for Web Content Management
Gartner RAS Core Research Note G00168694, Mick MacComascaigh, Toby Bell, Mark R. Gilbert, 5 August 2009, R3148 08132010
Organizations see Web content management as a pivotal
solution component in driving new business value. Use this
Magic Quadrant to understand the fresh vitality in the WCM
market and how Gartner rates the leading vendors and their
WHAT YOU NEED TO KNOW
In 2008, we used a Gartner MarketScope to describe the competitive landscape for providers
of Web content management (WCM) solutions. In the past year, the market has experienced
dynamic, evolutionary trends that once again warrant its coverage in a Gartner Magic
Quadrant. The market is changing, and the criteria for selecting and ranking vendors continue
to evolve. Our assessments take into account the vendors’ current product offerings and
overall strategies, as well as their future initiatives and product road maps. We also factor
in how well vendors are driving market changes, or at least adapting to changing market
In more than 80% of inquiries Gartner received about WCM in the past year, the focus was
on efforts to derive higher business value from an existing or planned Web presence. Some
companies upgrade an incumbent WCM offering. However, Gartner is observing that many
organizations are choosing to replace their existing technology and invest in this market to
gain higher returns from the Web channel. In some cases, this replacement is necessary to
allow interoperability with other components of their Web solution, such as Web analytics or
an e-commerce engine.
This Magic Quadrant will help CIOs, and business and IT leaders that are analyzing their Web
strategies to assess whether they have the right WCM offering to support them. Because
the technology has changed so much in recent years, we strongly advise organizations that
have WCM technology that is more than four years old to re-evaluate their WCM strategies.
Use this Magic Quadrant to understand the WCM market and how Gartner rates the leading
vendors and their packaged products. Draw on this research to evaluate vendors based on
a customized set of objective criteria. Gartner advises organizations against simply selecting
vendors that appear in the Leaders quadrant. All selections should be buyer-specific, and
vendors from the Challengers, Niche Players or Visionaries quadrants could be better
matches for your business goals and solution requirements.
The WCM market has some fascinating
properties that have contributed to its
vibrancy and dynamism in the past year. The
role of WCM as a potential driver of greater
strategic initiatives has resonated strongly in
the market, and is one of the factors that led
to Autonomy’s acquisition of Interwoven in
March 2009 and Open Text’s acquisition of
Vignette in July 2009. It is because the market
is so dynamic – the Vignette acquisition
occurred during the production of this Magic
Quadrant – that we have treated Vignette and
Open Text as separate entities in this analysis.
We believe this reflects how the market is
likely to view these vendors in the coming
months. The market’s dynamism is likely to
continue to drive its growth and evolution,
and Gartner also expects acquisition-related
interest from vendors in adjacent markets
where WCM would provide a complementary
However, this is only part of the picture.
Gartner considers WCM to be a subset of
the enterprise content management (ECM)
market, which had a value of nearly $3.3
billion in 2008 (see “Market Trends: Enterprise
Content Management, Worldwide, 2007-
2012”). With a value of more than $860
million in worldwide total software revenue
in the same period, WCM represents one of
the fastest-growing areas of ECM and now
accounts for more than 25% of the ECM
software market. WCM offers synergies
with other ECM components, such as digital
asset management (DAM), content-centric collaboration, records
management and document management (DM).
WCM is also likely to be part of organizations’ longer-term
enterprise information management (EIM) initiatives. WCM goes
beyond the literal management of Web content and offers tools
that allow a company to manage and make money from its Web
presence, especially in areas such as building a customer-centric
Web strategy, marketing, e-commerce and the media. Typically,
organizations augment such tools with capabilities including
multivariate testing, search engine optimization, ad-insertion,
search and recommendation technology to help achieve the
desired results from the overall Web presence. The potential value
of such capabilities has led to the inclusion of chief marketing
officers (CMOs) as a strong buying influence, as the investment
in Web channel technology becomes directly linked to marketing
communications and returns in areas such as improved customer
loyalty, better lead generation and more effective campaign
targeting through their Web presence.
The economic climate in 2009 is forcing businesses to make
difficult choices in terms of staff reduction and cutbacks. Yet there
exists a competing pressure to succeed and be ready for growth
as soon as a turnaround occurs. WCM offers a solution to this
The Magic Quadrant is copyrighted August 2009 by Gartner, Inc. and is reused with permission. The Magic Quadrant is a graphical representation of a
marketplace at and for a specific time period. It depicts Gartner’s analysis of how certain vendors measure against criteria for that marketplace, as defined by
Gartner. Gartner does not endorse any vendor, product or service depicted in the Magic Quadrant, and does not advise technology users to select only those
vendors placed in the “Leaders” quadrant. The Magic Quadrant is intended solely as a research tool, and is not meant to be a specific guide to action. Gartner
disclaims all warranties, express or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose.
© 2009 Gartner, Inc. and/or its Affiliates. All Rights Reserved. Reproduction and distribution of this publication in any form without prior written permission
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inadequacies in the information contained herein or for interpretations thereof. The opinions expressed herein are subject to change without notice.
completeness of vision
ability to execute
As of August 2009
Vignette (now part of Open Text)
Figure 1. Magic Quadrant for Web Content Management
Source: Gartner (August 2009)
conundrum. More user-friendly WCM offerings are allowing some
internal departments to author and edit some of, or all, the content
they need for their competitive marketing efforts.
The WCM market continues to provide attractive opportunities
to consolidate or rationalize certain components of the WCM
approach. The maturity of some WCM offerings means it may now
be feasible to consolidate the number of solutions and find a single
vendor to address fundamental WCM needs.
Web 2.0 is also breathing new life into the WCM market, as new
ideas spawn regarding how to “monetize” all aspects of these
developments, including those of a cultural, technological and
platform nature. In addition, organizations that were once satisfied
with homegrown, custom-made systems are now acutely aware
of the risk that they might miss out on opportunities if they don’t
act now. Their actions are leading to an influx of revenue into
commercial software that is more adept at leveraging Web 2.0
Although the current economic climate is providing the impetus
for change in some scenarios, it is also making decision makers
increasingly cautious. Gartner has noticed an increased requirement
for thorough business cases with strong, well-supported return
on investment (ROI) arguments. This will prevent any spikes
in expenditure, but could help sustain the growth of the WCM
market in the coming couple of years as organizations realize and
communicate internally the more tangible benefits of WCM solutions.
With a multitude of vendors claiming that they offer WCM, it is
sometimes difficult to separate an offering that can support an
organization’s WCM strategy from one that offers only the more
commoditized, basic functions of the overall WCM capability set.
This confusion concerning the breadth and relevance of available
software is slowing the uptake of the latest wave of WCM offerings.
Key Trends in the Market
The main trends shaping the WCM market are:
Enhanced usability for nontechnical target audiences:
now the norm that the interface for internal contributors must be
easy to use. More and more capabilities are becoming easier to
access and use, including a vast array of modular functionalities
that can be turned on or off as required.
Increased popularity and traction for open-source offerings:
This is manifesting itself in a number of ways, from the growing
popularity of open-source projects to the inclusion of open-
source concepts and features in commercial offerings. Many
vendors adopting a community-based approach to support
and development claim to provide some of the benefits of open
source while maintaining their core, commercial strategy. Open
source still accounts for less than 4% of the revenue by which
Gartner defines the size of the WCM market. This percentage
is growing slowly, based on the inherent licensing models used
for the offerings. This year, no vendors offering open-source
software (OSS) have reached the revenue threshold for inclusion
in our formal analysis. Gartner will, therefore, publish separate
research to address OSS and WCM.
Greater interest in software-as-a-service (SaaS) offerings:
As budgets become tighter and capital expenditure endures
greater scrutiny, some organizations are turning to SaaS as
a delivery model and finding other key differentiating benefits,
such as greater control over the desired outcome, ease of
functionality updates, elasticity of use, shorter times to solution
and measurably higher ROI over shorter periods of time.
Growing importance of dynamic contextualized delivery:
idea of an “intelligent Web presence” that allows targeted content
to be served to visitors is slowly gaining credible traction in the
market. Arguments about enhanced effectiveness of delivery
grounded in results-oriented and measurably successful Web
solutions will drive the next wave of competition in the WCM
market. In this area, organizations will need to seek synergies
with adjacent technologies, such as recommendation and Web
analytics. Boundaries with these technologies and their respective
markets will blur, as some of the WCM vendors begin to provide
some of these capabilities in their own offerings.
Gartner defines WCM as the process of controlling the content of
a website through the use of specific management tools based on
a core repository. These tools may be commercial products, open-
source tools or hosted service offerings. Product functionality goes
beyond simply managing HTML pages to include:
• Content creation functions, such as templating, workflow and
• WCM repositories that contain content or metadata about the
• Library services, such as check-in/check-out, version control
• Content deployment functions that deliver prepackaged or
on-demand content to Web servers.
We exclude products such as portals and e-commerce engines.
There are overlapping requirements with these technologies in
areas such as personalization, content management and content
delivery. But such products fundamentally comprise complementary
technologies, so we consider the standards, strategies and
respective vendors to occupy separate markets. See “Magic
Quadrant for Horizontal Portal Products” and “Magic Quadrant for
E-Commerce” for more detail.
Inclusion and Exclusion Criteria
WCM vendors need to meet all the following inclusion criteria to
qualify for the formal analysis in this Magic Quadrant:
WCM total software revenue (including new licenses,
updates, maintenance and/or subscriptions, SaaS, hosting
and technical support) for 2008 must exceed $8 million. The
software must be available as a stand-alone product or offering.
The WCM software must be commercially
available and the vendor must have active references that use
the software in production scenarios. 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. (We gave a higher rating
to deployments supporting larger numbers of users.)
Vendor presence and geographic reach:
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 Europe, the Middle East and Africa (EMEA).
At a minimum, the vendor must offer:
• A content repository with basic library services, such as
check-in/check-out and versioning.
• Authentication of users (that is, authors, editors and
reviewers), with the ability to delegate and assign
• Content authoring, through browser-based templates or via
conversion from a word processing application.
• Workflow sufficient to support content review and approval.
• Conversion of content to (Extensible) HTML or XML and
support of templates for Web rendering.
• Managed deployment and delivery of content to Web
servers or site management systems.
• Capabilities for multisite and multilanguage management.
• Web analytics and reporting capabilities.
• Design capabilities accessible to nontechnical users.
There are many WCM vendors but most do not meet the above
criteria. Some vendors provide a range of functionality, but have
limited geographical reach or support only narrow, departmental
implementations. Some meet all the functional, deployment and
geographic requirements but not the revenue cutoff for the current
analysis. Others are newer entrants beginning to gain visibility in
the market but lack a significant customer base. The following
lists some of the vendors Gartner clients might consider alongside
those appearing in the Magic Quadrant when deployment needs
align with their specific capabilities. The list is not exhaustive; it
comprises a sample of some of the vendors that have met at least
a subset of the inclusion criteria.
Andover, Massachusetts, U.S. (
commercial OSS company that provides products, services and
technical support for the open-source Drupal social publishing
San Jose, California, U.S. (
). Its Contribute
product is a popular offering and has server-based functionality that
provides Web authoring, staging and deployment management, as
well as Really Simple Syndication (RSS) notification services and
business activity logs. But these functions do not surround a core
Maidenhead, U.K. (
). This open-source
provider of ECM software has benefited from the increased interest
in OSS in the past year and is likely to be one of the first such
providers to meet all inclusion criteria in the medium term.
Cologne, Germany (
Provides its customers with support, training and consulting
services for OpenCms.
Reading, U.K. (
). Through its 2008 acquisition
of Swedish-based Polopoly, Atex offers an integrated WCM and
advertising platform for print and online media, higher education,
retail, public and corporate customers.
Woburn, Massachusetts, U.S.
). Provides SaaS-based WCM capabilities
through its flagship iAPPS framework and product suite, in addition
to marketing, Web analytics and e-commerce functionality.
Los Angeles, California, U.S. (
). As a
reliable and acceptable route for websites with modest requirements, this
SaaS vendor is poised to benefit from the growing interest in SaaS and
its increasing adoption in the WCM market.
San Mateo, California, U.S. (
Offers a framework for building websites and Web applications on
Microsoft ASP.NET. DotNetNuke provides this framework in both
“Community” and “Professional” editions.
). This vendor markets products
that focus on WCM and e-commerce, and focuses largely on
the small or midsize business (SMB) market in northern Europe.
Oslo, Norway (
). Primarily known for its
Escenic Content Engine, it provides strategic content management
software primarily for digital media publishing.
Skien, Norway (
). Offers an OSS content
management system (CMS) that is available as a free download
or as an enterprise solution with support, guarantees and
Atlanta, Georgia, U.S. (
Provides WCM solutions for organizations in sectors such as higher
education, government and technology based on Cascade Server,
its primary software solution.
Seattle, Washington, U.S. (
a CMS platform for managing websites, online media and team
Geneva, Switzerland (
). A proven, community-
driven and sustainable OSS development model delivering Web
content integration software by combining enterprise WCM with
document and portal management features.
New York, New York, U.S. (
). This is an
OSS CMS for building websites, in addition to enterprise-class
Lyris Hot Banana,
Emeryville, California, U.S. (
Offers SaaS or licensed (ColdFusion CMS) WCM products that
focus on the convergence of WCM, website optimization and
Basel, Switzerland (
an open-source CMS. Magnolia powers digital communication for
customers from governments to leading Fortune 500 enterprises in
more than 100 countries.
Quincy, Massachusetts, U.S. (
Primarily targets the midmarket with its flagship product CommonSpot,
based on ColdFusion.
Walldorf, Germany (
). Provides WCM
capabilities as part of its NetWeaver offering, but Gartner does
not see these capabilities being sold as a stand-alone offering.
Leichhardt, Australia (
). Provides its OSS
MySource Matrix as a supported version complete with
service-level agreement or as a free version under General Public
Sparks, Maryland, U.S. (
Focuses primarily on SMBs with its flagship product SiteExecutive,
currently in its fourth major release.
Dublin, Republic of Ireland (
vendor has been operational since 2001 and has gathered notable
references with its Site Manager product in the government and higher
Baar, Switzerland (
Provides an offering based on PHP. Its client base is predominantly
London, U.K. (
). Offers Unify, a content
management platform based on Java Platform, Enterprise Edition
(Java EE), now in its fourth major release.
Gartner will continue to monitor the status of these and other
vendors for possible inclusion in future updates of the Magic
Quadrant for WCM.
Ability to Execute
Ability to Execute measures how well a vendor sells and supports
its WCM products and services on a global basis. In addition to
rating product capabilities, we evaluated each vendor’s viability,
installed base, pricing, customer support and satisfaction, and
product migrations from one major release to another. The
following list provides more details on the specific evaluation
criteria we used to assess Ability to Execute in this document,
together with weightings for these criteria in accordance with the
evaluates product function in areas such as
capabilities for multisite and multilanguage management, Web
analytics and reporting capabilities, design capabilities, and content
modeling and metadata management.
includes an assessment of the organization’s
financial health, the financial and practical success of the company
overall, and the likelihood of the business unit to continue to invest
in the product.
evaluates the technology provider’s
success in the WCM market and its capabilities in presales
activities. This includes WCM revenue and the installed base,
pricing, presales support and the overall effectiveness of the
sales channel. The level of interest from Gartner clients is also
Market responsiveness and track record
evaluates how well the
WCM offering matches buyers’ solution and functional requirements
at acquisition time. 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
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
is an evaluation of product function or service
within production environments. The evaluation includes ease of
deployment, operation, administration, stability, scalability and vendor
support capabilities. We assess this criterion via qualitative interviews
with vendor-provided reference customers. We also use feedback
from Gartner clients and other sources that are using, or have
completed competitive evaluations of, the WCM offering.
is an evaluation of the organization’s service, support
and sales capabilities.
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
clearly defined vision or strategic plan. A vendor with average vision
will anticipate and respond to change by accurately 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 provides
details of the specific evaluation criteria we used to assess
Completeness of Vision in this document, together with weightings
for each criterion in accordance with the current market.
evaluates the ability of the vendor to
understand buyers’ needs and translate those needs into WCM
solutions (vertical and horizontal), 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 are adapting to customer solution
requirements in areas such as SaaS, dynamic contextualized
delivery and ease of use for nontechnical staff.
evaluates the extent to which the vendor
maintains and articulates a clear, differentiated set of messages,
consistently communicated throughout the organization and
externalized through the website, advertising, customer programs
and positioning statements, as well as statements of direction and
product road map.
evaluates the vendor’s use of direct and indirect
sales, marketing, service and communications affiliates to extend
the scope and depth of market reach.
Offering (product) strategy
is the vendor’s approach to product
development and delivery that emphasizes functionality and
feature set as they map to current requirements for WCM. We also
evaluate development plans for the next 12 to 18 months.
evaluates the soundness and logic of the
vendor’s underlying business proposition and whether this offers
synergies with other ECM components, such as DAM, records
management and DM.
evaluates how the WCM vendor uses
its direct resources, skills and offerings – for example, SaaS – to
meet the specific needs of individual market segments, such as the
evaluates the vendor’s development and delivery
of differentiated WCM technology that uniquely solves critical
customer requirements. We evaluate product capabilities and
customer use in areas such as templating, workflow and change
management, WCM repositories and library services. We also look
at other capabilities that are product-specific, and that are needed
and deployed by customers.
evaluates how the vendor meets the specific
needs of geographic regions outside its home territory. We look
at the vendor’s partners, channels and subsidiaries and assess
whether they are appropriate for those regions.
Overall Viability (Business Unit, Financial,
Market Responsiveness and Track Record
Table 1. Ability to Execute Evaluation Criteria
Source: Gartner (August 2009)
Offering (Product) Strategy
Table 2. Completeness of Vision Evaluation Criteria
Source: Gartner (August 2009)
Leaders can, and 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 clearly articulated vision. In the context of content
management, 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
“environmentally aware” of the solution “ecosystem” into which
their own offerings need to fit. Leaders can: demonstrate enterprise
deployments; offer integration with other business applications and
content repositories; incorporate Web 2.0 and XML capabilities;
and provide a vertical-process or horizontal-solution focus.
Challengers are very solid vendors today and can perform well for
many enterprises. The important question is: “Do they have the
vision to succeed tomorrow?” A Challenger may have a very strong
WCM product, but may demonstrate a weaker understanding of
market trends, such as the increasing importance of contextualized
delivery personalization, multichannel output or the need to have a
Visionaries are very forward-thinking and technically focused. For
example, their products may have unique multilingual capabilities
or be driving the inherent 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.
Niche Players focus on a particular segment of the client base, as
defined by characteristics such as size and vertical and project
complexity. This narrow focus can affect their ability to outperform
or be more innovative. Niche Players typically concentrate
on particular market segments and often support only those
applications that apply to those targeted segments.
Vendor Strengths and Cautions
Originally a provider of marketing resource management and
enterprise marketing management software, Alterian purchased
Mediasurface in July 2008.
• Alterian has a high potential to leverage its portfolio of marketing
and WCM products in a market in which the combination of
these capabilities is increasingly the focus for new initiatives.
Alterian has already made strides toward achieving an
“integrated marketing platform,” which is likely to compete well.
Success in this area requires good access to the CMO and it
should, in many cases, already have this relationship in place.
• Alterian Content Management is the new branding for the
popular Morello product acquired with Mediasurface. This
product remains a top-class WCM product and its impressive
application of Ajax in its Web client lends itself to easy adoption
by business users. Alterian has divested the Pepperio product
and made steps toward achieving a more consistent technology
platform for WCM.
• Client conversations with Gartner suggest the lack of a clear, well-
communicated road map for how the respective components
of Alterian’s diverse portfolio can interact synergistically. This
uncertainty is compromising the first-mover advantage Alterian
gained through its acquisition of Mediasurface.
• Alterian needs to expand its presence in North America to
compete more successfully against other European vendors
that are gaining market share rapidly in that region.
Autonomy acquired Interwoven in March 2009. Autonomy’s Interwoven
WCM offering offers support for dynamic and compelling websites and
the ability to deliver highly targeted content.
• Autonomy Interwoven is addressing the needs of marketers with
capabilities in website optimization, targeting and segmentation,
and dynamic delivery of targeted, highly personalized content.
The set of products available to Autonomy through its
acquisition of Interwoven has been leading the WCM market in
• Autonomy has invested heavily in marketing and was quick to
announce the integration of Intelligent Data Operating Layer
(IDOL) with TeamSite following the acquisition. If it executes on
its vision, the value for prospects could be very high.
• Initial reports to Gartner suggest that the lack of a detailed road
map following the acquisition is causing concern among users
of TeamSite. Gartner has observed an increase in inquiries
and questions from customers. Although most of Interwoven’s
revenue came from WCM, Autonomy is likely to target gains in
other markets, such as e-discovery and governance, risk and
compliance (GRC), in the short and medium term.
• The acquisition may put Autonomy under pressure to show
“quick wins” to investors and delay important efforts of a less
visible nature, such as a thorough examination of the underlying
code base for the acquired software to identify potential for
deeper integrations with its own products.
Founded in 1999, Clickability provides a Java offering based on
open-source components. Clickability is a pure SaaS WCM vendor.
• Clickability has been able to push the perceived boundaries
of SaaS WCM by being the foundation of some complex,
enterprise-class sites in areas such as media, technology,
manufacturing and financial services. Its platform is the
strongest SaaS offering in terms of vision, marketing
effectiveness and enterprise capability. The addition of another
data center sufficiently different geographically from its
headquarters in California allows it to promote the quality and
reliability of its disaster recovery capabilities. This argument
adds to more traditional advantages associated with SaaS,
such as the pricing model and elasticity of use.
• A combination of results-oriented marketing messages and a
growing customer base is helping to solidify its reputation in the
market as a strong alternative to on-premises WCM software.
• Despite some international success in addition to success in
its U.S. home market, it needs to aggressively leverage the
inherent model of SaaS to extend its geographic reach faster
than the pace typically achievable with on-premises software.
As it is increasing its focus on enterprise prospects, this
currently poses difficulties in terms of its ability to execute in
other regions, such as EMEA.
• Enterprise trust in smaller SaaS vendors remains largely
untested. Despite presence in some verticals, solutions
definition and delivery remain unproven. Open-source
components can be risky if code forks or new development
distracts the community.
With its headquarters in Hamburg, Germany, CoreMedia originally
focused on the media sector. However, with additional offices now
in Singapore, Chicago and London, it has extended its reach, both
regionally and in terms of the verticals for which it can provide solutions.
• CoreMedia has a solid reputation and proven ability to execute in its
traditional “sweet spot” in the media and entertainment sectors.
• Its regional presence is strong. Even in broader Western
European markets, CoreMedia has a presence and a reputation
for good engineering.
• CoreMedia has customers in different regions, but needs to
develop its organization in North America more strongly and
• As with many engineering-focused developers, its marketing
and promotion currently lag behind its technical proficiency. But
recent changes in management appear to signal an intent to
focus more on marketing and global expansion.
Day Software was founded in Switzerland in 1993. Its flagship
Communiqué offering, which is based on Java EE, is now in its fifth
• Day Software has a good, forward-looking management team
with a healthy focus on standards, technology vision and
an ability to leverage the OSS culture through its support of
Apache Jackrabbit, an open-source Content Repository for
Java Technology Application Programming Interface (JCR)
based on the JSR 170/283 standard.
• The release of Communiqué 5 in late 2008 has allowed it to
address the high usability requirements demanded by the
market, such as full in-context editing, ease of page design
for nontechnical users and the incorporation of rich Internet
application components such as Ajax into the interface to
enhance the user experience.
• Day’s financial reports for 2008 were mixed, with one-off
organizational and accounting measures requiring some write-
offs and affecting profitability. But Day’s performance in 1H09
suggests that remedial measures already taken may be leading
to stronger growth and improved profitability. Prospects should
examine Day’s midyear report closely to ensure key milestones
in maintaining and building on this progress are being
• Day’s relationships with other technology and services partners,
such as IBM and HP, may dwindle, as competition and cross-
promotion force it into competition rather than “co-opetition.”
Ektron was founded in 1998 and its flagship product, CMS400.
NET, is currently in its seventh major release.
• Ektron has made great strides in extending its “SMB” reputation
to include some enterprise capabilities and larger customers in
its portfolio. It has made good, solid efforts to expand its WCM
offering to a level where it is being considered more often for
enterprise-class deployments, while still offering it at a price that
is reasonable for the current market.
• Ektron bases its offering on .NET and provides good integration
with Microsoft Office SharePoint Server 2007 (SharePoint).
In addition, CMS400.NET is well-known for its intuitive user
interface and consequent ease of use. The company’s
eWebEditPro is a popular OEM inclusion in WCM offerings from
several other vendors featured in this Magic Quadrant.
• Ektron’s growth into the enterprise segment is still a work
in progress, including recent investments in building its own
professional services division. Any organization considering
Ektron for a large enterprisewide deployment should, therefore,
seek references from Ektron, or one of its partners, that prove
Ektron can deliver on a project similar in scope to the planned
• Ektron’s offering may be perceived as only marginally better
than SharePoint itself, despite the benefits of international
language and synchronization support. Web analytics and a
broader marketing focus on Web-channel technologies might
leave .NET WCM vendors at risk from both the more scalable
platforms, as well as portals.
EMC introduced WCM capabilities to its portfolio through its
acquisition of Documentum in 2003. Traditionally having only a
modest offering, EMC has managed to improve its product’s
capabilities with the release of EMC Documentum ECM 6.5.
• EMC has greatly improved its WCM offering from the 5x version
by enhancing its core capabilities and through the intelligent
inclusion of technology acquired from X-Hive, an XML database
and dynamic delivery environment, and from Document
Sciences to enhance its content delivery functionality. Version
6.5 represents a marked improvement over earlier versions,
particularly in the areas of usability and page design.
• The WCM offering has good, solid integrations with other
components of its ECM suite. This is particularly attractive for
those considering WCM as a solution component in the broader
ECM context that may include DAM or records management of
• EMC’s clarity of message and overall strategy needs to be
improved. Though considered by Gartner to be a Leader in
the broader ECM market, EMC still needs to leverage this
experience to help guide and shape the direction of WCM.
Gartner rarely sees EMC’s WCM offering being bought
independently of other components in its ECM portfolio. The
superior quality of some of the best-of-breed competitors
typically excludes EMC from shortlists, except where there is a
strong emphasis on extended content infrastructure.
• Users need to assess and clarify upgrade paths carefully before
embarking on a switch to v.6.5. The additional functionality and
expanded solution scope of the latest version require this extra
Swedish company EPiServer was founded in 1994. Its flagship
CMS offering has been on the market for 10 years and is in its fifth
• EPiServer has proven very agile and has made intelligent
advances with its WCM offering in the past 12 months. The
base product is well-architected with modules that cater
for collaboration, community and real-time analytics via the
impressive EPiTrace. CMS is an attractive platform for current
and prospective partners on which to build solutions, and
Gartner has observed a continuing and healthy growth of this
partner ecosystem in the past year.
• In the current economic climate, the lower investment required
for a deployment will be attractive, especially in the midmarket.
• Though having sufficient multigeographical success to qualify
for inclusion in this Magic Quadrant, EPiServer is only beginning
to expand its presence outside Europe, where more than 90%
of its revenue originates. This is likely to inhibit its ability to serve
and execute with larger, enterprise-class deployments in the
short to medium term.
• EPiServer’s North American marketing arm is constrained by
stiff competition, low brand recognition and a reliance on the
FatWire Software has evolved from selling “yet another” Java-based
WCM publishing platform technology to reinvigorating its solution
focus, especially in the area of marketing and financial services.
• With its flagship product, Content Server 7.5, FatWire has been
energetically establishing the basis for a solid WCM marketing
solution with some success.
• FatWire’s focus on collaboration, analytics and content
integration matches market demand for social media, richer
experience management and more available information.
• FatWire has been a fast follower in terms of its marketing
strategy, but its technical ability to interoperate smoothly
with adjacent technology lags behind the market – costly
customizations are a likely requirement to address this deficit.
• FatWire has fluctuations in performance and visibility in the market
and faces stiff competition from other WCM and portal vendors.
IBM Lotus WCM (LWCM) is IBM’s selected WCM solution for all
new customers and is currently available in version 6.1.
• LWCM is a robust, scalable and enterprise-class product likely
to be shortlisted by organizations that already have a significant
investment in IBM WebSphere Portal. This will help the growth
of LWCM sales to be at least in line with development in the
overall WCM market in the next two to three years.
• IBM has a strong vertical focus. This presents it with the
potential to produce applications and solutions of specific
interest to those verticals.
• Gartner has observed an increasing reliance on IBM
WebSphere Portal to gain traction for its WCM offering. This
development is consistent with Gartner’s belief that such linking
is core to IBM’s fundamental strategy. Therefore, companies
not using the IBM portal offering may find the value proposition
of IBM’s WCM offering not as compelling.
• Feedback to Gartner from some IBM customers shows that
LWCM still lags behind other WCM offerings in the market in
terms of vision, overall ease of use and deployment. IBM’s
vision and strategy are focused on a portal-centric view of
WCM, together with the provision of capabilities to enable an
improvement of the overall Web experience for its client base.
However, despite its otherwise positive reputation for “best
of brand” solutions, this capability has not fully permeated its
WCM strategy in terms of vertical focus or the availability of
WCM-driven content-enabled vertical applications (CEVAs). In
addition, IBM’s reconciliation of WebSphere, Lotus and FileNet
products is still unclear to a market interested in a seamless
integration of WCM with a more extensive ECM strategy.
While IBM has a very strong ECM portfolio overall, its WCM
functionality remains a weaker component.
Since the release of SharePoint in November 2006, Gartner has seen a
steady and significant increase in the adoption of the overall platform.
• Gartner receives a large number of inquiries about SharePoint’s
WCM capabilities and this reflects the continued adoption
of SharePoint in the past year. This, coupled with the vision
that Microsoft has laid out for the continuing development
of SharePoint, has resulted in a powerful partner ecosystem
that provides both enhanced capabilities for the platform
and the required resources to implement them. This, in turn,
will continue to provide opportunities for building extended
Web solutions on SharePoint that include Microsoft’s own
complementary technologies, such as e-commerce, Web
analytics and search.
• A significant strength is its application in the intranet domain,
where the combination of its portal, Web 2.0, DM capabilities
and ease of use is very compelling for many companies.
• Feedback to Gartner from users of SharePoint points to the
high costs/pricing model causing reticence to adopt it for
external websites. The long software development life cycle
for SharePoint compounds the effect on the total cost of
ownership. This is because it may result in the need for costly
customizations at a deployment level for capabilities that may
be available “out of the box” from competing WCM offerings.
• SharePoint still needs to mature as a WCM offering, particularly
in areas such as ease of content reuse, multisite management,
workflow and enterprise-level federation capabilities, such as
replication and multifarm synchronization. Numerous users
of SharePoint suggest that third-party technology is often
necessary to achieve their core WCM requirements.
Nstein Technologies has traditionally had success with its
text-mining technologies and, since 2006, it has managed to
successfully augment its portfolio to include WCM.
• Nstein has been able to leverage its positive reputation in digital
publishing for the media and entertainment sectors to introduce
WCM to its portfolio.
• Nstein’s WCM-related revenue has increased significantly in the
past three years, accounting for more than a third of its total
revenue in 2008. The combination of its WCM offering and its
text-mining capabilities provides Nstein with a strong potential
for differentiation within its target market segments.
• It is still relatively new to WCM and is judiciously concentrating
on key focus sectors. This is limiting its reach significantly and
will place the company at a disadvantage when trying to catch
up with other vendors in the market that also have a compelling
message in media and entertainment and are already having
success in adjacent sectors.
• With more than 70% of its WCM revenue coming from North
America, Nstein needs to expand its reach through a more
developed partner program if it is to compete and gain a
stronger foothold in other regions.
Open Text, which is one of the top three ECM vendors and the
largest pure-play content management vendor, is best known for
Livelink, its collaborative document management offering. The
company completed its acquisition of Vignette in July 2009.
• Open Text has made great strides in integrating its Web
Solutions offering (formerly RedDot) into its overall ECM
strategy and social-networking capabilities. Traditionally sold
as a more isolated component, version 9 of its WCM offering
now comes with tighter integrations with its Artesia (DAM) and
• The latest release of Web Solutions brings with it a marked
improvement in overall usability, with more intuitive capabilities
for content editing, multisite management, integration of Web
2.0 features and multichannel delivery.
• Open Text’s acquisition of Vignette may confuse users of
Gauss and Obtree that Open Text has already encouraged
to migrate to Web Solutions. This, and other related
uncertainties, such as product direction and road map, will
undermine the progress Open Text has made in the past year
to clarify its overall WCM strategy.
• Gartner expects Open Text to continue struggling in its attempt
to gain market share on the back of the increasing popularity
of SharePoint, despite recent improvements in the vendor’s
offering and its close partnership with Microsoft. The biggest
threat will continue to emerge from .NET-based competitors.
The purchase of Stellent in 2007 provided Oracle with excellent
WCM capabilities. Oracle has also invested wisely to integrate the
acquired capability into its Oracle Fusion Middleware strategy.
Its WCM offering is an integral component of Universal Content
Management (UCM), which is now at the version designated
10gR4, with 11g planned for release in 2009.
• Oracle’s primary strength and differentiation lies in its
ability to integrate UCM well with its own suite of business
applications through “productized” integrations and its
Application Integration Architecture (AIA) strategy. In addition,
its adoption of service-oriented architecture (SOA) promotes
easier integration with third-party components through a
• Gartner believes Oracle is well-positioned to exploit some of
the key trends in the WCM market. These are likely to include
tighter integrations with its recommendation engine and other
technologies, such as its CRM business application. One
important trend is the requirement for greater usability, and
Oracle has built on the ease of use that helped drive the original
success of Stellent. This extends beyond content authoring to
template development, workflow design, multichannel delivery
and multisite management.
• Oracle remains largely technology focused with its WCM
strategy and needs to exploit its potential better to produce
both horizontal WCM solutions, such as for marketing, and
WCM CEVAs for individual market sectors.
• The economic climate has introduced a degree of caution
among prospects faced with potential license fees and
implementation costs from Oracle that are much higher than
those of many of the best-of-breed offerings in the market.
Given that the business departments choosing the WCM
offering are often those faced simultaneously with budget cuts,
Oracle is likely to be excluded from shortlists where a more
comprehensive enterprise strategy is not a high priority in the
relevant business case.
Founded in 1994, Percussion has offices in the U.S. and the U.K.
It markets the Percussion Approach, a combination of its CMS,
solutions and services.
• Percussion still offers a strong product with a good XML
strategy and a robust and scalable platform that can handle a
lot of development. This makes it a sound alternative for those
wishing to build their own solution but without starting from the
• The recently released CM System 6.6 reflects a good
understanding of market trends and improves greatly on
previous versions, especially in making the interface more
accessible and easy to use for nontechnical users.
• Despite the improvements in the latest version of its product,
Percussion is struggling to maintain pace with growth in the
WCM market and has lost market share in the past year.
• Percussion has faced challenges in keeping up with the rate
of growth in the WCM market and also in building a stronger
partner ecosystem around its technology and solutions. Though
it is making strides to address this, the transition is ongoing and
users should assess available resources as part of the vendor
SDL acquired Tridion in 2007. Since then, it has managed
the product competitively despite limited WCM management
experience, in part by retaining a strong team.
• SDL Tridion’s multisite management continues to be strong,
as are the multilingual and multichannel capabilities of the
current SDL Tridion 2009 version through its integration of SDL
technology in the WCM offering. The XML basis – from Darwin
Information Typing Architecture (DITA) in Trisoft to delivery in
Tridion – is central to its overall strategy, and componentized
dynamic content is a core competency.
• SDL Tridion is poised to continue its strong growth through the
ease with which it integrates with SharePoint and the capability
to augment such solutions with best-of-breed functionalities,
ease of use and ease of development.
• SDL’s messaging to the WCM market is, at times, fragmented
and it has yet to capitalize fully on its potential to solve the
problem of content localization – there is high demand for such
a solution. SDL needs to do more to bundle its technology
acquisitions toward comprehensive and inexpensive vertical
solutions. Its focus on marketing leadership is appropriate,
but its services and support need to improve to fulfill market
• Although Gartner has seen improvements in the past year, SDL
still has a strong focus on translation technology and does not yet
leverage the full potential of its content management technology.
Denmark-based Sitecore was founded in 1999. Its flagship CMS
product is currently in its sixth major release. It has a .NET-based
solution and is a Microsoft Gold Certified Partner.
• The usability of Sitecore’s interface for authors and editors
continues to be best in class. In conversations with Gartner,
developers praise the easily customized interfaces.
• Close alignment with Microsoft technology will continue to make
this an attractive add-on to SharePoint for external websites.
Gartner has received feedback that points to improved
handling with the inclusion of Sitecore, particularly with regard
to page assembly, content reuse, multisite management and
• The close alignment with Microsoft (and its competing product,
SharePoint) may undermine Sitecore’s value proposition. But
Sitecore offers developers a stronger platform for e-business-
ready solutions, even if there’s a higher price and level of
complexity associated with it.
• Sitecore is still small and relies on technical differentiation to
distinguish it from a large group of .NET WCM vendors.
Vignette (now part of Open Text)
Vignette was one of the stronger WCM vendors during the dot-com
boom. It enhanced its portfolio to a high level of quality but failed to
take advantage of the steady growth of the WCM market. In July
2009, Vignette was acquired by Open Text.
• Vignette still has thousands of consumer-facing sites under
management, and Vignette developers continue to see strong
demand for their skills.
• Vignette offered strong content, collaboration and portal
functionality when few in the market saw the synergies. Its
emphasis on Web experience management is one that finds
resonance in verticals such as media and entertainment, as
well as in a more horizontal context, such as marketing and
• The company’s acquisition by Open Text may confuse both
prospects and the existing customer base with regard to the
technology developments to which Open Text is likely to commit.
• Since the introduction of Vignette Content Management 7 in
2003, Vignette has struggled to motivate its installed base
to carry out the required migration from earlier versions and
to reduce complaints about the time, development skills and
costs required to move from “out of the box” to “out on the
Web.” Despite recent improvements, its complexity continues
to draw complaints.
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
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.
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 dynamics change. This criterion also considers the
vendor’s history of responsiveness.
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, word-of-mouth and sales activities.
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, service-level agreements and so on.
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
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.
A clear, differentiated set of messages consistently communicated throughout the organization and
externalized through the Web site, advertising, customer programs and positioning statements.
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
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.
The soundness and logic of the vendor’s underlying business proposition.
The vendor’s strategy to direct resources, skills and offerings to meet the specific needs of individual
market segments, including vertical markets.
Direct, related, complementary and synergistic layouts of resources, expertise or capital for investment, consolidation,
defensive or pre-emptive purposes.
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.