Lamberts BBQ
Moonshine
La Condessa
Ranch 616
Chez Nous
Haddington’s
Peche
Second Kitchen
Trio
Congress Restaurant
Driskill
Thai Passion
Uchi
Gueros
Casino El Camino

Enjoy!

I’m excited to announce a company my co-founders and I have formed to go after a big market problem. Today we announced the launch and funding of my new company, Mass Relevance, co-founded with Brian Dainton and Eric Falcao. You can see early coverage at the Statesman, AustinStartup (more full story here) and TechCrunch. I foreshadowed this announcement with a market thesis post I just wrote, and the point that there’s a big content gap in the market.

Chloe Sladden on how Twitter and TV work well together

Also, there was a serendipitously-timed cover story in Fast Company on Twitter and TV that is at the bullseye of what Mass Relevance is doing, specifically serving entertainment and media. And you can see this blog post by Brian on how Twitter (and our product, TweetRiver) can help rescue live TV.

We will have our website up soon, with a Mass Relevance blog. In the meantime, I’ll update you here and on Twitter through @samdecker as well as @massrelevance.

Here’s the press release going out…

Social Marketing Innovator Sam Decker Launches New Company to Help Brands Achieve Real-Time Engagement

Mass Relevance Secures Nearly $2 Million in Series A Funding from FLOODGATE and Austin Ventures

Austin, Texas — December 21, 2010 – Social marketing innovator Sam Decker today unveiled Mass Relevance, a new company that helps consumer brands effectively use real-time social content to drive engagement on television, web, and mobile. Founded by Decker, a former Dell executive and founding CMO of Bazaarvoice, and joined by co-founders Brian Dainton and Eric Falcao, Mass Relevance is aimed at content and marketing executives who want to activate engaging experiences via real-time conversations, commentary and insights culled from millions of social activities taking place every moment around the globe. The company uniquely combines a cutting-edge social syndication technology that can instantly aggregate, curate and deliver the best content for any context with an enterprise SaaS infrastructure to meet the needs of the needs of the Fortune 500.

Decker, who will lead Mass Relevance as President and CEO, is known across the industry as a marketing innovator who pioneered social commerce as a category and delivered measurable results for 1,000 leading brands like Best Buy, Macy’s and Dell.

“The number one thing that I learned at Bazaarvoice is that people pay attention to content from others, and they will tune in to brands that facilitate this content as part of the experiences they create. However, given the overwhelming number of conversations coming in from all directions all at once, it’s often impossible to focus a lens on the ones that are most relevant for a given time, place, audience, and outcome. There is a tremendous opportunity to bring the most relevant content from the masses, to the masses – in real-time, wherever they spend their time.”

Mass Relevance also announced that it has secured nearly $2 million from FLOODGATE and Austin Ventures in a Series A round, and FLOODGATE’s Mike Maples, Jr. will take a seat on the Board of Directors. Mass Relevance has attracted tremendous interest from the venture community and the highly competitive round remains open for a few more strategic angel investors in the media and entertainment industry.

“Sam is a phenomenal executive who combines vision, leadership, and big results,” said Maples. “He built Dell.com into the largest consumer eCommerce site at $3.5 billion in annual sales, and helped drive Bazaarvoice from a tiny start-up to an established category leader. Now, with Mass Relevance, he has an opportunity to define and lead another new market as one of a select group of companies that bring social experiences to the enterprise. Curation is a concept whose time has come, and this team has the technology and vision to lead in this space and drive real business results.”

Mass Relevance Market Opportunity

An explosion of social experiences has hit the mainstream. Consumers are increasingly connected to people, brands and content through Facebook, Twitter, Foursquare, others – and contributing more and more content through mobile devices. Twitter hosts 30 million tweets about TV shows each day, and Facebook is expected to double in size from 500 million to 1 billion profiles in the next two years.
As social continues to grow exponentially, so does the challenge for brands, media, and retailers. Consumers are demanding that a growing percentage of their experience be geared towards content from their peers. However, interactions are becoming more fragmented, multiplying the complexity of engaging audiences. New opportunities to engage consumers exist – but success requires matching the right “useful” social content to the right audience in real time.

In this world where social is valued above all else, a platform to find, curate and display relevant social content is a tremendous competitive advantage for brands, media and retailers who want to attract an audience. Mass Relevance is uniquely positioned to help brands drive real-time engagement through social syndication that delivers the most relevant social content for a given context that includes time, place, audience and desired outcome. The company is the first to provide a complete stack of SaaS social aggregation, curation and syndication technology and services that allow brands to engage audiences with real-time content. These experiences deliver tangible engagement metrics like audience viewership, time on site, page views, ad views, conversions and sales.

Mass Relevance Leadership

Decker brings more than 17 years of leadership in digital marketing, social commerce, and start-up growth to his role as CEO of Mass Relevance, including the ability to precisely identify the emerging needs of businesses and innovate measurable, high-impact solutions to new challenges. As founding CMO of Bazaarvoice, Decker helped build the core platform of Bazaarvoice’s products and helped drive the company’s growth to category leader serving 1,000 brands. Before joining Bazaarvoice, he spent 7 years of leadership at Dell in the marketing, eBusiness and customer-centricity.  At Mass Relevance, he will work hand in hand with co-founders and premier Ruby developers Brian Dainton and Eric Falcao, who will serve as Director of Products and Director of Platform.

In addition, Decker has tapped the expertise of the thought leaders and visionaries who are defining the next era of media and content to serve on the Mass Relevance Advisory Board. These include: Ze Frank, one of the world’s foremost experts in the intersection of technology and creativity in web design, marketing, and new forms form of media; Jonah Bloom, former Editor of Ad Age and current CEO and Editor in Chief of Breaking Media; Brad Berens, Chief Content Officer for ad:tech, the iMedia Summits and the CMO Network and Senior Research Fellow at the USC Annenberg Center for the Digital Future; and Mike Edelhart, a long-standing media and Internet start-up investor and executive.

“Social Curation is an incredibly complex task, and the companies who nail it are the ones who end up making history,” said Ze Frank. “There will be a winner in this space, and I am excited to work with Sam to make sure it’s Mass Relevance.”

About Mass Relevance

Based in Austin, Texas, Mass Relevance helps entertainment, media, retail, and manufacturing brands drive real-time engagement through social syndication. The company is privately held with venture capital funding. For more information, please visit the company’s website at www.massrelevance.com.

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What does this mean for brands, media and retailers? As Mark Zuckerberg, CEO of Facebook, pointed out at the Web 2.0 conference in November, it means that we need to create experiences through the lenses of others. Businesses can create these unique experiences by adding content created by other people to their customer-facing real estate.

New Competitive Advantage: Relevant Social Syndication

The capability to find, curate and display relevant social content will become a competitive advantage for brands, media and retailers who want to attract an audience. If you miss out, the alternative is that the masses will turn elsewhere to find relevant content.

There are three rising movements happening in the market that explains where things are headed:

1) The generation of social content far exceeds the market’s capacity to consume it effectively. In other words, the availability of useful user generated content exceeds its audience. Moreover, social content is becoming more ‘real-time’ through Tweets, status updates, checkins, photo uploads, etc. Movement: Crowdsourcing & Realtime Web

2) While the production of content is increasingly outpacing its readership, audiences value social content far more than other sources. Therefore, it’s not a matter of supply exceeding demand, but rather the matching of the right supply to the right demand, when and where it is useful. Movement: Curation

3) There is a proliferation of digital customer interactions and displays. Our “eyeball time” is fragmented across many screens (Smartphone, Tablet, Web, TV, LCD Display). Further, the customer journey to purchasing is no longer linear. There’s a need to reach customers at multiple contact points throughout the purchase journey. Movement: Transmedia, “The Web is Dead”

These movements are interoperable, like gears, where networks and crowdsourcing produce real-time content, which drives the need for curation & display.

The Capabilities to Deliver Relevance

These movements demand capabilities to aggregate, curate and distribute relevant content to make experiences more engaging.

1. Aggregation is finding the right sources of content for a specific purpose. For example, with Twitter you could find tweets based on keywords, geo-location, accounts, lists, or your own favorite tweets. For the purpose of finding content about a football game, you may pull from keywords about the teams, lists about football, or tweets that occur within one mile from the stadium.

2. Curation is the process of automated and/or hand-selected filtering for the best content for a particular context. A context is a combination of time, place, audience and desired outcome. For example, consider the football game again. The experience for people watchinglive video of the game on the web would improve if they saw a stream of tweets next to game. The most relevant content is real-time conversation about the teams, the plays, and the game. Because it’s on the web (as opposed to watching on a TV), content with links would be relevant. The content would be even more relevant if you rejected vacuous posts, spammers, retweets, replies, or tweets that may mention a team but nothing about the game. You can also increase engagement by selecting or highlighting tweets from people in the stadium, press, celebrities, and so on.

One way to think of relevance is by thinking of a matrix with the task relevance on one axis and the social relevance on another axis. Task relevance is a measure of how relevant the information is to the context of the experience. Social relevance measures whether the message came from a business or another person. The most engaging experience has both social and task relevance. In the example above, viewers see real-time tweets about the game they are watching (task) from people that are fans (social).

3. Distribution is bringing the display or embedding of content into various experiences. First, the content has to be curated to match the context of where it is displayed, as described above. Second it has to be formatted to match the experience. In the example above, tweets about the football game are curated to include links, which work on the Web or mobile device, but would not be relevant if streamed ona LCD display or Jumbotron in the stadium. You can distribute curated content across multiple displays: Web, Jumbotron, LCD TV, mobile app, or sites. Properly formatted content that is delivered real-time dramatically improves engagement.

4. Participation is possible where a conversation occurs. It’s natural for someone to want to get involved in a conversation or interaction. This could take the form of Q&A, chat, sharing, voting, polling, or engaging in the conversation in some way. Ideally the participation is personally rewarding to the user as well as contributes to the conversation. Or, participation could simply be to allow a user to filter and curate a conversation.

5. Analytics allow you to see real-time or after-the-fact what happened in the conversation, how it contributed to the experience and the actions of the audience. This allows you to adjust the content and display to create participation.

How Relevance Drives Results

At the point where a brand wants to take over and control an experience they should facilitate participation and display curated content created by others. This strategy can deliver real brand and financial results:

Loyalty – If a customer has an engaging experience associated with your brand, they will remember that experience, the brand, and return to that experience. This can result in returning to a web site, using an app, or returning to a channel or location.

Time on Site & Page Views – Users are more likely to stay on a page or clickthrough to other experiences when you deliver content and engaging experiences through social content. In a media example, a stream of relevant tweets next to a web video increased advertising views (due to retaining users, reducing abandonment) by 700%. Let’s say you have 100,000 people start watching a web video, and a new ad is served every minute at $8 CPM. If you increase the average time on site from 8 minutes to 56 minutes you would earn an additional $38.4k from these people.

Conversion — In a retail example, imagine displaying tweets about the product to the customer. If 50% of 100,000 visitors a day to an ecommerce site view tweets on products or brands, and that brings the typical 3% site conversion up to 4% for that audience (with average order value of $200), you’d see $100k in additional revenue per day, or $36.5M for the year. At 15% gross margin, that’s $5.47M of incremental profit.

Participation – Seeing participatory, social content from others has a herd effect encouraging others to contribute and participate. This can take the form of writing a review, posting a tweet, or following or liking a brand. In the video example above, imagine if the 100,000 viewers see tweets next to a video, and the followers of that team or brand are highlighted in the stream of content. An “ego trap” to want to see one’s content — or “name in lights” — encourages people to follow the brand and post content that will be highlighted. People contribute to experience their “15 seconds of fame”. It’s feasible that 5% of this audience, or 5,000 viewers, would follow or like the brand.

What’s Coming?

There is an exponential growth of social content. In addition, consumer expectations are rising to have real-time and relevant experiences in various contexts. What’s coming is an opportunity to tap into this mass of real-time content, to find relevance from the masses, and to bring relevance to the masses wherever they are. What’s coming? Mass Relevance. Stay Tuned.

First, the good news. Brands are starting to ‘listen’ to what people are saying. There are great listening and social media management platforms available, such as Spredfast (plug disclosure…I’m an advisor). However, it’s typically a few people inside the company that are paying attention to user generated content. There’s still a long way to go to make this listening penetrate the depths of an organization to achieve what I call “Customer Oxygen”.

Then, there’s the analytics. There are a lot of ways to analyze the data of what people are saying. Many solutions are out there. The gap here is in making the analysis actionable and operational.

But then, once the listening and analysis is going, brands have the biggest challenge with content. What do they say? How do they say it? They have difficulty finding their ‘social voice’, and figuring out what to say where.
This is the big content gap.

There are two ways to solve this, not mutually exlusive. First, they can improve their own voice through training and making social interaction with customers part of more people’s job. But second, and more importantly, they can be facilitators of the voice of customers that are already occurring.

People are already out there talking about topics, brands, and people at an exponentially increasing rate. There is far more user generated content by the mass of minority than can be consumed by the mass majority. Yet, there is a high degree of interest to read social and user generated content as long as it’s relevant.

Let’s face it, we value the unbiased, relevant, and raw voice of our fellow ‘man’. So the question is how to aggregate, curate and display those voices in the right places and right context to engage customers. The content from others fills the big content gap, both in cost of creation and in credible relevance, to attract new customers.

Already there are a lot of competitors with Groupon, and more several that are headed toward even more niche group buying capabilities, focused by interest, small city, or people groups. The group buying strategy will continue, and so will the conversation about this. But the model of giving a significant (50%+) discount on goods and services has its dangers. So it piqued my curiosity to analyze this from an economic perspective.

On the plus side, this is a pay-for-performance approach to customer acquisitions. And it’s a sudden and (mostly) predictable burst of new customers and revenue.

On the cautionary side, you’re paying for that acquisition with negative margin. Do business owners really know (or at least rationally evaluate) the complete profitability of these customers?  If I were doing this, I’d look as much as possible at the total economic impact, as there are some overlooked aspects to this type of promotion.

A fascinating study on Groupon effectiveness by Utpal Dholakia of Rice University cited that 66% of small business owners report Groupon to be profitable. In discussing this with him, that figure is a self-reported, which is valud to understand how the owners think about the outcome. It is natural for an owner to believe and report they made a profitable decision. But this is not to say that 66% of Groupon promotions actually are profitable. I would assert most small business owners were not instrumented or had taken the time to fully analyze profitability.

Utpal and I agree that the analysis for full profitability may not be possible for the average small business owner. Epsecially at the detail I’m about to outline. However, if I were running a business, I’d at least want to logically think through the assumptions of profitability and measure what I could…otherwise, I would be headed down a slippery slope.

This kind of customer acquisition can become a ‘drug’ to a business looking for revenue, and yet the total P&L impact may not be understood. Groupon reports that 95% of businesses would run Groupon again, though Utpal’s study suggests it’s more like 68%. Both are self reported figures. How many actually DID use Groupon again? I digress.

Let’s use a fictitious example to walk through what the “ideal” analysis would include.

Assume you’re the owner of a spa salon and you offer a coupon of $50 for $100 of spa services (to make it easy), and you sell 1,000 of them.

You get $25 from each sale (because typically 50% of the $50 goes to the group buying site). If you had 50% margin on the $100 list price, then you’re losing $25 on each deal and 1,000 of these coupons is costing you $25,000 in negative margin.

On the plus side you’ve acquired 1,000 new customers. However, how many of those actually ‘new’? This is the first key assumption and the maturity and visibility of your company will be important in determining this value. Let’s assume 20% of those who received the coupon would’ve bought at full price. That’s 200 customers that would’ve given you $10k in margin, but instead cost you $5,000. That’s a $15k net swing.

The remaining customers are new, 800 customers that cost you $20k in negative margin But, how many will buy again at full price over the year? This is another key assumption and the type of business you have an the kind of service or product you provide have impact on the lifetime value calculation. For this exercise let’s assume 20% of the 800 new customers will come back and spend $100 in services again three more times in the year. That’s 160 customers driving $150/yr in margin (3x $50 margin) = $24k in margin.

Here’s the margin math so far:

200 existing customers in lost margin = -$15k

640 customers who won’t come back = -$16k

160 customers with 3x 1yr full margin value = +$24k

It’s unprofitable soi far. Ah, but we’re not done!

How many of the 1,000 customers never redeemed the coupon? Let’s assume 10% don’t execute on the coupon before it expires. That’s 100 coupon purchases where you get $25 each with no cost of goods, $2,500 in positive margin.

Now, how many of the 900 customers who DO redeem buy something else when they turn in the coupon? Let’s assume 30% of those customers spend 30% more. that’s 180 customers spending $30 in full margin ($15) = $2,700 positive margin.

And, what’s the brand recognition worth of the campaign itself? This is the most difficult to measure and understand. Yet it’s probably the assumption Groupon wants you to believe in the most, which is one of the reasons they invest in great copywriting for their offers. There are a lot of assumptions to think through on this…how many are seeing the promotion, how well is your company marketed, how many of the audience already knew about your business, what’s the acquisition opportunity of this kind of awareness-building, etc.? For the sake of this exercise, let’s just assume that 25,000 people see this promotion and 1% of that audience will visit you at full price, assuming the same $100 of service they purchase 4x a year. That’s 250 new customers spending $400 ($200 in margin) = $50,000 in margin.

Ok, so let’s net out the total economic impact:

200 existing customers in lost margin = -$15k

640 coupon customers who won’t come back = -$16k

160 customers with 3x 1yr full margin value = +$24k

100 coupons not redeemed = $2,500

180 customers buy more on site = $2,700

250 new full margin customers from campaign awareness = $50,000

Total margin impact for year: $48,200

I haven’t touched on the possible word of mouth impact from customers that experience the product/service (see my Mashable article) or value of acquiring customer data, or value of learning something from these customers.

Now, there are a ton of assumptions in this exercise you can argue. I just made these numbers up.  If the awareness didn’t bring any customers in after the coupon, the example is not profitable. The point is to illustrate the factors to think through and debate with yourself.

Also, every business is different, every group buying site campaign is different, and you could do it at different times of the year which would all effect the economic outcome. The one-year value of doing a group buy coupon could be negative margin as much as it could be positive margin in this exercise.

For example, when Groupon did the Gap promotion, perhaps the % of customers that would’ve bought from them anyway is much higher.  Everyone is aware of Gap, so I doubt they got as much upside on the awareness building from the campaign. If anything, they may have told customers that it’s possible to get a better deal at Gap if you look for a coupon or wait, so perhaps they lost a higher percentage of full margin customers. The turnout for Gap may have been very bad from a one-year margin calculation and a brand impact. Or, perhaps the majority of people who redeemed coupon spent twice as much at full margin and therefore they didn’t lose money. Though I still question the incremental lifetime value opportunity from these customers. In my experience coupon users are discount shoppers. The thrill is in getting the best possible deal, so money spent beyond the coupon is not a deal.

The point is there are a lot of factors that go into the determination if this is a good strategy for one business vs. another.  Here are some factors I would consider if I were a small business considering if a group buying strategy was worthwhile:

1. Awareness – if your company already has high awareness in your market then the awareness building benefit of the group buying campaign is less positive. Further, if you have high awareness, than the % of existing customers who buy with a coupon could be high.
2. Repeat Business – Do you have a business that has repeat customers? 50% off a vehicle registration service is not as good as 50% off a haircut. If you have repeat business, then you have a higher likelihood (and of calculating) for lifetime value of a customer acquired.
3. Differentiation – How differentiated is your business, product and/or service. If you’re a burger joint as good as many others, than customers may take you up on your coupon, but go to the next burger joint with a coupon next time.
4. Word of Mouth – Related to repeat business, what is the likelihood that someone who experiences your business at a discount will be delighted, and how word-of-mouth-worthy is your experience. Interestingly, Certain types of businesses or products can have a higher word of mouth quotient than others. A zip line company has more WOM than a nail salon. And customer experience matters. Uptal’s research reports that if employees were happy with the incoming customers, the owner was more likely to believe the promotion was profitable. Things like group-buying sites will require businesses to create better products and services, otherwise you will lose the LTV benefits of acquiring customers. See my Mashable article.
5. Upsells – What’s the likelihood people who come in with a coupon will buy more at full price? The type of product and service will make a difference, as much as how upsells are executed. According to Utpal’s study,
6. Breakage – what is the likelihood people will not execute on the coupon? Are you far away; is the dollar amount small, is scheduling involved?
7. Data – How much data can you capture about the customer? That enables you to remarket (assuming you do so) and raise the return business assumption. And what is your ability to capture and analyze the measurements above? This doesn’t change the outcome, but it does better inform you if you should do it again. Otherwise, it may be too tempting to do something like this again that could put you out of business.

Of course, I didn’t calculate your time and opportunity cost to evaluate, execute and analyze all this to determine if you should do a group discount. Add that to the mix as well!

Again, I don’t assume small business owners can or will go to this level of detail in analysis. The point is to consider the characteristics above, to go through a rational decision making process, and then measure what you can to determine how to use group buying.

Here’s the problem though. The cycle of learning what works, of failing fast, of cycling through tests to optimize online return is too slow. Some of this is cultural, but it is also because tools are clumsy. Until now.

A few months ago I saw a demo of Monetate. I was blown away, and I’ve been in this business a long time. I pursued the board and CEO of Monetate to get involved, because I am truly excited about what they have and where they’re going. I think they’re a hidden secret in ecommerce, and the smartest marketers I know are using them at QVC and Urban Outfitters. Sorry Alex and Dmitri to let your secret out!

Here’s what they do in a nutshell. First, here’s what you have to do. Put one line of javascript code on your site (much like you’ve already done with Coremetrics or Google Analytics). That’s it. What they do is everything else. You can literally change or rewrite any part of any page. Image overlays, ratings, functionality, banners, pricing, etc. They provide expertise to run different tests and segmentations. You want to change a banner on your site based on people experiencing sunny weather right now? You want to add functionality that IT is taking too long to implement? You want to trial 10 of the features you plan for your site redesign? Done, Done, Done.

As you can see, I’m excited about this company. I’m joining their board and hoping to see the ecommerce world beat a path to their door. As CMOs and VPs of ecommerce struggle for resources and attention in a multi-channel world, I truly believe an elegant capability like Monetate to test, target, segment, personalize and merchandise, and analyze is the key to online growth and culture change. In essence, it turns web site managers, content manager, web producers, and merchandisers into “margin makers”, democratizing the P&L impact any individual can make.

Check them out: www.monetate.com

Here’s the release:

Monetate Welcomes Dell Veteran and Bazaarvoice CMO Sam Decker to Board of Directors

Seasoned eCommerce expert brings enormous digital marketing and company growth expertise to testing, targeting, and personalization leader

Philadelphia, PA / September 22, 2010 – Monetate, the leading independent provider of testing, targeting, and personalization for websites, today announced it has appointed Sam Decker, Chief Marketing Officer of Bazaarvoice and former Dell marketing executive, to the company’s Board of Directors. Sam brings more than 17 years of industry leadership in digital marketing, social commerce, and start-up growth experience to Monetate, including an unparalleled ability to precisely identify the evolving needs of marketers and innovate measurable, high-impact solutions to emerging challenges.

“We are delighted to gain the expertise and guidance of a visionary eCommerce expert of Sam’s stature,” said David Brussin, Founder and CEO of Monetate (www.monetate.com).

Added Brussin, “Sam brings enormous experience in building companies that have become market leaders, most recently playing a key role in Bazaarvoice’s spectacular growth to over 950 clients worldwide. He also stands apart for having a unique vision and platform, as a blogger, an author and the architect of categories like social commerce that have come to dominate the online landscape. His expertise will be invaluable to Monetate as we expand to serve our rapidly growing customer base.”

Sam Decker is a recognized expert in eCommerce, word of mouth marketing, and direct marketing. As founding Chief Marketing Officer at Bazaarvoice, Sam helped build the core platform of Bazaarvoice products and led the company’s marketing efforts resulting in them becoming the category leader in Social Commerce.

Before joining Bazaarvoice, Sam spent seven years of leadership at Dell, Inc. in marketing, eBusiness, CRM, and customer-centricity. From 1999-2003, he led Dell’s consumer website, building Dell.com into the largest consumer eCommerce site at $3.5B in annual sales, and established global best practices in merchandising, analytics, product management, and operations. Later he directed marketing for Dell’s $1B+ installed-based marketing division, responsible for eBusiness, marketing communications and brand management.

Sam is a frequent speaker at marketing and eCommerce events and author of an award-winning marketing blog (www.deckermarketing.com) and a bi-weekly ClickZ column on social commerce (http://bit.ly/SDClickZ). Sam has authored two books on word-of-mouth and guerrilla marketing. He serves on the board of the Word of Mouth Marketing Association (WOMMA) and the board of advisors for the Web Analytics Association.

“Monetate has had an extraordinary amount of success for a young company, with clients such as QVC and Urban Outfitters.” said Decker. “They are one of the most exciting companies in eCommerce and digital marketing right now, with a full service solution that creates indisputable results for their clients. I am very excited to join the team as they reinvent testing, targeting
and personalization that revolves entirely around the customer and their needs.”

About Monetate

Monetate is the leading independent provider of testing, targeting, and personalization for websites. Every day, major retailers like QVC and Urban Outfitters use Monetate to make the most of their online marketing dollars and optimize their website investments. Monetate helps marketers test product pitches and eCommerce site features, then accurately target messaging and personalized offers to specific audience segments, anywhere on the site, without using any internal IT resources. Based in Philadelphia and serving a growing list of Internet Retailer Top 500 companies, Monetate is a Coremetrics Partner, an eTail Preferred Solution Provider, and a member of Shop.org.

Media Contacts: Stephen Cobb
Marketing Evangelist
Email scobb at cobb dot com

Source: Monetate, Inc.
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Phone: 484-323-6313
Fax: 484-323-6311

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Blog: http://www.monetate.com/blog
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