Vendor Landscape: Web Experience Management

Transcription

1 Vendor Landscape: Web Experience Management Give users experience and then take their money. 1

2 Introduction Websites are no longer just about presenting static content. They are now about creating unique experiences and turning customers into paying fans. This Research Is Designed For: Enterprises seeking to select a solution for Web Experience Management (WEM). Their WEM use case may include: Organizations that want to deliver dynamic content as part of their marketing initiatives. Organizations that want to expand their digital presence to mobile devices, including the development of mobile apps. Organizations looking to align their marketing campaigns across multiple channels. This Research Will Help You: Understand what s new in the WEM market. Evaluate WEM vendors and products for your enterprise needs. Determine which products are most appropriate for particular use cases and scenarios. Info-Tech Insight Web Experience Management is about the creation of tailored experiences and converting website visitors into customers and fans. Look at Info-Tech s Vendor Landscape: Web Content Management for additional web management solutions that focus on giving control over content management to marketing departments. 2

3 Executive Summary Info-Tech evaluated eight competitors in the WEM market, including the following notable performers: Champions: Sitecore provides a comprehensive solution for WEM. Sitecore has a strong focus on development and has experienced global growth. Adobe offers a solution that empowers marketers and engages website visitors. Adobe s cloud deployment capabilities and campaign management tools make them a leader in this space. Ektron continues to improve its WEM products. It does a solid job in terms of localization for multi-site content delivery and features in-context analytics data. OpenText has a solid feature offering and advanced search capabilities, making it a strong WEM option. Value Award: Acquia/Drupal, delivered by Acquia, is an extensible product, has many core features, and is a clear value winner. Trend Setter Award: Autonomy continues to push forward in terms of innovative new features, including its advance analytics and upcoming mobile delivery capabilities. Info-Tech Insight 1. Social integration is key: Vendors in this space are starting to take advantage of information available on social sites. They are now using it to deliver personalized content as well as develop an awareness of public sentiment surrounding an organization. 2. Multiple channels, continuous experience: The ability to maintain a coherent, ongoing experience across multiple channels is important for creating a great user experience. As a result, vendors are beginning to include print materials in addition to web, mobile, social, and Action-based analytics: Analytics are great, but being given prescriptive advice on changes to improve your content is better. Several vendors are providing built-in advice and best practices based on website usage and search terms. 3

4 Market Overview How it got here Large enterprises with multiple consumer brands needed a solution to control multiple separate company websites. WCM tools evolved to include several role based tools that could manage content across websites at the level of individual content pieces. Legacy vendors such as Day, Vignette, and RedDot brought simple, easy-to-use user interfaces allowing other departments to participate in website design and management. Autonomy s IDOL engine pioneered using search and analytics as a platform to match content to user persona. The large vendors consolidated WCM products with analytics, search, and CRM products thus creating a separate class of products collectively known as Web Experience Management (WEM). Where it s going The market will continue to add vendors as traditional WCM vendors add Search Engine Optimization (SEO) and marketing analytics to their products. The increased pressure to align across all potential channels (web, mobile, , social, and print) will lead more vendors to bring social management tools directly into the WEM product. As the offerings mature the products will have to increase the number of potential customer interactions to drive and monitor consumer web experience. The increasing ability of WEM to be deployed on the Cloud will drive competition for mid-market clients. The increased amount of data generated by websites will drive demand for integration of not only marketing analytics but wider analytics and data integration with all enterprise applications. As the market evolves, capabilities that were once cutting edge become default and new functionality becomes differentiating. Template control has become a Table Stakes capability and should no longer be used to differentiate solutions. Instead focus on social marketing and multi-channel support to get the best fit for your requirements. 4

5 Web Experience Management Vendor selection / knock-out criteria: market share, mind share, and platform coverage Trends in WEM include optimized mobile delivery, the provision of content relevant to the user, the integration with social media, and the use of analytics to make informed decisions around content creation. All vendors included in this landscape have solutions for some, if not all, of these emerging trends. For this Vendor Landscape, Info-Tech focused on those vendors that offer broad capabilities across multiple platforms and that have a strong market presence and/or reputational presence among mid-sized and large enterprises. Included in this Vendor Landscape: Adobe. With the acquisition of Day Software in 2010, Adobe provides an agile, integrated digital marketing solution. Autonomy, an HP company. A solution with strong search capabilities, Autonomy offers an enterprise-level WEM product. Acquia/Drupal. A Drupal-based solution delivered by Acquia. Acquia delivers affordable WEM features for organizations on a budget. Ektron. Ektron provides a capable WEM solution. The upcoming release of Digital Experience Hub will allow the integration of external marketing tools. OpenText. OpenText s scalable WEM solution can meet enterprise level requirements. Oracle. The acquisition of Fatwire Software in 2011 has enabled Oracle to add key functionalities to its WEM product. SDL. SDL s robust WEM solution is focused on meeting the needs of global organizations. Sitecore. Sitecore is undergoing global growth and provides a scalable and flexible solution for web experience. 5

6 Web Experience Management criteria & weighting factors Features The Table Stakes Product Evaluation Criteria The solution provides basic and advanced feature/functionality. Criteria Weighting: Features Usability 35% 35% Usability Affordability Architecture The solution s dashboard and reporting tools are intuitive and easy to use. The three year TCO of the solution is economical. The delivery method of the solution aligns with what is expected within the space. Architecture 5% 25% Product 50% Affordability Viability Strategy Vendor Evaluation Criteria Vendor is profitable, knowledgeable, and will be around for the long-term. Vendor is committed to the space and has a future product and portfolio roadmap. 50% Vendor Viability 25% 30% Strategy Reach Vendor offers global coverage and is able to sell and provide post-sales support. 15% Channel Vendor channel strategy is appropriate and the channels themselves are strong. Channel 30% Reach 6

7 The Info-Tech Web Experience Management Vendor Landscape The Zones of the Landscape The Info-Tech Vendor Landscape: Champions receive high scores for most evaluation criteria and offer excellent value. They have a strong market presence and are usually the trend setters for the industry. Market Pillars are established players with very strong vendor credentials, but with more average product scores. Innovators have demonstrated innovative product strengths that act as their competitive advantage in appealing to niche segments of the market. Autonomy Adobe Ektron OpenText Sitecore Emerging Players are newer vendors who are starting to gain a foothold in the marketplace. They balance product and vendor attributes, though score lower relative to market Champions. Oracle WebCenter SDL Acquia/ Drupal For an explanation of how the Info-Tech Vendor Landscape is created, see Information Presentation Vendor Landscape in the Appendix. 7

8 Balance individual strengths to find the best fit for your enterprise Product Vendor Overall Features Usability Afford. Arch. Overall Viability Strategy Reach Channel Adobe CQ 5.5 Autonomy Acquia/Drupal Ektron 8.6 OpenText CEM Oracle WebCenter SDL Tridion Sitecore DMS * * * Legend =Exemplary =Good =Adequate =Inadequate =Poor * The vendor declined to provide pricing, and publicly available pricing could not be found. For an explanation of how the Info-Tech Harvey Balls are calculated, see Information Presentation Criteria Scores (Harvey Balls) in the Appendix. 8

9 The Info-Tech Web Experience Management Value Index What is a Value Score? The Value Score indexes each vendor s product offering and business strength relative to their price point. It does not indicate vendor ranking. Vendors that score high offer more bang-forthe-buck (e.g. features, usability, stability, etc.) than the average vendor, while the inverse is true for those that score lower. Champion On a relative basis, Drupal maintained the highest Info-Tech Value Score TM of the vendor group. Vendors were indexed against Drupal s performance to provide a complete, relative view of their product offerings. Price-conscious enterprises may wish to give the Value Score more consideration than those who are more focused on specific vendor/product attributes. * Vendor declined to provide pricing, and publicly available pricing could not be found Average Score: Drupal Ektron OpenText Autonomy Adobe Oracle SDL* Sitecore* For an explanation of how price is determined, see Information Presentation Price Evaluation in the Appendix. For an explanation of how the Info-Tech Value Index is calculated, see Information Presentation Value Index in the Appendix. 9

10 Table Stakes represent the minimum standard; without these, a product doesn t even get reviewed Feature Full WCM module Marketing tools Analytics suite Content repositories Dynamic content creation Template control The Table Stakes What it is: Includes editing and workflow control for website management. Native ability to, at a minimum, send through WEM. Tools for understanding behavior of logged-in members. Associated content repositories for dynamic content presentation. Content presented based on the user s profile and their use of the website. Technical tools to ensure global branding. What Does This Mean? The products assessed in this Vendor Landscape TM meet, at the very least, the requirements outlined as Table Stakes. Many of the vendors go above and beyond the outlined Table Stakes, some even do so in multiple categories. This section aims to highlight the products capabilities in excess of the criteria listed here. Most WEM solutions are enterprise-level and focused on marketing strategy, not price. If price is your discriminator between products, you are looking at the products. For solutions that are focused on content management turn to Info-Tech s Vendor Landscape: Web Content Management which covers a range of products and price points. 10

11 Advanced Features are the capabilities that allow for granular market differentiation Scoring Methodology Info-Tech scored each vendor s features offering as a summation of their individual scores across the listed advanced features. Vendors were given 1 point for each feature the product inherently provided. Some categories were scored on a more granular scale with vendors receiving half points. Feature Social media integration Social marketing Site analytics Advanced search Multi-channel support Content tailoring Campaign administration Cross platform integration Mobile device customization Advanced Features What we looked for: Ability to pull in personalization information from social site logins e.g., Facebook, Twitter, etc. Ability to publish content to external social networks and monitor customer sentiment. Advanced reporting capabilities, including video analytics. Search results are tailored based on customer persona. SEO best practices/advice are offered. The support of global brand delivery across websites, social sites, print, , etc. Ability to tailor and target content delivery based on IP capture, geo-location, login, user activity. Multi-site brand ownership and the ability to easily import static 3 rd party developer pages. Able to use different platforms, i.e. Java,.NET etc. Custom delivery of content over mobile devices and the ability to create apps. For an explanation of how Advanced Features are determined, see Information Presentation Feature Ranks (Stop Lights) in the Appendix. 11

12 Each vendor offers a different feature set; concentrate on what your organization needs Evaluated Features Social media Social marketing Site Analytics Advanced search Content tailoring Campaign admin. Multichannel Crossplatform Mobile delivery Adobe CQ 5.5 Autonomy Acquia/Drupal Ektron 8.6 OpenText CEM Oracle WebCenter SDL Tridion Sitecore DMS Legend =Feature fully present =Feature partially present/pending =Feature Unsatisfactory For an explanation of how Advanced Features are determined, see Information Presentation Feature Ranks (Stop Lights) in the Appendix. 12

13 Sitecore DMS is a great.net product that is rapidly evolving through R&D investment Champion Product: Employees: Headquarters: Website: Founded: Presence: Sitecore Customer Engagement Platform 450+ Copenhagen, Denmark sitecore.net 2001 Private The vendor declined to provide pricing, and publicly available pricing could not be found Overview Sitecore CEP is built on the Microsoft.NET platform. Sitecore has one of the largest research and development teams in the industry and is dedicated to providing a product that works for marketing, but meets IT needs. Strengths Sitecore DMS provides multi-channel support for marketing campaigns, complete with an optimization center that allows marketers to see how the campaign is doing, where the issues are, and provide prescriptive advice for changes to achieve greater success. Sitecore s Mobile SDK provides tools for the creation of native mobile apps that can be built on a flexible cross-platform framework. ios and Android mobile platforms are supported. Challenges Sitecore requires the additional Jungle Torch module to monitor customer sentiment. $1 $1M+ 13

14 Sitecore provides a flexible framework for creating mobile apps and informative analytics Vendor Landscape Overall Product Vendor Feat. Use. Afford. Arch. Overall Via. Strat. Reach Chan. What we re hearing With Sitecore, we are able to better respond to market needs and understand what our customers want allowing us to adjust our content in real-time and gain a competitive edge. Peter Østerhaab Poulsen, Online Manager, YouSee Value Index N/A The vendor declined to provide pricing, and publicly available pricing could not be found Sitecore has a great API and an excellent user interface. The learning curve can be a bit steep; but once you understand it, the system can do anything. Anonymous Social media Social market. Analytics Search Features Multichannel Content tailoring Camp. Admin. Cross platform Mobile Info-Tech Recommends: With strong global growth and a focus on product development, Sitecore provides a solid WEM solution, great for.net organizations doing multi-channel marketing. 14

15 Adobe CQ 5.5 is a robust product capable of providing engaging customer experiences Champion Product: Employees: Headquarters: Website: Founded: Presence: Endpoint Adobe CQ Security 5.5 & Data Protection ,200+ San Jose, CA Abingdon, adobe.com UK Sophos.com NASDAQ: ADBE Privately Held 3 year TCO for this solution falls into pricing tier 8, between $250,000 and $500,000 $1 $1M+ Pricing provided by vendor Overview With the recent release of CQ 5.5 and Cloud Manager, Adobe provides a flexible solution designed to meet marketing s needs. Strengths Adobe CQ provides a marketing campaign management module that enables the creation and monitoring of campaigns. Adobe CQ natively integrates with Adobe SiteCatalyst to offer robust analytics. With drag and drop functionality, one is able to place analytics on specific pages and define what component is to be tracked. Adobe CQ integrates with social sites, enabling the use of external customer data to deliver targeted content. Challenges Adobe CQ 5.5 provides support for mobile channels but offers only limited support for print and . While Adobe can push content out to external social sites, it does not have the capability to monitor customer s opinions being expressed on these sites. The solution does not provide advice for optimizing the creation of metadata to make the content easier to retrieve or discover by site visitors. 15

16 Adobe has a strong solution for the quick deployment of web campaigns, but lacks extended multi-channel support Vendor Landscape Product Vendor Overall Feat. Use. Afford. Arch. Overall Via. Strat. Reach Chan. What we re hearing Adobe CQ gives us a competitive advantage to leverage new content opportunities and introduce new features to market quickly to capture sponsor dollars. Dan Check, Technology Director, Slate Value Index Adobe is lean on best practices and tutorials... they're finally starting to get more hands-on material out there. Anonymous 25 Features 5th out of 8 Social media Social market. Analytics Search Multichannel Content tailoring Camp. Admin. Cross platform Mobile Info-Tech Recommends: Adobe is a great choice for large organizations looking for an e-commerce solution. It is able to plug into any backend commerce platform, deliver tailored content to consumers, and quickly launch new campaigns. 16

17 With advanced search and navigation capabilities, OpenText delivers an excellent web experience Champion Product: Employees: Headquarters: Website: Founded: Presence: OpenText Customer Experience Management ~4400 Waterloo, Ontario opentext.com 1991 NASDAQ: OTEX, TSX: OTC 3 year TCO for this solution falls into pricing tier 8, between $250,000 and $500,000 $1 $1M+ Overview Founded in 1991, OpenText has a strong background in content management. OpenText s Customer Experience Management accounts for 20% of its business. Strengths OpenText provides semantic navigation, uses authority control for search terms, and does full text search, allowing customers to find the information they seek. OpenText offers sentiment analytics, making the analytical information immediately actionable. OpenText has a browser plug-in that can take content layout from any website and create a usable template and framework. Integration with the Customer Communications Management solution facilitates print and fax communication. Challenges The solution fails to provide advice regarding Search Engine Optimization best practices. It does not offer multi-channel support for channels OpenText does not have the ability to pull in personalization information from social site logins (e.g. Facebook, Twitter, etc.). 17

18 While OpenText is able to publish content out to external sites, it doesn t offer social site logins to pull in visitor information Vendor Landscape Product Vendor Overall Feat. Use. Afford. Arch. Overall Via. Strat. Reach Chan. What we re hearing It is only accessible to people who are qualified to change things. We can lock down the overall look and feel of the site and enable editors to only change certain things. James Kramer, Webmaster/Web Developer, Sloan Valve Value Index The user interface is awkward in the add-ons and in the actual application. Business Systems Analyst 28 Features 3rd out of 8 Social media Social market. Analytics Search Multichannel Content tailoring Camp. Admin. Cross platform Mobile Info-Tech Recommends: OpenText is an ideal solution for content heavy websites. With strong search capabilities, site visitors are easily and quickly brought to the information they seek. 18

19 Ektron has quickly developed a competitive product Champion Product: Employees: Headquarters: Website: Founded: Presence: Endpoint Ektron 8.6 Security & Data Protection ~225 1,200+ Nashua, New Hampshire Abingdon, ektron.com UK Sophos.com Private Privately Held 3 year TCO for this solution falls into pricing tier 5, between $25,000 and $50,000 Overview Entering the WEM market in 2007, Ektron continues to improve their WEM products with the recent release of Digital Experience Hub (DxH). Strengths Ektron provides a multi-language fallback solution, enabling local sites to be presented in local language. Analytics data is brought into the context of the content editing page and can be quickly accessed to gain real-time information in order to inform content management decisions. Ektron 8.6 provides Microsoft s FAST search service out-of-thebox and the solution also is able to hook into other search engines, allowing customers to leverage their existing investments. Challenges Ektron is optimized for.net environments. Users of other platforms and technologies may find the system difficult to deploy and operate. $1 $1M+ Pricing provided by vendor 19

20 Ektron provides excellent page analytics and search functionality, but lags in social capabilities Vendor Landscape Product Vendor Overall Feat. Use. Afford. Arch. Overall Via. Strat. Reach Chan. What we re hearing I love the 8.5 Ektron Framework API. It takes care of functions like paging and caching that I used to have to write. It is fundamentally changing how Ektron websites are developed. The Framework API provides a consistent and discoverable way to retrieve information from the system. Anonymous Value Index 92 2nd out of 8 Their progress in 8.5 has shown their commitment to making development easier and keeping the content authoring process simple. Anonymous Social media Social market. Analytics Search Features Multichannel Content tailoring Camp. Admin. Cross platform Mobile Info-Tech Recommends: Ektron is a strong contender for small-mid market.net shops. While not as advanced as competitors, it does a solid job in terms of localization for multi-site content delivery and features in-context analytics data. 20

21 Acquia/Drupal s developer community makes this open source product a viable and affordable option Market Pillar Product: Employees: Headquarters: Website: Founded: Presence: Acquia/Drupal 200+ Burlington, MA acquia.com 1999 (Drupal Project) Private 3 year TCO for this solution falls into pricing tier 1, less than $2,500 Overview Drupal is an open source product backed by a strong developer community. Acquia s version of Drupal provides an enterprise level WEM product. Strengths Drupal is capable of integrating with social sites. Content can be created in Drupal and then published out to external sites. Enables the monitoring and import of external content, such as Tweets and Chatter. Website content can be personalized for visitors based on their user login, or explicit factors, such as IP addresses and their geo-location. Drupal has an open data model to support mash-up of content as required. Challenges Drupal does not have the ability to create native mobile apps. Drupal does not offer built-in analytics; however, it does integrate with third-party solutions, such as Google Analytics and SiteCatalyst. $1 $1M+ Pricing provided by vendor 21

22 Although Acquia/Drupal is lacking in advanced features, it integrates with social media and delivers personalized content Vendor Landscape Product Vendor Overall Feat. Use. Afford. Arch. Overall Via. Strat. Reach Chan. What we re hearing Does most things well, which are required. Low capital costs. Community support is sufficient in most cases. Expert staff can usually diagnose work around most problems due to the openness of the code. Works well for us. Dr. Daniel P. Lang, Head of IT Operations, UN OCHA Value Index It is big and somewhat unwieldy. Anonymous 100 Features 1st out of 8 Social media Social market. Analytics Search Multichannel Content tailoring Camp. Admin. Cross platform Mobile Info-Tech Recommends: Drupal is a great solution for small or non-profit organizations. While not as robust as competitors, it provides some key functionalities for generating user-centric websites, but at a fraction of the cost. 22

23 This innovative vendor provides an impressive enterprise-level solution Innovator Product: Employees: Headquarters: Website: Founded: Presence: Autonomy, an HP company 350,000 San Francisco, CA autonomy.com 1939 NYSE: HPQ 3 year TCO for this solution falls into pricing tier 8, between $250,000 and $500,000 $1 $1M+ Pricing provided by vendor Overview Autonomy provides a forward-looking, enterprise-level solution for WEM. Autonomy is capable of supporting and delivering content to multiple channels and platforms. Strengths Autonomy offers comprehensive customer targeting and personalization capabilities. The solution provides granular control over targeting, from establishing fixed segments to 1:1 personalization based on behavior. Autonomy has robust search and analysis capabilities. It is able to analyze unstructured data and identify negative or positive sentiment in user-generated comments. Autonomy is the only vendor to have integrated call center analytics into its WEM to give a complete user experience. Challenges As Autonomy is focused on providing a solution for enterprise level organizations, smaller organizations may find receiving support a challenge. Autonomy does not have the capability to support the creation of native mobile apps. 23

24 Autonomy does most things well; however, lacking in its solution is the ability to create native mobile apps Vendor Landscape Product Vendor Overall Feat. Use. Afford. Arch. Overall Via. Strat. Reach Chan. What we re hearing We ve always come back to Autonomy because they lead the market. The functionality that they provide us meets our needs to the T. They ve always moved along in this content management space well ahead of the marketplace. Anonymous, Solutions Architect Value Index 25 4th out of 8 We had some challenges in terms of resources and the implementation process is taking longer than I anticipated. There is a steep learning curve, this is like no other system we ve put in before. Janet H. Woods, CIO, Tampa Bay Times Social media Social market. Analytics Search Features Multichannel Content tailoring Camp. Admin. Cross platform Mobile Info-Tech Recommends: Autonomy is excellent for enterprise-level organizations or organizations that require strong search capabilities and the ability to contextually deliver multi-media content. 24

25 SDL specializes in brand management across global enterprises Emerging Player Product: Employees: Headquarters: Website: Founded: Presence: SDL Tridion 2,700+ Maidenhead, UK sdl.com 1992 LSE:SDL The vendor declined to provide pricing, and publicly available pricing could not be found $1 $1M+ Overview SDL is focused on providing a WEM platform targeted to enterprise-level organizations. SDL reports a 99% customer retention rate with a partner network of 400. Strengths SDL s product is great for global organizations. It is able to tailor the product based on location, keying into local language and culture, and still maintain the global brand. SDL also leverages profile information gained from how visitors are coming to the site and their behavior while on the website to deliver dynamic content. Challenges The base capabilities of SDL s campaign management module are limited in comparison to its primary competitors. SDL s SM2 Social Intelligence module provides insight into user interaction and behavior. This functionality is not, however, a core part of the SDL Tridion platform. 25

26 Multi-channel support has been in SDL s DNA from the beginning Vendor Landscape Overall Product Vendor Feat. Use. Afford. Arch. Overall Via. Strat. Reach Chan. What we re hearing Tridion excels for organizations with a great deal of localization/translation requirements or for companies that have large numbers of sites to manage. I think their offering is a great fit in environments where you need to manage multiple sites but need to reuse content, taxonomy, or structure across the sites. Tony Rems, Managing Partner/Owner, ThoughtMatrix Value Index N/A The vendor declined to provide pricing, and publicly available pricing could not be found Due to their flexibility and expandability, [there is] a greater level of complexity in implementing. Unfortunately, the documentation is limited, unlike some of the simpler and cheaper WCM systems out on the market. Anonymous, CEO of developer company Social media Social market. Analytics Search Features Multichannel Content tailoring Camp. Admin. Cross platform Mobile Info-Tech Recommends: SDL is a strong contender for global organizations. It is able to maintain global branding as well as manage brand variances for different regions. 26

27 Through acquisition Oracle has ramped up their WEM offering and become a contender Emerging Player Product: Employees: Headquarters: Website: Founded: Presence: Oracle WebCenter ~85,000 Redwood City, CA oracle.com 1977 NASDAQ: ORCL 3 year TCO for this solution falls into pricing tier 8, between $250,000 and $500,000 $1 $1M+ Pricing solicited from public sources Overview Founded in 1977, Oracle is a large vendor with multiple software and hardware products. With the acquisition of FatWire Software in 2011, Oracle has made improvements to its WEM offering. Strengths WebCenter has the ability to delivery dynamic content to mobile devices, as well as support the creation of native mobile apps. WebCenter now allows users to create pages in a visual way. Content can be dragged and dropped into the context of the webpage. Social login and visitor sharing to Facebook and Twitter are available out-of-the-box. This functionality can be extended to 20+ social platforms through Jainrain integration. Challenges WebCenter lacks the ability to pull visitors information from external social sites and deliver targeted content based on the customer information gained. Sentiment analysis is not an available feature. The multichannel support does not extend to include print materials. 27

28 Oracle delivers customized content based on user activity, but lacks the ability to pull additional information from social sites Vendor Landscape Product Vendor Overall Feat. Use. Afford. Arch. Overall Via. Strat. Reach Chan. What we re hearing FatWire was certainly well rated as a leading solution in the web experience management market in early 2011 and now that Oracle has acquired them, it is more than likely that it will be a very strong element of their web experience management platform. Anonymous Value Index 9 6th out of 8 Oracle has acquired several large well-rated CMS solutions and should be dominating the market... they're not. Anonymous Social media Social market. Analytics Search Features Multichannel Content tailoring Camp. Admin. Cross platform Mobile Info-Tech Recommends: Organizations that are currently invested in Oracle products may consider WebCenter to extend their existing CRM and ERP solutions. 28

29 Identify leading candidates with the Web Experience Management (WEM) Vendor Shortlist Tool The Info-Tech WEM Vendor Shortlist Tool is designed to generate a customized shortlist of vendors based on your key priorities. This tool offers the ability to modify: Overall Vendor vs. Product Weightings Individual product criteria weightings: Features Usability Affordability Architecture Individual vendor criteria weightings: Viability Strategy Reach Channel 29

30 The maintenance of a global brand is important, especially when the brand may mean different things in different regions Global organizations with vastly different target groups must be able to automatically deliver context-appropriate content and branding Global brand management Exemplary Performers Why Scenarios? In reviewing the products included in each Vendor Landscape TM, certain use-cases come to the forefront. Whether those use-cases are defined by applicability in certain locations, relevance for certain industries, or as strengths in delivering a specific capability, Info- Tech recognizes those use-cases as Scenarios, and calls attention to them where they exist. Viable Performers Adequate Performers For an explanation of how Scenarios are determined, see Information Presentation Scenarios in the Appendix. 30

31 Organizations that want to engage website visitors must have the ability to deliver the right content at the right time Media based websites must be able to automatically deliver a variety of content that specifically meets users needs and interests. 1 2 Multi-media content delivery 3 Exemplary Performers Why Scenarios? In reviewing the products included in each Vendor Landscape TM, certain use-cases come to the forefront. Whether those use-cases are defined by applicability in certain locations, relevance for certain industries, or as strengths in delivering a specific capability, Info- Tech recognizes those use-cases as Scenarios, and calls attention to them where they exist. Viable Performers Adequate Performers For an explanation of how Scenarios are determined, see Information Presentation Scenarios in the Appendix. 31

32 The support of multi-channel delivery is necessary to provide customers with a fluid experience across all points of contact Organizations that want an on-going conversation with customers need a solution that manages campaigns across social, print, and web channels Multi-channel campaign management Exemplary Performers Why Scenarios? In reviewing the products included in each Vendor Landscape TM, certain use-cases come to the forefront. Whether those use-cases are defined by applicability in certain locations, relevance for certain industries, or as strengths in delivering a specific capability, Info- Tech recognizes those use-cases as Scenarios, and calls attention to them where they exist. Viable Performers Adequate Performers For an explanation of how Scenarios are determined, see Information Presentation Scenarios the Appendix. 32

33 Appendix 1. Vendor Landscape Methodology: Overview 2. Vendor Landscape Methodology: Product Selection & Information Gathering 3. Vendor Landscape Methodology: Scoring 4. Vendor Landscape Methodology: Information Presentation 5. Vendor Landscape Methodology: Fact Check & Publication 6. Product Pricing Scenario 33

34 Vendor Landscape Methodology: Overview Info-Tech s Vendor Landscapes are research materials that review a particular IT market space, evaluating the strengths and abilities of both the products available in that space, as well as the vendors of those products. These materials are created by a team of dedicated analysts operating under the direction of a senior subject matter expert over a period of six weeks. Evaluations weigh selected vendors and their products (collectively solutions ) on the following eight criteria to determine overall standing: Features: The presence of advanced and market-differentiating capabilities. Usability: The intuitiveness, power, and integrated nature of administrative consoles and client software components. Affordability: The three-year total cost of ownership of the solution. Architecture: The degree of integration with the vendor s other tools, flexibility of deployment, and breadth of platform applicability. Viability: The stability of the company as measured by its history in the market, the size of its client base, and its financial performance. Strategy: The commitment to both the market-space, as well as to the various sized clients (small, mid-sized, and enterprise clients). Reach: The ability of the vendor to support its products on a global scale. Channel: The measure of the size of the vendor s channel partner program, as well as any channel strengthening strategies. Evaluated solutions are plotted on a standard two by two matrix: Champions: Both the product and the vendor receive scores that are above the average score for the evaluated group. Innovators: The product receives a score that is above the average score for the evaluated group, but the vendor receives a score that is below the average score for the evaluated group. Market Pillars: The product receives a score that is below the average score for the evaluated group, but the vendor receives a score that is above the average score for the evaluated group. Emerging Players: Both the product and the vendor receive scores that are below the average score for the evaluated group. Info-Tech s Vendor Landscapes are researched and produced according to a strictly adhered to process that includes the following steps: Vendor/product selection Information gathering Vendor/product scoring Information presentation Fact checking Publication This document outlines how each of these steps is conducted. 34

35 Vendor Landscape Methodology: Vendor/Product Selection & Information Gathering Info-Tech works closely with its client base to solicit guidance in terms of understanding the vendors with whom clients wish to work and the products that they wish evaluated; this demand pool forms the basis of the vendor selection process for Vendor Landscapes. Balancing this demand, Info-Tech also relies upon the deep subject matter expertise and market awareness of its Senior and Lead Research Analysts to ensure that appropriate solutions are included in the evaluation. As an aspect of that expertise and awareness, Info-Tech s analysts may, at their discretion, determine the specific capabilities that are required of the products under evaluation, and include in the Vendor Landscape only those solutions that meet all specified requirements. Information on vendors and products is gathered in a number of ways via a number of channels. Initially, a request package is submitted to vendors to solicit information on a broad range of topics. The request package includes: A detailed survey. A pricing scenario (see Vendor Landscape Methodology: Price Evaluation and Pricing Scenario, below). A request for reference clients. A request for a briefing and, where applicable, guided product demonstration. These request packages are distributed approximately twelve weeks prior to the initiation of the actual research project to allow vendors ample time to consolidate the required information and schedule appropriate resources. During the course of the research project, briefings and demonstrations are scheduled (generally for one hour each session, though more time is scheduled as required) to allow the analyst team to discuss the information provided in the survey, validate vendor claims, and gain direct exposure to the evaluated products. Additionally, an end-user survey is circulated to Info-Tech s client base and vendor-supplied reference accounts are interviewed to solicit their feedback on their experiences with the evaluated solutions and with the vendors of those solutions. These materials are supplemented by a thorough review of all product briefs, technical manuals, and publicly available marketing materials about the product, as well as about the vendor itself. Refusal by a vendor to supply completed surveys or submit to participation in briefings and demonstrations does not eliminate a vendor from inclusion in the evaluation. Where analyst and client input has determined that a vendor belongs in a particular evaluation, it will be evaluated as best as possible based on publicly available materials only. As these materials are not as comprehensive as a survey, briefing, and demonstration, the possibility exists that the evaluation may not be as thorough or accurate. Since Info-Tech includes vendors regardless of vendor participation, it is always in the vendor s best interest to participate fully. All information is recorded and catalogued, as required, to facilitate scoring and for future reference. 35

36 Vendor Landscape Methodology: Scoring Once all information has been gathered and evaluated for all vendors and products, the analyst team moves to scoring. All scoring is performed at the same time so as to ensure as much consistency as possible. Each criterion is scored on a ten point scale, though the manner of scoring for criteria differs slightly: Features is scored via Cumulative Scoring Affordability is scored via Scalar Scoring All other criteria are scored via Base5 Scoring In Cumulative Scoring, a single point is assigned to each evaluated feature that is regarded as being fully present, a half point to each feature that is partially present or pending in an upcoming release, and zero points to features that are deemed to be absent. The assigned points are summed and normalized to a value out of ten. For example, if a particular Vendor Landscape evaluates eight specific features in the Feature Criteria, the summed score out of eight for each evaluated product would be multiplied by 1.25 to yield a value out of ten. In Scalar Scoring, a score of ten is assigned to the lowest cost solution, and a score of one is assigned to the highest cost solution. All other solutions are assigned a mathematically determined score based on their proximity to / distance from these two endpoints. For example, in an evaluation of three solutions, where the middle cost solution is closer to the low end of the pricing scale it will receive a higher score, and where it is closer to the high end of the pricing scale it will receive a lower score; depending on proximity to the high or low price it is entirely possible that it could receive either ten points (if it is very close to the lowest price) or one point (if it is very close to the highest price). Where pricing cannot be determined (vendor does not supply price and public sources do not exist), a score of 0 is automatically assigned. In Base5 scoring a number of sub-criteria are specified for each criterion (for example, Longevity, Market Presence, and Financials are subcriteria of the Viability criterion), and each one is scored on the following scale: 5 - The product/vendor is exemplary in this area (nothing could be done to improve the status). 4 - The product/vendor is good in this area (small changes could be made that would move things to the next level). 3 - The product/vendor is adequate in this area (small changes would make it good, more significant changes required to be exemplary). 2 - The product/vendor is poor in this area (this is a notable weakness and significant work is required). 1 - The product/vendor is terrible/fails in this area (this is a glaring oversight and a serious impediment to adoption). The assigned points are summed and normalized to a value out of ten as explained in Cumulative Scoring above. Scores out of ten, known as Raw scores, are transposed as-is into Info-Tech s Vendor Landscape Shortlist Tool, which automatically determines Vendor Landscape positioning (see Vendor Landscape Methodology: Information Presentation - Vendor Landscape, below), Criteria Score (see Vendor Landscape Methodology: Information Presentation - Criteria Score, below), and Value Index (see Vendor Landscape Methodology: Information Presentation - Value Index, below). 36

37 Vendor Landscape Methodology: Information Presentation Vendor Landscape Info-Tech s Vendor Landscape is a two-by-two matrix that plots solutions based on the combination of Product score and Vendor score. Placement is not determined by absolute score, but instead by relative score. Relative scores are used to ensure a consistent view of information and to minimize dispersion in nascent markets, while enhancing dispersion in commodity markets to allow for quick visual analysis by clients. Relative scores are calculated as follows: 1. Raw scores are transposed into the Info-Tech Vendor Landscape Shortlist Tool (for information on how Raw scores are determined, see Vendor Landscape Methodology: Scoring, above). 2. Each individual criterion Raw score is multiplied by the pre-assigned weighting factor for the Vendor Landscape in question. Weighting factors are determined prior to the evaluation process to eliminate any possibility of bias. Weighting factors are expressed as a percentage such that the sum of the weighting factors for the Vendor criteria (Viability, Strategy, Reach, Channel) is 100% and the sum of the Product criteria (Features, Usability, Affordability, Architecture) is 100%. 3. A sum-product of the weighted Vendor criteria scores and of the weighted Product criteria scores is calculated to yield an overall Vendor score and an overall Product score. 4. Overall Vendor scores are then normalized to a 20 point scale by calculating the arithmetic mean and standard deviation of the pool of Vendor scores. Vendors for whom their overall Vendor score is higher than the arithmetic mean will receive a normalized Vendor score of (exact value determined by how much higher than the arithmetic mean their overall Vendor score is), while vendors for whom their overall Vendor score is lower than the arithmetic mean will receive a normalized Vendor score of between one and ten (exact value determined by how much lower than the arithmetic mean their overall Vendor score is). 5. Overall Product score is normalized to a 20 point scale according to the same process. 6. Normalized scores are plotted on the matrix, with Vendor score being used as the x-axis, and Product score being used as the y-axis. Innovators: solutions with below average Vendor scores and above average Product scores. Emerging Players: solutions with below average Vendor scores and below average Product scores. Vendor Landscape Champions: solutions with above average Vendor scores and above average Product scores. Market Pillars: solutions with above average Vendor scores and below average Product scores. 37

38 Vendor Landscape Methodology: Information Presentation Criteria Scores (Harvey Balls) Info-Tech s Criteria Scores are visual representations of the absolute score assigned to each individual criterion, as well as of the calculated overall Vendor and Product scores. The visual representation used is Harvey Balls. Harvey Balls are calculated as follows: 1. Raw scores are transposed into the Info-Tech Vendor Landscape Shortlist Tool (for information on how Raw scores are determined, see Vendor Landscape Methodology: Scoring, above). 2. Each individual criterion Raw score is multiplied by a pre-assigned weighting factor for the Vendor Landscape in question. Weighting factors are determined prior to the evaluation process, based on the expertise of the Senior or Lead Research Analyst, to eliminate any possibility of bias. Weighting factors are expressed as a percentage, such that the sum of the weighting factors for the Vendor criteria (Viability, Strategy, Reach, Channel) is 100%, and the sum of the Product criteria (Features, Usability, Affordability, Architecture) is 100%. 3. A sum-product of the weighted Vendor criteria scores and of the weighted Product criteria scores is calculated to yield an overall Vendor score and an overall Product score. 4. Both overall Vendor score / overall Product score, as well as individual criterion Raw scores are converted from a scale of one to ten to Harvey Ball scores on a scale of zero to four, where exceptional performance results in a score of four and poor performance results in a score of zero. 5. Harvey Ball scores are converted to Harvey Balls as follows: A score of four becomes a full Harvey Ball. A score of three becomes a three-quarter full Harvey Ball. A score of two becomes a half full Harvey Ball. A score of one becomes a one-quarter full Harvey Ball. A score of zero (zero) becomes an empty Harvey Ball. 6. Harvey Balls are plotted by solution in a chart where rows represent individual solutions and columns represent overall Vendor / overall Product, as well as individual criteria. Solutions are ordered in the chart alphabetically by vendor name. Harvey Balls Overall Harvey Balls represent weighted aggregates. Overall Product Vendor Feat. Use. Afford. Arch. Overall Via. Strat. Reach Chan. Criteria Harvey Balls represent individual Raw scores. 38

39 Vendor Landscape Methodology: Information Presentation Feature Ranks (Stop Lights) Info-Tech s Feature Ranks are visual representations of the presence/availability of individual features that collectively comprise the Features criterion. The visual representation used is Stop Lights. Stop Lights are determined as follows: 1. A single point is assigned to each evaluated feature that is regarded as being fully present, a partial point to each feature that is partially present or pending in an upcoming release, and zero points to features that are deemed to be fully absent. Fully present means all aspects and capabilities of the feature as described are in evidence. Fully absent means all aspects and capabilities of the feature as described are in evidence. Partially present means some, but not all, aspects and capabilities of the feature as described are in evidence, OR all aspects and capabilities of the feature as described are in evidence, but only for some models in a line. Pending means all aspects and capabilities of the feature, as described, are anticipated to be in evidence in a future revision of the product and that revision is to be released within the next 12 months. 2. Feature scores are converted to Stop Lights as follows: Full points become a Green light. Half points become a Yellow light. Quarter points or less become a Red light. 3. Stop Lights are plotted by solution in a chart where rows represent individual solutions and columns represent individual features. Solutions are ordered in the chart alphabetically by vendor name. For example, a set of applications is being reviewed and a feature of Integration with Mobile Devices that is defined as availability of dedicated mobile device applications for ios, Android, and BlackBerry devices is specified. Solution A provides such apps for all listed platforms and scores Green, solution B provides apps for ios and Android only and scores Yellow, while solution C provides mobile device functionality through browser extensions, has no dedicated apps, and so scores Red. Stop Lights Green means a feature is fully present; Red, unsatisfactory or fully absent. Features Feature 1 Feature 2 Feature 3 Feature 4 Feature 5 Feature 6 Feature 7 Feature 8 Yellow shows partial availability (such as in some models in a line). 39

40 Vendor Landscape Methodology: Information Presentation Value Index Info-Tech s Value Index is an indexed ranking of solution value per dollar as determined by the Raw scores assigned to each criteria (for information on how Raw scores are determined, see Vendor Landscape Methodology: Scoring, above). Value scores are calculated as follows: 1. The Affordability criterion is removed from the overall Product score and the remaining Product score criteria (Features, Usability, Architecture) are reweighted so as to retain the same weightings relative to one another, while still summing to 100%. For example, if all four Product criteria were assigned base weightings of 25%, for the determination of the Value score, Features, Usability, and Architecture would be reweighted to 33.3% each to retain the same relative weightings while still summing to 100%. 2. A sum-product of the weighted Vendor criteria scores and of the reweighted Product criteria scores is calculated to yield an overall Vendor score and a reweighted overall Product score. 3. The overall Vendor score and the reweighted overall Product score are then summed, and this sum is multiplied by the Affordability Raw score to yield an interim Value score for each solution. 4. All interim Value scores are then indexed to the highest performing solution by dividing each interim Value score by the highest interim Value score. This results in a Value score of 100 for the top solution and an indexed Value score relative to the 100 for each alternate solution. 5. Solutions are plotted according to Value score, with the highest score plotted first, and all remaining scores plotted in descending numerical order. Where pricing is not provided by the vendor and public sources of information cannot be found, an Affordability Raw score of zero is assigned. Since multiplication by zero results in a product of zero, those solutions for which pricing cannot be determined receive a Value score of zero. Since Info-Tech assigns a score of zero where pricing is not available, it is always in the vendor s best interest to provide accurate and up to date pricing Value Index Vendors are arranged in order of Value Score. The Value Score each solution achieved is displayed, and so is the average score. 100 A 80 B 40 C Average Score: Those solutions that are ranked as Champions are differentiated for point of reference. D 10 E 40

41 Vendor Landscape Methodology: Information Presentation Price Evaluation Info-Tech s Price Evaluation is a tiered representation of the three year Total Cost of Ownership (TCO) of a proposed solution. Info-Tech uses this method of communicating pricing information to provide high-level budgetary guidance to its end-user clients while respecting the privacy of the vendors with whom it works. The solution TCO is calculated and then represented as belonging to one of ten pricing tiers. Pricing tiers are as follows: 1. Between $1 and $2, Between $2,500 and $5, Between $5,000 and $10, Between $10,000 and $25, Between $25,000 and $50, Between $50,000 and $100, Between $100,000 and $250, Between $250,000 and $500, Between $500,000 and $1,000, Greater than $1,000,000 Where pricing is not provided, Info-Tech makes use of publicly available sources of information to determine a price. As these sources are not official price lists, the possibility exists that they may be inaccurate or outdated, and so the source of the pricing information is provided. Since Info-Tech publishes pricing information regardless of vendor participation, it is always in the vendor s best interest to supply accurate and up to date information. Info-Tech s Price Evaluations are based on pre-defined pricing scenarios (see Product Pricing Scenario, below) to ensure a comparison that is as close as possible between evaluated solutions. Pricing scenarios describe a sample business and solicit guidance as to the appropriate product/service mix required to deliver the specified functionality, the list price for those tools/services, as well as three full years of maintenance and support. Price Evaluation Call-out bubble indicates within which price tier the three year TCO for the solution falls, provides the brackets of that price tier, and links to the graphical representation. 3 year TCO for this solution falls into pricing tier 6, between $50,000 and $100,000. $1 $1M+ Pricing solicited from public sources. Scale along the bottom indicates that the graphic as a whole represents a price scale with a range of $1 to $1M+, while the notation indicates whether the pricing was supplied by the vendor or derived from public sources. 41

42 Vendor Landscape Methodology: Information Presentation Scenarios Info-Tech s Scenarios highlight specific use cases for the evaluated solution to provide as complete (when taken in conjunction with the individual written review, Vendor Landscape, Criteria Scores, Feature Ranks, and Value Index) a basis for comparison by end-user clients as possible. Scenarios are designed to reflect tiered capability in a particular set of circumstances. Determination of the Scenarios in question is at the discretion of the analyst team assigned to the research project. Where possible, Scenarios are designed to be mutually exclusive and collectively exhaustive, or at the very least, hierarchical such that the tiers within the Scenario represent a progressively greater or broader capability. Scenario ranking is determined as follows: 1. The analyst team determines an appropriate use case. For example: Clients that have multinational presence and require vendors to provide four hour onsite support. 2. The analyst team establishes the various tiers of capability. For example: Presence in Americas Presence in EMEA Presence in APAC 3. The analyst team reviews all evaluated solutions and determines which ones meet which tiers of capability. For example: Presence in Americas Presence in EMEA Presence in APAC Vendor A, Vendor C, Vendor E Vendor A, Vendor B, Vendor C Vendor B, Vendor D, Vendor E 4. Solutions are plotted on a grid alphabetically by vendor by tier. Where one vendor is deemed to be stronger in a tier than other vendors in the same tier, they may be plotted non-alphabetically. For example: Vendor C is able to provide four hour onsite support to 12 countries in EMEA while Vendors A and B are only able to provide four hour onsite support to eight countries in EMEA; Vendor C would be plotted first, followed by Vendor A, then Vendor B. 42

43 Vendor Landscape Methodology: Information Presentation Vendor Awards At the conclusion of all analyses, Info-Tech presents awards to exceptional solutions in three distinct categories. Award presentation is discretionary; not all awards are extended subsequent to each Vendor landscape and it is entirely possible, though unlikely, that no awards may be presented. Awards categories are as follows: Champion Awards are presented to those solutions, and only those solutions, that land in the Champion zone of the Info-Tech Vendor Landscape (see Vendor Landscape Methodology: Information Presentation - Vendor Landscape, above). If no solutions land in the Champion zone, no Champion Awards are presented. Similarly, if multiple solutions land in the Champion zone, multiple Champion Awards are presented. Trend Setter Awards are presented to those solutions, and only those solutions, that are deemed to include the most original/inventive product/service, or the most original/inventive feature/capability of a product/service. If no solution is deemed to be markedly or sufficiently original/inventive, either as a product/service on the whole or by feature/capability specifically, no Trend Setter Award is presented. Only one Trend Setter Award is available for each Vendor Landscape. Best Overall Value Awards are presented to those solutions, and only those solutions, that are ranked highest on the Info-Tech Value Index (see Vendor Landscape Methodology: Information Presentation Value Index, above). If insufficient pricing information is made available for the evaluated solutions, such that a Value Index cannot be calculated, no Best Overall Value Award will be presented. Only one Best Overall Value Award is available for each Vendor Landscape. Vendor Awards Info-Tech s Champion Award is presented to solutions in the Champion zone of the Vendor Landscape. Info-Tech s Trend Setter Award is presented to the most original/inventive solution evaluated. Info-Tech s Best Overall Value Award is presented to the solution with the highest Value Index score. 43