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Forrester Research, Inc., 60 Acorn Park Drive, Cambridge, MA 02140 USA Tel: +1 617.613.6000 | Fax: +1 617.613.5000 | www.forrester.com

The Forrester Wave™: Social DepthPlatforms, Q3 2013by Kim Celestre and Zachary Reiss-Davis, July 9, 2013

For: Marketing

Leadership

Professionals

KEY TAKEAWAYS

Marketers Seek Better Ways To Tell Their Product’s Story

Marketers need to provide buyers with dynamic, customer-centric destinations

that encourage user-generated content and acilitate interactions rather than withstatic, company-centric web pages. Social depth platorms meet this need by helping

companies deploy online communities and related social capabilities on their websites

and microsites.

Social Depth And Community Platform Vendors Provide Features That

Add Depth

Community platorm and social marketing technology vendors provide eatures that

help marketers launch and moderate online discussions, import and publish user-

generated content, and manage and track community actions.

Customization, Integrations, And Analytics Are The Key Differentiators

Community platorm eatures such as discussion boards, ratings and reviews, and orums

are now table stakes, and this has led vendors to seek new ways to differentiate. Te

vendors that led this Wave™ stand out in three areas crucial to marketers: customization

o eatures, integrations with other marketing platorms, and robust analytics.

http://www.forrester.com/


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© 2013, Forrester Research, Inc. All rights reserved. Unauthorized reproduction is strictly prohibited. Information is based on best available

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purchase reprints of this document, please email [email protected]. For additional information, go to www.forrester.com.

FOR MARKETING LEADERSHIP PROFESSIONALS

WHY READ THIS REPORT

In Forrester’s 57-criteria evaluation o social depth platorms (SDPs), we identified the nine most

significant vendors — Acquia, Bazaarvoice, Get Satisaction, Jive Sofware, Lithium echnologies, Liveyre,

Mzinga, Pluck, and elligent Systems — in the category and researched, analyzed, and scored them. Tis

report details our findings about how well each vendor ulfills our criteria and where the vendors stand in

relation to each other; it is designed to help marketing proessionals select the right technology partner to

manage their social activities on their own branded website, microsite, or online community.

Table Of Contents

Marketers Seek Better Ways To Tell Their

Product Story Online

Social Depth Platforms Catalyze Activity That

Adds Depth To A Brand’s Story

What We Required From Vendors To Qualify

For This Evaluation

Our Evaluation Considered Current Offering,

Strategy, And Market PresenceSDP Vendors Strive To Differentiate In A

Mature Market

Vendor Profiles

Leaders

Strong Performers

Contenders

Supplemental Material

Notes & Resources

Forrester conducted product evaluations

with nine vendor companies in Q2 2013:

Acquia, Bazaarvoice, Get Satisfaction, Jive,

Lithium Technologies, Livefyre, Mzinga,

Pluck, and Telligent Systems.

Related Research Documents

Align Your B2B Community Marketing With

Your Customers’ Life Cycle April 22, 2013

The ROI Of “Owner” Communities

February 14, 2013

Mix Art And Science For Marketing Success

January 14, 2013

CLICK: A Design Framework For Online B2B

Communities

August 6, 2012

The Forrester Wave™: Social Depth Platforms, Q3 2013We Evaluate Nine Community And Social Depth Marketing Technology Providers ThatHelp Turn A Brand’s Website Into A Social Hub

by Kim Celestre and Zachary Reiss-Davis

with David Truog and Sarah Takvorian

2

3

5

8

11

JULY 9, 2013

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The Forrester Wave™: Social Depth Platforms, Q3 2013 2

© 2013, Forrester Research, Inc. Reproduction Prohibited July 9, 2013

MARKETERS SEEK BETTER WAYS TO TELL THEIR PRODUCT STORY ONLINE

Marketers have invested significant budget and resources to make their websites content-rich

destinations that effectively tell stories about their brands, products, and offerings. And with the

prolieration o social media, marketers strive to incorporate social eatures that help transorm their

static, company-centric websites into dynamic, customer-centric destinations that 1) encourage

user-generated content, and 2) acilitate interactions between their company’s brand and potential

customers. Tis is because:

■ Te Internet is the No. 1 destination for exploration. When exploring a product or service,more than hal o online consumers who have made a recent purchase use the Internet as a

primary research tool.1 During this process, these individuals ofen wind up on a brand’s website

seeking deeper content to help them make purchase decisions. Teir secondary research tool is

the actual retail store or a sales rep. So websites that are optimized or exploration will ultimately

influence an online or in-person purchase.

■ Social activity attracts site visitors. Marketers find that having an active online communitymakes their sites more likely to rank high in search engine results pages. So the more social

activity on a brand’s site, the more individuals will discover the brand through online searches.

And by moving social activity into domains that they control, marketers can drive more traffic

to their brand’s home page.

■ User-generated content favorably influences buying behavior. Ratings, reviews, comments,and other content rom users — rather than just your brand — strongly influence buying

behavior. In act, 50% o individuals preer to buy products or services rom websites that allow

customers to post ratings and reviews.2 Because big consumer packaged goods (CPG) brandsand retailers have figured this out, most incorporate ratings and reviews directly into their own

branded web pages or import them rom external review sites — and companies rom other

industries, including business-to-business (B2B) companies, are increasingly investigating how

to use ratings and reviews to influence purchases.

Social Depth Platforms Catalyze Activity That Adds Depth To A Brand’s Story

Vendors have evolved their offerings rom basic discussion orum tools to robust online community

platorms that enable up to millions o users to interact, create content, and engage with a brand

on its own community website. Some marketers have taken this one step urther by incorporating

standalone community widgets and social applications into their brands’ home pages and product

pages. Forrester now reers to these community and social technologies as social depth platorms:

Social depth platforms are technologies that add social content and experiences to marketing sites.


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Social depth platorms allow marketers to:

■ Launch and moderate online discussions. Marketers have primarily deployed social depth

platorms to provide online venues where their customers can ask questions, seek support, andshare their experiences o the brand’s products and services. But increasingly, marketers seek

ways to expose these discussions to prospective buyers, too, who visit their website to explore

and gather inormation to inorm a uture purchase decision. Social depth platorms provide

both private (i.e., “gated”) communities and the ability to publish community content on the

home page and product page(s).

■ Import and publish user-generated content. In addition to the vendor’s owned content,prospective buyers seek out content rom peers when visiting a brand’s web pages. Social depth

platorms acilitate the process o importing user-generated content rom third-party social

networks (e.g., Facebook, Pinterest, and witter) and rom the brand’s own online community.

Tis content can be viewed through real-time streams and curation on the brand’s web pages,

turning the website into a public social hub. SDPs also let marketers incorporate user-generated

comments, ratings, and reviews directly on the brand’s product and community pages.

■ Manage and track community actions. SDPs provide administrative consoles that allowmarketers and community managers to set permissions, moderate actions, and analyze

user activity. Te platorms also generate standard and custom reports and dashboards that

marketers can use to present the community’s perormance to internal stakeholders.

Te SDP space is rapidly evolving as marketers seek to consolidate multiple technology platorms

that overlap in eatures and unctionality and thereore drain internal resources. In response tothis need or an end-to-end solution, traditional online community vendors have extended their

platorm capabilities by snapping up other vendors, integrating with marketing systems, and

partnering with technology vendors.3 Other user-generated content platorm providers are also

seeking ways to extend their platorms by adding more community-like eatures to their offerings.

What does this mean to marketers? Tese platorms will continue to become more robust and

integrated, eventually eliminating the need or multiple, disparate technologies.

WHAT WE REQUIRED FROM VENDORS TO QUALIFY FOR THIS EVALUATION

o assess the state o the social depth platorm market and see how the vendors stack up against

each other, Forrester evaluated the strengths and weaknesses o top social depth platorm vendors

(see Figure 1).

Forrester included nine vendors in the assessment: Acquia, Bazaarvoice, Get Satisaction, Jive,

Lithium echnologies, Liveyre, Mzinga, Pluck, and elligent Systems. Tese vendors were selected

or their ability to provide:


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■ Externally facing social features to a brand’s “owned” website. We included in this evaluationonly vendors with active customers that currently use the platorm to deploy externally acing

communities. Vendors must also have the ability to add social eatures such as blogs, social

network eeds, and ratings and reviews to the brand’s home and product pages.

■ A platform that can be integrated with other marketing systems. We also required that the vendor’s platorm have the ability to be integrated with at least one marketing platorm (e.g.,

marketing automation, customer relationship management system, or analytics platorm).

■ Large deployments with big brands. We required that vendors have at least 10 customers withknown business-to-consumer (B2C) and/or B2B brands that have deployed communities with

more than 200,000 members or users. At least 15% o each vendor’s customers must have over

$1 billion in revenue.

■ Strong market presence. We included vendors that have at least 100 active, named accounts.We also included vendors that Forrester clients have considered or implementing social depth

capabilities on their own brands’ websites.

Figure 1 Evaluated Vendors: Product Inormation And Selection Criteria

Source: Forrester Research, Inc.

Vendor

Acquia

Bazaarvoice

Get Satisfaction

Jive Software

Lithium Technologies

Livefyre

Mzinga

Pluck

Telligent Systems

Product evaluated

Drupal Commons

Bazaarvoice Conversations

Get Satisfaction

Jive

Lithium Social Customer Experience Platform

StreamHub

OmniSocial Engaged

Pluck

Telligent Community

Product version

evaluated

3.2

NA

NA

Jive 7

Spring 2013

NA

NA

5.4

7.5

Version

release date

April 2013

April 2013

April 2013

April 2013

April 2013

April 2013

April 2013

April 2013

April 2013

Vendor selection criteria

The vendor offers the ability to add external-facing social features to the website.

The vendor has the capacity to integrate with at least one marketing platform.

The vendor has at least 15% of customers with over $1 billion in revenue and at least 10 customers withcommunities of more than 200,000 members or users.

The vendor has a minimum of 100 active, named accounts.


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Our Evaluation Considered Current Offering, Strategy, And Market Presence

Afer examining past research and user need assessments and interviewing industry experts and

vendors, we developed a comprehensive set o 57 evaluation criteria. We evaluated vendors against

these criteria, which we grouped into three high-level categories:

■ Current offering. We evaluated each vendor’s capabilities to help marketers add social andcommunity eatures to their brand’s owned web properties. We assessed how each vendor

perormed across the entire range o social depth platorm tasks. We studied how many SDP

eatures each platorm can provide and how well they perorm those unctions.

■ Strategy. We examined the strength, experience, and vision o each company’s executive teamand what proessional services and strategic services it offers and collected inormation on client

satisaction. We also assessed each vendor’s product development road map and how the vendor

is evolving its platorm to better connect digital, social, and mobile channels.

■ Market presence. Last, we examined each vendor’s overall size and marketing position based onthe number and size o its clients and deployments, 2012 revenue, existing partnerships, global

presence, and customer retention.

SDP VENDORS STRIVE TO DIFFERENTIATE IN A MATURE MARKET

Te evaluation uncovered a market in which (see Figure 2):

■ Lithium echnologies, Jive, Bazaarvoice, and Acquia are Leaders. Lithium echnologies

maintains its position as a Leader due to a combination o marketer-riendly admin consoleand community eatures, its social marketing thought leadership, and its breadth o marketing

platorm integrations, all o which provide marketers with a cohesive end-to-end solution.4

Jive continues to maintain its leadership position with its robust set o community platorm

eatures, strong services offerings, and healthy financials. Bazaarvoice is also a Leader due to the

platorm’s strong ratings and reviews capabilities and its usability and administrative eatures,

but it lacks basic community eatures that the other SRP providers offer. Acquia provides

marketers with a large ecosystem o application programming interaces (APIs) and widgets

that provide many options or easy customization o a community or website. In Forrester

interviews, customers praised all o these vendors or the administrative eatures and ease o use

o their platorms. Tree out o our o our Leaders offer above-average analytics eatures that

them apart rom other vendors in this evaluation.

■ elligent Systems, Get Satisfaction, and Pluck offer competitive options. Get Satisaction,Pluck, and elligent Systems all hold positions in the Strong Perormer category. All vendors

in this category have solid leadership teams, healthy customer ecosystems, and extensive

services offerings. However, usability and integration capabilities vary widely. wo vendors


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offer multiple out-o-the-box plug-ins or all types o marketing platorm integrations, while

the third primarily provides integrations through proessional services. Vendors also differ on

their industry ocus. For example, one vendor ocuses primarily on large B2C retailers, but

others ocus on the B2B high technology segment. Marketers must establish clear priorities andobjectives or their social depth marketing strategy to select the best-fit vendor in the Strong

Perormer category.

■ Livefyre and Mzinga are Contenders. Liveyre and Mzinga offer very different platorms thateach ocus on specific SDP eatures. Liveyre provides real-time, user-generated content streams

and comments that can be plugged into a brand’s website but has essentially no traditional

online community platorm eatures such as discussion orums or basic content search. Mzinga

provides basic community eatures that can be implemented on both private communities and

on a brand’s website but lacks the advanced eatures that other community platorms in the SDP

space provide, such as sharing, rich media, and mobile. Marketers who seek a quick, lightweight

community platorm may preer Mzinga over other providers. Marketers who need no more

than the minimal set o discussion eatures and have customers that create a high volume o

user-generated content online may turn to Liveyre, which provides user-generated content

(UGC) streams and curation in real time.

Tis evaluation o the social depth platorm market is intended to be a starting point only. We

encourage clients to view detailed product evaluations and adapt criteria weightings to fit their

individual needs through the Forrester Wave™ Excel-based vendor comparison tool.


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Figure 2 Forrester Wave™: Social Depth Platorms, Q3 ’13


Go online to download

the Forrester Wave tool

for more detailed product

evaluations, feature

comparisons, and

customizable rankings.

Risky

Bets Contenders Leaders

Strong

Performers

StrategyWeak Strong

Current

offering

Weak

Strong

Market presence

Mzinga

Livefyre

Pluck

Get Satisfaction

Telligent Systems

Acquia

Bazaarvoice

JiveSoftware

Lithium Technologies


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Figure 2 Forrester Wave™: Social Depth Platorms, Q3 ’13 (Cont.)


A c q u i a

B a z a a r v o i c e

G e t S a t i s f a c t i o n

J i v e S o f t w a r e

L i t h i u m T e c h n o l o g

i e s

L i v e f y r e

M z i n g a

P l u c k

CURRENT OFFERING

Platform

Features

Integration

Usability

Services

Pricing

STRATEGY

Leadership

Other staff

MARKET PRESENCE

Financial strength

Customers

3.51

3.15

2.66

4.65

4.50

2.50

0.00

3.52

3.40

4.00

3.10

2.75

3.45

F o r r e s t e r ’ s

W e i g h t i n g

50%

20%

25%

25%

15%

15%

0%

50%

80%

20%

0%

50%

50%

3.32

4.00

2.88

1.95

5.00

3.75

0.00

3.88

3.60

5.00

4.45

4.75

4.15

2.83

3.15

2.78

1.95

4.00

2.75

0.00

2.92

3.40

1.00

2.83

2.00

3.65

3.62

3.60

3.95

2.85

3.50

4.50

0.00

4.44

4.30

5.00

3.75

4.50

3.00

3.92

4.65

3.67

3.65

3.50

4.25

0.00

4.66

4.70

4.50

3.10

2.50

3.70

2.49

2.90

2.82

1.20

3.50

2.50

0.00

2.54

2.80

1.50

2.55

2.00

3.10

2.05

1.85

1.80

1.90

1.50

3.50

0.00

2.30

2.50

1.50

1.43

1.00

1.85

2.58

2.45

3.57

2.25

1.00

3.25

0.00

2.74

3.30

0.50

4.23

4.25

4.20

T e l l i g e n t S y s t e m s

3.43

4.15

4.15

3.10

2.50

2.75

0.00

3.38

3.60

2.50

2.30

1.00

3.60

All scores are based on a scale of 0 (weak) to 5 (strong).

VENDOR PROFILES

Leaders

■ Lithium echnologies enhances its social depth offerings, leaving others in the dust. Lithiumcontinues to make its vision o providing the “one social platorm” a reality or marketers

through its acquisition o Social Dynamx in 2012 and continued enhancements to admin

eatures and customizable community capabilities. Key differentiators include its ability to

acilitate crowdsourcing o user-generated content (i.e., “ribal Knowledge”) and its advanced

search engine optimization (SEO) and analytics platorm, to name a ew. Customers find the

Lithium community platorm to be marketer-riendly and intuitive, with lots o out-o-the-

box eatures such as influencer identification and gamification. Customers also praise Lithium

or being a “true partner” and give the vendor high marks or its strategic, proessional, and

management services.


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■ Jive leverages its expertise in employee collaboration communities. Jive has increased itsocus on externally acing communities and applied its collaboration expertise to provide

marketers with a high-quality solution. Existing customers who have used Jive or internal

collaboration also find Jive attractive or externally acing communities, since it provides them

with a 360-degree view o activity. Jive is also notable or its out-o-the-box analytics capabilities,

which allow a marketer to drill down and “slice and dice” the data. Jive’s main strengths are

the platorm’s customizable administration eatures, using its drag-and-drop unctionality;

its collaboration eatures (enhanced by Innovation Jam templates, available through the Jive

Application Marketplace); content search options; and out-o-the-box gamification. o round

out its offering, Jive provides extensive proessional services and account management.

■ Bazaarvoice continues to improve and evolve its ratings and reviews platform. Bazaarvoice iswidely known or its ratings and reviews platorm, which has been deployed by many big brands

with large product catalogs. Te vendor continues to extend its platorm as it pursues its visiono the Bazaarvoice Shopper Network, which connects 400 million monthly unique customers

that share eedback on tens o millions o products on a single network. It also is ocusing on its

campaigns offering, which is still gaining traction among its customers. In addition to ratings

and reviews, Bazaarvoice’s top strengths are marketer-riendly administration tools, robust

analytics, and mobile capabilities. Customers praise Bazaarvoice or its strategic guidance and

dedicated employees.

■ Acquia provides marketers with a flexible and customizable community platform. Drupal’sree Drupal Commons platorm has gained rapid adoption among companies that appreciate

the flexibility o the platorm to meet marketers’ specific needs. One o Acquia’s primary

strengths is its large and active developer ecosystem, which includes comprehensive sets osofware development kits (SDKs), APIs, and about 2,000 Drupal modules that allow a marketer

to easily customize a community or the social elements o a site. Acquia provides the best

integration options o all the vendors we evaluated. Customers touted Acquia Drupal Commons

or its flexibility, ease o use, and high return on investment. Marketers who are comortable

deploying a ree open source platorm and choosing rom thousands o modules will benefit

rom the unique benefits o Acquia Drupal Commons.

Strong Performers

■ elligent Systems provides robust platform capabilities and community features. Weound that elligent offers marketers a comprehensive community eature set. Te platorm’s

strengths include support or various rich media ormats, customizable search options, and

advanced mobile eatures. In addition, elligent offers a large development ecosystem, including

Widget Studio and elligent Marketplace, which includes dozens o applications that can be

customized by marketers. elligent’s customers give it high marks or its proessional services

offerings but are disappointed with the platorm’s overall usability and deployment or complex


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implementations. We ound that elligent’s ability to launch a lightweight community in 60

seconds is a nice eature or marketers who require very short lead times to pilot or deploy a

simple community. elligent also provides internal collaboration communities and tight support

or Microsof Dynamics CRM and Microsof Office documents.

■ Get Satisfaction offers an intuitive, lightweight community platform. Customers are veryappreciative o Get Satisaction’s easy-to-use community platorm, which offers exceptional

search engine optimization and data authenticity options. Notable eatures include its out-o-the-

box collaboration, gamification, and advanced mobile eatures, including responsive design. Get

Satisaction alls short on integration and generally offers ewer marketing platorm integrations

than other vendors in this class. Get Satisaction customers also noted that integration was an

area or improvement. Overall, Get Satisaction offers a solid, lightweight, marketer-riendly

platorm that is well suited or support, peer-to-peer, and collaboration communities.

■ Pluck provides a customizable community platform but has room for improvement. Demand Media’s Pluck provides marketers with a customizable platorm that is supported

by a robust application ecosystem that includes approximately 500 modules. Its strengths are

its discussion orums, ratings and reviews eatures, and standalone social applications. Pluck

has a clear and ocused vision or integrated customer interactions that span multiple online

and offline channels, combined with a detailed product road map that reflects the vision. But

according to customers, Pluck must practice what it preaches: Unortunately, customers eel

that Pluck alls significantly short on ease o use and deployment. Some basic eatures, such as

sharing and notifications, are difficult to implement.

Contenders

■ Livefyre is a promising new entrant with a unique community vision. With its first enterpriseclients on board in 2011, Liveyre is a young company with ambitious goals. Te vendor is

rapidly evolving its real-time content curation (initially deployed with big media brands) into

a community platorm that acilitates the process o transorming brand sites into social hubs.

Liveyre’s key differentiator and greatest strength is the platorm’s real-time capabilities. Te

platorm also offers intuitive administration eatures and strong content authentication options.

During platorm demos, we ound that Liveyre’s rich media and website capabilities were

superior, compared with other vendors. Te vendor receives high customer satisaction scores,

but customers eel there are still kinks in platorm deployment. At the time o this evaluation,

Liveyre did not yet offer any discussion orum capabilities, and its ratings and reviews eatures

were minimal.

■ Mzinga lags behind the competition but plans significant product improvements. Mzinga’splatorm and eatures have not kept up with the competition, and this was obvious during

our evaluation. Mzinga offers a basic, lightweight platorm with solid data management and


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authenticity eatures. Its other strengths include its breadth o international support and

proessional services. Customers elt that some “table stakes” eatures were difficult to deploy

with the Mzinga platorm. And in our evaluation, we ound that basic eatures such as sharing,

search, and language translation were subpar. On the other hand, Mzinga has significantproduct improvements in its road map. Te question is whether the vendor will be able to

implement the improvements ast enough to meet marketers’ needs.

SUPPLEMENTAL MATERIAL

Online Resource

Te online version o Figure 2 is an Excel-based vendor comparison tool that provides detailed

product evaluations and customizable rankings.

Data Sources Used In This Forrester Wave

Forrester used a combination o three data sources to assess the strengths and weaknesses o each

solution:

■ Vendor surveys. Forrester surveyed vendors on their capabilities as they relate to the evaluationcriteria. Once we analyzed the completed vendor surveys, we conducted vendor calls where

necessary to gather details o vendor qualifications.

■ Product demos. We asked vendors to conduct demonstrations o their product’s unctionality. We

used findings rom these product demos to validate details o each vendor’s product capabilities.

■ Customer reference calls. o validate product and vendor qualifications, Forrester alsoconducted reerence calls with three o each vendor’s current customers.

The Forrester Wave Methodology

We conduct primary research to develop a list o vendors that meet our criteria to be evaluated

in this market. From that initial pool o vendors, we then narrow our final list. We choose these

vendors based on: 1) product fit; 2) customer success; and 3) Forrester client demand. We eliminate

vendors that have limited customer reerences and products that don’t fit the scope o our evaluation.

Afer examining past research, user need assessments, and vendor and expert interviews, we develop

the initial evaluation criteria. o evaluate the vendors and their products against our set o criteria, we

gather details o product qualifications through a combination o lab evaluations, questionnaires,

demos, and/or discussions with client reerences. We send evaluations to the vendors or their review,

and we adjust the evaluations to provide the most accurate view o vendor offerings and strategies.


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We set deault weightings to reflect our analysis o the needs o large user companies — and/or

other scenarios as outlined in the Forrester Wave document — and then score the vendors based

on a clearly defined scale. Tese deault weightings are intended only as a starting point, and we

encourage readers to adapt the weightings to fit their individual needs through the Excel-basedtool. Te final scores generate the graphical depiction o the market based on current offering,

strategy, and market presence. Forrester intends to update vendor evaluations regularly as product

capabilities and vendor strategies evolve. For more inormation on the methodology that every

Forrester Wave ollows, go to http://www.orrester.com/marketing/policies/orrester-wave-

methodology.html.

Integrity Policy

All o Forrester’s research, including Waves, is conducted according to our Integrity Policy. For more

inormation, go to http://www.orrester.com/marketing/policies/integrity-policy.html.

ENDNOTES

1 For more inormation on research or product purchases, see the January 14, 2013, “Mix Art And Science

For Marketing Success” report.

2 In act, 50% o US online adults who have used customer ratings/reviews indicated they agree with the

statement, “I preer to buy products/services rom websites that allow customers to post ratings/reviews.”

Source: North American echnographics® Retail Online Benchmark Recontact Survey Q3 2012 (US).

3 Social depth platorm vendors have significantly extended their platorms in the past two years to achieve

their goal(s) o providing an end-to-end solution or customers. For example, in 2011, Lithium acquiredsocial listening platorm vendor Scout Labs, and in 2012, it acquired social relationship platorm vendor

Social Dynamx. In April 2013, Jive announced its acquisition o analytics platorm vendor Clara (analytics)

and integration platorm vendor StreamOnce. In 2012, Bazaarvoice acquired reviews platorm vendor

PowerReviews.

4 o compare vendors’ perormances with a past related Wave evaluation, see the November 1, 2010, “he

Forrester Wave™: Community Platorms, Q4 2010” report.

http://www.forrester.com/go?objectid=RES86562http://www.forrester.com/go?objectid=RES86562http://www.forrester.com/go?objectid=RES57521http://www.forrester.com/go?objectid=RES57521http://www.forrester.com/go?objectid=RES57521http://www.forrester.com/go?objectid=RES57521http://www.forrester.com/go?objectid=RES86562http://www.forrester.com/go?objectid=RES86562


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