Web Content Management [November December 2009]

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KM World November/December 2009Supplement to

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Larry Bowden, IBM Corporation . . . . . . 2 Taming the Content TigerSince the dawn of the World Wide Web in the early ‘90s, organizations large and smallhave both benefited and been challenged by Web technology. A great deal has been writtenabout various types of Websites, from on-line “brochure-ware” to robust e-commerce

platforms, along with the difficulties encountered when evolving from one type to the next. In the early days of the Web, such evolution often required the development of net-newsoftware technologies such as “shopping carts,” version control systems. . . .

Andy Moore. . . . . . . . . . . . . . . . . . . . . . . 4 Expanding Web Content Management I can’t remember the first website I ever saw. But I bet if you saw it today, it would behilarious. I don’t need to tell you that comparing today’s Web* to that of eight yearsago is like talking about pre-Cambrian turbellarian worm fossils (don’t bother looking;there aren’t any). But did you ever wonder how the Web became so advanced, soquickly? I did. So I called up Larry Bowden. Larry’s the vice president of the “portalsand mashups” (really, no kidding) division of IBM. He’s a big-deal guy, an old

acquaintance, and he took time out of his busy schedule to school me about Web content management (WCM). . . .

Jean-Michel Texier, Nstein Technologies . . 7 Making the Right Connections Let’s begin with the notion that everyone is a publisher. Everyone with a public-facingwebsite, regardless of industry, is a publisher, and their core goals are the same:Strengthening brand; increasing findability/visibility; and improving the customer experience. Ultimately, one needs to connect audiences with the content they’re looking

for. This is easier said than done, as Web audiences have a near infinitude of content options to choose from, and endless routes to get there. The key. . . .

Frank Del Pinto, EMC Documentum . . . . 9 WCM Trends and Observations Analyst findings on the future of Web content management (WCM) solutions areincreasingly positive. The expected growth in this market is largely due to the concept of consumer engagement, which is driving corporations to reexamine their Web

presence and its influence in the marketplace. As they review their Web strategiesand focus on Web experience management (WEM), many corporations have identified

implementing WCM solutions as a strategic priority that can have benefits both from an IT. . . .

Jan Jaap Kolleman, SDL Tridion . . . . . . . 10 The Business Case for Web Content ManagementThe current economy presents a tough environment for technology investment, but delaying the purchase of a Web content management system (WCMS) can cost businesses in the long run. The overall financial benefits of effective WCM outweighthe time and expense of designing and installing in-house software. These benefitscan be largely attributed to cost savings derived from the reuse of both content and design elements across a website. With a carefully selected WCMS, you can easilyseparate content. . . .

Brett Zucker, Bridgeline Software . . . . . 11 What is “Integrated Analytics”? A relatively recent innovation in Web best practices is “integrated analytics”—complete, native integration of your analytics package with your content management system (CMS) and other Web applications. Why would you want this? By integrating

analytics with a CMS, content can be updated dynamically to optimize performancelevels based on accurate reporting of actual user behavior and actions tracked bythe analytics package. Seamless integration between analytics reports and the CMSenable performance-enhancing content delivery to Web pages in real time. . . .

Best Practices in Web Content Management



Instead of the old paradigm where awebmaster from IT authored and publishedall Web pages, WCMs allow everyday usersand content owners to author and publishtheir own pages. WCMs also support work-flows, ensuring that content is appropriatelyreviewed and approved prior to Web publica-tion. By enabling content owners to self-manage content, WCMs help organizationslarge and small keep their content current,and their websites competitive.

It’s all about the customer experience...Now that we’ve discussed the fundamentalbenefits of WCMs, let’s examine a moreimportant consideration... the customer

experience. Competitive pressures areever-present, and are especially pressing inmore challenging economic times. A Webpresence has long been the rule, not theexception, and with all the many recentadvances in Web technology—includingWeb 2.0 technologies such as REST serv-ices and Ajax that enable richly interactiveWeb experiences—companies today mustexceed expectations if they expect to

acquire (or even retain) customers.WCM software can help companies

gain the competitive edge they need. Forexample, IBM customer Healthways usedLotus Web Content Management softwareto easily deliver a personalized experienceto members in a highly scalable, “plug andplay” environment. As a result, Healthwaysstreamline and simplify document manage-ment, improving staff efficiency.

...Especially in an ever-changing market.

The needs of yesterday’s customers aren’tthe needs of tomorrow’s, any more thanyesterday’s business model will continue to

suffice. New opportunities arise at Internetspeed, and can pass you by just as quicklyif you’re not prepared. While WCMs canhelp, organizations that choose to deployWCM in conjunction with a Web portalgain many advantages that Web portalsdeliver, such as the ability to providecustomers with content personalized totheir preferences or past behavior and, role-based access to content and applications.Required as well in today’s rapid Web pro-liferation is scalability and robustness tosupport hundreds of thousands of usersanytime, anywhere.

For these reasons and more, IBM cus-tomer Augsburger Aktienbank AG chose a

combined Lotus WCM/IBM WebSpherePortal solution, allowing them to:NRelaunch the corporate Web site to provide

a fresh, modern face to its customers andpartners and implement a Web content man-agement solution to enable efficient contentcreation and management;

N Implement a full-scope Internet banking andbrokerage solution for customers and part-ners to replace current PC banking solution;

N Increase number of customers doing busi-ness online;

N Grow customer base;NEnable provision of Web services to

partners; andN Streamline business processes.

But how do you get there? Organizationshave been on the Web for some time now. Asrobust Web tools such as modern WCMsweren’t always available, many organiza-tions have their own “home grown” solu-tions. Other organizations, who could bene-fit from the capabilities of a combinedWCM/portal solution, installed less open orscalable solutions that are currently limitinggrowth or inhibiting flexibility to respond toemerging business opportunities. Such situa-

tions can seem daunting, but aren’t insur-mountable. In the case of IBM customerCement Australia, the solution involvedmigrating to a Lotus Web ContentManagement solution that delivered signifi-cant benefits, as exemplified by the follow-ing customer quote: “We wanted to leveragethe existing SAP master data to ensure wemaintained a single data repository,” said IanNorvock, collaboration and developmentmanager for Cement Australia. “One of theprime requirements from the HR departmentwas for an intuitive and user-friendly solu-tion—a dynamic website. It made sense to

Taming the Content Tiger Make Your Organization Competitive

Since the dawn of the World Wide Web inthe early ‘90s, organizations large and smallhave both benefited and been challenged byWeb technology. A great deal has been writ-ten about various types of Websites, fromon-line “brochure-ware” to robust e-com-merce platforms, along with the difficultiesencountered when evolving from one typeto the next. In the early days of the Web,such evolution often required the develop-ment of net-new software technologies suchas “shopping carts,” version control sys-tems, even Web content authoring tools.

Organizations today have the benefit of Web tools whose lineage can be traced back to the “one-off” solutions of earlier pioneers.Such solutions provided the inspiration forfuture generations of software developers,resulting in off-the-shelf software solutionsthat run the gamut of Web technologies, fromWeb application servers to Web portals, Webcommerce servers, electronic forms andmore. Perhaps the most valuable solutionsavailable are those focused on Web contentmanagement (WCM).

Why Web Content Management?Anyone who’s ever used a computer has

personally experienced challenges relative tocontent; challenges such as “Where did I save

that document?” “What email folder did I

store that note in?” “Is this the most current

version?” or “How can I get five other peo-

ple to review this before tomorrow?” Yes,we’ve all been there, so it’s easy to imaginehow such challenges increase when the topicchanges to an organization’s website. Evensmall websites can still include hundreds of

pages, with the websites of larger enterprisesmade up of thousands,even tens of thousandsof pages. Creating a website is the first of many challenges. Content must be keptcurrent going forward. Approval processesare needed to prevent the publication of inappropriate content. New rich media suchas animations and sound are becomingmore ubiquitous. Talk about your manage-ment nightmares!

Which is why WCM systems are becom-ing so invaluable. WCMs address the manychallenges of maintaining website content,primarily by empowering content-owners.

November/December 2009S2 KM World

Larry Bowden hasmore than twodecades experiencein IBM helpingcustomers exploitthe opportunitiesprovided byinformationtechnologies. Hecurrently is vicepresident, portalsand mashups,responsible for the

development and delivery of Web-basedproducts that help customers createdifferentiated Web experiences for theircustomers, partners, employees or citizens.Bowden is known for his ability to successfullybring new products to market and rapidlyachieve market leadership. IBM WebSpherePortal and Lotus Web Content Managementare among the products that have becomemarket leaders under his direction.

Larry BowdenLarry Bowden, Vice President, Portals and Mashups, IBM Corporation



November/December 2009 S3

use proven technologies to build a solutionthat we had full control over, that was afford-able and scalable,” said Norvock.

Because, really, it’s all about ROI. In thefinal analysis, business is business, andWCMs are simply yet another tool in a com-pany’s “Web arsenal.” If a particular tool helpsan organization achieve or exceed its goals,then this tool should be considered. The ben-efits of WCMs are many, from enhanced com-

petitiveness by offering customers an excep-tional Web experience, to openness and scala-bility made possible by combined WCM/por-tal solutions.

While there are several models in themarket today to calculate ROI, here are fivekey areas that must be addressed.

1. Leveraging information: Organizationshave invested many years and millions of dol-lars in making sure that key systems are inplace that allow them to run their businesssmoothly be it HR, finance, manufacturingoperations or even documents and files.Organizations that treat their content strategi-cally as information, rather than as static ordynamic content, can achieve better businessoutcomes. Companies that want to improvetheir competitive position are looking fordynamic and intelligent approaches to create-publish-measure-improve content so that theright information, from disparate sources, isavailable to the right people to make the rightdecisions at the right time.

2. Enabling business flexibility: Inthese changing times, business flexibilitythat delivers exceptional user experiencesand significantly reduces costs is key tolong-term success. In fact, many customerswe speak with share their struggles with

repurposing their information to differentoutlets such as for websites and mobileaccess by their employees, customers andpartners. A flexible infrastructure, with asingle delivery model, will reduce cost overtime by enabling organizations to leverageexisting investments and achieve sustain-able growth.

3. Empowering people: One of the top-ics that gets the least attention while calcu-lating ROI is the cost savings and theincrease in productivity when businessesgive their employees and customers theability to take more ownership of informa-

tion. Giving customers and content ownersthe power to manage their own informa-tion helps customers in a couple of ways.First, lines of business, closer to the cus-tomers, can take faster action to respond tocustomer needs. Required then are easyto use tools, such as step-by-step tem-plates, to enable content authors to quick-ly create, deploy, and maintain Webcontent. Similarly, providing rich contentediting capabilities that mimic commonlyused word processors reduces trainingcosts and accelerates adoption by businessend-users. Furthermore, end-user management

of content frees IT to concentrate on the tech-nical, operational and strategic aspects of supporting and managing websites, thususing the IT skills more effectively.

Second, if organizations can deliverpersuasive content-based websites withpersonalized and targeted information toend-users, this will increase return visits,improve loyalty, and open the aperture formore revenue.

4. Governance and risk management:Every organization that publishes informationto the Internet is exposing itself to risk. Thecontent published must comply with corpo-rate guidelines, be reflective of corporate poli-cies and direction, and be refreshed to stay upwith changing market conditions. In dealingwith WCM technologies, users should focuson making sure the WCM solution can helpthem effectively manage the risk of keepingcontent current, and not be distracted by whiz-bang features they might end up not using.Capabilities, such as role and profile-basedaccess to content, workflow management,version control and ability to integrate thesecapabilities across myriad technologies arefundamentals that impact effectiveness andcosts in governance and risk management of web content.

As previously mentioned, website tem-plates combined with ease-of-use technol-ogy can significantly impact the speed andeffectiveness for organizations to deploy amore streamlined online presence. If thesetemplates can be married to industry-spe-cific policies, best practices, and governance

processes, the benefits to organizations willbe accelerated. IBM offers industry toolkitsas additional aids to dramatically speedtime-to-market and reduce deployment costsof WCM/portal-based solutions.

5. Optimizing your infrastructure:Another variable in ROI calculation is thecost to optimize your infrastructure suchthat everything works smoothly withminor or minimal effect to your organiza-tion. Large companies are already address-ing this with a common and scalable archi-tecture and security model. It is importantfor small to mid-sized businesses to look

beyond immediate needs of creating andmaintaining a small footprint on theInternet and consider how they can betterleverage an online presence for growth.

As you know, nothing beats quantifi-able returns in securing executive boardsupport. IBM customer TRI-WEST real-ized such returns:N Better customer service and improved

business agility;

N Increased productivity for sales reps onthe go, saving approximately US$750,000per year;

N Eliminated VPN and associated softwaresupport costs, saving US$130,000 peryear; and

N Drastically reduced direct mailings, sav-ing US$57,600 in the first year.

Or is it really all about people? Anyorganization is only as good as the peopleassociated with it, be they employees, busi-ness partners or suppliers. WCMs enableorganizations to better empower their most

important assets... their people. Imagine infor-mation technology that empowers instead of limits, that truly is the sum of its memberparts. Then imagine combining such technol-ogy with an open and scalable portal platformthat expands such empowerment throughoutthe organization and beyond... to businesspartners and suppliers.

A true game-changer in the past couple of years is the proliferation and wider adoption of social technologies. With easier access to theInternet and these social tools, the average vis-itor can now make their voices and opinionsheard. This should be taken seriously byorganizations that want to find ways to convertthese Web site visitors into a long pipeline of loyal consumers and partners. Organizationsshould also consider integrated web analyticsto better understand user behavior on theirWeb sites with the analytics feeding an adap-tive infrastructure that responds dynamicallyto usage patterns and optimizes the visitor’sWeb experience. In response to customerinquiries, IBM is currently working on initia-tives to provide a self-optimizing portal to do

just that, i.e. to sense, analyze, and automati-cally respond based on usage or behaviordetection of site visitors.

Given the fast pace in which information

is accessed and shared, WCM vendors couldkeep adding more portal-like capabilities toWCM solutions. But WCM is becoming afundamental part of portal solutions, drivenby user demand for exceptional Web experi-ences. Times of change represent opportuni-ties for organizations to tune in to the forcesof change. Now is the time to get acquaint-ed with the robust Web-based solutionsavailable today. T

For more information, visit www.ibm.com/lotus/webcontentmanagement or send an email [email protected].

KM World

“In these changing

times, business

flexibility is the key to

ensuring success.”



fathom,”said Larry. Realizing that mightcome off sounding a little harsh, hequickly added: “That’s maybe not theexact quote I would want to use, but let’sface it, back then it could take a week ormultiple weeks to update information ona website. There were approval cycles,first of all, then a lot of IT managementand control.”

And he’s right, of course. First of all, alot of Web content management in theearly days was manual...you had to knowhow to physically go into the belly of thebeast and type in the changes you wanted.There were no clever GUIs or scripts orwizards; it was hard-core programming,pretty much. And probably as a result,those approval cycles stretched out overtime because of the inherent disassocia-tion—and perhaps misunderstanding—between the lines of business and the poorIT guy trying to interpret what they meant.Imagine a marketing officer saying, “Ourmessaging has to be more on-point withour target demographic.”And the IT guymuttering, “That’s gonna be a couplethousand lines of code. Better get anothercan of Jolt.”

Nowadays, it’s possible to inhabitthe other extreme. “You don’t evenknow IT is around, because you can goout to a software-as-a-service (SaaS)provider, buy the amount of WCM youneed, and start publishing to a websiteright away. You can update a website inminutes now,” he said.

Larry, reasonably, thinks the major-ity of businesses today is somewhere inbetween those extremes, but we’re rap-idly moving to a transparency that wecouldn’t have imagined eight or 10years ago. “Now, line of business hasenormous control, and that allows IT todo what they’re good at: manage theinfrastructure.”

There are reasons why the worldhasn’t rushed into this second extremeLarry mentioned. One of them being:

People can mess things up. In a great arti-cle in KMWorld (May, 2009), Stephen

Powers and Tim Walters, Ph.D., senioranalysts at Forrester Research, wrote:“Some of the problems that plagued first-generation WCM are inherent and will notautomatically be solved with the technol-ogy advances of second-generation WCMsystems. Most of the problems earlierWCM initiatives faced still exist today—because of people and processes, notWCM feature sets.”

Sometimes there’s a differencebetween what you can do and what youshould do. “The technology allows

anyone with authority to go in, change aparagraph and there—you’ve changed thewebsite,” said Larry. But in practice, hethinks, it comes down to how you managethat level of end-user control and flexibil-ity. “Some sites need very structured andprocedurally oriented approvals. Somesites,you don’t care. A recipe website... goahead and change it all you want. A Fed-eral emergency website... you want to con-trol the authority to change that!” he said.

Of course, today’s WCM systems allowfor any level of access, authority andapproval. All WCMs have a built-in work-flows that,depending on the nature and thelevel of risk associated with the content,can be routed through an approval cycle orto a content reviewer(s).

But Larry also feels that that the “gov-ernance” of Web content does not neces-sarily always need to be so strictly,under-my-thumb, controlled. “Here atIBM,we don’t have a 100-page documentthat says what you can and what you can’tpublish to a blog or a wiki, for instance.We simply remind people of the business

Expanding Web Content

Management

I can’t remember the first website Iever saw. But I bet if you saw it today,it would be hilarious. I don’t need totell you that comparing today’s Web*to that of eight years ago is like talkingabout pre-Cambrian turbellarian wormfossils (don’t bother looking; therearen’t any).

But did you ever wonder how the Webbecame so advanced,so quickly? I did. So

I called up Larry Bowden. Larry’s the vicepresident of the “portals and mashups”(really, no kidding) division of IBM. He’sa big-deal guy, an old acquaintance, andhe took time out of his busy schedule toschool me about Web content manage-ment (WCM).

My first question out of the box had todo with the shifting ownership and stew-ardship of business websites over theyears. I basically said:It’s well-known thatfirst-gen WCM was more of an IT initia-tive than a business one, and neither side

was very satisfied. Is that an accurate his-torical evaluation? To what degree hasWCM begun to satisfy BUSINESSneeds? And how do the IT guys feel aboutit these days? Are they playing nicely inthe sandbox?

“In the old days, IT was required toimplement Web content management,because of the complexity associatedwith it,” began Larry. “No line of busi-ness could possibly have implemented it.But there would have been either a cor-porate communications or marketingteam that was going to be doing thequote/unquote ‘publishing’ that had thefinal say.”

So even back then there was a rudimen-tary, at least, partnership between IT andbusiness. Maybe you could even call it abudding romance. But as we’ll learn, it’s afull-on love affair now. Hot stuff, too.

“This is what every WCM initiativeover the years has been about:The com-munication or marketing officer was thedecision-maker, but they wanted tomove at a pace that IT couldn’t even


Andy Moore is a30-year publishingprofessional, editorand writer who nowconcentrates onbusiness processimprovement throughdocument and contentmanagement. Mooreis the publisher of KMWorld Magazine

and its related onlinepublications.

Moore also acts as the editorial director for the“KMWorld Best Practices White Papers,” overseeingtheir content as well as writing the opening articlesfor each of the white papers in the series.

Moore is based in Camden, Maine, and can bereached at [email protected]

Andy MooreBy Andy Moore, Editorial Director, KMWorld Specialty Publishing Group



November/December 2009 S5

practices of IBM, to be truthful, to makesure your information is accurate, and thenyou can go ahead and publish. But you’retaking on the responsibility of represent-ing IBM; make sure you do it in a profes-sional manner. It’s not exactly a procedure,and there’s no one approving it...but thereis a set of expectations.”

(I put “governance” in quotes,

because it has taken on a connotationhaving to do with legal risk manage-ment, etc., that may not be quite what itmeans in the generic, lowercase senseof the word, which is more in line withwhat we’re talking about.)

I suggested to Larry that if every-one’s an author under a WCM, isn’t thatlike giving everyone a flame-thrower?“Half the marketplace is afraid of theWeb, because they think someone mightdo something wrong. But the other half is aggressively taking advantage of Web

publishing,” said Larry, “because whenthe end-users act in a mature andresponsible manner, you’re able to out-pace your competition, be more flexibleand take on new innovations in waysyou never could before.”

I remarked that, to a lot of companies,that much release of control would bescary as hell. “We get asked about that alot,”he agreed. “As a technology company,we do try to stretch the envelope. But look at Wikipedia. You might think that there’sgreat danger in letting just about anybody

change content, make adjustments... thatmalicious groups could do some damage.But the wisdom of the crowd keeps thosedocuments extremely accurate, withoutmuch formal governance. Still, the ease of use—anybody can publish to the Web—makes ‘governance,’ for the lack of a bet-ter word, the most important issue facingWeb publishing right now.”

The Why, Not the How

The subject turned to business objec-tives. We now know you CAN deploy asystem in your company that allowsanyone with the proper credentials tochange, update and add to the corporatewebsite. Now the question is: why?What’s the business justification foreven considering a WCM?

“At the end of the day, WCM is justa tool that you use to accomplish some-thing,” Larry answered. “The questionis: what are you trying to accomplish?We think it’s creating an exceptionalWeb experience. With an exceptional

Web experience, you increase your abil-ity to attract new customers and retainthose customers. You then increase yourability to cross-sell new things. If youcontinue to make your Web presencevibrant and new, it will become a trustedresource. And if they’re coming to you,you know they’re not going to yourcompetition.”

I asked Larry if customer acquisitionand retention were the only reasons toinvest in WCM. Isn’t there also an effi-ciency argument to be made? Fewer peo-ple doing more work, etc. You know, theold “top line vs. bottom line” gambit. Istruck a chord with Larry on that one.

“Funny you should ask that, becauseI talk about this in my keynotes all thetime. People ARE also investing inWCM based on a return on investmentargument. If you can retire old systems,save some money and get an ROI within

a year, people will invest in that. Butproportionally, most of the projectswe’re seeing are based on top-lineimprovement. You can save costs all youwant—that’s great. But if you’re losingcustomers while you’re doing that,because you’re not keeping other peo-ple from attracting them away, you’renot serving your business well. So com-panies see the value in buying betterWCM right now.”

And they’re adding functionality thatcontributes to the value of the overall

system. Larry explained:WCM controlsthe content you’re delivering to the Web.Now the next step is to add applications,or content feeds or create forms toprocess loans... “This integration hasalways been part of the portal business,but adding portlets in combination withWCM is where the home-run is now,” hedeclared. “People are enriching the Webexperience by bringing these portalfunctions into it.”

I asked Larry the stock question:“Pretend I’m a company with NO Web

presence at all right now. Where shouldI start? Should I put together a team for1. evaluation, 2. implementation, then3. adoption over time? Are these differ-ent combinations of people? Or is therean immortal WCM team throughoutthat lifecycle?

“There’s a morphing of people andskills as you go through those phases. Youmentioned ‘evaluation, implementationand adoption.’I would have put a couplebullets before that: business objective,and then business scope, meaning how

am I doing this short-term and what do Iplan to do long term. Only then shouldyou start the evaluation, etc., process.During evaluation, you get line-of-busi-ness people who have to buy-in. Duringimplementation, you have a differentgroup; there’s not too many line-of-busi-ness leaders who understand informationarchitecture—and they probably don’t

want to. Then to support adoption, youneed ease-of-use and to create successfulsmaller deployments that they can seeand be comfortable with wanting to repli-cate,” Larry said.

There are value/benefit arguments forboth sides. Larry just thinks there’s a bet-ter one when they merge. “Portals wereoriginally developed to allow you to doonline banking, look at your medicalrecords, things like that... lots of security,deep levels of authentication. Web contentmanagement was originally developed to

put your catalog online, make your prod-ucts dance around the screen and get atransaction with a credit card. But thosewere two very different ways of con-structing a website. What’s happeningnow is that the two design constructs aremerging into one structure.

“If you want to create a recipe web-site, go get an open-source WCM. If you want to create online banking ormedical records, go get a portal. But if you want to have a universal platformthat prepares you for the next decadeand gives you the agility and flexibilityto respond to whatever will happen inthe market, then you go with the com-bined WCM and portal single naviga-tion metaphor,” he said.

“Here’s one of the greatest dangers towatch out for, and I would include thisunder ‘best practices’: Because WCMsare so easy to deploy, a group will put onein and start using it to generate content.Then later, if you want to add applications,or dashboards or anything, you can lose

that investment because you have to startover and re-architect the structure formoving forward. So it’s very important tohave a strategy first, and then a roadmapas to how you want to accomplish thatstrategy.

“You need a plan first. Quick anddirty is exactly that sometimes.” T

* (BTW: In case you’re wondering, we use a capital “W”when we say “Web,” because it’s short for World Wide

Web, which is a proper noun. We use a lowercase “w” for“website,” because it’s sort of a slang term. That may notbe the best style choice, but that’s what we do.)

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For more than eight years, the KMWorldSpecialty Publishing Group has been con-necting buyers with sellers in a most unusualand—happily—successful way.

There is no magic science involved; whatwe do is pretty obvious. For one thing, theKMWorld White Papers provide a forum foran extended explanation of how certain soft-ware solutions work, and can be applied tosolve business problems. That’s not a trivialtask, as any salesperson or consultant willtell you. It’s not something you can easily doin a “blurb” or with a colorful brochure.Information management solutions are notonly complex, they are usually multi-dimen-sional, solving many different problems,depending on how they are applied and wherethe needs of the organization lie. And don’tforget: solving one problem only opens theopportunity to face the next one. That’s whatknowledge management software does best.

Secondly, we think the White Papers havebecome the “go-to” source when a businessowner of any kind is tasked with “learningabout this KM stuff.” For example, we saw ahuge uptick in interest in records manage-ment and regulatory compliance (try to guess)when the Sarbanes-Oxley deadline was loom-

ing. Similarly, we are seeing increased interestin Web self-service and customer experiencemanagement right now, when the mood isswinging back from “cost savings”as a primedirective, toward providing better customerservice as the key competitive differentiator.

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The KMWorld Specialty PublishingGroup has created an editorial calendar (seeto the right) for a full calendar year. Sponsorsare able to pinpoint specific issues wheretheir message will be in the proper context

to reach an audience in search of their kindof solution, and their kind of solution only.Our editors review all submissions for

adherence to strict editorial guidelines. Wedo not allow “hype.”We DO allow reasonedexplanations of their solutions, and howthey can help a business achieve its goals.As a “business solutions” paper, we haveevery desire for our sponsors’ messages tocome through loud and clear.

Our editorial calendar is not immovable.If you have a suggestion for a new topic, ver-tical market or technology space to explore,please contact us. T

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January Business Process

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AprilEnterprise Content Management

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NovemberKnowledge Management

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DecemberEmail Management

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metric/demographic data about who isviewing it can expose powerful, nuancedinterrelationships. Knowing what time of day, month and season certain types of con-tent are consumed is also a valuable andoften ignored metric.

By combining knowledge of where

audiences are on one’s site and what exact-ly they are digesting, one can begin to trulyunderstand who they are. Modern text ana-lytics can extract extremely valuable datafrom content including: proper names,places, organizations, specific topics,brands, products and even sentiment; cou-pling this information with standard usermetrics/demographics results in accurate,insightful, rich user profiles.

Essentially, one can use their own con-tent as a means to achieve a deep under-standing of their audiences.

For advertising-driven sites, audienceintelligence allows highly targeted contex-tual advertising (which results in increasedrevenues). Suppose a publisher could iden-tify a cluster of return visitors who fre-quently consume content about green tech-nology. Wouldn’t it be natural to offerthose visitors targeted advertising forhybrid cars? Further, by being able to iden-tify the sentiment of certain content pieces,one can avoid coupling advertising withhighly negative articles; this is necessary tokeep advertisers satisfied.

Every visitor is unique. This richunderstanding of visitors can be deployedto offer highly targeted, unique user expe-riences. This audience intelligence allowspublishers to infer and anticipate cus-tomer’s interests and needs, allowing for:N Improved, more efficient customer sup-

port, by anticipating their needs and con-necting them to the right information,product or service;

N Landing pages or microsites tailored toindividual users;

N Links to other relevant content pieces(bolstering site stickiness); and

N Connections between like-minded users(creating communities).

By offering visitors targeted experi-

ences, one can foster deeper customer

trust/loyalty and nourish longer-term

engagement.

Everyone is a publisher, including

your audience. Another important consider-

ation is content that is created by audiences.

Increasingly, audiences are interacting with

the websites they visit, posting comments

and writing reviews etc.... More and more

marketers and customer support staff are

encouraging audiences to converse and to

build communities around brands. This

content is inherently unstructured.

But this content contains valuable infor-

mation. Some text analytics software can

extract the sentiment of content created by

users. This has powerful “voice of the cus-

tomer/brand image monitoring” implica-

tions. One can better address customer

needs and be more aware of how they are

perceived by the market. Increasingly, peo-

ple rely on peer testimonials when making

brand choices; it is critical that one knowswhat is being said in the market.

Is your Web content management solu-

tion ready for the semantic Web? It is

imperative that organizations integrate

semantic intelligence into their WCM solu-

tions; this ensures that all content will con-

form to a particular standard and that it will

effectively be “normalized.” Normalizing

one’s content has the side effect of making

it semantic-Web ready. Why does that mat-

ter? Because the semantic Web is here, and

it is absolutely critical that content produc-

ers get in the game now if they intend tosucceed in the future.

Big players like Microsoft Bing and

Google are now offering their users the Web

3.0 experience, answering questions and

“mashing-up” information from various

sources, provided those sources comply with

certain standards (RDF, OWL). This is an

important channel that shouldn’t be missed.

The future of Web CMSs lies in integrated

semantic intelligence. Both enterprise solu-

tion vendors and open source communities

are finally warming up to this notion, because

they realize the time is now. T

In his role as CTO at Nstein Technologies, Jean-MichelTexier acts as the company’s chief visionary, pioneer andsemantic-intelligence evangelist. Since the early days ofthe Web, Texier has been developing powerful contentmanagement solutions, designed to address industry-specific needs. He is the founder of CMS developmentcompany Eurocortex, which was acquired by Nstein in2006. Of late, his focus is applying semantic intelligenceto varied types of content to enhance brands and opennew monetization opportunities. He envisions a web ofdeeply interlinked data where semantic and artificialintelligence will transfigure relationships between con-tent and audiences in ways we cannot even imagine.

Making the Right

Connections: Audience Intelligence and WCM in the Semantic Era

Everyone is a publisher.

Let’s begin with the notion that everyoneis a publisher . Everyone with a public-facing website, regardless of industry, is apublisher, and their core goals are the same:N Strengthening brand;N Increasing findability/visibility; andN Improving the customer experience.

Ultimately, one needs to connect audi-ences with the content they’re looking for.This is easier said than done, as Web audi-ences have a near infinitude of contentoptions to choose from, and endless routes toget there. The key is offering visitors a highlytargeted, unique and relevant experience.

To do this, publishers need to combinetraditional Web metrics and demographicswith a deep, contextual understanding of the content visitors are looking at; fromthere, one can develop rich user profiles.

This is known as audience intelligence,and it’s a crucial concern for content-providers.

You already know where they’re going. Traditional Web metrics captureimportant user behavior. At its most funda-mental level, Web metrics allow content-providers to note unique visitors, returnvisitors, points of entry and page traffic.

Thus, one can easily identify where

their users are going to and coming from.In cases where registration is required forusers to view content, even more demo-graphic data can be collected.

This is all powerful data, but without anunderstanding of what topics visitors areinterested in (at an individual and grouplevel), content providers are missing anopportunity to truly leverage their materialto create the optimal user experiences thatwill drive return visits, foster customerloyalty and create new monetizationopportunities.

Do you know what they’re interested in? Understanding the content your audi-ence is viewing goes beyond identifyingpage titles. A detailed, finely tuned semanticanalysis of one’s content combined with

By Jean-Michel Texier, CTO, Nstein Technologies



Interactive Live Web Events

Please join us for KMWorld’s series of on-line, interactive Web events. Each is a single-topic, live on-line educational event,hosted and moderated by KMWorld and featuring the current, top-of-mind issue for today’s knowledge-rich information

manager. Attendees learn from the leading experts in… search… social media… information governance… contentmanagement… If it’s a critical issue for information managers, it’s part of KMWorld University.

Sometimes classroom-style, sometimes roundtable discussion, the KMWorld Web events are ALWAYS educationaland information-rich. No product pitches, no marketing hype.

Simply log on and turn up your computer speakers. Audio is streaming, the speakers are on-the-air live andthe visuals are content-rich. PLUS the events are archived for “on-demand” viewing. Some of the events we’vehosted recently are…

N Social Networks for Business Success:

An Expert Panel Discussion—Broadcast: September 29, 2009

N Sales Collaboration: Differentiatoror Pipe Dream?

—Broadcast: September 22, 2009

N Enhancing the Value of Your SharePointInvestment—An Expert Panel Discussion

—Broadcast: August 18, 2009

N Are You Ready for E-Discovery? An ExpertPanel Discussion

—Broadcast: Jull 28, 2009

N Dynamic Scalability: Scaling Your Company’sSearch Solution As Your Content Grows

—Broadcast: Jull 14, 2009

N Open Source for Enterprise Search: BreakingDown the Barriers to Information

—Broadcast: June 23, 2009

N Beneath the Buzz: Key ITIL Initiatives to Impactthe Bottom Line


N 31 Flavors of Knowledge Management: WhichFlavor is Right for Your CustomerService and Support?


N 5 Steps to Socializing Your KnowledgeRepository

—Broadcast: May 19, 2009

N Sales Enabled CRM: Getting the Most From

Your CRM—Broadcast: April 21, 2009

N The Final Piece of an ECM Strategy: AchievingROI Through Findability

—Broadcast: April 7, 2009

N Stop Just Archiving. Start Using Your Information—Broadcast: March 31, 2009

N Fixing Enterprise Search: Expanding the Reach,Results, Usability of Enterprise Search

—Broadcast: March 24, 2009

N Forrester’s 6 Strategies For Improving ITService Delivery


N Whither Enterprise Search in 2009? Exit EnterpriseSearch. Enter Unified Information Access


N Connecting the Dots: Turning Disparate Data intoActionable Intelligence


N The Sky’s The Limit: Using Social Search toDeliver Web 2.0 to the Air Force

—Broadcast: February 24, 2009

N Strategic Content is Good for Business: How DITAand SharePoint Work Together for InformationSharing

—Broadcast: February 17, 2009

N Maximizing Your Website’s ROI—Broadcast: January 20, 2009

KMWorld University

Navigate to upcoming and archived web eventsfrom www.kmworld.com to learn… ask questions… get information.

Think of it as “KMWorld University”





manner that is relevant to them and thatcaters to their unique needs. The essenceof this theme can be captured in the state-ment, “If the information is important, itwill find me.”

N Social and interactive: Not only are buy-

ing decisions influenced by peer reviews,so are opinions. This type of bi-direc-tional feedback makes people feel asthough they are active members of a com-munity.

N Destination neutral: The Internet is nowa global platform that allows people andcompanies—no matter who or where theyare and regardless of what device theyarrive from—to create, share and collab-orate on content.

The fundamental paradigm shift in howconsumers interact online, and the resultingexpectations, have not only influenced sitedesign and redesign, but have also redefinedwhat makes an appealing and effective web-site. Corporate marketers are beginning to

align themselves to this paradigm shift

and are looking at WCM technologies to

capitalize on new revenue channels.

Companies planning their next-genera-

tion website or consolidating various

intranets or portals are looking into Web

experience management. WEM is a holistic

view of Web publishing and the processes

that support it, and brings together relevant

technologies and components. WEM ismade up of four key components:

N Design: Page layouts, navigation and

personalization rules/queries;

NAuthoring: Business process management

(review and approval), content transforma-

tions for rich media;

N Delivery: Personalized and dynamic

content and websites; and

N Analytics: Reporting, user-generated

content (UCG); feedback and content rating.

Organizations that take on WEM are able

to move away from static websites to thosethat are dynamic and personalized. They can

tailor their messages to individual audi-

ences, interact and elicit feedback, and

measure and quickly iterate content along

with Web pages.

Web content management is the core of

Web experience management, and the focus

on WEM has been positive for WCM

providers and the WCM market. Many

WCM providers have embraced Web 2.0

and the market is experiencing an evolution

of its own. Companies can now utilize

WCM solutions to easily implement engag-ing and interactive website experiences

for their consumers.

The Case for a WCM Solution

In the current economic climate, making

the case for a WCM solution becomes one of

both short-term and long-term strategic and

financial importance. In order to future-proof

a WCM investment, companies need to con-

sider WCM as part of a broader IT infrastruc-

ture. Although most standalone WCM

solutions provide core content management

capabilities, companies should look at solutionsthat are fully integrated with an enterprise con-

tent management solution. These solutions sup-

port rich media transformations, have native

digital asset management functionality and

include business process management as part

of the platform offering. WCM solutions that

exhibit these best-of-breed capabilities and also

demonstrate business relevance in other func-

tional areas allow companies to best position

themselves as leaders in innovation and

next-generation Web practices. T

WCM Trends and

Observations Adapting To The Needs Of A New Consumer

A nalyst findings on the future of Webcontent management (WCM) solutions areincreasingly positive. The expectedgrowth in this market is largely due to theconcept of consumer engagement, whichis driving corporations to reexamine their

Web presence and its influence in the mar-ketplace. As they review their Web strate-gies and focus on Web experiencemanagement (WEM), many corporationshave identified implementing WCM solu-tions as a strategic priority that can havebenefits both from an IT and an overallbusiness perspective.

The concept of consumer engagement asa driver for the WCM market really comesback to the user. Traditionally, corporatewebsites focused on delivering the samemessage in an engaging way to allconsumers—a one-way communication

from the corporation to the consumer. AsWeb 2.0 tools have developed, audienceshave grown to expect—and even demand—to be involved.

In the new Web, it’s all about partici-pation and an experience tailored to theunique needs of the end user. This is some-times referred to as the “socialization of the Web”—a solitary experience hasbecome a social one. Today’s consumersaren’t interested in just reading about aproduct—they want to utilize a social net-work or communal dialogue to solve a spe-cific problem. They don’t just access

information—they contribute to it andcreate it. They are drawn to sites wherethey can interact and seek advice frompeers and experience virtual face-to-faceencounters.

New Themes EmergeThe influence of Web 2.0 and the result-

ing shift of consumer expectations have ledto the emergence of three key themes in theonline experience:N Personalized and tailored: Consumers

expect to have information delivered in a

By Frank Del Pinto, Senior Product Marketing Manager, EMC Documentum

“In the new Web,

it’s all about

participation and an

experience tailored to

the unique needs of

the end user.”




If you use a WCMS to synchronize con-tent and grant update control to the experts,it increases the likelihood that your contentwill be relevant and you can deliver an idealonline experience to your customers. It’s nosurprise that this approach helps to increasecustomer satisfaction and optimize your rev-enue-generating site, so you make moneyrather than lose it.

A WCMS decreases operational costs.

Picture the grueling process of creating

in-house software for the first time. You usu-ally get all the surprises (bugs, setbacks,delays and workflow issues) you couldimagine, and then there’s no guarantee thatthings are going to work properly once theinitial implementation is completed. In ourresearch, businesses tend to drasticallyunderestimate the cost of developing andmaintaining an in-house system.

With a WCMS, decreasing costs goeshand-in-hand with increasing revenue. To start,you spend less money updating your websiteby avoiding the inefficient practice of copyingand pasting bits of content across multiple

pages. By using templates to automaticallyupdate localized sites across the world, youlower labor costs and protect your brand fromcostly content and design inconsistencies.

A WCMS also lowers operational costsby allowing your organization to use its ITdepartment effectively. Do you really wantIT involved in the authoring and publishingprocess? Efficient use of IT resources savesyou money and streamlines your internalworkflow.

Third, a WCMS—through centralizationof content—strongly lowers risks to yourbrand such as duplicated, outdated and con-

flicting content. In-house systems are oftensectioned off according to your organiza-tional model, and this means that employ-ees in one department cannot see whatcontent is being used by other departments.If we’re talking multiple websites, a singleerror can become a huge problem as it snow-balls over time and becomes difficult to mit-igate. A WCMS saves you money (andreputation) by avoiding a potential mess.

A WCMS almost always provides a sizable ROI.

Over the past year, the concept of return oninvestment (ROI) has been on the tip of every-

one’s tongue when discussing new technologyinvestments. Don’t worry: in addition to sav-ing money and boosting revenue, a WCMSallows you to accelerate and simplify projects

such as website development, implementationand content creation. This usually results in asizable ROI.

In order to accurately measure ROI, the twoprimary metrics should be your organization’sinvestment in site implementation and training.In a side-by-side comparison between an enter-prise WCMS and in-house system, the dispar-ities in ROI are striking.

Gilbane found that site developmentbased around a WCMS saves a company70%-80% on cost when compared to in-house development. Content creation in aWCMS looks and feels like common busi-ness tools such as Microsoft Word and blog-ging platforms. According to Gilbane’sresearch, this ease-of-use cuts training timesby up to 90%. This also means that updateswill no longer get bogged down in busy ITdepartments. Marketers and communicatorscan create and repurpose content as easilyas making or editing a Word document.Timely content updates provide your userswith a better online experience.

The benefits of a WCMS can supersede ROI.

Implementing a new WCMS will helpprotect your brand equity. For larger com-panies, consistent branding remains one of

your most important assets, and positivecustomer perception is integral to your con-tinued success. A WCMS allows you tobuild and maintain your brand with minimalproblems. Even if you come up with initialROI figures that are lower than you want,maintaining your brand and providing yourusers with an ideal experience across multi-ple channels is enough to make the businesscase for updating and revamping your WCMstrategy today. T

For more information call us at 646-512-5173 or visit usat www.sdltridion.com.

The Business Case for

Web Content Management

The current economy presents a toughenvironment for technology investment, butdelaying the purchase of a Web contentmanagement system (WCMS) can costbusinesses in the long run.

When providing justification for a WCM,organizations will likely scrutinize potentialreturn on investment (ROI). In this article wewill discuss how a carefully selected WCMScan increase revenue while decreasing opera-tional costs. Additionally, we will take a look at a major WCMS benefit that can even

supercede ROI.The selection of a WCMS should corre-

spond with the size and challenges of yourbusiness. This article particularly pertains toenterprise-level organizations with the needto manage complex content across multiplewebsites or online channels. The content isadapted from a free white paper writtenby Tony White, lead WCM analyst at theGilbane Group. SDL Tridion sponsoredthe original white paper and research.(gilbane.com/whitepapers.pl?view=33)

A WCMS increases revenue.

A WCMS centralizes marketing contentand streamlines internal workflow process—both cost-effective improvements that canboost overall revenue. Every mid-tier andenterprise corporation should consider its web-site an integral part of its marketing strategy.In order to increase lead conversions and rev-enue, you need a great online experience thatreinforces relationships with existing cus-tomers and helps you to reach new ones.

A WCMS provides this ideal user expe-rience by allowing non-technical subjectmatter experts to create centralized contentthat can be easily personalized for various

customer profiles. With a WCMS, mar-keters and communicators can easily createnew pages with a high level of user interac-tivity and target visitors through geography,language and social computing tools suchas blogs, wikis and multimedia.

It is widely accepted that granting controlto subject matter experts results in timely,relevant and compelling content for youraudience. It’s less obvious that the qualityof content plummets when you don’temphasize the need for synchronization of content across your brand in all sites, localesand languages.

Jan Jaap Kolleman isCEO of SDL Tridion, aprovider of enterprise

Web contentmanagement systems.A visionary leader inthe WCM industry,Kolleman’sphilosophy is to alignproducts andsolutions with

customer needs,business drivers andmarket trends. He has more than 25 years ofexperience with technology companies, holdingsenior management positions for more than 10 ofthose years. Prior to joining SDL Tridion, Kollemanwas a managing director for Exact Software, aninnovative and highly successful softwarecompany headquartered in The Netherlands.

Jan Jaap Kolleman

By Jan Jaap Kolleman, CEO, SDL Tridion




to discovery on the analytics report of Web

page performance issues. Level II: data integration: With data-level integration, all applications and mod-ules share a common data set. Sharing of information between applications enhancesdecision-making and simplifies site main-tenance and updating.

One metric measured by most analyticspackages is identification of a site’s mostfrequently exited pages, indicating a lack of user interest and relevant content.

When the analytics package that measurespage exits is integrated with the content man-agement system used to create those pages,youcan get detailed information about when these

pages were originally authored, the last timethey were updated, and who created them—making it easy to track down the authors.

Page authors can make changes for youto review in-line. The date a revised pagegoes live on the site is time-stamped in theanalytics package, enabling you to com-pare page views before and after revisionsto see whether the edits are effective.

Level III: content delivery integration: Atthe deepest level, communication automati-cally takes place between analytics and otherapplications such as content management.Dynamic visitor segments and user profiling

drive persuasive, personalized content to theright users at the right time. Result: enhanceduser experiences resulting in higher conver-sion rates and revenues.

At level I and level II, the person readingand interpreting the analytics report has toinstruct the people creating the pages in theCMS to make changes. Therefore, any “com-munication” between the analytics packageand CMS is a manual process that requireshuman interaction and can suffer from whatForrester recently dubbed as the “actionchasm”—when analytics are measured andwhen those reports are able to be acted upon.

With true content delivery integration, theanalytics package can automatically assignuser profiles to visitors based on their websiteusage and activity. On a financial services site,for instance, visitors reading articles on waysto enjoy retirement might be placed in a groupcalled “retired,” while those reading contenton saving enough money for retirement areplaced in another user profile called “pre-retirement investors.”

Once the analytics software assigns userprofiles to visitors, the CMS can extract theprofile assignment in real-time and driveappropriate content to those users as they are

logged onto the site. For example, a “pre-retirement investor” might be served a pageon 529 programs, while the “retired investor”is served a page on estate planning.

Now let’s say users click on a “contactus” or “for more information” link. Theyounger investors, those planning for retire-

ment, might be served an online form torequest a quote or more information. Theolder investors, those already retired, mightbe sent to a response page that features thetoll-free phone number prominently.

By customizing Web content deliverybased on user profile, an integrated analyt-ics/CMS software suite can help to ensure thateach visitor gets the most relevant and engag-ing content. The result: greater site stickiness,longer page views, and ultimately, improvedwebsite performance and ROI.

The bottom line: when analytics and theCMS are integrated on level III, the analyt-ics system can talk with the CMS. The ana-lytics software can tell the CMS about userbehavior, and the CMS can then alter con-tent delivery accordingly.

The optimal set-up for efficient websites isto integrate content management, analyticsand other site functions (e.g., email market-ing, campaign management, etc.) on user,data and systems levels.

To achieve true deep integration of ana-lytics with the CMS and other Web appli-cations at all three levels—user experience,data and system—all Web software shouldbe built from the ground up on a commonplatform or framework.

When analytics and the CMS are tightlyintegrated, the modules can easily communi-cate and share data in real time. The CMS canthen take appropriate actions, based on met-rics measured and reported by the analyticspackage, to deliver more relevant and valuablecontent to users, where and when they need it.

By providing site visitors with more per-suasive content, integrated analytics greatlyenhances the user experience. The resultis greater user satisfaction, improved web-site utility and increased conversion ratesand revenues. T.

What is “Integrated Analytics”?

A relatively recent innovation in Web best

practices is “integrated analytics”—com-plete, native integration of your analyticspackage with your content managementsystem (CMS) and other Web applications.

Why would you want this? By integrat-ing analytics with a CMS, content can beupdated dynamically to optimize perform-ance levels based on accurate reporting of actual user behavior and actions tracked bythe analytics package.

Seamless integration between analyticsreports and the CMS enable performance-enhancing content delivery to Web pages inreal time. Because content is dynamicallyrendered based on actual user behavior, it

can significantly improve website perform-ance and ROI.

Businesses increasingly recognize theconvenience and other advantages of integrat-ed software for Web applications. Accordingto a 2007 report from Forrester Research,83% of marketers embrace the idea of a com-prehensive Web marketing suite, with nearlyhalf citing “improved online customer experi-ence” as their number one priority.

When Web applications are not fullyintegrated, each requires separate userlogins and databases with different tech-nology for administration roles, responsi-

bilities and authorizations. Administrativeinterfaces are different, which in turnincreases training requirements and slowsadoption of the software.

Analytics tools can be integrated withother Web applications at three levels: theuser interface level; the data and function-ality level; and the content delivery level.

With native integration, your analyticssoftware is interconnected with your otherWeb applications at all three levels. Such anintegrated product suite is both user-friendlyand provides visitors with the great contentthey want and demand.

Level I: user interface: In an integratedsuite of Web applications, all modulesincluding analytics, content management, e-commerce and online marketing can use thesame graphical user interface (GUI). Screenlayouts, drop-down menus and icons share acommon appearance in all applications.

As a result, the learning curve is shortenedfor the user, which reduces training costs,lowers IT’s support burden and enables rapidand widespread adoption of the systemthroughout the enterprise. A common GUIalso makes the analytics package easier touse, enabling more rapid reaction in response

Brett Zucker is chieftechnology officer ofBridgeline Software, adeveloper of Webapplicationmanagement softwareand award-winninginteractive businesstechnology solutions.Bridgeline’s iAPPSproduct suite is aninnovative SaaSsolution that unifies

content management, analytics, e-commerce ande-marketing capabilities—enabling business usersto swiftly enhance and optimize the value of their

Web properties.

Brett Zucker

By Brett Zucker, Chief Technology Officer, Bridgeline Software


http://slidepdf.com/reader/full/web-content-management-november-december-2009 12/12i f t d

Produced by:

KMWorld Magazine

Specialty Publishing Group

For information on participating in the next white paper in the “Best Practices” series, contact:

[email protected] or [email protected] • 561-483-5190

Kathryn Rogals Paul Rosenlund Andy Moore561-483-5190 561-483-5190 207-236-8524 Ext. [email protected] [email protected] [email protected]

For more information on the companies who contributed tothis white paper, visit their websites or contact them directly:

www kmworld com

IBM Corporation

Contact: [email protected]

Web: www.ibm.com/lotus/webcontentmanagement

EMC Corporation

176 South Street

Hopkinton MA 01748

PH: 800.222.3622 or 508.435.1000

FAX: 508.497.6904

Contact: [email protected] Web: www.emc.com

Bridgeline Software

10 Sixth Road

Woburn MA 01801

PH: 781.376.5555

FAX: 781.376.5033Contact: [email protected]

Web: www.bridgelinesw.com

Nstein Technologies Inc.

75 Queen Street, Suite 4400Montreal QC H3C 2N6

PH: 877.678.3461 or 514.908.5406FAX: 514.908.5407

Contact: [email protected]

Web: www.nstein.com

SDL Tridion

1440 Broadway, 23rd FloorNew York NY 10018

PH: 646.512.5173

FAX: 212.400.7241Contact: Robert Gamsby, [email protected]

Web: www.sdltridion.com

Web Content Management [November December 2009]

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