Latest Adobe tool helps marketers work directly with customer journey data

Adobe has a lot going on with Analytics and the Customer Experience Platform, a place to gather data to understand customers better. Today, it announced a new analytics tool that enables employees to work directly with customer journey data to help deliver a better customer experience.

The customer journey involves a lot of different systems from a company data lake to CRM to point of sale. This tool pulls all of that data together from across multiple systems and various channels and brings it into the data analysis workspace, announced in July.

Nate Smith, group manager for product marketing for Adobe Analytics, says the idea is to give access to this data in a standard way across the organization, whether it’s a data scientist, an analyst with SQL skills or a marketing pro simply looking for insight.

“When you think about organizations that are trying to do omni-channel analysis or trying to get that next channel of data in, they now have the platform to do that, where the data can come in and we standardize it on an academic model,” he said. They then layer this ability to continuously query the data in a visual way to get additional insight they might not have seen.

Adobe screenshot 1

Screenshot: Adobe

Adobe is trying to be as flexible as possible in every step of the process, and openness was a guiding principle here, Smith said. That means that data can come from any source, and users can visualize it using Adobe tools or an external tool like Tableau or Looker. What’s more, they can get data in or out as needed, or even use your their own models, Smith said.

“We recognize that as much as we’d love to have everyone go all in on the Adobe stack, we understand that there is existing significant investment in other tech and that integration and interoperability really needs to happen, as well,” he said.

Ultimately this is about giving marketers access to a full picture of the customer data to deliver the best experience possible based on what you know about them. “Being able to have insight and engagement points to help with the moments that matter and provide great experience is really what we’re aiming to do with this,” he said.

This product will be generally available next month.


By Ron Miller

Segment CEO Peter Reinhardt is coming to TechCrunch Sessions: Enterprise to discuss customer experience management

There are few topics as hot right now in the enterprise as customer experience management, that ability to collect detailed data about your customers, then deliver customized experiences based on what you have learned about them. To help understand the challenges companies face building this kind of experience, we are bringing Segment CEO Peter Reinhardt to TechCrunch Sessions: Enterprise on September 5 in San Francisco (p.s. early-bird sales end this Friday, August 9).

At the root of customer experience management is data — tons and tons of data. It may come from the customer journey through a website or app, basic information you know about the customer or the customer’s transaction history. It’s hundreds of signals and collecting that data in order to build the experience where Reinhardt’s company comes in.

Segment wants to provide the infrastructure to collect and understand all of that data. Once you have that in place, you can build data models and then develop applications that make use of the data to drive a better experience.

Reinhardt, and a panel that includes Qualtrics’ Julie Larson-Green and Adobe’s Amit Ahuja, will discuss with TechCrunch editors the difficulties companies face collecting all of that data to build a picture of the customer, then using it to deliver more meaningful experiences for them. See the full agenda here.

Segment was born in the proverbial dorm room at MIT when Reinhardt and his co-founders were students there. They have raised more than $280 million since inception. Customers include Atlassian, Bonobos, Instacart, Levis and Intuit .

Early-bird tickets to see Peter and our lineup of enterprise influencers at TC Sessions: Enterprise are on sale for just $249 when you book here; but hurry, prices go up by $100 after this Friday!

Are you an early-stage startup in the enterprise-tech space? Book a demo table for $2,000 and get in front of TechCrunch editors and future customers/investors. Each demo table comes with four tickets to enjoy the show.


By Ron Miller

Fellow raises $6.5M to help make managers better at leading teams and people

Managing people is perhaps the most challenging thing most people will have to learn in the course of their professional lives – especially because there’s no one ‘right’ way to do it. But Ottawa-based startup Fellow is hoping to ease the learning curve for new managers, and improve and reinforce the habits of experienced ones with their new people management platform software.

Fellow has raised $6.5 million in seed funding, from investors including Inovia Capital, Felicia Ventures, Garage Capital and a number of angels. The funding announcement comes alongside the announcement of their first customers, including Shopify (disclosure: I worked at Shopify when Fellow was implemented and was an early tester of this product, which is why I can can actually speak to how it works for users).

The Fellow platform is essentially a way to help team leads interact with their reports, and vice versa. It’s a feedback tool that you can use to collect insight on your team from across the company; it includes meeting supplemental suggestions and templates for one-on-ones, and even provides helpful suggestions like recommending you have a one-on-one when you haven’t in a while; and it all lives in the cloud, with integrations for other key workplace software like Slack that help it integrate with your existing flow.

Fellow co-founder and CEO Aydin Mirzaee and his co-founding team have previous experience building companies: They founded Fluidware, a survey software company, in 2008 and then sold it to SurveyMonkey in 2014. In growing the team to over 100 people, Mirzaee says they realized where there were gaps, both in his leadership team’s knowledge and in available solutions on the market.

“Starting the last company, we were in our early 20s, and like the way that we used to learn different practices was by using software, like if you use the Salesforce, and you know nothing about sales, you’ll learn some things about sales,” Mirzaee told me in an interview. “If you don’t know about marketing, use Marketo, and you’ll learn some things about marketing. And you know, from our perspective, as soon as we started actually having some traction and customers and then hired some people, we just got thrown into it. So it was ‘Okay, now, I guess we’re managers.’ And then eventually we became managers of managers.”

Fellow Team Photo 2019

Mirzaee and his team then wondered why a tool like Salesforce or Marketo didn’t exist for management. “Why is it that when you get promoted to become a manager, there isn’t an equivalent tool to help you with that?” he said.

Concept in hand, Fellow set out to build its software, and what it came up with is a smartly designed, user-friendly platform that is accessible to anyone regardless of technical expertise or experience with management practice and training. I can attest to this first-hand, since I was a first-time manager using Fellow to lead a team during my time at Shopify – part of the beta testing process that helped develop the product into something that’s ready for broader release. I was not alone in my relative lack of management knowledge, Mirzaee said, and that’s part of why they saw a clear need for this product.

“The more we did research, the more we figured out that obviously, managers are really important,” he explained. “70% of customer engagements are due to managers, for instance. And when people leave companies, they tend to leave the manager, not the company. The more we dug into it the more it was clear that there truly was this management problem –  management crisis almost, and that nobody really had built a great tool for managers and their teams like.”

Fellow’s tool is flexible enough to work with specific management methodologies like setting SMART goals or OKRs for team members, and managers can use pre-set templates or build their own for things like setting meeting talking points, or gathering feedback from the colleagues of their reports.

Right now, Fellow is live with a number of clients including Shoify, Vidyard, Tulip, North and more, and it’s adding new clients who sign up on a case-by-case basis, but increasing the pace at which it onboard new customers. Mirzaee explained that it hopes to open sign ups entirely later this year.


By Darrell Etherington

Amperity update give customers more control over CDP

The Customer Data Platform (CDP) has certainly been getting a lot of attention in marketing software circles over the last year as big dawgs like Salesforce and Adobe enter the fray, but Amperity, a Seattle-based startup, has been building a CDP solution since it launched in 2016, and today it announced some updates to give customers more control over the platform.

Chris Jones, chief product officer at Amperity, says this is an important step for the startup. “If you think about the evolution of our company, we started with an idea that turned into a [Marketing Data Platform], which was the engine that powered all of that, but that engine was largely operated by our delivery team. We’re now putting the power of that engine into the customers’ hands and giving them the full access to that,” Jones explained.

That is giving customers — which include Alaska Airlines, Nordstrom and The Gap — the power to control how the software works in the context of their companies, rather than using a black box approach where you have to use the software as delivered. He says that customers want the ability to start using the system to gain insights on their own.

One of the primary pieces in the newest version of Amperity to allow them to do that is Stitch, a tool that lets users pull together all of the interactions from a customer in a single view —  ingesting the data, sorting, deduplicating it and delivering a list of all the interactions a brand has had with a given customer. From there, they can use the new Customer 360 visualization to get a more graphical view of the data.

Amperity Stitch 2019

Amperity Stitch Screenshot: Amperity.

Jones says companies can use this data to help different groups within a company, whether marketing, sales or service, understand the customer better before or during an interaction. For example, a marketer can segment the data in a very granular way to find all of the regular customers who aren’t part of the company loyalty program, and deliver them an email listing all of the benefits of joining.

Amperity launched in 2016, and has raised $37 million across two rounds. Its most recent funding came in 2017, a $28 million investment led by Tiger Global Management, according to Crunchbase data.


By Ron Miller

Verified Expert Growth Marketing Agency: Growth Pilots

Growth Pilots is one of the more exclusive performance marketing agencies in San Francisco, but they know how to help high-growth startups excel at paid marketing. CEO and founder Soso Sazesh credits his personal experiences as an entrepreneur along with his team’s deep understanding of high-growth company needs and challenges as to what sets Growth Pilots apart. Whether you’re a founder of a seed or Series D stage startup, learn more about Growth Pilots’ approach to growth and partnerships.

Advice to early-stage founders

“I think a lot of times, especially at the early stage, founders don’t have a lot of time so they’re willing to find the path of least resistance to get their paid acquisition channels up and running. If things are not properly set up and managed, this can lead to a false negative in terms of writing off a channel’s effectiveness or scalability. It’s worth talking to an expert, even if it’s just for advice, to ensure you don’t fall into this trap.”

On Growth Pilots’ operations

[pullquote align=”right” author=”Guillaume McIntyre, SF, Head of Acquisition Marketing, Instacart”]“They have good business acumen, move fast and work as an extension to your internal team.”[/pullquote]
“Something we pride ourselves on is working with relatively few clients at a time so we can really focus all of our team’s efforts and energy on doing the highest quality work. Each of our team members works on a maximum of two to three accounts, and therefore they’re able to get very invested in each client’s business and integrated into their team. We really try to simulate the internal team dynamics as much as possible and pairing that with our external capabilities and expertise.”

Below, you’ll find the rest of the founder reviews, the full interview, and more details like pricing and fee structures. This profile is part of our ongoing series covering startup growth marketing agencies with whom founders love to work, based on this survey and our own research. The survey is open indefinitely, so please fill it out if you haven’t already.


Interview with Growth Pilots Founder and CEO Soso Sazesh

Yvonne Leow: Tell me a little bit about your background and how you got into growth.

Soso Sazesh: I grew up in northern Minnesota where there is no tech industry whatsoever and then after high school, I came out to Silicon Valley and got exposed to the epicenter of the technology industry. I became very interested in startups and hustled to find startup internships so I could get experience and learn how they operated.

After a couple of startup internships, I got accepted to UC Berkeley and that gave me even more exposure to the startup ecosystem with all of the startup events and resources that UC Berkeley had to offer. I worked on a couple of startup projects while I was at UC Berkeley, and I taught myself scrappy product management and how to get software built using contract developers.

[tc_premium_cutoff]

As I was graduating, I had just launched my second startup project and it was growing organically but very slowly, and I realized I didn’t know how to acquire users. So I joined an SEM agency and that’s where I learned and fell in love with digital marketing. I helped companies successfully acquire users at scale using Google AdWords and finally solved for the missing skills I needed. After a couple of years, I ventured off to try my hand at starting a company again, this time with more experience and a co-founder.

We went through the AngelPad accelerator and raised a small round of capital – what would be called a pre-seed round nowadays. It was an eye-opening experience. I gained a lot of appreciation for what it meant to be a startup operator hustling to build a product people wanted and trying to acquire customers.

Startups are a roller coaster and we had a lot of ups and downs. We ultimately we’re not able to raise our next round of funding due to lack of traction and decided to shut the company down. As we were winding down, people in my network started coming to me looking for help with their digital marketing channels.

I started consulting for a few startups and identified an interesting opportunity, which was that very few startups knew how to do paid acquisition well and very few agencies were well-suited to work with startups. There was a huge gap in the market.

Some of these founders would come to me after trying to get paid acquisition to work on their own, but they didn’t have the time or expertise to do it properly. Some of them would hire an agency and not see results, because most agencies don’t understand the needs and grow-or-die nature of fast-moving startups. These agencies wouldn’t allocate the time and resources needed to really understand these startups and work closely with them to make their paid channels work.

So that’s exactly what I did and I was able to achieve results for them. I combined my previous expertise as a digital marketer with my recent startup operator experience and this allowed me to successfully help the startups I was consulting for. Due to the network effects in the startup community, I soon had more companies who wanted to work with me than I could take on alone and that’s what led me to start Growth Pilots.

Yvonne Leow: Awesome. How does Growth Pilots differentiate itself from other agencies?

Soso Sazesh: Growth Pilots is “the” performance marketing agency for high-growth companies. We’ve worked with over 120 venture-backed companies over the past five and a half years, and we have really tailored our service offering around the unique needs and challenges of high-growth companies as they move from stage to stage. We’ve had this internal framework that breaks down paid acquisition needs based on company stage.

The first is what we call the early stage. At the early stage, companies are looking to establish and validate their paid marketing channels. These companies are typically seed stage or Series A startups looking to find channels that allow them to hit their metrics to achieve their goals for their next round of funding. These companies require a lot of time and attention, which is a bit paradoxical because their budgets are not very large.

The second stage is what we call the scaling stage. This is when companies are trying to achieve escape velocity and growth matters above everything else. This typically happens at the Series A through Series C stage. Their business model is working and ideally within sight of positive unit economics if not already there, but the main focus is acquiring customers at the fastest rate possible and less so on efficiency or profitability. This stage requires all hands on deck and non-stop testing and optimization to squeeze out as much velocity as possible from each channel. The stakes are very high at this stage and category-leading companies often emerge here.

Finally is the late stage. These companies are typically Series C or Series D and beyond and preparing for an exit or IPO. Growth often becomes slightly less important at this stage and the focus shifts to efficiency and improved unit economics. Optimization becomes even more critical at this stage and measurement and attribution get a lot more sophisticated to fully measure the impact of the paid channels.

The needs of companies are vastly different at each of these stages. Our focus is on helping companies achieve their goals within each stage and helping them move to the next stage.

Yvonne Leow: Cool. If I’m a founder and I’d like to work with Growth Pilots, what can I expect are our next steps?

Soso Sazesh: The first step is understanding the business and assessing if there’s a mutual fit. We’re very selective about the companies we take on because over the course of the five and a half years we’ve been able to establish which business models and verticals are conducive to paid marketing success.

For instance, marketplaces, e-commerce, B2B SaaS, mobile apps, and other business models where there is a transactional component is typically a good candidate for paid acquisition. We want to know what the goals are and we want to be able to confidently say that we believe we can achieve the goals at hand. If we can’t say that, we won’t take the company on.

Step two is determining what stage of our framework the company falls into and what the opportunity looks like. If it’s an early stage company, it’s more about assessing the product, the market, and how reachable their target customers are online.

For scaling-stage and late-stage companies that are already up and running, we’ll dive into their current accounts and assess what the opportunity looks like and put together a strategy proposal based on our findings and outlook.

Yvonne Leow: What’s the typical length for each project or partnership?

Soso Sazesh: We’re not project-based so when a company comes to work with us we effectively become an extension of their marketing team. There’s no set duration. We’ve worked with some companies for five years and some companies we’ve worked with for 12 months.

If we work with a company less than 12 months, something is wrong and we probably shouldn’t have taken that company on as a client but you don’t always know how things will play out. Overall our goal is to work with companies in a long-term capacity as an integrated partner.  Something we pride ourselves on is working with relatively few clients at a time so we can really focus all of our team’s efforts and energy into doing the highest quality work.

Each of our team members only works on a maximum of two to three accounts, and therefore they’re able to get very invested in each client’s business and integrated into their team. We really try to simulate the internal team dynamics as much as possible while balancing and pairing that with our external capabilities and expertise.

Yvonne Leow: Are you at the point in your experience that you can apply certain growth strategies and guarantee success?

Soso Sazesh: Guarantee is a tough word, but having worked with more than 120 startups we are definitely at the point where we have enough data points where we can look at a given business and assess the viability of whether they’ll likely see success on paid channels. Success being a combination of scale and efficiency.

Yvonne Leow: Can you talk a little bit about how you and your team assess that?

Soso Sazesh: The first things we look at are business model, product quality, and whether or not product market fit exists or is likely to be achieved. Even a great business model in a large market combined with a poor product or lack of product market fit is unlikely to succeed with paid acquisition. In the absence of having a live product, or if a company is too early to assess product-market fit, we look at other data points that we have found to be good indicators of viability. Some of these include competitor success with paid marketing, the founders’ backgrounds, amount of capital raised, and who their investors are.

Yvonne Leow: What were some of your greatest lessons learned when you started Growth Pilots?

Soso Sazesh: In the early days of Growth Pilots, there was so much activity and growth that we ignored important things like team infrastructure and people operations. We saw the effects of this in the form of team morale taking a hit and people not seeing a future with us. We eventually took notice and course corrected by investing heavily in people operations and employee development. In an ideal world, we would have done this much earlier.

Another interesting reflection is how critical the work we do is. I think this is what a lot of agencies get wrong. You need the commitment to work with startups. You can’t be one foot in and one foot out when a company may live or die by the work you are doing. A lot of the companies that we work with explicitly outline what goals they need to hit in order to raise their next round of funding and it becomes very clear what part we play in that.

Yvonne Leow: What advice would you give to early-stage founders who are deciding whether or not to work with an agency?

Soso Sazesh: When you work with an agency it’s really important to have clear goals and expectations established up front. A lot of times early-stage companies hire agencies, and agencies will gladly take their money, but the agency isn’t really investing the time that’s needed to get results. So asking “What does it look like to work with your agency? Who’s going to be working on my account? How much attention can I expect to receive?” Those types of questions are really important to clarify and especially at the early stage.

Yvonne Leow: What’s a common mistake you see founders make when it comes to growth?

Soso Sazesh: The most common mistake I see is not doing the upfront work and investment required to get optimal results with paid acquisition. A lot of times you see the founder mentality of move fast and figure things out later kicks in, but this can be dangerous when it comes to paid marketing when you’re directly paying for traffic and customers. This leads to companies not seeing the performance and scalability that they actually could and it contributes to the negative perception of channels like Google Ads and Facebook Ads. VCs, for example, love to bash paid marketing channels as being too expensive or too saturated. There is certainly some truth to the channels getting more crowded but at the same time, you would be surprised how poorly setup and managed some of the accounts are that we look at, including companies that have raised tens to hundreds of millions of dollars.

Yvonne Leow: Thanks for sharing. Last question: what is your payment structure?

Soso Sazesh: We charge based on a tiered percentage of ad spend managed with a monthly minimum retainer fee of $10,000 at the lowest level. Our minimum fee is frankly much higher than a lot of other agencies and that’s by design. This goes back to what I was saying before about early-stage companies requiring a disproportionate amount of work relative to their budgets in order to be successful with paid acquisition. We apply a lot more focus and resources than other agencies and this allows us to achieve success where other agencies can’t. The tradeoff is that we need to charge more to deliver this higher quality of service.


Founder Recommendations:

“They helped me raise $5M+ and ran one of the most successful pre-order campaigns in 2017.” – Roderick De Rode, Venice, CA, Founder & CEO, Spinn, Inc.

“They have helped us dramatically accelerate our growth and act as an extension of our internal team.” – Digital Advertising Manager in Corte Madera

“They helped us establish a low customer acquisition cost before we were even able to ship product and help us convert site visitors to customers when we had influxes of traffic from press we received.” – Stephen Kuhl, NYC, Co-founder & CEO, Burrow

“Largely instrumental in the way we optimize and measure success of our mobile app install campaigns.” – User Acquisition & Growth Strategist in Denver

“Growth Pilots is a great partner. I on-boarded them to build out, optimize and scale all paid search and social campaigns for Instacart. In a few months, paid search and social became some of our best performing channels. They have good business acumen, move fast and work as an extension to your internal team.” – Guillaume McIntyre, SF,  Head of Acquisition Marketing, Instacart


By Yvonne Leow

Salesforce is buying data visualization company Tableau for $15.7B in all-stock deal

On the heels of Google buying analytics startup Looker last week for $2.6 billion, Salesforce today announced a huge piece of news in a bid to step up its own work in data visualization and (more generally) tools to help enterprises make sense of the sea of data that they use and amass: Salesforce is buying Tableau for $15.7 billion in an all-stock deal.

The latter is publicly traded and this deal will involve shares of Tableau Class A and Class B common stock getting exchanged for 1.103 shares of Salesforce common stock, the company said, and so the $15.7 billion figure is the enterprise value of the transaction, based on the average price of Salesforce’s shares as of June 7, 2019.

This is a huge jump on Tableau’s last market cap: it was valued at $10.79 billion at close of trading Friday, according to figures on Google Finance. (Also: trading has halted on its stock in light of this news.)

The two boards have already approved the deal, Salesforce notes. The two companies’ management teams will be hosting a conference call at 8am Eastern and I’ll listen in to that as well to get more details.

This is a huge deal for Salesforce as it continues to diversify beyond CRM software and into deeper layers of analytics.

The company reportedly worked hard to — but ultimately missed out on — buying LinkedIn (which Microsoft picked up instead), and while there isn’t a whole lot in common between LinkedIn and Tableau, this deal is also about extending engagement with the customers that Salesforce already has.

This also looks like a move designed to help bulk up against Google’s move to buy Looker, announced last week, although I’d argue that analytics is a big enough area that all major tech companies that are courting enterprises are getting their ducks in a row in terms of squaring up to stronger strategies (and products) in this area. It’s unclear whether (and if) the two deals were made in response to each other.

“We are bringing together the world’s #1 CRM with the #1 analytics platform. Tableau helps people see and understand data, and Salesforce helps people engage and understand customers. It’s truly the best of both worlds for our customers–bringing together two critical platforms that every customer needs to understand their world,” said Marc Benioff, Chairman and co-CEO, Salesforce, in a statement. “I’m thrilled to welcome Adam and his team to Salesforce.”

Tableau has about 86,000 business customers including Charles Schwab, Verizon (which owns TC), Schneider Electric, Southwest and Netflix. Salesforce said it will operate independently and under its own brand post-acquisition. It will also remain headquartered in Seattle, WA, headed by CEO Adam Selipsky along with others on the current leadership team.

That’s not to say, though, that the two will not be working together: on the contrary, Salesforce is already talking up the possibilities of expanding what the company is already doing with its Einstein platform (launched back in 2016, Einstein is the home of all of Salesforce’s AI-based initiatives); and with “Customer 360”, which is the company’s product and take on omnichannel sales and marketing. The latter is an obvious and complementary product home, given that one huge aspect of Tableau’s service is to provide “big picture” insights.

“Joining forces with Salesforce will enhance our ability to help people everywhere see and understand data,” said Selipsky. “As part of the world’s #1 CRM company, Tableau’s intuitive and powerful analytics will enable millions more people to discover actionable insights across their entire organizations. I’m delighted that our companies share very similar cultures and a relentless focus on customer success. I look forward to working together in support of our customers and communities.”

“Salesforce’s incredible success has always been based on anticipating the needs of our customers and providing them the solutions they need to grow their businesses,” said Keith Block, co-CEO, Salesforce. “Data is the foundation of every digital transformation, and the addition of Tableau will accelerate our ability to deliver customer success by enabling a truly unified and powerful view across all of a customer’s data.”

More to come as we learn it. Refresh for updates.

 


By Ingrid Lunden

Mailchimp expands from email to full marketing platform, says it will make $700M in 2019

Mailchimp, a bootstrapped startup out of Atlanta, Georgia, is known best as a popular tool for organizations to manage their customer-facing email activities — a profitable business that its CEO told TechCrunch has now grown to around 11 million customers and is on track for $700 million in revenue in 2019.

To help hit that number, Mailchimp is taking the wraps off a significant update aimed at catapulting it into the next level of business services. Beginning later this week, Mailchimp will start to offer a full marketing platform aimed at smaller organizations.

Going beyond email, the new platform will feature technology to record and track customer leads, the ability to purchase domains and build sites, ad retargeting on Facebook and Instagram, social media management and business intelligence that leverages a new move in the artificial intelligence to provide recommendations to users on how and when to market to whom.

When the service goes live on Wednesday, Mailchimp also plans a pretty significant shift of its pricing into four tiers of free, $9.99/month, $14.99/month or $299/month (up from the current pricing of free, $10/month, $199/month) — with those fees scaling depending on usage and features.

(Existing paid customers maintain current pricing structure and features for the time being and can move to the new packages at any time, the company said. New customers will sign up to the new pricing starting May 15.)

The expansion is part of a longer-term strategic play to widen Mailchimp’s scope by building more services for the typically-underserved but collectively large small business segment. Even as multinationals like Amazon and other large companies continue to feel like they are eating up the mom-and-pop independent business model, SMBs continue to make up 48 percent of the GDP in the US.

And within that, marketing is one of those areas that small businesses might not have invested in much traditionally but are increasingly turning to as so much transactional activity has moved to digital platforms — be it smartphones, computers, or just the tech that powers the TV you watch or music you listen to.

In March, we reported that Mailchimp quietly acquired a small Shopify competitor called LemonStand to start to build more e-commerce tools for its users. And the new marketing platform is the next step in that strategy.

“We still see a big need for small businesses to have something like this,” Ben Chestnut, Mailchimp’s co-founder and CEO, said in an interview. Enterprises have a range of options when it comes to marketing tools, he added, “but small businesses don’t.” The mantra for many building tech for the SMB sector has traditionally been “dumbed down and cheap,” in his words. “We agreed that cheap was good, but not dumbed down. We want to empower them.”

The new services launch also comes at a time when an increasing number of companies are closing in on the small business opportunity, with e-commerce companies like Square, Shopify and PayPal also widening their portfolio of products. (These days, Square is a Mailchimp partner, Shopify is not.)

Marketing is something that Mailchimp had already been dabbling with over the last two years — indeed, customer-facing email services is essentially a form of marketing, too. Other launches have included a Postcards service, offering companies very simple landing pages online (about 10 percent of Mailchimp’s customers do not have their own web sites, Chestnut said), and a tool for companies to create Google, Facebook and Instagram ads.

Mailchimp itself has a big marketing presence already: it says that daily, more than 1.25 million e-commerce orders are generated through Mailchimp campaigns; over 450 million e-commerce orders were made through Mailchimp campaigns in 2018; and its customers have sold over $250 million in goods through multivariate + A/B campaigns run through Mailchimp.

There are clearly a lot of others vying to be the go-to platform for small businesses to do their business — “Google, Facebook, a lot of the big players see the magic and are moving to the space more and more,” Chestnut said — but Mailchimp’s unique selling point — or so it hopes — is that it’s the platform that has no vested interests in other business areas, and will therefore be as focused as the small businesses themselves are. That includes, for example, no upcharging regardless of the platform where you choose to run a campaign.

“We are Switzerland,” Chestnut said.


By Ingrid Lunden

Edgybees’s new developer platform brings situational awareness to live video feeds

San Diego-based Edgybees today announced the launch of Argus, its API-based developer platform that makes it easy to add augmented reality features to live video feeds.

The service has long used this capability to run its own drone platform for first responders and enterprise customers, which allows its users to tag and track objects and people in emergency situations, for example, to create better situational awareness for first responders.

I first saw a demo of the service a year ago, when the team walked a group of journalists through a simulated emergency, with live drone footage and an overlay of a street map and the location of ambulances and other emergency personnel. It’s clear how these features could be used in other situations as well, given that few companies have the expertise to combine the video footage, GPS data and other information, including geographic information systems, for their own custom projects.

Indeed, that’s what inspired the team to open up its platform. As the Edgybees team told me during an interview at the Ourcrowd Summit last month, it’s impossible for the company to build a new solution for every vertical that could make use of it. So instead of even trying (though it’ll keep refining its existing products), it’s now opening up its platform.

“The potential for augmented reality beyond the entertainment sector is endless, especially as video becomes an essential medium for organizations relying on drone footage or CCTV,” said Adam Kaplan, CEO and co-founder of Edgybees. “As forward-thinking industries look to make sense of all the data at their fingertips, we’re giving developers a way to tailor our offering and set them up for success.”

In the run-up to today’s launch, the company already worked with organizations like the PGA to use its software to enhance the live coverage of its golf tournaments.


By Frederic Lardinois

Marketing tech vendors need to find right balance between digital and human interactions

As I walked the long halls of Adobe Summit this week in Las Vegas and listened to the company’s marketing and data integration story, I thought about the obvious disconnect that happens between brands and their customers. With tons of data, a growing set of tools to bring it together, and a desire to build an optimal experience, you would think we have been set up for thrilling consumer experiences, yet we all know that is not always what happens when the rubber meets the road.

Maybe part of the problem is that data sitting in databases doesn’t always translate into employee action when dealing directly with consumers. In many cases, the experience isn’t smooth, data isn’t passed from one source to another, and when you do eventually reach a person, they aren’t always knowledgeable or even nice.

It’s to the point that when my data does get passed smoothly from bot to human CSA, and I’m not asked for the same information for the second or even third time, I’m pleasantly surprised, even a little shocked.

That’s probably not the story marketing automation vendors like Adobe and Salesforce want to hear, but it is probably far more common than the one about delighted customers. I understand that the goal is to provide APIs to connect systems. It’s to stream data in real time from a variety of channels. It’s about understanding that data better by applying intelligent analytics, and to some extent I’m sure that’s happening and that there are brands who truly do want to delight us.

The disconnect could be happening because brands can control what happens in the digital world much better than the real one. They can know at a precise level when you interact with them and try to right wrongs or inconsistencies as quickly as possible. The problem is when we move to human interactions — people talking to people at the point of sale in a store, or in an office or via any communications channel — all of that data might not be helpful or even available.

The answer to that isn’t to give us more digital tools, or more tech in general, but to work to improve human-to-human communication, and maybe arm those human employees with the very types of information they need to understand the person they are dealing with when they are standing in front of them.

If brands can eventually get these human touch points right, they will build more loyal customers who want to come back, the ultimate goal, but right now the emphasis seems to be more on technology and the digital realm. That may not always achieve the desired results.

This is not necessarily the fault of Adobe, Salesforce or any technology vendor trying to solve this problem, but the human side of the equation needs to be a much stronger point of focus than it currently seems to be. In the end, all the data in the world isn’t going to save a brand from a rude or uninformed employee in the moment of customer contact, and that one bad moment can haunt a brand for a long, long time, regardless how sophisticated the marketing technology it’s using may be.


By Ron Miller

Adobe announces deeper data sharing partnership with Microsoft around accounts

Microsoft and Adobe have been building a relationship for some time, and today the two companies announced a deeper integration between the two platforms at Adobe Summit in Las Vegas.

It involves sharing Marketo data, the company that Adobe acquired last September for $4.75 billion. Because it’s marketers, they were duty-bound to give it a new name. This data sharing approach is being dubbed Account Based Experience or ABX for short. The two companies are sharing data account data between a number of sources including Marketo Engage in Adobe Experience Cloud and Microsoft Dynamics 365 for Sales, as well as the LinkedIn, the business social platform Microsoft bought in 2016 for a whopping $26.2 billion.

Microsoft has been trying to find ways to put that LinkedIn data to work, and tools like Marketo can use the data in LinkedIn to understand their account contacts better. Steve Lucas, former CEO at Marketo, who is now Senior Vice President and head of the Marketo team at Adobe says accounts tend to be much more complex sales than selling to individuals, involving multiple decision makers. It’s a sales cycle that can stretch on for months, and having access to additional data about the account contacts can have a big impact.

“With these new account-based capabilities, marketing and sales teams will have increased alignment around the people and accounts they are engaging, and new ways to measure that business impact,” Lucas explained in a statement.

Brent Leary, principal at CRM Essentials, who has been working in CRM, customer service and marketing for years sees this as useful partnership for customers from both vendors. “Integrating Microsoft Dynamics and LinkedIn more closely with Marketo gives Adobe’s Experience Cloud some great data to leverage in order to have a more complete picture of B2B customers,” Leary told TechCrunch.

The goal is to close complex sales, and having access to more complete data across the two product sets can help achieve that.


By Ron Miller

Adobe and Salesforce announce Customer Data Platforms to pull data into single view

Marketing analytics is an increasingly complex business. It’s meant to collect as much information as possible across multiple channels from multiple tools and provide marketers with as complete a picture of their customers and their experience in dealing with you as possible. Perhaps not coincidentally, Adobe, which is holding its Adobe Summit this week in Las Vegas, and Salesforce both made Customer Data Platform (CDP) announcements this week.

The Customer Data Platform is a complex construct, but it’s basically a marketer’s dream, a central database that pulls customer data from variety of channels and disparate data sources to give marketeers deep insight into their customers, all with the hope of gathering enough data to serve the perfect experience. As always the ultimate goal is happy repeat customers, who build brand loyalty.

It always comes down to experience for marketers these days and that involves serving up the right kind of experience. You don’t want the first-time visitor to have the same experience as a loyal customer. You don’t want a business customer to have the same experience as the consumer. All of that takes lots and lots of information, and when you want to make those experiences even more personalized in real-time, it’s a tough problem to solve.

Part of the problem is that customers are working across multiple channels and marketers are using multiple tools from a variety of vendors. When you combine those two problems, it’s hard to collect all of the data on a given customer.

The process is a bit like boiling the ocean and to complicate matters even further it involves anonymized data and non-anonymized data about customers being stored in the same database. Imagine those two elements being hacked. It wouldn’t be pretty, which is just one reason that these kinds of platforms are so difficult to build.

Yet the promise of having a central data hub like this is so tantalizing, and the amount of data growing so quickly, that having a tool to help pull it all together could have great utility for marketers. Armed with this kind of information, it could enable marketers to build what Salesforce’s Bob Stutz called “hyper-targeted messages” in a blog post yesterday.

Stutz used that same blog post to announce Salesforce’s CDP offering, which is not the same as the Customer 360 product announced at Dreamforce last year, although you would be forgiven for confusing the two. “Salesforce Customer 360 helps companies easily connect and resolve customer data across Salesforce and 3rd party applications with a single customer ID. Our Customer Data Platform builds on this unified identity foundation to deliver a “single view of the customer” for marketing professionals,” Stutz wrote.

Adobe, which announced its CDP use case today, sees it in somewhat similar terms, but its approach is different, says Matt Skinner, product marketing manager for the Adobe Audience Manager product. For starters, it’s powered by the Adobe Experience Platform and “brings together known and unknown data to activate real-time customer profiles across channels throughout the customer journey,” Skinner said. In addition, he says it can use AI to help build these experiences and augment marketer ideas.

Both companies have to pull in data from their own systems, as well as external systems to make this work. That kind of integration problem is one of the reasons that Salesforce bought Mulesoft last year for $6.5 billion, but Skinner says that Adobe is taking its own open API approach to the problem.”Adobe’s platform is open and extensible with APIs and an extensive partner ecosystem, so data and applications can really come from anywhere,” he said.

Regardless, both vendors are working hard to make this happen, and it will be interesting to see how each one plays to its strengths to bring this data together. It’s clearly going to be a huge data integration and security challenge, and both companies will have to move carefully to protect the data as they build this kind of system.


By Ron Miller

Clari platform aims to unify go-to-market operations data

Clari started out as a company that wanted to give sales teams more information about their sales process than could be found in the CRM database. Today, the company announced a much broader platform, one that can provide insight across sales, marketing and customer service to give a more unified view of a company’s go-to-market operations, all enhanced by AI.

Company co-founder and CEO Andy Byrne says this involves pulling together a variety of data and giving each department the insight to improve their mission. “We are analyzing large volumes of data found in various revenue systems — sales, marketing, customer success, etc. — and we’re using that data to provide a new platform that’s connecting up all of the different revenue departments,” Byrne told TechCrunch.

For sales that would mean driving more revenue. For marketing it would it involve more targeted plans to drive more sales, and for customer success it would be about increasing customer retention and reducing churn.

Screenshot: Clari

The company’s original idea when it launched in 2012 was looking at a range of data that touched the sales process such as email, calendars and the CRM database to bring together a broader view of sales than you could get by looking at the basic customer data stored in the CRM alone. The Clari data could tell the reps things like which deals would be most likely to close and which ones were at risk.

“We were taking all of these signals that had been historically disconnected from each other and we were connecting it all into a new interface for sales teams that’s very different than a CRM,” Byrne said.

Over time, that involved using AI and machine learning to make connections in the data that humans might not have been seeing. The company also found that customers were using the product to look at processes adjacent to sales, and they decided to formalize that and build connectors to relevant parts of the go-to-market system like marketing automation tools from Marketo or Eloqua and customer tools such as Dialpad, Gong.io and Salesloft.

With Clari’s approach, companies can get a unified view without manually pulling all this data together. The goal is to provide customers with a broad view of the to-to-market operation that isn’t possible looking at siloed systems.

The company has experienced tremendous growth over the last year leaping from 80 customers to 250. These include Okta and Alteryx, two companies that went public in recent years. Clari is based in the Bay area and has around 120 employees. It has raised over $60M. The most recent round was a $35 million Series C last May led by Tenaya Capital.


By Ron Miller

Campaign Monitor acquires email enterprise services Sailthru and Liveclicker

CM Group, the organization behind email-centric services like Campaign Monitor and Emma, today announced that it has acquired marketing automation firm Sailthru and the email personalization service Liveclicker. The group did not disclose the acquisition price but noted that the acquisition would bring in about $60 million in additional revenue and 540 new customers, including Bloomberg and Samsung. Both of these acquisitions quietly closed in 2018.

Compared to Sailthru, which had raised a total of about $250 million in venture funding before the acquisition, Liveclicker is a relatively small company that was bootstrapped and never raised any outside funding. Still, Liveclicker managed to attract customers like AT&T, Quicken Loans and TJX Companies by offering them the ability to personalize their email messages and tailor them to their customers.

Sailthru’s product portfolio is also quite a bit broader and includes similar email marketing tools, but also services to personalize mobile and web experiences, as well as tools to predict churn and make other retail-focused predictions.

“Sailthru and Liveclicker are extraordinary technologies capable of solving important marketing problems, and we will be making additional investments in the businesses to further accelerate their growth,” writes Wellford Dillard, CEO of CM Group. “Bringing these brands together makes it possible for us to provide marketers with the ideal solution for their needs as they navigate the complex and rapidly changing environments in which they operate.”

With this acquisition, the CM Group now has 500 employees and 300,000 customers.


By Frederic Lardinois

Seismic scores $100 million Series E investment on $1 billion valuation

Seismic has been helping companies create and manage their sales and marketing collateral since 2010. Today the company announced a $100 million Series E investment on a $1 billion valuation.

The round was led by Lightspeed Venture Partners and T Rowe Price. Existing investors General Atlantic, JMI Equity and Jackson Square Ventures also participated in the round. The company has now raised $179 million since inception.

What is attracting this level of investment is Seismic’s sales enablement tools, a kind of content management for sales and marketing. “What we’re trying to do with our technology is to help marketers who are striving to create the right content to help the sellers, and help sellers navigate all of the content out there and put together the right pieces and the right materials that are going to help them move the sales cycle along,” Seismic CEO and co-founder Doug Winter explained.

The inclusion of an investor like T Rowe Price often is a signal of IPO ambitions, and Winter acknowledged the connection, while pointing out that T Rowe Price is also a customer. “We do have a goal to be public-ready as a company that we are aiming for. We are the leader of the space, and we do feel like striving to be a public company and to be the first one in our space to go public. It’s a goal we are going to push for,” Winter told TechCrunch.

But he says taking this investment is more about taking advantage of market opportunity. The money gives Seismic the ability to expand to meet growing sales. Today, the company has more than 600 customers averaging more than $200,000 in spending, according to Winter.

The company acquired the Savo Group in May to help expand its market position. Seismic is based in San Diego with offices in Boston and Chicago (from the acquisition). It also opened offices in the UK and Australia earlier this year and plans further international with the new investment.  The company currently has more than 600 employees including 185 engineers and project managers, and plans to keep hiring as it puts this money to work.


By Ron Miller

Salesforce acquires Rebel, maker of ‘interactive’ email services, to expand its Marketing Cloud

Salesforce’s Marketing and Commerce Cloud is the company’s smallest division today, so to help beef it up, the company is making an acquisition to add in more features. Salesforce has acquired Rebel, a startup that develops interactive email services for businesses to enhance their direct marketing services: recipients of interactive emails can write reviews, shop and take other actions without leaving the messages to do so.

In an announcement on Rebel’s site, the startup said it will be joining Salesforce’s Marketing Cloud operation, which will integrate Rebel’s API-based services into its platform.

“With Rebel’s Mail and API solutions, brands, including Dollar Shave Club, L’Oreal and HelloFresh, turn emails into an extension of their website or app – collecting data, removing friction from the conversion process, and enhancing the customer experience. Rebel will enhance the power of Salesforce Marketing Clod and fundamentally change the way people interact with email,” the founders note. It sounds as if the company’s existing business will be wound down as part of the move.

Terms of the deal have not been disclosed in the Rebel announcement. We have contacted both the startup and Salesforce for further comment and to ask about the price. To date, Rebel — co-founded originally as Rebelmail by Joe Teplow and Trever Faden — had raised only about $3 million, with investors including Lerer Hippeau, Sinai Ventures, David Tisch, Gary Vaynerchuk, and others, so if the deal size is equally small, Salesforce likely will not be disclosing it.

Salesforce has made a number of acquisitions to build and expand its marketing services to compete with Adobe and others. Perhaps most notable of these was buying ExactTarget, one of its biggest-ever acquisitions, for $2.5 billion in 2013. (And according to some, it even wanted to buy Adobe at one point.) Competition has been heating up between the two, with Adobe most recently snapping up Marketo for $4.75 billion.

But on the other hand, marketing is currently Saleforce’s smallest division. It pulled in $452 million in revenues last quarter, putting it behind revenues for Sales Cloud ($1 billion), Service Cloud ($892 million) and Salesforce Platform ($712 million). Adding in interactive email functionality isn’t likely to float Marketing and Commerce Cloud to the top of that list, but it does show that Salesforce is trying to improve its products with more functionality for would-be and current customers.

Those customers have a lot of options these days, though, in targeting their own customers with rich email services. Microsoft and Google have both started to add in a lot more features into their own email products, with Outlook and Gmail supporting things like in-email payments and more. There are ways of building such solutions through your current direct marketing providers, or now directly using other avenues.

What will be interesting to see is whether Rebel continues to integrate with the plethora of email service providers it currently works with, or if Salesforce will keep the functionality for itself. Today Rebel’s partners include Oracle, SendGrid, Adobe, IBM, SailThru and, yes, Salesforce.

We’ll update this post as we learn more.


By Ingrid Lunden