Mary Laplante

Mary Laplante is VP of client services for Digital Clarity Group, the research and advisory firm focused on customer experience management. In this role, Laplante manages Digital Clarity Group’s relationships with clients. She is also the company’s lead marketing executive, developing and directing the firm’s marketing strategies and tactics. Laplante has spent her entire career in and around content management in its broadest sense. 

Articles by Mary Laplante

The assumption that organizations would buy a single-vendor DXP based on the number of parts within said solution is at odds with what our analysts and consultants were seeing across companies of all sizes and industry sectors. We decided that it was time for voice-of-the-buyer, fact-based insight that would separate DXP myths from reality.
Editorial/Feature - Autumn 2018 Issue, Posted Nov 12, 2018
The constant drumbeat of market-speak has nearly pushed us to the point of semantic satiation with the terms "customer experience" and "customer experience management." White papers sponsored by technology vendors, marketing messages from digital agencies, analyst research reports, trends coverage by journalists, and hundreds of conferences with "CX" in the title--it's enough to render "customer experience" meaningless.
Editorial/Commentary - December 2015 Issue, Posted Dec 07, 2015
During interviews with a publisher client recently, one of the managers likened his organization's approach to digital product development as a goat rodeo, as in, "Our managers are crazy. After each one of them provides input to our project, it's a goat rodeo." The colorful reference is to a chaotic situation, typically in a corporate or bureaucratic setting, according to Wikipedia. A goat rodeo involves several people who have different agendas and perceptions of what's going on around them, and reconciling those views is difficult. Despite energy and effort, it's impossible to bring any sense of order to the situation.
News/News Feature - December 2011 Issue, Posted Dec 20, 2011
In Gilbane's 20-plus years of covering content technologies, we have consistently found that global companies succeed when they treat content management as a business practice-not as a technology, but as a formalized, institutionalized business practice tied to strategic business goals and objectives. Leading practitioners recognize the value of content as an enterprise asset, and they proactively manage their content as the asset it is. Their content management practices are designed to drive costs out of value creation while delivering scalability that's critical to the ability to capitalize on business opportunity.
Column/Guest Columns - December 2009 Issue, Posted Nov 24, 2009