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Brandwatch is acquired by Cision for $450M, creating a PR, marketing and social listening giant

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Online consumer intelligence and social media listening platform Brandwatch has been acquired by Cision, best known for its media monitoring and media contact database services, for $450 million, in a combined cash and shares deal. TechCrunch understands Brandwatch’s key executive team will be staying on. The move combines two large players to offer a broad range of services, from PR to marketing and online customer engagement. The deal is expected to close in the second quarter of 2021.

Cision has a media contact database of approximately 1 million journalists and media outlets and claims to have over 75,000 customers. Brandwatch applies AI and machine learning to the practice known as “social listening”.

Along the way, Brandwatch raised a total of around $65 million. It was Series A-funded by Nauta Capital, followed by Highland Europe and then Partech.

In a statement, Giles Palmer, founder, and CEO of Brandwatch said: “We have always built Brandwatch with ambition… Now is the time to take the next step – joining a company of significant scale to create a business and a suite of products that can have an important global impact.”

Abel Clark, CEO of Cision said: “The continued digital shift and widespread adoption of social media is rapidly and fundamentally changing how brands and organizations engage with their customers. This is driving the imperative that PR, marketing, social, and customer care teams fully incorporate the unique insights now available into consumer-led strategies. Together, Cision and Brandwatch will help our clients to more deeply understand, connect and engage with their customers at scale across every channel.”

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Brandwatch has been on an almost case-study of a journey from fundraising to acquisition to a merger, but less characteristically for a well-funded tech company, it did much of it from its hometown of Brighton, on the southern coast of England.

The financing journey began for Giles Palmer, with angel funding in 2006. In 2010 Brandwatch raised $1.5 million from Durrants, a marketing and PR firm, and a Series A round from Nauta Capital. In 2014 it raised $22 million in funding in a Series B round led by Highland Europe. That was followed by a $33 million Series C financing led by Partech Ventures in 2015.

With the war chest, it went on to acquire BuzzSumo in 2017, a content marketing and influencer identification platform, for an undisclosed sum. And in 2019 Brandwatch merged with a similar business, Crimson Hexagon, creating a business with around $100 million in ARR. It also acquired the London-based SaaS research platform Qriously.

Brandwatch was recently named a leader in Forrester’s guide for buyers of social listening solutions.

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5 tips for building customer trust during the supply chain crisis

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5 tips for building customer trust during the supply chain crisis

The supply chain crisis continues, partly caused by COVID-19, partly exacerbated by war in Europe, and beyond the capacity of marketers to solve. The Brooks Group is a sales management, training and consulting firm. “We work with sales organizations, primarily B2B, to help them equip their teams with effective processes and the right sales skills,” said VP of sales performance research Michelle Richardson.

We spoke to Richardson and her colleague Russ Sharer, director of strategic sales excellence, about some lessons they’re teaching sales organizations, not least in their recently published book “Agile & Resilient: Sales Leadership for the New Normal.” The advice is good for marketing organizations too.

Positive strategies to build trust. Richardson and Sharer are offering advice to their clients which they agree is good advice for marketing organizations too.

  1. Be transparent. “Make sure that when you are dealing with customers you are updated them along the way in terms of what’s happening,” said Richardson.”If you have product delays, let them know there are product delays – be clear in communicating that.”
  2. Be proactive. “Reach out when you have new information,” said Sharer. Some dealers find it difficult to have repeated conversations about problems with manufacturing or delivery. Sharer’s question for them: “If a manufacturer knew a delivery was delayed, when would you want to know?” The answer, of course, is immediately. “Well why wouldn’t you do the same for your customer? While it may be painful at that moment, you are building a reservoir of trust that will ultimately benefit you.”
  3. Build trust. “In order for someone to do business with you, they have to trust both the individual they’re dealing with and the organization too,” said Sharer.
  4. Have empathy. Not just with your customer, but with your employees. Dealing with frustrated customers day after day wears down employees on the front line. Sharer tells the story of a CEO who was asked to spend an hour or two taking customer calls to better understand the situation. His reponse? “’I’m not going down there. Do you know the kind of grief those people are taking?’That right there says a leadership vacuum as well as an issue.”
  5. Accept there’s a new normal. “I worked with a guy one time who joked, never confuse selling and delivery,” said Sharer. “Always get the order, then figure out how to fill it. That’s old school to me. If you make a commitment and miss it, people are just going to go somewhere else.
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Read next: How changes in logistics and the supply chain will impact customer experience

The state of the crisis. “Some of our clients are in the professional services business, but most of our customers have real physical products that they deliver – industrial manufacturing and distributing, medical devices, agro-chemicals,” said Sharer. “They’re seeing the supply chain issue up close.”

COVID is still driving many of the problems with ports in Shanghai and other parts of China still dysfunctional. “I wouldn’t put COVID in the past,” Sharer said. The situation in Ukraine is not yet causing supply shortages (with the exception of food — it’s a major grain exporter) but it is having an impact through fuel shortages causing additional price increases in transportation.

“The other piece,” said Richardson, “is that it adds uncertainty, unrest and upheaval, and that certainly can impact business’s outlook – how they view and mitigate risk.”


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Why we care. Delivering on commitments, or being transparent about it if you can’t, is an essential element of providing a great customer experience. Marketing, sales and customer success teams may be downstream from manufacturing, but supply chain issues can leave them in the lurch, like Wile E. Coyote, running on thin air.

The experience we’ve had as consumers over the last two or more years, increasingly buying online, has raised our expectations across the board — including when making considered, often expensive business purchases. B2B needs to learn how to live with supply chain challenges, many of which are not easily tractable. “I’d like to say this is going to be the last crisis,” said Sharer, “but I’d be willing to bet you it’s not.” We didn’t take the bet.

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About The Author

Kim Davis is the Editorial Director of MarTech. Born in London, but a New Yorker for over two decades, Kim started covering enterprise software ten years ago. His experience encompasses SaaS for the enterprise, digital- ad data-driven urban planning, and applications of SaaS, digital technology, and data in the marketing space. He first wrote about marketing technology as editor of Haymarket’s The Hub, a dedicated marketing tech website, which subsequently became a channel on the established direct marketing brand DMN. Kim joined DMN proper in 2016, as a senior editor, becoming Executive Editor, then Editor-in-Chief a position he held until January 2020. Prior to working in tech journalism, Kim was Associate Editor at a New York Times hyper-local news site, The Local: East Village, and has previously worked as an editor of an academic publication, and as a music journalist. He has written hundreds of New York restaurant reviews for a personal blog, and has been an occasional guest contributor to Eater.

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