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November 19, 2014 
Mary Laplante, VP Client Services at Digital Clarity Group 
Marianne Kay, Analyst at Digital Clarity Group
2 
Marianne Kay 
Analyst for CMS, WCM, CEM 
Mary Laplante 
VP Client Services
We work with: 
Digital leaders(enterprise technology adopters) 
Technology vendors(software companies) 
Service providers (digital agencies and system integrators) 
We offer: 
Consultancy(strategic advice, technology & agency selections) 
Research(interviews, surveys, direct observations) 
Thought Leadership(industry events, conferences, webinars, workshops) 
Digital Clarity Group is an analyst and consulting firm that focuses on the content, technologies, practices that companies use to deliver world-class experience to customers, prospects, and employees.
4 
Buyers 
(Brands) 
Service Providers 
Tech Vendors 
DIGITAL CLARITY GROUP 
Accreditation (Q2 2015) 
SP Acquisition Services 
Thought Leadership 
Thought Leadership 
Partner Programs 
Advisory 
Content 
Content 
Advisories 
Events 
Technology Selections 
Technology Assessments 
SP Selections 
SP Guides and Profiles 
SP Portfolio Management 
Technology-SP Matchmaking
5
1/3 of leading WCM vendorshave acquired their content management solutions 
Adobe> Day Software (2010) 
HP> Autonomy (2011) > Interwoven (2009) 
Oracle> Fatwire(2011) > Stellent (2006) > Intranet Solutions 
IBM> Presence Online (2003) 
SDL> Tridion (2007) > Alterian (2012) > Mediasurface(2008) 
OpenText> Vignette (2009) > HummingBird(2006) > RedDot(2005) 
EMC> Documentum (2003) 
Serena Software> MerantSoftware (2004)
8 
Should we start looking for a new solution?
9 
It depends...
10 
Day Software was acquired by Adobe in 2010 for $240 million. 
Day CQ (2002) > Adobe CQ (2011) > Adobe Experience Manager (2013).
11 
Serena Softwareacquires MerantCollagefor $380M (2004). 
Serena Collage is discontinued in 2008.
12 
http://www.sec.gov/Archives/edgar/data/881581/000119312504037570/d425.htm
When you discover you’re riding a dead horse, the best strategy is to dismount. However in business we often try other strategies with dead horses, including the following: 
Appoint a committee to study the horse. 
Arrange to visit other sites to see how they ride dead horses. 
Ride the dead horse “outside the box”. 
Ride the dead horse smarternot harder. 
Hire outside contractors to ride the dead horse... 
14 
Adapted from: http://agilemindstorm.com/2011/06/20/dead-horse-and-agile/
When did the last strategic review take place? 
How does the new strategic direction impact requirements for a CMS? 
What are your focal needs? 
What is the estimated cost and timeline of migration to a different platform? 
Does your current vendor continue to inspire you and offer you competitive advantage? 
Stay in touch with industry peers from other organizations. 
15
What are the reasons behind the acquisition? 
What are the expected synergies and projected revenue model? 
What is the roadmap for the product post acquisition? 
What are the future plans for the acquired company’s: 
–leadership 
–account management 
–support services 
–partner network 
What customer events are planned in the near future? 
Will the terms of your existing contract be honored? 
What are the broadstrategic plans of the parent company? How does acquired CMS product fit into these? 
16
What CMS vendors do you partner with and why? 
How does CMS vendor support you in your work? 
Did you receive a formal brief/update on the acquisition from CMS vendor? 
What are your plans with respect to future CMS implementation projects using the acquired product? 
What is your estimate (cost and time) for migrating our website to an alternative platform? 
17
18 
Sneak previewhttp://www.digitalclaritygroup.com/guide-to-service-providers-north-america/ 
http://www.digitalclaritygroup.com/guide-to-service-providers-europe/
19 
Mary Laplante 
mlaplante@digitalclaritygroup.com 
Marianne Kay 
mkay@digitalclaritygroup.com

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What to do when your CMS vendor is acquired?

  • 1. November 19, 2014 Mary Laplante, VP Client Services at Digital Clarity Group Marianne Kay, Analyst at Digital Clarity Group
  • 2. 2 Marianne Kay Analyst for CMS, WCM, CEM Mary Laplante VP Client Services
  • 3. We work with: Digital leaders(enterprise technology adopters) Technology vendors(software companies) Service providers (digital agencies and system integrators) We offer: Consultancy(strategic advice, technology & agency selections) Research(interviews, surveys, direct observations) Thought Leadership(industry events, conferences, webinars, workshops) Digital Clarity Group is an analyst and consulting firm that focuses on the content, technologies, practices that companies use to deliver world-class experience to customers, prospects, and employees.
  • 4. 4 Buyers (Brands) Service Providers Tech Vendors DIGITAL CLARITY GROUP Accreditation (Q2 2015) SP Acquisition Services Thought Leadership Thought Leadership Partner Programs Advisory Content Content Advisories Events Technology Selections Technology Assessments SP Selections SP Guides and Profiles SP Portfolio Management Technology-SP Matchmaking
  • 5. 5
  • 6.
  • 7. 1/3 of leading WCM vendorshave acquired their content management solutions Adobe> Day Software (2010) HP> Autonomy (2011) > Interwoven (2009) Oracle> Fatwire(2011) > Stellent (2006) > Intranet Solutions IBM> Presence Online (2003) SDL> Tridion (2007) > Alterian (2012) > Mediasurface(2008) OpenText> Vignette (2009) > HummingBird(2006) > RedDot(2005) EMC> Documentum (2003) Serena Software> MerantSoftware (2004)
  • 8. 8 Should we start looking for a new solution?
  • 10. 10 Day Software was acquired by Adobe in 2010 for $240 million. Day CQ (2002) > Adobe CQ (2011) > Adobe Experience Manager (2013).
  • 11. 11 Serena Softwareacquires MerantCollagefor $380M (2004). Serena Collage is discontinued in 2008.
  • 13.
  • 14. When you discover you’re riding a dead horse, the best strategy is to dismount. However in business we often try other strategies with dead horses, including the following: Appoint a committee to study the horse. Arrange to visit other sites to see how they ride dead horses. Ride the dead horse “outside the box”. Ride the dead horse smarternot harder. Hire outside contractors to ride the dead horse... 14 Adapted from: http://agilemindstorm.com/2011/06/20/dead-horse-and-agile/
  • 15. When did the last strategic review take place? How does the new strategic direction impact requirements for a CMS? What are your focal needs? What is the estimated cost and timeline of migration to a different platform? Does your current vendor continue to inspire you and offer you competitive advantage? Stay in touch with industry peers from other organizations. 15
  • 16. What are the reasons behind the acquisition? What are the expected synergies and projected revenue model? What is the roadmap for the product post acquisition? What are the future plans for the acquired company’s: –leadership –account management –support services –partner network What customer events are planned in the near future? Will the terms of your existing contract be honored? What are the broadstrategic plans of the parent company? How does acquired CMS product fit into these? 16
  • 17. What CMS vendors do you partner with and why? How does CMS vendor support you in your work? Did you receive a formal brief/update on the acquisition from CMS vendor? What are your plans with respect to future CMS implementation projects using the acquired product? What is your estimate (cost and time) for migrating our website to an alternative platform? 17
  • 18. 18 Sneak previewhttp://www.digitalclaritygroup.com/guide-to-service-providers-north-america/ http://www.digitalclaritygroup.com/guide-to-service-providers-europe/
  • 19. 19 Mary Laplante mlaplante@digitalclaritygroup.com Marianne Kay mkay@digitalclaritygroup.com

Notas do Editor

  1. We don’t know for definite what’s in the future, but we do know what happened in the past.
  2. like a divorce – it’s common but we never believe it will happen to us these are only acquisitions of WCM platforms; in addition most vendors acquire specialisms – i.e. SDL acquired bemoko, and Squiz acquired Funnelback etc. Source re 1/3: 6 out of 18 WCM players from Gartner magic quadrant (2014) have acquired offerings. This makes 33%.
  3. Good Example Product continues to be strategic, and is actively developed Downside: expensive, complex, requires deep technical expertise
  4. Serena Software: IT management solutions (requirements management, configuration management, change and release management)
  5. It takes a long time to replace a dead horse. It is not an attractive project that can be easily ‘sold’ to top management – you are asking for time & resources for migration, i.e. to get back to where you were before.
  6. consider benchmarking exercise
  7. SP assessment giveaway – just ask.