Posts Tagged ‘Marketo’


So, just about a month after Dreamforce, Salesforce.com is coming to New York for one of its regional Cloudforce conferences.  The event will be at the Javitz Center in Manhattan on October 19.  Salesforce is expecting six thousand attendees.

The focus of the event is supposed to be on the newly re-announced Marketing Cloud — the amalgamation, so far, of Buddy Media and Radian6.  I will be briefed under NDA about the news to be announced at the event but that hasn’t happened yet so, hey, let’s speculate.

As many of my colleagues have suggested, the Marketing Cloud is a good and important down payment on a full-featured marketing component but it is heavily weighted toward social marketing.  They expect more acquisitions primarily to beef up the Marketing Cloud’s lack of a conventional marketing campaigns element — the kind that runs traditional marketing programs.  I am not so sure.

Salesforce already has a bevy of more or less conventional marketing partners in the AppExchange like Eloqua, Marketo and others.  It’s true that these vendors are not monogamous but so what?  They have good connectors and integration and are doing everything they can to carpet bomb, er, I mean cover, the Salesforce installed base so why buy what’s free?

My instincts (which are right about half the time — and less when I’m driving according to my wife) tell me that Salesforce is going in another direction.  The company has always exhibited a Blue Ocean Strategy approach to its business seeking out niches that haven’t been named and I expect it to do the same in marketing.

That means they’ll concentrate on the myriad ways to market in the social world.  If they make an acquisition — and I bet there’s nothing on the radar right now — it will be to beef up social marketing not conventional stuff.  That would mean companies like HubSpot or Awareness or Nearstream or others (some in the CRM Idol contest) that use a healthy dose of new age thinking and social media to access and communicate with customers.

So, what to look for in New York?  In addition to October baseball, I think you’ll see elaboration of the basic message doled out at Dreamforce.  The San Francisco session was packed with information and image-making and there really wasn’t time to unpack all of what the Marketing Cloud means for customers.  I think Cloudforce is the place where the unpacking will happen.

Salesforce has been great at three-pronged marketing for a long time.  That’s where they tell you what they’re going to tell you, then they tell you and finally the circle back to tell you what they told you.  I think they’re at part two and Cloudforce New York will be more of a deep dive.

I could be very wrong but that’s what it means to speculate.  Right?


This story in yesterday’s WSJ says a couple of things that are net positive for many of us.  Marketo’s CEO, Phil Fernandez, is the poster child for emerging companies that focus on B2B and are non-social.  Both are important because they show that 1) the economy is coming back and showing enough signs of life that the market for business software and venture investing are both resurgent and 2) the world might travel in a social orbit but social isn’t the answer to every business need.  In fact the article makes some stark contrasts between once high flying social vendors and emerging and somewhat boring business software vendors.  Like Aesop’s Fable, the slow and boring business tortoise may be overtaking the sleek and fast but now erratic social hare.  At least in the financial markets, which come to think of it are not really reality; they’re more of an alternate universe.


I read Chaucer’s Canterbury Tales in college (yes, in Middle English and no, it wasn’t that long ago) and now every April brings me back to the opening verses about spring time and renewal.  This April was especially memorable in our industry and as the month has just passed I wanted to take a moment to discuss some of the things I witnessed.

Mostly, for me, there was an unmistakable sense of renewal in CRM and in the tech sector more generally.  Facebook continued to primp for its assumed to be historic IPO and bought Instagram, a company with an application for mobile devices and not much more than a website otherwise.  Facebook paid a billion bucks for Instagram, no doubt a sign of the future.  Marketo heading for its own IPO at some point bought Crowd Factory combining marketing solutions into a suite that will offer modern and ultra modern marketing.

Thankfully, there was more innovation than just the M&A variety.  I went to a couple of analyst briefing sessions that were interesting for different reasons and I will have to assume that the events I couldn’t fit in were much the same.  Oracle held a deep briefing to show off progress on all fronts.  The event made me a believer that they have a plan or plans that merge into a powerful vision of engineered systems and software that meets some of the challenges of the social/mobile/analytic/big data world we’re moving into at light speed.

SugarCRM raised the bar and showed the world that it is growing rapidly and that its open source approach to business is very much in the mainstream along with operating system, server and database open source projects that support, in one way or another, the innovations in the rest of the industry.  It looks to me like Sugar is becoming the go to CRM that everyone has to include on the shopping list.  Open source might not be for everybody, but then again Sugar’s growth numbers and recent capital round indicate they just might be.

Salesforce announced its Government Cloud in an effort to capture some of the new business likely to come out of local, state and federal initiatives to cut IT costs and improve constituent service.  When government becomes an adopter of a new technology like cloud computing it’s safe to say that it’s not a radical departure anymore.

But that doesn’t mean we stop innovating.  As the Salesforce announcement made clear, the big issue for government will be security and, I would add, up time.  So I look for a new era of innovation around both security and fault tolerance as cloud computing works to measure up to a nine nines reliability standard found in other utilities.

Finally, sneaking in just under the wire, on April 30, Paul Greenberg announced the second season of CRM Idol, the competition that seeks to discover hot emerging companies with great technology ideas in our space.  Full disclosure, I am Paul’s friend, but that category includes about half the world.  Last year, Idol’s first, was a great learning experiment.  As one of the founding primary judges (others in the U.S. are Brent Leary, Esteban Kolsky, Jesus Hoyos) I was present for all of it and I can say we learned a lot.

We got a stellar crop of finalists last year (both in the U.S. and Europe) including Crowd Factory, Stone Cobra, Assistly and Get Satisfaction, which won the contest.  Two of the four were bought — Assistly mid-way through the competition and Crowd Factory last month.

We are expecting big things from this year’s group of contestants too.  The announcement by Greenberg on Monday is the opening of the season and companies interested in participating should visit the Idol website for details.  There are a few rules that make this a real competition among emerging companies — you can’t be too old or too rich for example — so check it out.

Being a software entrepreneur is not easy.  While you might think that venture funding has eased many of the burdens, raising capital is not easy though it can be insightful.  VC’s look not just for new companies or new solutions but new categories.  And what looked hot last year may no longer be attractive.  They’re always looking for something that has never been seen before that nonetheless sparks interest and fills a need.  CRM Idol is like that.  The companies that do best are those that don’t conform to a pattern but instead break new ground.

If you pay attention to Idol you might get an idea of the future of CRM and possibly other things.  Just looking at the Instagram deal tells me potentially that the hottest new companies might be those writing for the smartphone market.  That, of course, would be a significant finding — the kind of thing that will make future Aprils so interesting.


Note:  I have been traveling so much lately that I haven’t had time to publish everything I have been writing.  A little archeology on my MacBook produced this analysis from last week.

Marketo and CrowdFactory are joining forces to produce an integrated social marketing suite.  The deal was announced last Wednesday and you can reference the details here: (Barney can you add the url for the PR when it comes out?)

Here are my takeaways.

  1. Marketo is a hot emerging company focusing on digital marketing, is a good place to hang your hat if you want to collect venture capital and have an IPO.  While digital marketing is an important thing today, I think it is showing signs of reaching maturity.  It’s been around long enough that the category creator, Eloqua, has already gone public and the solution class is becoming well known.  This is not to say that everyone has digital marketing in-house or even knows what it is.  But there’s ROI, or as Marketo might tell you RPM for revenue performance management.  Nonetheless there’s a lot of market space left.
  2. CrowdFactory is also emerging but it is at an earlier stage than Marketo.  It’s solution type is also newer and less well understood.  CrowdFactory is a social marketing solution that I first became aware of during 2011’s CRM Idol contest.  As a primary judge in the competition, I saw their earliest briefing and was impressed.  They use social techniques to more actively involve customers in marketing campaigns and the solution set includes some aspects of the still nascent idea called gamification.  But as a social campaign solution they are more tactical than Marketo in some ways.

The combination of Marketo and CrowdFactory gives the combined company greater ability to play in the strategic as opposed to tactical realm.  I can see Marketo as more of a B2B play and CrowdFactory as more of a B2C offering.  The combination not only cross fertilizes each area with it’s opposite member’s best ideas, it also gives more of an end to end marketing twist to companies that go after each kind of market.

More importantly I see marketing changing in the general direction that the combined forces of Marketo and CrowdFactory are proceeding.  Conventional B2B marketing with more of an accelerated B2C flavor would undoubtedly warm the cockles (a technical term) of many sales managers souls.  Likewise, B2C marketing campaigns with more of a thought leadership (as opposed to buy this now!) approach might elevate that conversation.

It’s my belief that in the near future we need to find more ways to understand opportunities and automate them to help reduce the overhead and time it takes to more deals ahead and for this reason alone I like this merger.


You can gauge the success and financial health of almost any company by looking at revenues.  At least this is true in the short term.  Since revenue is a lagging indicator — with the exception of monthly recurring revenue (MRR) that subscription companies measure — it only tells you where you’ve been not where you are going.

We could very profitably spend our time discussing various other metrics that can also give us an incomplete picture of how well a company is doing.  For example, increases in MRR.  While tracking increases is valid though it is incomplete without churn and new bookings.  Nonetheless, when I started I was looking for something more macro, which is my tendency, and eventually it dawned on me that one of the better metrics of long-term viability and not simply revenue might be the size and growth characteristics of the partner community or ecosystem.

The ecosystem presents the possibility of multiplier effects that you see in the economy at large unless you are a Neoclassicist, but generally purchases drive other purchases in a virtuous circle that helps ensure the health of all in the ecosystem.

For another good but crude analogy think about baleen whales.  Strange to contemplate whales in a piece on the CRM industry but consider this.  Baleen whales are a whole class of very large animals that feed on some of the tiniest creatures in the sea, plankton.  Baleen is a structure in the mouth that acts as a filter that the animal uses to remove the little critters from a mouthful of seawater.  Since the whale depends on plankton, which might be at the bottom of many other food chains, you can infer a direct relationship between the health of the ecosystem at the lowest level by observing the largest predator.

At any rate, that’s my hypothesis and it brings me to the health of such companies as Salesforce.com and many others.  But let’s just stay on Salesforce for this.  Salesforce has an estimated 30,000 company customers, more than 1.1 million installs, 3,000 partners and thousands of products in the AppExchange.  All are growing and in each case, because this is an ecosystem, each has found a way to make a living in Salesforce’s shadow.

The partners provide what Salesforce might not provide or might not wish to, or they provide specialized products and services that form stand-alone businesses. There are numerous examples.  Zuora provides a subscription billing and payments system, a business Salesforce has stayed out of.  Cloud9 provides an analytics driven sales forecasting solution that takes significant complexity and makes it simple for sales people.  Marketo and others provide marketing automation that generates leads — the lifeblood of any enterprise.  Xactly does sales compensation, another complex task that Salesforce has decided is not in its wheelhouse.  The list is long and it grows whenever the core offering grows and opens up new niches.

Yesterday, a couple of companies announced a merger that will add to the ecosystem.  Cloud Sherpas and GlobalOne joined up, retained the Cloud Sherpas name and raised an additional $20 million in funding.  The combo fits nicely into the ecosystem.  Cloud Sherpas was the Google Enterprise 2011 Partner of the Year and GlobalOne is a Salesforce platinum consulting partner.

Google products run a gamut from word processing to analytics to social networks to who knows what.  While Salesforce has been friendly to integration with Google Apps in the past some companies, especially large ones with complex requirements, have sought help in accomplishing it.  Having Google and Salesforce services under one roof seems to make sense for large customers with complex requirements.

To be sure, Cloud Sherpas is not the largest implementation partner in the ecosystem but the company’s exclusive orientation on cloud computing and its expertise in Google’s cloud applications should be appealing to many new and existing Salesforce customers.

Cloud Sherpas also bring experience in integrating cloud with conventional applications and you can certainly expect that the company’s customers will have an eclectic combination of conventional, cloud and legacy applications to deal with.  To me it’s fairly obvious that for cloud computing to continue to grow more integrations among all types of computing will be needed.

So, even if you don’t know much about software, I think it would still be evident that healthy companies like Salesforce or SugarCRM, with its large open source community or Microsoft and Sage, with their significant partner communities, are likely to endure simply because their ecosystems are so strong.

Companies like Cloud Sherpas need to think and choose wisely because many subsequent decisions hang on whose ecosystem you join.  The new funding suggests that other wise people have faith in this pairing.


I was hoping to save this idea for either a year-end story or something focusing on the new year but events seem to have a mind of their own.  The story, whenever it would be issued, would go something like this: Enterprises are picking up more cloud computing solutions and as they do there is a willing audience of customers happy to jettison the legacy systems that have increasingly hamstrung them.

In the last few weeks we’ve seen an increasing number of articles and reports, and I have written about them, that indicate building or built up frustration with enterprise software, especially the legacy on-premise variety.  We all know the drill, legacy software is expensive to buy and costly to maintain.  It cramps your style and it requires legions of people to manage.  And try as we might to remember that business today leverages information to make a buck, information management is for most companies an external thing.  It’s not core to doing the business of making widgets.

But all those observations by pundits don’t add up to much.  What we need is proof before decision-makers plunk down scarce cash.  We got a bit of that this morning in an article in the Wall Street Journal about venture capital investments.

According to the piece by Ben Worthen, VC’s are investing heavily in the enterprise cloud application sector and it cites recent investment news from companies like Workday, Zuora and Marketo.  The latest investments in Workday give that company a $2 billion market capitalization according to the article.  Perhaps it’s time to think of an IPO?

But Workday is far from alone.  Zuora just raised $36 million in its series D round placing its valuation at $300 million up 100% from a year ago.  Marketo recently raised $50 million but I don’t know what that does to the company’s valuation though I could guess.

Want more proof?  The article goes on to say “In the third quarter, venture capitalists put a total of about $1.2 billion into start-ups that sell business software online, sometimes known as ‘cloud’ companies, nearly double the $758 million they invested in the year-earlier period and 50% more than in any other recent quarter, according to VentureSource.”

While all this capital is certainly nice for the startups mentioned it also bolsters the trend I alluded to above.  These enterprise cloud companies are the tip of a spear aimed at the heart of legacy enterprise software.  These guys are lean and focused and they have solutions that are better fits and have greater relevancy to today’s world than some of the legacy products that may have been designed during the Reagan administration.

I think that’s the story.  The preponderance of evidence strongly suggests that after many years of dissatisfaction about the state of legacy software, many companies are about to discover, if they have not already, that they have a new array of options.

Interestingly, this sea change in the making is not happening in CRM to the same degree and that’s all thanks to cloud computing.  The front office had its change over the last decade when it changed out legacy CRM for the cloud variety.  Given the flexibility of cloud computing and the more iterative way improvements and updates are distributed it will be interesting to see if the front office will ever have a similar change again.  The front office may be entering the same condition.  So let’s speculate in a later piece about what that might mean to the software industry, OK?

Finally, this kind of activity is a net good for the economy.  As companies reduce their overhead for IT and spend money on new systems they become more competitive and in many cases require less credit for purchases because cloud computing is a pay as you go affair.  Legacy software isn’t going away soon but its advance may have stopped especially if the VC’s intuition is right.


A couple of weeks ago, Marketo announced its research-based belief that its form of revenue performance management (RPM) could help grow global GDP by $2.5 trillion by 2015.  I love it when emerging companies talk about big plans this way.  It reminds me of the young plumber who upon seeing Niagara Falls for the first time says, “I think I can fix it!”

But there’s something to this proposal that ought to be taken seriously and when you talk about trillions of dollars you are presumably talking seriously.  Global GDP in 2011 is predicted at $68.65 trillion by the International Monetary Fund and the Marketo announced figure was spread over three years.  But that’s a lot of improvement no matter.

To put this into perspective you have to back up and ask about the assumptions involved and Marketo was kind enough to anticipate the questions and perform a little research.  According to the announcement, Marketo did some analysis of its customers’ revenues as they took advantage of the company’s marketing automation, sales effectiveness and analytics tools.

Side note: No one’s crown jewels were harmed in the analysis.  Having a big pile of relatively homogeneous data for analysis is a side benefit of multi-tenant cloud computing.  Multi-tenant cloud computing could provide important analytic benefits like this to all users if we could only 1) Put down some ground rules governing the use of the aforementioned crown jewels, thus creating a data commons; and 2) Get over our hang-ups about maintaining the pristine nature of our data in clouds.  Really, it’s like the five year-old who can’t stand seeing the peas touching the mashers on the plate.  But I digress.

The three tools, marketing automation, sales effectiveness and analytics, combine to provide the tools a company needs to implement revenue performance management strategies.  RPM is still a relatively new idea but other companies like Eloqua, with whom Marketo competes and Cloud 9 Analytics (a Marketo stable mate in venture capitalist Bruce Cleveland’s menagerie) are conspiring to give the idea critical mass.

In the nub, RPM is simply about using the data that is routinely given off by our business processes as fodder for the analytics engine.  Too often the data goes unused or simple reporting engines choke on the abundance.  But an analytics engine spits out all kinds of ideas like what to offer the customer based on its experience, or generally offering insight that a human eye might miss but which a statistical model would discover easily.

So, two and a half trillion bucks over three years averages out to a bit less than one percent a year.  In percentage terms that is not much but the existence of all the zeros in a trillion will get your attention.  After all, that’s growth and incremental improvements like this are how markets and economies grow.

More importantly, the ROI can be stunning.  Given the fact that RPM would not be applied evenly across big corporations and lemonade stands, the places where it could make a difference would notice the change.  Moreover, the cost of implementing RPM where it’s needed would be much less than the incremental gains, especially with modern cloud computing delivering the tools cost effectively.

I am not an expert on RPM, yet.  I am more like the one eyed man in the land of the blind.  But my thought is that we ought to get familiar with this idea, which is essentially applied analytics.  Our economy is still climbing out of the recession and the jobs numbers that I have seen for May are disappointing.  Every recession ends with some new product or idea taking off and leading the way.  I haven’t seen the big new idea yet but maybe this is it.  Regardless, a little investigation won’t cost anything.


All the chatter about the Salesforce acquisition of Radian6 is quite interesting.  A couple of postings from people I respect make good points.  First Joe Payne, CEO of Eloqua:

“Conspicuously absent from Salesforce’s network of role-specific “Clouds” is one that centers on the marketing function.  Is the Radian6 acquisition the beginning of a Salesforce Marketing Cloud?  Someone on the investor conference call asked Marc Benioff whether this was the first move toward business-to-consumer.  His answer was worth noting: ‘We’re really seeing the beginning here of the Marketing Cloud.’ Given the excitement we have seen around Revenue Performance Management – a discipline that requires both sales and marketing data – in the executive suite, it is not surprising to see Salesforce moving this direction.

And here’s Jon Miller CMO of Marketo:

“Personally, I think Salesforce will continue to make acquisitions “around” the marketing automation space (such as Jigsaw and Radian6) without moving directly into the category; I also would not be surprised if they bought an email service provider.  Salesforce has never shown much interest in a “Marketing Cloud;” they seem more interested in Chatter, the Force.com Platform, and Service Cloud 3, and I suspect future acquisitions will focus on augmenting those capabilities more than in marketing.

It reminds me of the old joke, if you want three economic opinions ask two economists.  We’ll need to wait a while to know which is right but I’m betting on Payne’s analysis more or less.

IMHO Salesforce has been deficient in marketing for a long time.  Perhaps that’s because marketing’s business processes have been more amorphous compared to sales and service.  But more likely, it was because Salesforce grew up selling to emerging tech companies that were selling new category products.  Your marketing needs in such a situation are rather minimal.  But today, there is much less category formation going on — that will likely change with the introduction of the tablet PC— but for now, companies wanting to sell, and who doesn’t, need to market like many of them never have.

Marketing and customer intimacy have driven the social CRM market for several years and the demand destruction caused by the financial meltdown a couple of years ago tipped the scale.  That’s why ideas like revenue performance management are so important today and in order to do RPM you need tools.  So it’s not surprising that Salesforce bought Radian6.  It was time.

 


Phil Fernandez, CEO, Marketo

Phil Fernandez, CEO of Marketo, is our latest thought leader interview subject on the Beagle website (http://beagleresearch.com).  Phil’s career started in the analytics boom of the 1980s and he’s been successfully bringing analytics closer to the customer with every iteration of a career that includes companies like e.piphany and several others.  Lately analytics has taken on even greater importance as he and other Silicon Valley leaders have begun talking about the importance of embedding analytics in line of business applications.  The shorthand message for all this is, typically, embedded in the movement’s tag line — Revenue Performance Management or RPM.  Who doesn’t like revenue?  RPM strikes a nerve for any CEO worth his or her BlackBerry and that’s is why this interview is a must-read.


The long recession and the rise of social CRM were not simply co-incidental.  I believe they happened together.  That’s not to say that social CRM happened for some cosmic reason, I neither subscribe to the belief that all things happen for a reason nor do I believe I am qualified to hold forth beyond what I’ve just written.  I think social CRM — whose roots precede the recession — became important during the recession because it represents a good and inexpensive way to keep tabs on existing customers and possibly capture some new ones at low cost.

That’s recession 101 in my book.  Manage the installed base, capture the business that’s available, keep the maintenance stream coming in and, whatever you do, don’t give a customer a reason to leave you.  In the process you can promote your thought leadership and that’s valuable too.  Social is perfect for that and a good deal more.  But now that the recession is giving way and job growth — a frustratingly lagging indicator — is making tentative gains, many companies that I speak with are turning their attention to revenue and how to accelerate it.

Just as managing the customer base is recession 101, accelerating revenue is recovery 101.  Some of us may not have made the psychic switch yet but that’s coming.  Lots of people I speak with, especially vendors and VC’s, have the revenue idea firmly in place and, just as social predates the recession, revenue performance management (RPM) predates the recovery.

VC’s like Bruce Cleveland, a former high-ranking executive at Siebel, have been writing about RPM for a couple of years and today I can speak with him and people like Phil Fernandez, Founder and CEO of Marketo, or Swayne Hill, CEO of Cloud9 Analytics and many others about RPM and have good discussions.  The talks aren’t simply about revenue and how nice it is but more substantively, they’re about accurately identifying opportunities and bringing them to fruition not just in a reasonable time but like clockwork.

Unlike other trends that we’ve seen over the years, RPM is unique in that it focuses on end-to-end business processes and quite possibly the overlap of responsibilities and systems to manage those processes.  One of my favorite examples of a sales manager and a company that “gets it” is Dave Fitzgerald an EVP at Brainshark who has a constellation of SaaS applications covering the end-to-end spectrum.  From lead nurturing to forecasting to compensation, Fitzgerald has RPM covered and he could be its poster child.

Every recession has an end and there’s always an idea or technology that leads us out.  Often, what leads us is a tacit agreement to do things better and at less cost than we did prior to the meltdown.  The idea makes sense and it spreads virally and no one wants to be left behind with a business practice that is outdated and relatively expensive.  On-demand computing was one of those drivers from the last recession, so was the on-line meeting.  Companies like Salesforce.com and WebEx became big players in the process.

You might say that those companies were too small to have a concrete effect on the economy at large.  But keep in mind that they weren’t alone and in any case, no trend has to carry the economy on its back, the trend need only be leveragable and contribute to the growth rate, which is a more doable thing.

Revenue performance management fits the current need.  It is a blanket term that can easily apply to managing anything in your SG&A line as it can apply to revenue generation.  Its orientation is growth, not simply maintaining a hunkered down pose waiting for things to get better.  The economy is shifting; everywhere I look experts are showing us how to do more with a little less.

Anneke Seley of Sales 2.0 fame is telling us to look at hybrid Web-phone-and field selling.  Analytics vendors are showing us how to mine our social data to find the customers and prospects and customers who really need our attention.  And experts like Thor Johnson are telling marketers to get more quantitative in discussions with the C-level both to justify their budgets and to have greater impact on a company’s direction.

When you boil that ocean down one of the surprising things you are left with is that the distance between sales and marketing is shrinking and that might be the biggest thing to come out of this recession.  Sales and marketing each have their jobs to do and each is different from the other.  But what’s clear is that if there was ever an either/or discussion about sales vs. marketing, the conjunction is changing from “or” to “and”.

As that change takes place we are already seeing the emergence of a new job title, the Chief Revenue Officer or CRO.  I’ll admit CRO doesn’t exactly roll off the tongue but I am old enough to remember when CIO didn’t roll off the tongue either.  I am also seasoned enough to recall other gems like vice president of first impressions, proof that some trends are fads.  But CRO looks to have some staying power, most importantly because of that “R” word.  Who doesn’t love “R”?

The CRO is the person who will need to understand both sales and marketing and most importantly also know that the two need to be mutually reinforcing.  It does no good for one to be the servant of the other.  CRO is a status to which both the VPs of sales and marketing can aspire.  Does this mean that CMO and CSO go away?  I don’t know.  Does the CFO report to the CEO?  The Board?  Or work with the CEO?  It matters.

What’s certain, as I look at the landscape is that marketing and sales are a lot different today.  Customers are in control and many people recognize that the sales process is rapidly giving way to the buying process and that sets the stage for some interesting realignments.

Happy Groundhog Day!