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Social Enterprise

In my last post I discussed some of the announcements made at Dreamforce 2012 and the continuation of’s expansion deeper into the social enterprise space and other peripheral markets including marketing automation, performance management, cloud storage, and identity services. My last post ended with the suggestion that while may be spreading themselves thin by expanding into new competitive markets, they are quickly becoming one of the most well-positioned companies in the social enterprise market.

In his keynote speech to kick-off Dreamforce 2012, CEO Marc Benioff gave insights into not only the company’s road map, but also’s strategy to compete in the still-developing social enterprise market. What is doing with social enterprise isn’t new, but it does appear to be a smart approach to competing in the social business market against the other major players.

In an article in Business2Community, SAP VP of Social Media Audience Marketing, Ted Sapountzis laid out his view of the “Social Enterprise Software Stack”. Below is a slightly modified version of the original image in which I have highlighted’s presence in each of the sub-sectors (noted by a red circle), and adjusted the position of Radian6 because I believe its core functionalities span across both the Engagement and Monitoring/Analytics subsectors as defined in the details in Sapountzis’s follow-up post.

What the modified image below points out is that so far, has built or acquired their way into six of the eight sub-sectors laid out in this depiction of the “Social Enterprise Software Stack”.

Original image from Ted Sapountzis posted on Business2Community

Another depiction of the social business ecosystem is in “IDC’s Social Business Taxonomy,” in which they map-out the business processes, technologies, and technology sub-markets that have formed as these businesses begin to leverage social technology. Again, I have slightly modified their original image here to demonstrate’s presence in each of the social business markets and sub-markets. What you’ll also notice in this model (that aren’t included in the one above) are three of’s most recent acquisitions, ChoicePass, GoInstant, and ThinkFuse. Each of these companies has some technology that fits very nicely into this model of the ecosystem.

Social Enterprise Stack

Original image from IDC Social Business Taxonomy 2011

Another difference between the IDC image and Ted Sapountzis’s image is the presence of Enterprise Resource (ERM) and Digital Commerce as part of the social business market. I believe that the ERM sub-market is an important distinction, and one that is key to’s strategy in the social business market. In both depictions of the social business market the technologies and associated business processes are primarily “front office”. With the exception of HCM (Human Capital Management) and PPM (Project Portfolio Management), the rest of the sub markets are “front office” tools, which is where’s core bread and butter has always been.

Business is social, and now the way business gets done is becoming more social thanks to some of the great technologies in this market. And like, huge technology companies such as Oracle, Microsoft, and Google (among many others) are acquiring those technologies to make their own applications more social. Eventually, all business will be done with social-media-style applications, feeds, “like” buttons, profile walls, groups, and sharing, and we won’t be talking about the Social Enterprise market anymore because the term will become irrelevant. Today, however, there is still a very relevant race to become the company that can provide a social answer to all of our traditional business applications, including the back office.

From this reality comes the billion dollar question for companies in this race: what is the key leverage point? Which process or application will give them the most leverage and allow them to capture the most market share for their social applications before companies go to someone else’s? If the answer to that question is CRM, then may already have a leg up. But the answer could also be community/collaboration platforms such as Yammer, Jive, SAP Streamwork, and Salesforce Chatter. It could also be none of these. was not one of the first companies to enter the social enterprise market, and according to this IDC report their market share is tiny compared to their competitors. However, the company has managed to acquire most of the key pieces needed to build the current enterprise stack, and has begun integrating them into the business. It has also acquired several new technologies that gives it access to the social ERM space, a beachhead to a future social “back office”. Another thing it has going for it is broad access to the SaaS business market. According to Gartner, an estimated 35% of the CRM market is using a SaaS CRM, and with an estimated 16.7% of the total global market, surely has an even larger share of the SaaS market. This could indicate that customers are more likely to adopt new social technologies faster than others, much the same way they adopted SaaS and the “cloud”.

Watching the social enterprise market develop over the next five to ten years will certainly be exciting. With the market still taking shape, it is too early for any one vendor to claim dominance. What can be said however, is that the major software companies are all gearing up for the race, and I believe that has the potential to become one of the top social business vendors within the next five years.

Ori Yankelev is a Sales and Marketing Associate for OpenView Venture Partners, working with the firm’s portfolio on developing great business development and inside sales teams.

  • Don Fisher

    I do believe the next 5 years is going to be a heck-of- a ride for the “Cloud” For me, Google & Salesforce is changing my whole mode of operating as a consultant. So many years of just keeping Microsoft working for my clients, with little flexibility or “Apps”.Now, I feel like a 25 years old Geek again, but so many cool applications that can fit my clients needs, not the other way around.

    • orisfa

      Don, Thanks for sharing that perspective. I spent 2 years as a vendor in the IT channel selling to IT service providers, many of whom were really struggling to deal with that shift. What was shocking to me at first was how many of them chose not to embrace it and even to ignore it, because so much of their business was based on as you said “keeping microsoft working”. But, once you embrace new ways of doing things (social, mobile, cloud), and the new technologies that are out there, it opens up a whole world of new possibilities to add value a grow your business as a consultant.
      Thanks again,

  • Chris Williams

    For the record my company Vuuch is in
    this market. We see a very different picture. If social is going to add real
    value then the relationships must be contextualized. The social graph must
    contain business data, such as opportunities and complaints that come from CRM,
    but also Purchase orders, parts and products that are defined in ERP, as well
    as simple files like specifications and presentations. Basically the system
    must understand the why and how of the relationships. It is not enough to just know who follows
    who. Following this theme we think the most
    important connections are those connections made through the company’s
    products, as the processes related to the products offer the highest
    value. Imagine being able to see how
    customer complaints about a component of the product are resolved in the field
    and ultimately removed through redevelopment of the product. Social can provide improved execution and visibility,
    reuse of knowledge and insight – three inner related but different value
    opportunities. But this cannot come from
    an existing enterprise application as social cuts across all applications and users
    in the company. Social, like email will
    be standalone. But different than email,
    social will be integrated with existing enterprise applications.