not provided by the vendor and public sources of information cannot be found, an Affordability Raw score of zero is assigned. Since multiplication by zero results in a product of zero, those solutions for which pricing cannot be determined receive a Value score of zero. Since Info-Tech assigns a score of zero where pricing is not available, it is always in the vendor s best interest to provide accurate and up to date pricing. In the event that insufficient pricing is available to accurately calculate a Value Index Info-Tech will omit it from the Vendor Landscape. Value Index Vendors are arranged in order of Value Score. The Value Score each solution achieved is displayed, and so is the average score. 100 A 80 B 40 C Average Score: Those solutions that are ranked as Champions are differentiated for point of reference. D 10 E 40

41 Vendor Landscape Methodology: Information Presentation Price Evaluation Info-Tech s Price Evaluation is a tiered representation of the three year Total Cost of Ownership (TCO) of a proposed solution. Info-Tech uses this method of communicating pricing information to provide high-level budgetary guidance to its end-user clients while respecting the privacy of the vendors with whom it works. The solution TCO is calculated and then represented as belonging to one of ten pricing tiers. Pricing tiers are as follows: 1. Between $1 and $2, Between $2,500 and $10, Between $10,000 and $25, Between $25,000 and $50, Between $50,000 and $100, Between $100,000 and $250, Between $250,000 and $500, Between $500,000 and $1,000, Between $1,000,000 and $2,500, Greater than $2,500,000 Where pricing is not provided, Info-Tech makes use of publicly available sources of information to determine a price. As these sources are not official price lists, the possibility exists that they may be inaccurate or outdated, and so the source of the pricing information is provided. Since Info-Tech publishes pricing information regardless of vendor participation, it is always in the vendor s best interest to supply accurate and up to date information. Info-Tech s Price Evaluations are based on pre-defined pricing scenarios (see Product Pricing Scenario, below) to ensure a comparison that is as close as possible between evaluated solutions. Pricing scenarios describe a sample business and solicit guidance as to the appropriate product/service mix required to deliver the specified functionality, the list price for those tools/services, as well as three full years of maintenance and support. Price Evaluation Call-out bubble indicates within which price tier the three year TCO for the solution falls, provides the brackets of that price tier, and links to the graphical representation. 3 year TCO for this solution falls into pricing tier 6, between $100,000 and $150,000. $1 $2.5M+ Pricing solicited from public sources. Scale along the bottom indicates that the graphic as a whole represents a price scale with a range of $1 to $2.5M+, while the notation indicates whether the pricing was supplied by the vendor or derived from public sources. 41

42 Vendor Landscape Methodology: Information Presentation Scenarios Info-Tech s Scenarios highlight specific use cases for the evaluated solution to provide as complete (when taken in conjunction with the individual written review, Vendor Landscape, Criteria Scores, Feature Ranks, and Value Index) a basis for comparison by end-user clients as possible. Scenarios are designed to reflect tiered capability in a particular set of circumstances. Determination of the Scenarios in question is at the discretion of the analyst team assigned to the research project. Where possible, Scenarios are designed to be mutually exclusive and collectively exhaustive, or at the very least, hierarchical such that the tiers within the Scenario represent a progressively greater or broader capability. Scenario ranking is determined as follows: 1. The analyst team determines an appropriate use case. For example: Clients that have multinational presence and require vendors to provide four hour onsite support. 2. The analyst team establishes the various tiers of capability. For example: Presence in Americas Presence in EMEA Presence in APAC 3. The analyst team reviews all evaluated solutions and determines which ones meet which tiers of capability. For example: Presence in Americas Presence in EMEA Presence in APAC Vendor A, Vendor C, Vendor E Vendor A, Vendor B, Vendor C Vendor B, Vendor D, Vendor E 4. Solutions are plotted on a grid alphabetically by vendor by tier. Where one vendor is deemed to be stronger in a tier than other vendors in the same tier, they may be plotted non-alphabetically. For example: Vendor C is able to provide four hour onsite support to 12 countries in EMEA while Vendors A and B are only able to provide four hour onsite support to eight countries in EMEA; Vendor C would be plotted first, followed by Vendor A, then Vendor B. Analysts may also elect to list only the most Exemplary Performers for a given use-case. One to three vendors will appear for each of these purchasing scenarios with a brief explanation as to why we selected them as top-of-class. 42

43 Vendor Landscape Methodology: Information Presentation Vendor Awards At the conclusion of all analyses, Info-Tech presents awards to exceptional solutions in three distinct categories. Award presentation is discretionary; not all awards are extended subsequent to each Vendor landscape and it is entirely possible, though unlikely, that no awards may be presented. Awards categories are as follows: Champion Awards are presented to those solutions, and only those solutions, that land in the Champion zone of the Info-Tech Vendor Landscape (see Vendor Landscape Methodology: Information Presentation - Vendor Landscape, above). If no solutions land in the Champion zone, no Champion Awards are presented. Similarly, if multiple solutions land in the Champion zone, multiple Champion Awards are presented. Trend Setter Awards are presented to those solutions, and only those solutions, that are deemed to include the most original/inventive product/service, or the most original/inventive feature/capability of a product/service. If no solution is deemed to be markedly or sufficiently original/inventive, either as a product/service on the whole or by feature/capability specifically, no Trend Setter Award is presented. Only one Trend Setter Award is available for each Vendor Landscape. Best Overall Value Awards are presented to those solutions, and only those solutions, that are ranked highest on the Info-Tech Value Index (see Vendor Landscape Methodology: Information Presentation Value Index, above). If insufficient pricing information is made available for the evaluated solutions, such that a Value Index cannot be calculated, no Best Overall Value Award will be presented. Only one Best Overall Value Award is available for each Vendor Landscape. Vendor Awards Info-Tech s Champion Award is presented to solutions in the Champion zone of the Vendor Landscape. Info-Tech s Trend Setter Award is presented to the most original/inventive solution evaluated. Info-Tech s Best Overall Value Award is presented to the solution with the highest Value Index score. 43