Respondents titles and functions included IT management, executives, business managers, and project managers.

Transcription

1 CAP Dynamic Content Software Strategies Consulting Service December 5, 2003 Multi-Channel Communication Research Results: Charts, Data Tables, & Questionnaire This document includes the top-level charts, data tables, and the questionnaire for the multi-channel communication research study. The data contained within this report is featured within the report Multi-Channel Communication Challenges, which will be published in December Research Project Summary: The study, which polled IT professionals and Transform Magazine readers, collected 267 surveys. Respondents came from a number of industries including manufacturing, computer-related products and services, financial services, government, and healthcare. Respondents titles and functions included IT management, executives, business managers, and project managers. The survey work was completed on October 27, The questionnaire was broken into five segments: Demographics Business drivers and goals Funding and solution ownership Technology impact Process and skills CAP Ventures is a strategic consulting firm for providers and users of business communication technologies and services. We deliver key research, analysis, forecasting, benchmarking, and strategy recommendations to make a competitive difference in our clients businesses. Additional information about CAP Ventures is available on the Web at Headquarters CAP Ventures, Inc. 600 Cordwainer Drive Norwell, MA Phone: Fax: info@capv.com Europe CAP Ventures, Ltd. 3 rd Floor, Sceptre House 7-9 Castle Street Luton, Bedfordshire, United Kingdom LU1 3AJ Phone: Fax: euro.info@capv.com Japan G.S.M. Corporation Ebisu East Building Higashi, Shibuya-ku Tokyo Japan Phone: Fax: info@gsm.to This Material is prepared specifically for clients of CAP Ventures. The opinions expressed represent our interpretation and analysis of information generally available to the public or released by responsible individuals in the subject companies. We believe that the sources of information on which our material is based are reliable and we have applied our best professional judgment to the data obtained. CAP Ventures, Inc., December 5,

2 Research Dynamic Content Software Strategies Consulting Service Table Of Contents Demographic Charts...6 Figure 1. Title or Function... 6 Figure 2: Company s Annual Revenue... 7 Figure 3: Number of Employees... 8 Figure 4: Company's Primary Business... 9 Figure 5: Company's Primary Business Cont Figure 6: Familiarity with Efforts to Improve Multi-Channel Communications Figure 7: Comfort Level in Answering Questions Figure 8: Developing a Content Strategy Business Drivers and Goals Charts Figure 9: Business Functions with Critical Need for Multi-Channel Communications Figure 10: Business Goals Driving Multi-Channel Communications Figure 11: Percentage of Content Delivered Through Each Channel Figure 12: Mean Percentage of Content Delivered Through Each Channel Figure 13: Types of Documents with Critical Multi-Channel Requirements Figure 14: Types of Documents with Critical Multi-Channel Requirements Cont Funding and Solution Ownership Charts Figure 15: Management Visibility to Multi-Channel Communication Challenge Figure 16: Publishing to Describe Multi-Channel Communications Figure 17: Perception of Multi-Channel Communication Challenge Figure 18: Allocation of Funding for Multi-Channel Communications Figure 19: Amount of 2003 Funding for Improving Multi-Channel Communications Figure 20: Requested 2004 Funding for Improving Multi-Channel Communications Figure 21: Factors Used to Determine ROI for Multi-Channel Communication Investments Figure 22: Technology or Process Initiatives Including a Multi-Channel Component Figure 23: IT/IS Involvement in Improving Multi-Channel Communications Technology Impact Charts Figure 24: Functionalities Most Critical to Multi-Channel Communication Efforts Figure 25: Importance of Creation and Editing Capabilities Figure 26: Mean Importance of Creation and Editing Capabilities Figure 27: Importance of Managing Content and Workflow Processes Capabilities Figure 28: Mean Importance of Managing Content and Workflow Process Capabilities Figure 29: Importance of Marketing, e-commerce, or e-business Capabilities Figure 30: Mean Importance of Marketing, e-commerce, or e-business Capabilities Figure 31: Importance of Publishing or Content Delivery Capabilities Figure 32: Mean Importance of Publishing or Content Delivery Capabilities Figure 33: Leading Multi-Channel Communications Vendors Figure 34: Leading Multi-Channel Communication Vendors Cont Figure 35: Vendors Installed, or Planned or Considered for Installation in Next 18 Months Figure 36: Vendors Installed, or Planned or Considered for Installation in Next 18 Months Cont Figure 37: Standards for Multi-Channel Communications Figure 38: Percent of Content Managed in an XML Format Figure 39: Approach Utilizing Content Component Model Figure 40: Technology Purchase Preference Figure 41: Professional Service Provider Figure 42: Professional Service Provider Cont Process and Skills Charts Figure 43: Percent of Content Using Multi-Channel Workflows Figure 44: Mean Percent of Content Using Multi-Channel Workflows Figure 45: Percent of Content Shift from Print First to Electronic First Figure 46: Most Difficult Aspects to Supporting Multi-Channel Communications Figure 47: Most Difficult Aspects to Supporting Multi-Channel Communications Cont Figure 48: Most Critical Skills for Multi-Channel Communications Figure 49: New or Adapted Roles to Support Multi-Channel Communications Page 2 CAP Ventures, December 5, 2003

3 Dynamic Content Software Strategies Consulting Service Research Data Tables with Vertical Industry Banner How to Read the Tables Demographic Tables Table 1: Titles or Functions Table 2: Company s Annual Revenue Table 3: Number of Employees at Company Table 4: Primary Business Table 5: Aspects of Company's Efforts to Improve Multi-Channel Communications That Respondent is Familiar With Table 6: Greatest Extent to Which Respondent is Comfortable Answering Questions About Multichannel Communications in Organization Table 7: Whether Company Has or Will be Developing a Content Strategy Business Drivers and Goals Tables Table 8: Business Functions That Have a Critical Need to Deliver Content Through Multiple Channels Table 9: Business Goals Most Driving Need for Multi-Channel Communications Table 10: Percentage of Content Delivered Through Each Channel Table 11: Percentage of Content Delivered Through Each Channel: In Print...68 Table 12: Percentage of Content Delivered Through Each Channel: Externally Facing Web Sites Table 13: Percentage of Content Delivered Through Each Channel: Internally Facing Web Sites Table 14: Percentage of Content Delivered Through Each Channel: Multiple Web Sites Table 15: Percentage of Content Delivered Through Each Channel: On CD Table 16: Percentage of Content Delivered Through Each Channel: Through Table 17: Percentage of Content Delivered Through Each Channel: Through A Mobile Device Table 18: Percentage of Content Delivered Through Each Channel: Through Audio on a Mobile Device Table 19: Percentage of Content Delivered Through Each Channel: Syndicated to a Partner or Channel Web Site Table 20: Types of Documents for Which it is a Critical Requirement that They be Delivered Through Multiple Channels Funding and Solution Ownership Tables Table 21: Highest Level to Which Multi-channel Communications is Recognized as Being a Challenge to Your Organization Table 22: Whether "Publishing" is Used to Describe Multi-channel Communications in Company Table 23: Perception of Multi-channel Communication Challenge in Company Table 24: Whether Money Has Been Allocated Towards Improving Multi-channel Communications Table 25: Amount of Money Allocated Towards Improving Multi-channel Communications This Year Table 26: Amount of Money That will be Requested For Improving Multi-channel Communications in Table 27: Factors Used to Determine ROI for Investments in Multi-channel Communications Table 28: Technology or Process Initiatives That Include a Multi-channel Component Table 29: How Involved IT/IS Department is in Improving Multi-Channel Communications Technology Impact Tables Table 30: Functionalities That Are Most Critical to Multi-Channel Communications Efforts Table 31: Importance of Capabilities To Facilitating Multi-Channel Communications Table 32: Importance of Capabilities to Facilitating Multi-Channel Communications: Content Transformation Software Table 33: Importance of Capabilities To Facilitating Multi-Channel Communications: E-Form Creation Table 34: Importance of Capabilities To Facilitating Multi-Channel Communications: Desktop Publishing Software Table 35: Importance of Capabilities To Facilitating Multi-Channel Communications: Globalization/Localization Capabilities Table 36: Importance of Capabilities To Facilitating Multi-Channel Communications: Graphic Creation Editing Tools CAP Ventures, December 5, Page 3

4 Research Dynamic Content Software Strategies Consulting Service Table 37: Importance of Capabilities To Facilitating Multi-Channel Communications: HTML Editing Tools Table 38: Importance of Capabilities To Facilitating Multi-Channel Communications: Word Processing Table 39: Importance of Capabilities To Facilitating Multi-Channel Communications: XML Content Creation and Editing Tools Table 40: Importance of Capabilities For Managing Content and Workflow Processes Table 41: Importance of Capabilities For Managing Content and Workflow Processes: Collaboration Table 42: Importance of Capabilities For Managing Content and Workflow Processes: Document Management Table 43: Importance of Capabilities For Managing Content and Workflow Processes: Digital Asset Management Table 44: Importance of Capabilities For Managing Content and Workflow Processes: Enterprise Content Management Table 45: Importance of Capabilities For Managing Content and Workflow Processes: Enterprise Information Portals Table 46: Importance of Capabilities For Managing Content and Workflow Processes: Information Discovery Technologies Table 47: Importance of Capabilities For Managing Content and Workflow Processes: Product Content Management Table 48: Importance of Capabilities For Managing Content and Workflow Processes: Search Technologies Table 49: Importance of Capabilities For Managing Content and Workflow Processes: Web Analytics Table 50: Importance of Capabilities For Managing Content and Workflow Processes: Workflow Table 51: Importance of Capabilities For Supporting Marketing, E-commerce, or E-business Efforts Table 52: Importance of Capabilities For Supporting Marketing, E-commerce, or E-business Efforts: Campaign Management Table 53: Importance of Capabilities For Supporting Marketing, E-commerce, or E-business Efforts: Electronic Bill Presentment and Payment Table 54: Importance of Capabilities For Supporting Marketing, E-commerce, or E-business Efforts: E-Commerce or E-Business Integration Table 55: Importance of Capabilities For Supporting Marketing, E-commerce, or E-business Efforts: Product Content Management Table 56: Importance of Capabilities For Supporting Marketing, E-commerce, or E-business Efforts: Support for Syndicating Content Table 57: Importance of Capabilities For Publishing or Delivering Content to Different Channels Table 58: Importance of Capabilities For Publishing or Delivering Content to Different Channels: Automated Page Composition and Pagination Table 59: Importance of Capabilities For Publishing or Delivering Content to Different Channels: Desktop Publishing Table 60: Importance of Capabilities For Publishing or Delivering Content to Different Channels: Digital Rights Management Table 61: Importance of Capabilities For Publishing or Delivering Content to Different Channels: Electronic Signatures Table 62: Importance of Capabilities For Publishing or Delivering Content to Different Channels: Outsourcing Print Production and Fulfillment Table 63: Importance of Capabilities For Publishing or Delivering Content to Different Channels: PDF Technologies Table 64: Importance of Capabilities For Publishing or Delivering Content to Different Channels: Personalization Capabilities Table 65: Importance of Capabilities For Publishing or Delivering Content to Different Channels: Transaction Document Publishing Table 66: Importance of Capabilities For Publishing or Delivering Content to Different Channels: Variable Data Print Table 67: Importance of Capabilities For Publishing or Delivering Content to Different Channels: Wireless Content Delivery Table 68: Leading Multi-channel Communications Vendors Table 69: Vendors Respondent Has Installed, Plans to Install, or are Considering Installing within the next 18 months Table 70: Standards Utilized, or Will Be Incorporated in Multi-channel Communication Efforts Page 4 CAP Ventures, December 5, 2003

5 Dynamic Content Software Strategies Consulting Service Research Table 71: Percent of Content Delivered Through Multiple Channels That is Managed in an XML Format Table 72: Organization's Approach to Multi-channel Communication Based on Need Table 73: Technology Purchase Preference Table 74: Professional Service Provider Process and Skills Tables Table 75: Percent of Content Produced and Published Using the Following Workflows Table 76: Percent of Content Produced and Published Using the Following Workflows: Workflow Designed for Web Content Table 77: Percent of Content Produced and Published Using the Following Workflows: Workflow Designed for Printed Documents Table 78: Percent of Content Produced and Published Using the Following Workflows: Workflow Which Support Only One Channel Table 79: Percent of Content Produced and Published Using the Following Workflows: Workflow Which Supports Single Source Repository Table 80: Percent of Content Produced and Published Using the Following Workflows: Ad Hoc Workflow Table 81: Percent of Respondents Believing Statement Holds True Table 82: Most Difficult Aspects to Supporting Multi-channel Communication Table 83: Most Critical Skills to Facilitating Multi-channel Communications Table 84: Whether Respondent's Organization Is Introducing New or Adapting Existing Roles to Support Questionnaire CAP Ventures, December 5, Page 5