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09 01 2012 magic quadrant for web content management magic quadrant for web content management 10 november 2011 id:g00219744 analysts mick maccomascaigh jim murphy gavin tay view summary today enterprises expect web content management to provide measurable business benefits not just to improve productivity therefore many enterprises must look for new wcm offerings this magic quadrant evaluates the key vendors within this new context what you need to know web content management wcm shows the dynamism of a much younger market than its age would suggest the wcm market continues to grow rapidly and new technologies continue to emerge this dynamism has occurred because enterprises today expect wcm to do much more than simply manage the content of their websites enterprises want their websites to optimize interactions with visitors whether that means selling more engaging more or informing more these requirements for wcm mean that wcm systems must understand who a visitor is and what he or she needs and then offer the visitor relevant content and functions to fulfill those needs regardless of where that content comes from inside the wcm application outside it or even outside the enterprise the solutions needed will be different for every enterprise depending on the nature of its business thus not only do enterprises have to replace older wcm applications that can t meet the new demands they also need different kinds of wcm applications in addition wcm achieves its greatest value as part of a wider strategy of online channel optimization oco for maximizing the value of customer interactions across all channels as a result of oco four major trends are shaping the wcm market the need for business impact not just productivity a focus on technology that works across channels integration with related technologies growing interest in cloudbased wcm return to top note 1 vendors not in the magic quadrant that may suit some clients hundreds of wcm vendors and communities meet only a subset of the inclusion criteria for this magic quadrant yet may prove a viable choice for clients with specific needs some of these vendors are listed here acquia burlington massachusetts www.acquia.com a commercial opensource software company that provides products services and technical support for the opensource drupal social publishing system agile contents barcelona spain www.agilecontents.com agile contents specializes in helping clients develop multimedia content agility toronto canada www.agilitycms.com agility provides a cloudbased offering that is easy to use at a low entry price alfresco maidenhead u.k www.alfresco.com alfresco provides an opensource javabased offering for wcm that is available as a free download direct from the relevant community or as an enterprise edition for which it provides support alkacon software cologne germany www.alkacon.com alkacon provides its customers with support training and consulting services for opencms bricolage www.bricolagecms.org bricolage offers an opensource content management system with workflow and permissions for creating managing and publishing documents bridgeline digital woburn massachusetts www.bridgelinedigital.com bridgeline provides saas wcm capabilities through its flagship iapps framework and product suite in addition to marketing web analytics and ecommerce functions concrete cms portland oregon www.concrete5.org concrete offers concrete5 a free opensource cms written in php and mysql conet technologies hennef germany www.conet.de conet media suite is based on ibm lotus domino and caters for wcm media asset management data integration and portal integration contao wuppertal germany www.contao.org formally known as typolight contao cms is an open source offering based on the lamp stack content management cologne germany www.cm4all.com content management s cm4all focuses on creating and managing websites for the internet and mobile devices contentxxl nürnberg germany www.contentxxl.com founded in 2006 contentxxl offers a cms based on .net both as saas and on premises deployments crownpeak los angeles california www.crownpeak.com crownpeak has a saas wcm offering with a primary focus on public websites for marketing and ebusiness dotnetnuke san mateo california www.dotnetnuke.com dotnetnuke offers a framework for building websites and web applications on microsoft asp.net eidosmedia milan italy www.eidosmedia.com this media conglomerate offers the méthode portal server a wcm system primarily for news and media magic quadrant figure 1 magic quadrant for web content management source gartner november 2011 return to top market overview wcm market is growing fast the wcm software market achieved total worldwide revenue of $1 billion in 2010 despite recessions in many major economies and gartner forecasts that it will reach $1.2 billion in 2011 see market www.gartner.com/technology/reprints.do?id=117zevtj&ct=111111&st=sb 1/15

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09 01 2012 magic quadrant for web content management trends worldwide web content management market is driven by enhancements to online channels 2010 north america accounts for 61 of revenue emea 28 and asia/pacific 11 gartner projects that the wcm software market will see a compound annual growth rate of 14 from 2009 to 2014 approximately twice that of the overall enterprise software market this growth has led wcm to constitute a greater proportion of the overall enterprise content management ecm market than ever in 2010 wcm accounted for more than 27 of this market return to top companies elcom sydney australia www.elcom.com.au founded in 1996 elcom offers the communitymanager.net platform as its core product together with applications based on this platform such as ecommercemanager.net and governmentportal.net hannon hill atlanta georgia www.hannonhill.com hannon hill provides wcm solutions for enterprises in sectors such as higher education government and technology based on cascade server its primary offering hippo amsterdam the netherlands www.onehippo.org hippo cms is based on open source technology but is backed by a vendor that supports enterprise deployments hippo cms provides wcm functions with personalization infopark berlin germany www.infopark.com infopark seeks to differentiate its cms fiona product by its ease of use and speed of deployment ingeniux seattle washington www.ingeniux.com ingeniux provides a cms platform for managing websites online media and team collaboration jahia geneva switzerland www.jahia.org jahia is a communitydriven opensource development model delivering web content integration software by combining enterprise wcm with document and portal management features joomla new york new york www.joomla.org this is an opensource cms for building websites in addition to enterpriseclass online applications kentico software nashua new hampshire www.kentico.com kentico cms 6 is based on .net and offer capabilities for social networking e commerce collaboration and online marketing in addition to core wcm litium stockholm sweden www.litium.se litium focuses primarily on the nordic and chinese markets and offers wcm ecommerce and product content management lyris emeryville california www.hotbanana.com lyris offers hot banana as saas or licensed coldfusion cms wcm products that focus on the convergence of wcm website optimization and marketing automation magnolia international basel switzerland www.magnoliacms.com magnolia is an opensource cms magnolia powers digital communication for customers ranging from governments to leading fortune 500 enterprises in more than 100 countries mambo foundation collingwood australia www.mambofoundation.org the mambo cms is a simple easytodeploy opensource offering marklogic san carlos california www.marklogic.com marklogic provides tools for building wcm systems that can recombine granular content on the fly netreach ambler pennsylvania www.netreach.com the cmscribe product aims to simplify website creation omniupdate camarillo california www.omniupdate.com ou campus is a javabased wcm offering that is marketed primarily to higher education institutions paperthin quincy massachusetts www.paperthin.com paperthin primarily targets the midmarket with commonspot its flagship product which is based on coldfusion plone foundation houston texas http plone.org plone is an opensource platform that emphasizes ease of use and extensibility really strategies audubon pennsylvania www.reallysi.com the rsuite cms is built on marklogic server and is targeted primarily at the media industry to support multichannel publishing solutions refresh software westborough massachusetts refresh software targets the midmarket with its sr2 web content management solution a platform with core wcm capabilities designed to interoperate well with adjacent complementary technologies roxen internet software stockholm sweden www.roxen.com roxen cms emphasizes ease of use integration with data sources and group collaboration salesforce.com san francisco california www.salesforce.com already well known for cloud based crm salesforce recently entered the wcm market with its siteforce offering sap walldorf germany www.sap.com sap provides wcm capabilities as part of its netweaver wcm now focuses on online channel optimization wcm reaches its full potential in oco see project overview optimizing your online channel with web content management oco is the discipline of maximizing the impact of engagements with target audiences over a variety of communications media oco involves realtime multidirectional communications and requires quantitative measures to assess and improve such communications therefore this year s magic quadrant evaluates how well vendors apply their wcm offerings to oco vendors do not need to provide all the components required for an oco strategy such as web analytics digital asset management crm and sales force automation but their wcm offerings must work with those technologies to allow enterprises to build oco gradually wcm vendors use a number of terms similar to oco to differentiate themselves in the market web experience management web engagement management customer experience platform vendors have started using these terms because they have extended their wcm products beyond core wcm capabilities in part to appeal to business managers who increasingly influence buying decisions and expect greater business impact an emphasis on the customer makes sense particularly where wcm first gained its foothold many years ago in retail media and consumer packaged goods but wcm can also benefit nonprofit organizations government agencies and departments higher education and wcm can help with intranets and extranets as well as external websites return to top four trends affect the wcm market the shift toward oco has largely driven four new trends that shape the wcm market and vendor strategies today the need for business impact in the past wcm buyers primarily wanted to improve their internal efficiencies and overall productivity now wcm buyers increasingly emphasize business outcomes revenue and profit as a result of improvements made to an online strategy technology that works across channels awareness of mobile and social channels has driven enterprises to incorporate multiple touchpoints into their online strategies however beginning a conversation with a visitor each time he or she uses a new device or channel results in a poor user experience increasingly wcm buyers want to optimize interactions over multiple channels and increase the intelligence exchanged between them in many cases enterprises will also try to cross the border that has traditionally existed between the online and offline realms integration with related technologies interoperability has become a critical selection criterion and its importance will continue to increase typically a wcm offering was coupled in some way with web analytics or was deeply integrated with custommade systems in the future wcm will become a critical component in a larger oco environment and will therefore have more touchpoints with adjacent technologies including crm erp and ecm in addition wcm will also need to respond to events or user behavior that the enterprise will pick up through a multitude of informationgathering and analytics sources growing interest in cloudbased wcm companies such as crownpeak and clickability now part of limelight networks have highlighted the benefits of software as a service saas for many years yet vendors and enterprises largely took a wait and see approach enterprises considering the risk of ripping and replacing their existing wcm systems were sometimes not ready to take the additional risk of embracing a new delivery model now enterprises in many industries are more open to an offpremises or hybrid option for their wcm solution return to top market definition/description wcm is the process of controlling the content to be consumed over one or more online channels through the use of commercial opensource or hosted management tools based on a core repository we exclude products such as portals and ecommerce engines even though these technologies have overlapping functions in areas such as personalization content management and content delivery see magic quadrant for horizontal portals and magic quadrant for ecommerce return to top inclusion and exclusion criteria our assessments take into account the vendors current offerings and strategies as well as their future initiatives and product road maps see note 1 for a sample list of vendors not in the magic quadrant that may suit some clients we also factor in how well vendors drive market changes or at least adapt www.gartner.com/technology/reprints.do?id=117zevtj&ct=111111&st=sb 2/15

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09 01 2012 magic quadrant for web content management to them wcm vendors must meet the following criteria to appear in this magic quadrant revenue total wcm software revenue including new licenses updates maintenance subscriptions saas hosting and technical support for 2010 must exceed $10 million geographic presence the vendor must have been in business for more than five years with a multigeographic presence for at least a year and a strategy that supports further geographic expansion it must actively market its wcm offering in at least two major regions such as north america and emea vertical and horizontal capabilities the vendor must actively market its products in more than two major industries and in more than one horizontal application category such as e commerce and customer selfservice ecosystem activity and market interest marketplaces community forums books seminars and partners and channels it service firms system integrators distributors web interactive agencies and advisory firms must show interest in the vendor we also consider the level of interest shown by gartner clients based on the number of client inquiries references the vendor must have wcm software commercially available and active references that use the product in production some of these references should be of enterprise scale with the number of contributing authors exceeding 50 and the average monthly number of page views comfortably exceeding 500,000 though we prefer deployments supporting even larger numbers of users functions the wcm offering must be available as a standalone product or suite of products and include the following capabilities a content repository with basic library services such as checkin/checkout and versioning authentication of users authors editors and reviewers and assignment of permissions content authoring through browserbased industryspecific templates or via conversion from a word processing application workflow sufficient for content review and approval conversion to html or xml and support of templates for web rendering managed delivery of content to web servers or site management systems capabilities for multisite and multilanguage management web analytics and reporting capabilities what you see is what you get design capabilities with the ability to modify and customize look and feel independent of content support for developer administrator editor marketer and author roles in a distributed contribution environment support for content aggregation and syndication via apis representational state transfer [rest interfaces rss or similar ability to manage rich media in the context of web efforts ability to publish content for consumption on various devices for example tablets smartphones tvs return to top offering but gartner does not see these capabilities being sold as a standalone offering systems alliance hunt valley maryland www.systemsalliance.com this vendor focuses primarily on smbs with its flagship product siteexecutive terminalfour dublin ireland www.terminalfour.com this vendor s site manager product has gathered notable references in government and higher education typo3 association baar switzerland http association.typo3.org typo3 provides an offering based on php its client base is predominantly in europe vizrt escenic bergen norway www.vizrt.com primarily known for its escenic content engine vizrt provides strategic content management software primarily for digital media publishing vyre london u.k www.vyre.com vyre offers unify a content management platform based on java ee waxtrapp amsterdam the netherlands www.waxtrapp.com founded in 1996 waxtrapp operates primarily in the benelux region and offers products for wcm and behavioral targeting zope fredericksburg virginia www.zope.com zope provides wcm primarily for media companies note 2 contextaware computing gartner believes that research by a k dey and g d abowd as well as by s buchholz and others offers the most succinct definition context is any information that can be used to characterize the situation of entities people places or objects that are considered relevant to the interaction between a user and an application including the user and the application itself context typically includes the location identity and state of people groups and computational and physical objects the context of a person may involve personal information preferences habits gender age and other facts context can be derived from a wide variety of systems and networks especially from but not limited to the web contextaware computing studies how these entities use information that characterizes the situation of a person place or object to adapt their behavior or the content they provide see key issues for context aware computing 2011 added vendors added since the magic quadrant for web content management published in 2010 are adobe though its acquisition of day software in 2010 espirit its revenue now reaches the required threshold ez systems its revenue now reaches the required threshold gx software its revenue now reaches the required threshold limelight networks through its acquisition of clickability squiz its revenue now reaches the required threshold return to top vendors added or dropped we review and adjust our inclusion criteria for magic quadrants and marketscopes as markets change as a result of these adjustments the mix of vendors in any magic quadrant or marketscope may change over time a vendor appearing in a magic quadrant or marketscope one year and not the next does not necessarily indicate that we have changed our opinion of that vendor this may be a reflection of a change in the market and therefore changed evaluation criteria or a change of focus by a vendor evaluation criteria definitions ability to execute product/service core goods and services offered by the vendor that compete in/serve the defined market this includes current product/service capabilities quality feature sets and skills whether offered natively or through oem agreements/partnerships as defined in the market definition and detailed in the subcriteria overall viability business unit financial strategy organization viability includes an assessment of the overall organization s financial health the financial and practical success of the business unit and the likelihood that the individual business unit will continue investing in the product will continue offering the product and will advance the state of the art within the organization s portfolio of products sales execution/pricing the vendor s capabilities in all presales activities and the structure that supports them this includes deal management pricing and negotiation presales support and the overall effectiveness of the sales channel market responsiveness and track record ability to respond change direction be flexible and achieve competitive success as opportunities develop competitors act customer needs evolve and market dropped we dropped these vendors from the magic quadrant clickability acquired by limelight networks day software acquired by adobe fatwire software acquired by oracle return to top evaluation criteria ability to execute ability to execute measures how well a vendor sells and supports its wcm products and services globally the following list provides details of the specific evaluation criteria we used to assess ability to execute product/service evaluates product functions in areas such as multisite and multilanguage management web analytics and reporting design www.gartner.com/technology/reprints.do?id=117zevtj&ct=111111&st=sb 3/15

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09 01 2012 magic quadrant for web content management content modeling metadata management overall viability includes an assessment of the vendor s financial health and the success of the company overall together with the likelihood of the vendor or business unit continuing to invest in the product sales execution/pricing evaluates the vendor s success in the wcm market including wcm revenue and the installed base pricing presale support the effectiveness of the sales channel the level of interest from gartner clients market responsiveness and track record evaluates how well the wcm offering matches buyers requirements at acquisition we assess the vendor s track record in delivering new functions when the market needs them we also consider how the vendor differentiates its offerings from those of its major competitors marketing execution evaluates the clarity quality creativity and efficacy of the vendor s efforts to market its wcm offerings we examine aspects such as thought leadership word of mouth and sales activities customer experience evaluates functions or services within production environments including ease of deployment operation administration stability scalability vendor support we assess this criterion via qualitative interviews with vendorprovided reference customers we also use feedback from gartner clients and other sources that use or have completed competitive evaluations of the wcm offering operations evaluates the vendor s service support and sales dynamics change this criterion also considers the vendor s history of responsiveness marketing execution the clarity quality creativity and efficacy of programs designed to deliver the organization s message to influence the market promote the brand and business increase awareness of the products and establish a positive identification with the product/brand and organization in the minds of buyers this mind share can be driven by a combination of publicity promotional initiatives thought leadership wordofmouth and sales activities customer experience relationships products and services/programs that enable clients to be successful with the products evaluated specifically this includes the ways customers receive technical support or account support this can also include ancillary tools customer support programs and the quality thereof availability of user groups and slas operations the ability of the organization to meet its goals and commitments factors include the quality of the organizational structure including skills experiences programs systems and other vehicles that enable the organization to operate effectively and efficiently on an ongoing basis completeness of vision market understanding ability of the vendor to understand buyers wants and needs and to translate those into products and services vendors that show the highest degree of vision listen to and understand buyers wants and needs and can shape or enhance those with their added vision marketing strategy a clear differentiated set of messages consistently communicated throughout the organization and externalized through the website advertising customer programs and positioning statements sales strategy the strategy for selling products that uses the appropriate network of direct and indirect sales marketing service and communication affiliates that extend the scope and depth of market reach skills expertise technologies services and the customer base offering product strategy the vendor s approach to product development and delivery that emphasizes differentiation functionality methodology and feature sets as they map to current and future requirements business model the soundness and logic of the vendor s underlying business proposition table 1 ability to execute evaluation criteria evaluation criteria product/service overall viability business unit financial strategy organization sales execution/pricing market responsiveness and track record marketing execution customer experience operations weighting high standard high standard standard high standard vertical/industry strategy the vendor s strategy to direct resources skills and offerings to meet the specific needs of individual market segments including vertical markets innovation direct related complementary and synergistic layouts of resources expertise or capital for investment consolidation defensive or pre emptive purposes geographic strategy the vendor s strategy to direct resources skills and offerings to meet the specific needs of geographies outside the home or native geography either directly or through partners channels and subsidiaries as appropriate for that geography and market source gartner november 2011 completeness of vision completeness of vision focuses on the vendor s potential and points to its future likelihood of success a vendor can succeed financially in the short term but won t become a leader without a vision or strategic plan a vendor with average vision will anticipate and respond to change by perceiving market trends and exploiting technology a vendor with superior vision can anticipate direct and initiate market trends particularly if it integrates its vision into a broad range of areas and capitalizes on product and service development the following list details the criteria we used to assess completeness of vision market understanding evaluates the ability of the vendor to understand buyers needs and translate those needs into vertical and horizontal wcm products and services vendors that show the highest degree of vision listen and understand buyers wants and needs and can shape or enhance those wants with their added vision wcm vendors that show the highest degree of market understanding adapt to customer requirements in areas such as saas dynamic contextualized delivery and ease of use for nontechnical staff marketing strategy evaluates the extent to which the vendor articulates a differentiated message and communicates it consistently throughout the organization and through its website advertising customer programs and positioning statements as well as statements of direction and product road maps sales strategy evaluates the vendor s use of direct and indirect sales marketing service and communications to extend the scope and depth of market reach offering product strategy is the vendor s approach to product development and delivery that emphasizes functions and features as they map to requirements for wcm we also evaluate www.gartner.com/technology/reprints.do?id=117zevtj&ct=111111&st=sb 4/15

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09 01 2012 magic quadrant for web content management development plans for the next 12 to 18 months business model evaluates the soundness and logic of the vendor s underlying business proposition and whether it offers synergies with other ecm components such as digital asset management records management and document management vertical/industry strategy evaluates how the wcm vendor uses its direct resources skills and offerings to meet the specific needs of individual market segments such as the media industry innovation evaluates the vendor s development and delivery of differentiated wcm technology that addresses critical customer requirements we evaluate product capabilities and customer use in areas such as templating workflow and change management wcm repositories library services we also look at other capabilities that are product specific and that are needed and deployed by customers geographic strategy evaluates how the vendor meets the specific needs of geographic regions outside its home territory we assess whether the vendor s partners channels and subsidiaries are appropriate for those regions table 2 completeness of vision evaluation criteria evaluation criteria market understanding marketing strategy sales strategy offering product strategy business model vertical/industry strategy innovation geographic strategy weighting high standard low high standard high standard standard source gartner november 2011 leaders leaders should drive market transformation leaders have the highest combined scores for ability to execute and completeness of vision they are doing well and are prepared for the future with a clear vision they have strong channel partners a presence in multiple regions consistent financial performance broad platform support and good customer support in addition they dominate in one or more technologies or vertical markets leaders are aware of the ecosystem into which their own offerings need to fit leaders can demonstrate enterprise deployments offer integration with other business applications and content repositories provide a verticalprocess or horizontalsolution focus return to top challengers challengers are solid vendors today and can perform well for many enterprises the important question is whether they have the vision to succeed tomorrow a challenger may have a strong wcm product but may have a product strategy that does not fully reflect market trends such as the increasing importance of the user s context multichannel output or interoperability with adjacent technologies for example crm digital asset management and multichannel campaign management return to top visionaries visionaries are forward thinking and technically focused for example their products may have unique multilingual capabilities or set the direction of the market through their innovation and product development to become leaders they need to work on some of the core aspects of their offerings and increase their ability to execute they may need to build financial strength functional breadth service and support geographical coverage or sales and distribution channels their evolution may hinge on the acceptance of a new technology or on the development of partnerships that complement their strengths return to top niche players www.gartner.com/technology/reprints.do?id=117zevtj&ct=111111&st=sb 5/15

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09 01 2012 magic quadrant for web content management niche players focus on a particular segment of the market as defined by characteristics such as size industry and project complexity this narrow focus can affect their ability to outperform or to be more innovative niche players often support only those applications that apply to the particular segments on which they focus return to top vendor strengths and cautions adobe adobe acquired day software in october 2010 which provided it with the products and positioning necessary to make a stronger impact on the core wcm market in february 2011 adobe released its web experience management solution formerly known as cq 5.4 see vendor rating adobe strengths the acquisition of day makes adobe a leader in this space its solution s look and feel make it one of the best javabased products in the wcm market nonit users like its usability and give it consistently positive reports adobe has prioritized close integration between its wcm technologies and the analytics capabilities from its acquisition of omniture the inclusion of technologies from day has given the market clarity and direction the pursuit of a customer experience platform pits adobe squarely against other large companies in this market adobe has embraced its mobile strategy adobe s additional capabilities and excellent reputation in the area of mobile technologies will enhance its ability to support customers as they strive for more relevant contextaware crosschannel interactions with audiences clients can build out their online channel and key verticals can include their plans for mobile applications into this more cohesive strategy cautions when adobe targets marketing including chief marketing officers cmos it must do a better job of differentiating itself from bestofbreed vendors as well as from stack players its messaging is trying to catch up with the market whereas adobe should try to drive the market further this shortcoming may confuse the market and unnecessarily extend sales cycles in a market where soughtafter solutions are becoming more complex adobe needs to improve its sales strategy and execution it needs the right type and number of personnel who can articulate the value of an optimized online strategy for specific industries and then guide customers to success many customers are confused about how they can build broader more effective strategies that incorporate more of adobe s capabilities gartner still receives inquiries from clients who use omniture but who have not been contacted by adobe to help them exploit synergies with cq5 adobe has announced however that it has merged the business units that managed omniture and the cq5 and other enterprise products for customer experience product families this should help but it remains to be seen how quickly this alignment will address the challenges mentioned and enable adobe to be more aggressive in competing against the interoperability capabilities of bestofbreed wcm vendors return to top alterian alterian offers alterian content manager acm formerly called morello and promotes a combination of wcm and social and marketingbased products for companies that wish to cover multiple bases of a more holistic strategy for inbound/outbound marketing in this regard alterian has also appeared in other magic quadrants that relate to multichannel campaign management and marketing resource management strengths alterian has invested heavily and successfully in the past year in presenting prospects and clients with a more cohesive suite of capabilities that allows its wcm offering to become more integrated with other offerings connected with marketing such as campaign management social media monitoring and marketing resource management acm now in its seventh major release and the alterian alchemy product used to increase the quality of engagement with online visitors through personabased content tailoring can be considered as some of the bestinclass products in terms of usability the interfaces are designed well with rich graphics clearly with nonit users in mind the resultant set of easytouse capabilities allows marketers to achieve more effective communications over their online channel without the software development life cycles required by some competitors alterian is one of the few vendors in the wcm market that is successfully applying the concept of personabased engagement into both its own messaging and its products while others are focusing more exclusively on a more granular approach many decision makers will welcome the combination of detailed insight into individual interactions over the online channel as well as the more advanced capabilities to attribute specific experiences to such personae cautions ironically for a company that specializes in the marketing domain alterian needs to improve its own marketing execution it rarely appears on longlists or shortlists presented by gartner clients despite having a flagship wcm offering that fits well into the .net and java platform enterprise edition java ee environments alterian has not executed well on gaining traction in the microsoft sharepoint ecosystem gartner regularly sees a core group of its .netbased competitors shortlisted in this regard if alterian is to compete more effectively in this market it needs to focus not just on core welldefined marketing scenarios but on the broader solution landscape that contributes to the discipline of oco www.gartner.com/technology/reprints.do?id=117zevtj&ct=111111&st=sb 6/15

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09 01 2012 magic quadrant for web content management alterian continues to lag behind the market in terms of some of the capabilities now desired by its target audiences particularly regarding the ease with which tailored experiences with differing components can be designed for individual audiences in the past it had multiple wcm products and this hampered it in this regard calls made to gartner still suggest confusion and possible replacement for example with immediacy in some cases concerning such products alterian needs to invest heavily in its road map and execute more effectively in product development particularly in the area of consumability if it is to leapfrog its competitors and make up for lost time return to top atex atex has a long history in the newspaper media and publishing sectors particularly concerning editorial content management advertising subscriptions and supporting digital strategies strengths atex has made significant efforts to expand the quantity and diversity of its partners for its sales advisory and implementation channels this partnering strategy will give atex more oco capabilities and help it achieve significant interoperability in the broader ecosystem of technologies required for oco atex has the expertise reputation in advertisement placement technology and intellectual property needed to help clients achieve multichannel experiences that are context aware atex needs to translate this messaging to verticals beyond media such as gaming entertainment travel and leisure atex has emphasized its relatively new atex tablet publishing atp although promoting one channel in a market that focuses more on multichannel or crosschannel engagement carries risks the popularity of the ipad for which atp is designed will help atex gain visibility and traction particularly in the media industry where clients are eager to find new ways of making money from content that now appears free on their websites cautions atex has not yet expanded its reputation significantly beyond the media industry it does have reference customers in other verticals a requirement for inclusion in this magic quadrant but it still runs the risk of its client base eroding before it gains traction in neighboring verticals gartner rarely sees atex polopoly shortlisted even where it would provide a good functional fit atex has improved its overall marketing but its messaging and execution trail those of many competitors atex claims to have a cohesive strategy for companies to manage their online and offline channels together rather than in silos or integrated through custom code however interactions between gartner and such companies suggest that these claims are either overstated or that atex has not communicated exactly how clients can achieve this with the latest technology offered atex must be clearer about what components it can provide and more pragmatic in helping these clients execute on such a vision return to top autonomy autonomy entered the wcm market in march 2009 with its acquisition of interwoven since then it has enhanced its technology set and provided additional capabilities through integrations with its search and analytics platform an early and strong focus on specific business scenarios such as interactive marketing and the provision of enterpriseclass technologies to improve usability have earned autonomy a strong position in this market on 3 october 2011 hp announced that it had completed its acquisition of autonomy see hp must overcome risks to realize potential of autonomy acquisition strengths autonomy has done very well to integrate its intelligent data operating layer idol platform into its promote suite of products that include its wcm capabilities particularly with regard to teamsite for the more fundamental facets of wcm and livesite for the dynamic delivery of relevant experiences in doing so it has established a strong position of placing powerful analytics and pattern recognition at the heart of achieving such relevance and effect all of which are key elements of a successful oco strategy autonomy has also achieved recognition in the market for innovation and thought leadership with its original acquisition of marketleading interwoven it inherited a high level of recognition in this regard however with its ongoing development of products such as aurasma which offers promising augmented reality capabilities it is forging differentiation in the extended market particularly along the graying borders that typically separate the online and offline channels while teamsite is a good offering contacts with whom gartner has spoken over the past year continue to praise the additional technologies that autonomy offers for the broader oco solution landscape in particular virage mediabin and optimost receive high accolades on a more technological level opendeploy is still regarded as one of the best products on the market for the syndication of content and sometimes code to multiple servers cautions for more than two years autonomy has pursued a messaging tagline of meaning based marketing although this can be understood in terms of the advanced technology it continues to develop and in the context of the differentiated capabilities of idol this messaging does not resonate well with its core target audience for promote as a result gartner has seen a reduction of occurrences in the past year where autonomy s promote set of capabilities has been shortlisted even for planned solutions where it might have represented the best functional fit recurring comments made to gartner by clients and prospects of autonomy point to a lack of www.gartner.com/technology/reprints.do?id=117zevtj&ct=111111&st=sb 7/15

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09 01 2012 magic quadrant for web content management knowledge on autonomy s part of the specific business context and needs of the client organization this disconnect can lead to difficulties in autonomy proposing the appropriate products for a client specifically in the promote business in some cases known to gartner such an occurrence has prompted autonomy clients to initiate a rip and replace procedure for their existing wcm software autonomy therefore needs to pay closer attention to its sales strategy in this regard autonomy s wcm offering continues to be one of the most highly priced in the market although investment is growing in this market and decision makers are willing to allocate higher budgets to achieve an online channel that has greater impact bids seen by gartner show that autonomy s pricing is sometimes 50 to 100 higher than that of its nearest competitor in surveys carried out by gartner year over year respondents cite price as the main reason why they did not choose autonomy if the company is to leverage the excellence of its overall technology and its reputation for advanced technologies it needs to improve its understanding of oco at the level of sales execution be much more client centric in its core culture and help its prospects build an appropriate business case for the higher investment return to top coremedia coremedia s flagship content management system cms is in its sixth major release coremedia which was a niche player two years ago has become a provider of scalable robust solutions in multiple regions with an impressive customer base and a high retention rate its improved scores in innovation market understanding and marketing strategy have enabled it to strengthen its position as a visionary strengths coremedia has made significant improvements in the past year in terms of its marketing position and it has followed up on that positioning with a good solid release of coremedia 6 in january 2011 coremedia has done well in expanding its footprint in north america contributions to its overall software revenue from this region have risen from 3 to 17 year over year it is also placing the appropriate emphasis on building its partner ecosystem both in terms of an implementation channel as well as technological partnerships such as those with tsystems and sap in a market that focuses strongly on both usability for internal nonit users and agility in the delivery of experiences coremedia has appropriately placed a large emphasis on both areas in terms of overall product development the release of coremedia studio represents an environment for business users that has a very appealing look and feel while its content application engine is well architected and provides for a high level of interoperability with adjacent technologies cautions with its key marketing message of context aware computing see note 2 coremedia is resonating well with the primary developments in the broader solution landscape concerning oco however it will soon need a stronger foothold particularly in the u.s to compete effectively against larger vendors that already have more pieces of the puzzle decision makers will need a clearer overview of where they fit into such a landscape if they are to compete effectively in this area coremedia is still relatively small and will need to grow its support organization and partner ecosystem further to allay the concerns and change the perceptions of some larger gartner clients about postsales interactions being java based and well architected coremedia has a high potential to tap into the microsoft ecosystem around sharepoint particularly where organizations have a hybrid or heterogeneous architecture and are trying to bridge the java world with that of .net however it has not yet exacted this potential and developments in this direction have been slow return to top dynamicweb dynamicweb markets products that focus on wcm and ecommerce although it has traditionally focused on small and midsize businesses smbs it has steadily increased the interoperability of its offering to be considered by large enterprises that require more complex solutions its flagship product is now in its seventh major release strengths dynamicweb s products are based on the .net stack and can integrate well with microsoft technologies if it can execute on its sales and marketing strategy it will provide the midmarket with a costeffective offering where interoperability trumps advanced capabilities the latest version of dynamicweb s flagship product shows significant improvements in ease of use and has closed the gap with some other vendors its online marketing center scheduled for release later in 2011 should provide higher usability which marketers of companies with a b2b e commerce emphasis will welcome dynamicweb has refocused on larger enterprises in 2010 dynamicweb reported that 10 of its revenue came from large enterprises while as much as half came from the midmarket and higher if dynamicweb builds a good repertoire of case studies and reference customers it can shift toward a more industryspecific selling strategy with contextually relevant scalable solutions particularly for manufacturing wholesale and retail and professional services cautions dynamicweb needs to expand more aggressively beyond its core region of emea previous efforts to expand into asia have not been as successful as expected its efforts to expand into north america continue where competition is extremely high requiring strong differentiation for acceptance in the north american market dynamicweb will need to be more transparent and www.gartner.com/technology/reprints.do?id=117zevtj&ct=111111&st=sb 8/15

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09 01 2012 magic quadrant for web content management aggressive with its technological road map other vendors with which it will be compared have richer functions and higher usability the combination of dynamicweb s wcm and ecommerce capabilities is likely to prove less compelling for midsize and large enterprises as trends point more toward bestofbreed offerings and ensuring interoperability dynamicweb can achieve good traction with smaller businesses but it will have to target market segment verticals to build the brand return to top ektron ektron s wcm platform ektron 8.5 was released in september 2011 and has focused on enhanced usability enterprise scalability and interoperability ektron s platform is based on .net and it also provides products for marketing optimization analytics ecommerce and social media strengths ektron s wcm platform integrates well with microsoft sharepoint as well as java portal platforms a key differentiator for some organizations that have more heterogeneous environments ektron offers a sharepoint connector with a publish to ektron option which automatically updates ektron when changes are made in sharepoint and renders sharepoint lists and documents inside an ektron page through widgets ektron also offers web service for remote portlets wsrp to render ektron content into any java portal supporting wsrp including ibm websphere oracle webcenter and weblogic and liferay ektron was quick to combine social media functions into wcm ektron includes activity streams status updates networking ratings comments reviews moderation forums blogs wikis and user profile/group spaces to support collaborative communityoriented sites as a small vendor ektron has done well to focus on wcm while partnering and integrating with third parties to increase its footprint in the broader oco landscape examples include omniture webtrends and google for site analytics baynote for adaptive targeting and recommendations marketo for marketing automation and salesforce.com for crm cautions ektron s out of the box support for portals helps enterprises looking for easy starts but some customers report rigidity and inability to conform to unique user and workflow requirements ektron s easytouse interfaces may belie the technical complexity of its solutions several customers report frustration with frequent and buggy updates spotty experience with features such as sharepoint synchronization dissatisfaction with customer support and longerthan expected implementation times the ektron 8.5 release promises to address these concerns as it went through extensive beta testing before its official release customers must manage ektron planning and deployment with as much attention as with any other wcm platform despite some successes with larger enterprises ektron is still regarded as primarily a midmarket solution feedback from some gartner clients reflects ektron s inability to provide suitable industryspecific references for larger deployments particularly outside its home region of north america partly due to this while ektron has made recent gains in emea its penetration in the region significantly trails that of some immediate competitors return to top episerver episerver s flagship cms offering is based on .net has been on the market for 12 years and is in its seventh major release the company continues to add marketing and sales functionality to its wcm product that is leveraged across its related social software and ecommerce products recently episerver introduced contextual content delivery across its core products strengths episerver offers a modular wellarchitected set of capabilities the ease of use and rich functions of which are among the best in the market business users in particular will like its graphical user interface along with the ease with which they can tailor experiences to different touchpoints such as tablets smartphones and traditional websites episerver is popular in the midmarket but has long established itself as enterprise class with clear highly competitive pricing the modular architecture will allow enterprises to build their oco strategies in an agile way while investing incrementally in extensions to increase their roi episerver has expanded regionally since 2008 already a favorite in the nordic countries and the u.k it has had good success in western europe and north america and has expanded both the proportion of its revenue arising from those areas and its partner ecosystem cautions episerver s technological alliances have been more insular than the market requires its offering includes modules for ecommerce community and marketing some prospects that speak with gartner express confusion about the completeness of these modules in a suite approach compared to integration with offerings from vendors that specialize in these areas the announcement in november 2010 by ik investment partners a private equity firm that it was to acquire episerver has created a perception of uncertainty about the company and has based on feedback from some gartner clients sometimes contributed to its exclusion from shortlists where it would have otherwise been a good functional fit episerver has not been emphatic about how the takeover will help it adopt a more aggressive road map or penetrate the north american market faster some north american customers who have spoken with gartner still view episerver as being remote its overreliance on indirect sales has led to early exclusion from selection processes as its more technologyoriented partners are not as adept at helping prospects build their overall oco www.gartner.com/technology/reprints.do?id=117zevtj&ct=111111&st=sb 9/15

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09 01 2012 magic quadrant for web content management strategy and explaining how episerver supports that strategy return to top espirit based in dortmund germany espirit s flagship product is firstspirit cms a javabased wcm offering now in its fourth major release strengths espirit has come out of relative obscurity in recent years to promote its solid enterpriseclass offering as one that rivals those of competitors for ease of use and interoperability firstspirit s functions hit the sweet spot of the trends in the wcm market and the requirements that clients tell gartner about during most selection processes espirit s messaging resonates with enterprises in multiple industries espirit has positioned itself well for prospects that wish to build a user experience platform not just implement wcm espirit has a strong and convincing story regarding portal integration in a market that seeks synergies between horizontal portals and bestofbreed wcm cautions espirit has only started to gain traction in north america where most wcm revenue is generated ten percent of espirit s revenue comes from this region but further growth will prove challenging as other javabased offerings from more dominant players and bestofbreed offerings have established a strong foothold espirit must be more aggressive in developing its partner ecosystem as well as its direct sales channel in north america a comprehensive set of partnerships to cover multiple phases of the solution life cycle will be difficult to achieve in this competitive landscape espirit s messaging remains predominantly technological while a growing percentage of decision makers are nontechnical business users espirit will also need to tailor its message more effectively to specific industries to make its offering seem more relevant return to top ez systems norwegian company ez systems offers its wcm platform based on the commercial opensource paradigm its flagship product ez publish now in version 4.5 is based on the lamp stack in august 2011 it added recommendations and personalization to its portfolio through its acquisition of the german firm yoochoose and in october 2011 web analytics through its acquisition of odoscope strengths since 2010 ez has taken important steps to realign its business model and core product with the extended solution landscape in which wcm finds itself today ez has made it easier for its partners and prospects to understand the relevance of its offerings ez meets a muchneeded demand in the wcm market for a quality opensource offering backed by a vendor decision makers with whom gartner has spoken have highlighted the growing need for support services beyond what are usually provided by an opensource software community ez has started a form of partner crowdsourcing to develop functions for its core offering more quickly while ensuring that functions will be integrated into the core technology and receive the same support services this approach will attract users of a lamp stack that can already build their online strategy in a modular manner cautions ez has only recently managed to revise its messaging and positioning in the market and it will take time for this new emphasis to gain traction and credibility penetration into north america will prove challenging as ez tries to set up a beachhead in an already crowded competitive market ez will find it difficult to attract partners to its lampbased product as communities such as drupal zope and joomla have already generated large followings return to top gx software based in nijmegen the netherlands gx software offers two javabased products relevant to oco webmanager a wcm offering and blueconic a product designed to help increase engagement across multiple online channels strengths gx has developed a good set of offerings based on a stateoftheart architecture including the apache jackrabbit content repository api for java jcr and osgi components for webmanager in addition gx has chosen apache cassandra as the basis of blueconic which allows for a scalable cloudbased solution for profile information gx articulates a clear marketing message that conveys a good understanding of important components of oco and the role that wcm and analytics play in it gx has made consistent progress in developing core functions for oco if gx continues to execute effectively its offering will remain a compelling option for many shortlists for a vendor with just over 100 employees gx has done well to compete in enterpriseclass contexts and develop a respectable set of highprofile reference customers across multiple industries gx has a strong opportunity to expand regionally and into other verticals if it can develop the necessary partner ecosystem to accommodate all aspects of the solution life cycle www.gartner.com/technology/reprints.do?id=117zevtj&ct=111111&st=sb 10/15

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09 01 2012 magic quadrant for web content management cautions to sustain its growth and gain visibility and market share gx must execute more effectively on marketing and its channel strategy it must also forge more highprofile reliable partnerships with vendors that have adjacent technologies its full set of capabilities available to nonit users represents only a modest subset of those provided by competitors in this market many marketers will find blueconic s user interface less intuitive than those of competitors despite some good graphical visualization gx must improve the overall look and feel return to top ibm with ibm web content manager 7.0 ibm seeks to expand its influence and appeal to marketing executives and other influential business roles though ibm continues to offer web content manager as a standalone product its customer experience suite combines wcm with portal ecommerce analytics and application integration among other capabilities including filenet content manager strengths ibm web content manager s integration with websphere portal enables customers to integrate applications and data sources via a wide range of mechanisms including through prebuilt portlets and widgets specific connectors packaged adaptors development tools and standards support the websphere portal integration also allows enterprises to use a common personalization engine and shared authorization repository that applies to both content and applications thereby avoiding the redundancy and conflict often created when companies implement separate wcm and portal software web content manager already has a large active customer base it has undeniable growth potential due to its bundling with websphere portal and other assets ibm s large ecosystem of partners its global presence with operations in 170 countries and expert sales and consulting relationships with large financial services government telecom retail and healthcare companies web content manager is architected and instrumented for analytics whether the analytics comes from ibm or partners web content manager and websphere portal work with omniture webtrends and ibm s own coremetrics and unica subsidiaries to deliver active site analytics this enables enterprises to track data about user behavior in the site examined and send it to a partnering service for analysis cautions customers continue to report usability issues with web content manager with v.7 ibm has managed to close the gap somewhat in this regard between it and other offerings in the market however in gartner conversations with clients that removed ibm from their shortlists we observe that the vast majority did so because of usability as ibm adds product capabilities and builds customer experience management the vendor is hard pressed to create both a seamless experience for business users and a cohesive easytodeploy platform for it organizations for some customers web content manager is hitched too firmly to the websphere portal platform a unified portal wcm platform may be valuable to enterprises with complex needs but those with investments in other portal platforms may find the combination unnecessarily burdensome and expensive web content manager comes up in fewer than 5 of gartner client calls as a shortlisted option even in contexts where the ibm offering might be a potential fit it tends to be excluded because of price and lack of functions return to top limelight networks limelight networks entered the wcm market through its may 2011 acquisition of clickability which provides saasbased wcm and markets this offering as limelight dynamic site platform limelight s product portfolio also includes smallobject delivery video content management website and application acceleration mobile delivery and monetization electronic software download and live and ondemand media delivery strengths limelightclickability has traditionally relied on its saas model for differentiation but has done well to incorporate into its messaging components targeted at key decision influencers such as marketers and other business users the acquisition by limelight is likely to put more power behind such messaging for enterprises that take a more holistic view of wcm rather than make discrete technological choices limelightclickability has a good reputation as a provider of solutions for the hightech finance and media industries and some customers have praised its ease of deployment overall offering and customer service the combination of limelightclickability s other components such as interactive advertising and media delivery will help the vendor in an industry placing more emphasis on oco the combination of limelight s content delivery network and components from clickability should appeal to enterprises wishing to reduce the number of vendors they use traditionally content delivery networks and wcm required ongoing optimization and often suffered from poor integration and poor user experiences limelight s compelling differentiated offering could eliminate this challenge cautions limelightclickability still falls prey to its traditional categorization as a saasbased wcm platform www.gartner.com/technology/reprints.do?id=117zevtj&ct=111111&st=sb 11/15

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09 01 2012 magic quadrant for web content management saas offerings account for less than 8 of the wcm market so limelight will need to build on its messaging to allay buyers concerns about saas limelightclickability s deployments are primarily at the departmental level partly because the market perceives saas offerings as more suited to small organizations and not appropriate for large crossorganization efforts limelight s competitors profit from this perception limelight will need to be more aggressive in penetrating this upper tier with just 60 to 80 enterprises as customers and a narrow focus on selected industries limelight must penetrate other critical industries more deeply such as consumer packaged goods retail government life sciences and higher education limelight will struggle to catch up with some competitors which have many times its number of enterprises in their installed base many new investments in wcm seek to replace not just upgrade older technologies reference customers are often needed to allay the concerns of decision makers since 2010 gartner has seen clickability excluded from shortlists because of a lack of such references gartner expects this to improve with the more holistic story that can be told since the acquisition however this is an area on which limelight will need to focus strongly and with a high priority return to top microsoft sharepoint 2010 and its predecessor s near ubiquity continue to generate massive interest in the product s wcm capabilities while the product has been used most frequently to support internal content management and collaboration microsoft s customers and partners continue to apply the platform to customer and partnerfacing websites strengths more than 38,000 enterprises use sharepoint for a wide range of purposes a small portion use sharepoint for their external web presence but sharepoint has become the center point of many enterprises content management and collaboration strategies whether provided by microsoft or its continually growing ecosystem sharepoint continues to evolve toward enterpriseclass solutions sharepoint constitutes a comprehensive platform that spans formerly separate categories including content management search portals collaboration social computing business intelligence and composite applications microsoft has the largest and most vibrant ecosystem of consulting implementation system integration independent software and infrastructure partners of any wcm provider cautions sharepoint remains a generalpurpose technology it lacks refinements geared to specific business scenarios and influencers such as marketers who often lead online initiatives sharepoint s personalization and contenttargeting features which are urgent needs for external websites are still largely geared toward internal scenarios the success of other .net wcm systems such as those of ektron and sitecore indicate that microsoft less readily suits the needs of online marketers although the sharepoint for internet sites edition makes licensing more attractive in externally facing situations enterprises looking to provide collaborative social advanced search analytics and business process facilities to external audiences will pay a relatively high price the most advanced deployments will require sharepoint for internet sites enterprise as well as a separate license for fast search these substantial license costs in addition to implementation customization and design services to equip sharepoint for an advanced and readily consumable wcm platform will make cost higher for many customers than competitors with more specialized and outofthebox wcm capability sharepoint s wcm capability does not match well with some established thirdparty portals and e commerce platforms that are often crucial to customerfacing sites especially java ee offerings from providers such as ibm oracle and opentext while sharepoint has improved interoperability with support for standards such as wsrp and content management interoperability services cmis sharepoint is rarely used as a wcm system in those environments sharepoint is however being used increasingly as a document management system for some javaoriented sites customers looking for cohesive and uncomplicated integration between wcm and java based portal and ecommerce platforms should look to other providers return to top opentext opentext has two primary wcm offerings web site management and web experience management based on its acquisitions of hummingbirdreddot solutions and vignette respectively strengths opentext has grown substantially through acquisitions in recent years and it has added components to its portfolio that serve enterprises building their online strategy enterprises that also emphasize a broader ecm strategy are likely to want to consider opentext with its wcm offerings well integrated into its ecm suite opentext continues to have a global reach and a strong partner ecosystem although it is a north american company it can also regard emea as home ground through its numerous acquisitions while other north american vendors sometimes struggle with differences in culture and messaging in other regions strong relationships with sap and microsoft also help opentext opentext has more recently emphasized the role of wcm in customer experience management although opentext could make this vision less technical and more visionary enterprises will relate to the customer focus and view opentext s portfolio as compatible with their wcm plans cautions www.gartner.com/technology/reprints.do?id=117zevtj&ct=111111&st=sb 12/15

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09 01 2012 magic quadrant for web content management opentext needs to become more effective in addressing marketing roles especially the cmo to explain the full value proposition of oco traditionally opentext focused on a wellintegrated platform a pitch that appeals more to technologyoriented roles opentext also needs to appeal to other roles driving demand such as business roles which it could do by emphasizing interoperability with analytics crm sales force automation and ecommerce as well as support for multiple horizontal portals opentext has invested so heavily in integration between the vignette technology it acquired in 2009 and its own stack that it has lost ground to other vendors in the overall set of functions offered web experience management is easy to use but not as intuitive as the products of many competitors web experience management also trails the offerings of opentext s closest rivals in giving business users greater control over their online channels gartner clients often criticize opentext s dual strategy of web site management and web experience management users of previous versions of web site management are unsure how appropriate that offering is for their oco initiative as oco strategies become more ambitious customers often prefer to replace web site management with a competitor s offering than move to the more capable web experience management in addition opentext must divide r&d resources between two very different offerings so it has a much less aggressive road map than some of its closest rivals opentext s market share is likely to suffer in the long term if it does not address this issue return to top oracle oracle s wcm offering has recently been rebranded as a constituent component of its broader oracle webcenter a user engagement platform webcenter in turn contributes to the broader oracle fusion middleware which ties together oracle s information management portal and business application portfolios among other products in august 2011 oracle acquired fatwire software a vendor that was classed as a leader in the magic quadrant for web content management in 2010 see fatwire purchase adds web experience management to oracle s strategy strengths oracle s massive acquisition strategy has expanded its content management reach and foothold in large enterprises its infrastructure middleware and business application presence has brought its webcenter formerly universal content management [ucm platform with its wcm capability to the attention of many influencers in large enterprises with the acquisition of fatwire oracle now has the capability to play the specialist card in addition to offering a broader set of platform capabilities oracle webcenter features a builtin ability to turn on and perform functions for which many other wcm systems require thirdparty software such as document management digital asset management search records and retention management archiving and backup and recovery in this regard oracle has the potential to leverage the good reputation established by fatwire among marketing departments and help enterprises build their oco strategy incrementally as required oracle realtime decisions which works with webcenter s content repository and personalization server can exploit a broad range of user attributes to provide personalization and context awareness profiles in realtime decisions can employ a combination of user data from systems such as siebel to optimize content and presentation realtime decisions also provides cross channel optimization beyond the online experience cautions oracle s many acquisitions require the vendor to rationalize a large mass of overlapping products and enable customers to migrate easily toward the goforward platform this applied to its multiple portal offerings and now applies to its overlapping wcm capabilities in the near term gartner believes that oracle has downplayed wcm innovation and instead is betting heavily on its acquisition of fatwire to fuel its efforts more explicitly in the direction of oco oracle has less presence in collaboration and social media than other vendors people don t immediately think of oracle when they think of social or peoplecentered computing oracle has yet to act on some compelling integrations with its business application portfolio it is only now concurrent with its acquisition of fatwire that it is emphasizing such synergistic couplings with crm erp ecommerce and realtime decisions return to top percussion cm system percussion s flagship javabased product is now in its seventh major release and is augmented by cm1 v.2 a product specifically aimed at nontechnical users but which allows organizations to leverage their existing applications via integration strengths percussion has done well to consolidate its sales and marketing resources and to focus on four main verticals government internet content providers high tech and education in all these verticals investment in wcm is high and this should provide percussion with a base on which it can continue to expand in subsequent years with the initial release of cm1 in december 2010 percussion wisely and explicitly targeted a growing audience of nontechnical professionals who wanted greater more immediate control of their online channel the name cm1 derives from the notion of examining how to make the process of managing content more simple and explicit for users by going back and rearchitecting the basics the inherent ease of use and greater set of capabilities allow in particular marketers to manage and modify websites themselves thus avoiding the software development life cycles that would typically be required to achieve the same effect as cm1 is based on the core cm system percussion has also mitigated the risk of a fork in its offering instead it has architected www.gartner.com/technology/reprints.do?id=117zevtj&ct=111111&st=sb 13/15

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09 01 2012 magic quadrant for web content management its products to allow future developments in one to be subsumed into the other cm system is a wellarchitected javabased platform that has long since established itself as an enterpriseclass alternative for organizations with requirements for scalability and interoperability that required them initially to build their own systems inhouse the trend in the wcm market toward buy instead of build particularly in percussion s focus verticals will resonate well with percussion s overall messaging and positioning cautions despite efforts to advance the experience for business users the functionality available in its products still lags behind the market percussion needs to be more aggressive and visionary with respect to its overall marketing strategy and follow up with accelerated improvements to drive its road map forward its overemphasis on technological prowess leaves it vulnerable to direct competition with opensource software alternatives and will subject its pricing to intense pressure although this is a benefit to some clients in the short term this phenomenon presents a threat to percussion in terms of its longerterm viability percussion s limited geographical reach remains problematic its core region of focus is north america which is understandable as the vast majority of investment stems from this area however the percentage of its revenue coming from emea continues to drop in 2009 emea accounted for approximately 29 of its revenue in 2010 emea accounted for just 16 if a company is focusing on a small subset of verticals it must be more aggressive with its regional expansion either organically or through business partners as one of these verticals is government this effect is more pronounced and the challenge more difficult as solutions tailored to this vertical are often misperceived as being nontransferable percussion needs to embrace more fully the context of oco particularly with respect to its technology partner ecosystem it has excellent messaging concerning interoperability and this sets it and its client base up well for the kind of synergies with adjacent technologies that will allow such optimization however it needs to forge more explicit partnerships with vendors and system integrators that provide and implement those adjacent technologies so that it can sell a bigger story than just wcm it will be critical moving forward that prospects understand how percussion plays in the bigger landscape return to top sdl sdl views its wcm product sdl tridion as part of its broader strategy for global information management and increasingly focuses on marketing solutions the introduction of modules that optimize the online experience has raised the market s expectations of quality innovation and value strengths sdl continues to expand its footprint in the solution landscape that many enterprises are building around wcm sdl tridion is one of the best wcm products for usability and interoperability both with its own expansive set of capabilities as well as important adjacent technologies the announcement in march 2011 that emc and sdl will form a partnership can benefit both vendors the solution landscape they jointly cover is now large and relevant to decision makers focused on optimizing their online channel the two vendors must still reconcile their joint messaging such as sdl s role in xmlbased publishing and the overall positioning of its acquisition of calamares for digital asset management sdl has greatly improved its marketing to paint a clearer picture of how each of its products fits into a cohesive oco strategy in addition it has done well in recent years to maintain a strong lead in integrating its globalization capabilities into its core wcm products to help users achieve better customer engagement in multiple contexts cautions sdl rarely appears on shortlists of wcm selections for dualrepository solutions alongside sharepoint even though sdl tridion is based on .net sdl must do better on messaging and sales execution sdl must be clearer about its strategic direction its mobile and social capabilities need better positioning and sdl risks losing some of its leadership by concentrating on fundamental requirements to the neglect of industryspecific solutions sdl continues to emphasize management as a core goal as shown by its global information management branding online and crosschannel optimization are decisive for enterprises today and sdl needs to articulate its strengths and capabilities in these areas more effectively gartner clients have reported implementation difficulties and prolonged time to production sdl must increase the monitoring of its partner ecosystem and communicate directly with clients to ensure that both clients and partners succeed sdl must also step up efforts to ensure higher reuse of intellectual property and assets across its ecosystem to reduce implementation difficulties competitors have borrowed heavily from opensource culture to create such an environment return to top sitecore sitecore appeals to the needs of online marketers sitecore s flagship sitecore web content management system v.6.5 and sitecore digital marketing system v.2.0 are based on .net the email campaign manager enhances its marketing and sales execution capabilities and facilities for engagement analytics give marketers more autonomy in optimizing customer engagement across channels sitecore also provides ecommerce capabilities particularly to b2b customers through an oem partnership strengths www.gartner.com/technology/reprints.do?id=117zevtj&ct=111111&st=sb 14/15

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09 01 2012 magic quadrant for web content management sitecore has shifted from offering a more generic wcm system to a marketing platform for multichannel customer engagement sitecore s usability across a wide range of functions gives online marketers considerable power integrated analytics engagement social capabilities and campaign management make sitecore s solution accessible for marketers themselves rather than requiring the it organization s involvement in addition sitecore includes many social components at no extra charge while providing integration with facebook and other consumer social platforms sitecore also partners with telligent a specialist in social mechanisms for customer services in the past few years sitecore has moved upmarket to larger highervolume sites its largest installation supports more than 200 concurrent editors and manages more than 7 million components its customer base includes wellknown brands this achievement stems in large part from its move toward microsoft sharepoint for internal deployments this approach appeals to .net users while providing content capabilities that complement rather than compete with sharepoint more than 150 of sitecore s customers integrate with sharepoint cautions sitecore wins inconsistent customer satisfaction because of partnerships with some system integrators that have not been well monitored sitecore is taking steps to address this problem with a twotier partner certification program including a new specialized sitecore partner program sitecore suits microsoft .net environments and requires mainly microsoftcentric infrastructure and complementary technology although sitecore s wcm product interoperates with thirdparty systems via its own apis and xml repository javaoriented developers seeking to create unique web applications and employ java interoperability standards generally look elsewhere some sitecore customers tell gartner that digital marketing system needs to be more user friendly return to top squiz australian squiz markets a php offering called squiz suite which consists of wcm search through the acquisition of funnelback and analytics built on google analytics strengths the leadership at squiz has transformed an opensource company that focused primarily on technology and consulting services into one that is more client centric and focused on providing business solutions squiz has also based its business model on highvalue maintenanceoriented services rather than on a projectbased approach to customer interaction squiz has been a leader among opensource software communities in marketing and positioning rather than emphasizing just the merits of open source it has aligned its offering with the needs of key industries such as government and higher education and it has made progress in penetrating others through its acquisition of funnelback and the analytics solution built on google analytics squiz provides high value beyond the core capabilities of wcm a combination critical to supporting decision makers cautions squiz runs the risk of being seen as a partnerless vendor caught between the opensource and proprietary worlds both proprietary and opensource software vendors require a good partner ecosystem squiz must consider the scalability and sustainability of its business model of providing opensource software with strong professional services squiz has not penetrated far into north america this lack of presence in a major region will pose significant problems in a market with growing competition and where loyalties are changing from traditional javabased to .net offerings missing out on the market s growth spurt in 2009 and 2010 will hurt squiz s longterm services and maintenance revenue squiz must be able to showcase interoperability with key adjacent technologies such as crm erp and sales force automation to compete with vendors that cover larger segments of the oco landscape again squiz needs to develop more partnerships to succeed here return to top © 2011 gartner inc and/or its affiliates all rights reserved gartner is a registered trademark of gartner inc or its affiliates this publication may not be reproduced or distributed in any form without gartner s prior written permission the information contained in this publication has been obtained from sources believed to be reliable gartner disclaims all warranties as to the accuracy completeness or adequacy of such information and shall have no liability for errors omissions or inadequacies in such information this publication consists of the opinions of gartner s research organization and should not be construed as statements of fact the opinions expressed herein are subject to change without notice although gartner research may include a discussion of related legal issues gartner does not provide legal advice or services and its research should not be construed or used as such gartner is a public company and its shareholders may include firms and funds that have financial interests in entities covered in gartner research gartner s board of directors may include senior managers of these firms or funds gartner research is produced independently by its research organization without input or influence from these firms funds or their managers for further information on the independence and integrity of gartner research see guiding principles on independence and objectivity on its website http www.gartner.com/technology/about/ombudsman/omb_guide2.jsp about gartner careers newsroom policies site index it glossary contact gartner www.gartner.com/technology/reprints.do?id=117zevtj&ct=111111&st=sb 15/15

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