the forrester wave document output for customer communications management q3 2011
TRANSCRIPT
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Making Leaders Successul Every Day
Septembe 14, 2011
The Foeste We: DocmetOtpt Fo CstomeCommctos Mgemet,Q3 2011b Cg Le Cl
fo Bsess Pocess Pofessols
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2011 Forrester Research, Inc. All rights reserved. Forrester, Forrester Wave, RoleView, Technographics, TechRankings, and Total EconomicImpact are trademarks o Forrester Research, Inc. All other trademarks are the property o their respective owners. Reproduction or sharing o thiscontent in any orm without prior written permission is strictly prohibited. To purchase reprints o this document, please email [email protected]. For additional reproduction and usage inormation, see Forresters Citation Policy located at www.orrester.com. Inormation is
based on best available resources. Opinions refect judgment at the time and are subject to change.
Fo Bsess Pocess Pofessols
ExECuTivE SuMMary
In Forresters 36-criteria evaluation o document output or customer communications management
(DOCCM) vendors, we ound improved product capabilities to support structured, interactive, and
on-demand segments o customer communications. Within these segments, Hewlett-Packard leads
the pack with a much-improved interactive capability and continued strength or structured and batch
applications. Adobe is set apart by its breadth o DOCCM-related technologies that support an overall
customer experience platorm. Tunderhead achieves Leader status through excellent interactivecapabilities, multichannel support, and integration strength. EMC Document Sciences achieves Leader
status due to innovative leverage o leading authoring and distribution tools combined with excellent
batch and structured support. Pitney Bowes enters the Leader circle through acquisition and planned
integration o analytics soware to guide customers across channels a potential game-changer or
DOCCM. And new to the Forrester wave, GMC achieves Leader status with strong overall product
exibility and strength or creative apps. Expect more innovation as this market space hits its stride.
Ta BLE OF COnTEnTSW Docme Op For Csomer
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Fgre 1 DOCCM Ctegoes ad applctos
Source: Forrester Research, Inc.58126
STRUCTU
RED
ONDEMAND
INTERACT
IVE
Retirement/benetbooks
Negotiateddocuments (margin,derivative contracts)
Welcome kits
Businesscorrespondence
Online statementgeneration
Telephone bills
Oset and digitalprint runs for
marketing materials
Financialstatements
Online quotes
TransPromo
Groupinsurance policies
Web-to-print
Account notices
Order conrmationsPoint-of-servicecustomer documents
Technical authoring
Financial printing
Travel itineraries
On-demandcorrespondence
ieracve Saemes take Ceer Sage
Enterprises today require exible interactive solutions that empower business users, support
multichannel output, personalize content, and provide rapid return on investment (ROI). 3 Consistent
with growth in that market, enterprises need interactive capabilities and in particular to support
how inormation workers interact with the application at runtime to augment, personalize, and select
appropriate channels. Our review o the market ound that:
Interactive documents make a lot o sense. And why are we surprised? Many use casesbenet when a worker can retrieve a document, enter data, or make selections that will alter
and personalize the output. And ew companies operate eectively in this way today. As adramatic example, one credit card company took 162 days to make a change to a letter with
three dierent groups involved. Not a sustainable business process with consumers expecting
real-time communications. Driven by this need and market opportunity, providers signicantly
improved user interaction with documents.
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Teres more multichannel output I think the web people are in building G. Enterprisesstrive to address multichannel needs with: 1) advanced capabilities that allow dynamic
generation o content and clean separation between templates and the channel, and 2) a clear
multichannel strategy. Enterprises must be consistent with visuals (such as logos, images, and
other brand elements) and content (such as the degree o personalization, language, and contact
inormation). Te dierence today versus 2009 is the rapid shi rom enterprise-led
multichannel initiatives driven by cost reduction to the absolute demands o consumers to get
inormation the way they want it. In short, today, customer service is driving multichannel
applications. Tis email sent to an insurance company captures the service angle well:
You almost had me; the price was right, it was $20 cheaper than my current plan, the
customer service was bang on, and my agent was polite, knowledgeable, and got back to
me exactly when he said he would. Te only thing that kept me rom buying is you dont
oer paperless. I work all over the country, and I dont want my mail piling up; evenworse I dont need the paper when I can manage everything online, including printing my
insurance card. Please let me know as soon as you have a paperless option and youll have a
customer or lie.
On-demand output is poised to take o. Movement to on-demand output comprises thethird major market orce aer interactive statements and multichannel support. Te
Great Recession has orced both business-to-business (B2B) and business-to-consumer
(B2C) organizations to maximize every customer interaction and move to the less expensive
web channel.4 Rich Internet application (RIA) support, strong integration capabilities, and
architectures that support real-time and straight-through communications are important
technology drivers. Our web version gives us more exibility in how we produce customercommunications, said a business process consultant or a European nancial services rm.
Firms are moving structured applications to on-demand and e-transactions. Enterprises aremigrating to on-demand applications because structured output types (statements and bills)
prove expensive, pose environmental challenges, and allow limited personalization. Some rms
pick o structured apps to move to lower-cost e-transactions.5
Prodc Developme Evromes Callege Eerprse Selecos Ad Sakeolders
DOCCM solutions require authoring and development tools or at least our dierent roles, which
makes comparison and evaluation challenging. An I console, which is programmer-oriented, allowsdata models and integration points to be developed. A statement and template layout, which is
targeted or technical sta (nonprogrammers), is more specialized in document output requirements.
For these two areas, all products had scripting languages to support development. A third area is
ocused on less technical and business-side changes, and a ourth allows a presentation or UI to be
created to support internal worker interaction with a document. And some providers have merged
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dierent products to meet todays structured, interactive, and on-demand needs, so these
environments get multiplied. As a result, no solution is as unied or as intuitive as we would like due
to the number o supported roles, diversity o use cases, and history o the vendor. Mostly we see:
Less than unied environments that mix design and runtime capabilities. Some productsare more packaged than others and present the business process proessional with a tradeo
between packaging and exibility. Adobe Systems and EMC Document Sciences, or example,
use de acto standard authoring tools like Adobe InDesign and MS Word that oer amiliarity
and deep eatures. Pitney Bowes, while integrated at data and other points, separates a batch
product rom the interactive. Isis Papyrus Soware and Newgen oer very strong exibility
but are the least packaged o the products. Aia Soware and Xpertdoc echnologies are better
packaged but have a more limited scope o applications. Tunderhead, Hewlett-Packard, and
GMC Soware echnology have the stronger packaging but can still improve the separation o
unctions or diverse technical, business, and user roles.
Applications that target short textual documents. Customer correspondence, which equatesto relatively short textual documents, remains a core communication supported by DOCCM
and target or many o the providers, particularly Tunderhead, Aia Soware, Xpertdoc
echnologies, EMC Document Sciences, and Newgen. Many enterprises still rely on Microso
Word templates with custom macros and mail merge to compose and generate correspondence.
DOCCM squarely addresses this output and improves on traditional tools by enabling easier
conversion and reuse or web, print, and email.6
Prodcs Srve For Bsess-Sde Corol B Are Developg Slowl For ieracve Apps
Most 2011 products have only modest separation between I-oriented consoles and those used bythe business user. Most allow conguration or exposure o eatures based on an enterprises needs.
oday, initialdocument design is perormed by I, whereas a variety o page and statement layout
tools are provided by vendors. Once the interactive output template is designed, diverse authors
will alter text in document ragments, select precongured data associations, or modiy a template.
Over time, we expect line-o-business (LOB) sta members to take on more design and update
responsibility but today its still Is game. We did nd:
Noble eorts to empower the business to move DOCCM out o I inrastructure. odaysDOCCM products still require I intervention to make key changes to templates, business
rules, and authoring workow, as well as to insert content into print streams. Enterprises wantto move DOCCM out o I inrastructure and control and into the business process because
reliance on more costly I resources can aect signicant ROI.7 Also, companies want highly
skilled I development resources to concentrate on connecting core systems and maintaining
inrastructure. But surveyed companies have expressed concerns with enabling business users to
make changes to the DOCCM system.
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Sarg Pos to Kck-Sar ieracve Apps Are Becomg More Cograble
Interactive content can benet rom a tailored ront end that prompts the author and pulls in
the correct orm, product inormation, marketing message, or compliance language based on
the authors responses. Examples o this include new-hire packages, account-opening kits, and
benet books. Enterprises benet when they can tailor vendor-developed business rules, workow,
collaboration, and orms to their specic requirements. Forresters evaluation ound that providers
have the capability to tailor ront ends in a design-or-people approach, but, as a group, they lack a
wide and available set o packaged capabilities.8 We ound:
Greatly improved template management with scalable controls. Companies can use thousandso templates or negotiated documents such as contracts and insurance policies, account notices
and correspondence, marketing collateral, and proposals. Enterprises must update, version, and
track templates and individual ragments a painul process. oday, dierent departments in
many enterprises manage templates and ragments, store them in dierent environments, anduse an average o six separate point solutions to manage them.9 Interactive DOCCM products
reviewed in this evaluation will make template management easier. All solutions, or example,
support orm ragments that can be assembled into document templates.10
Authoring approaches that work or the user. EMC Document Sciences, Aia Soware, andXpertdoc employ industry authoring environments rom Microso or Adobe. For authoring and
user changes, they provide plug-ins or these environments. Vendors with proprietary authoring
argue that their technology drives greater perormance and avoids issues with version upgrades
in Word. Most providers, including Hewlett-Packard, Tunderhead, and Openext StreamServe,
allow conversion rom third-party tools such as Word or InDesign to their platorm via plug-ins
or conversion scripts.11 What works best or you depends on your organizations comort with
the de acto standard tools.
Problems with bulk email. A host o applications require sending a blast o emails, and theseneed to be personalized. Providers that specialize in email campaigns have their own tools so
that they can develop the template and manage both the personalization and the ulllment.12
But what i some portion o the communication must be sent via the print channel with
templates, personalization, and conguration already completed? Most vendors in the DOCCM
have not addressed how you get DOCCM personalized emails to the email specialist to
capitalize on their bulk tool.13
DOCCM PROViDERS WORth WAtChinG
Vendors included in the Forrester Wave have a strong market presence and the ability to meet a
broad set o DOCCM needs. A number o vendors are not included in the evaluation due to limited
space or varying approaches to customer communications that may be narrower.
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Masream DOCCM Vedors Acqred Ad Reocsed
Mainstream DOCCM providers have been in and out o Forrester evaluations and continue to grow
their businesses and provide good value to clients. Some o these, such as Oracle Skywire Soware,
FIS/Metavante, and Seas Innovation, have been acquired and absorbed into larger companies and
directed toward that core business. Nevertheless, they oer signicant experience and value or
many DOCCM applications. Tese include:
Oracle or insurance but with broad DOCCM potential. Oracle/Skywire has strongcapabilities across all three segments and complements and dierentiates Oracles application
portolio. Oracle has shown commitment to Documaker, although the acquisition may have
been due to Skywires insurance assets.14 Skywire ts nicely in Oracles portolio, and Oracle has
a strong road map to integrate and support this product. A new version has been reviewed by
Forrester and has new and strong interactive eatures but was not ready or this evaluation.
FIS Metavante continues to leverage installed base and banking expertise. Metavante wasacquired by FIS, the combined company going by the name FIS.15 Tis acquisition provides a
strong solution in the structured segment due to its print-stream manipulation and data input
capabilities.16 Te CSF Designer suite has more than 200 licensed customers, many in banking
and utilities. Forrester reviewed the Designer Intuition interactive product, a web-based ront
end built on Microso Silverlight, a strong solution or correspondence management, loan
origination, and quotes and proposals. Te product has strong potential in FIS core service
bureau and on-premises DOCCM solutions in general. Like Oracles new product, it was not
ready or the ormal Forrester Wave evaluation.
Seas Innovation delivers strong capabilities across segments via thin client. Seas oersa complete web-based solution or all three segments, and it has the potential to be a strong
enterprise solution or post composition, output management, and production management
criteria. Major North American customers, including some o the largest nancial companies
and Fortune 500 rms, have embraced it to produce complex, high-volume, and mission-critical
transactional documents. Seas also has signicant presence in Europe, with accounts such as
France elecom and the French social security system. Te French postal service acquired a
51% stake in Seas because its soware provides the key backbone to meet expanding document
processing services and is a core component o the Docapost e-presentment solution.
More Specalzed ieracve DOCCM Provders have A Lo to OferOpportunities abound or interactive DOCCM providers to ocus on high-value solutions that
require specialized expertise or eatures. Tese include technical publications, marketing materials,
high-value research reports, and contract documents. For example, Bottomline echnologies has
DOCCM capabilities or direct marketing. Cedar Document echnologies provides SaaS solutions
based on HP Exstream or structured and interactive use cases. raditional correspondence
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solutions such as op Down Systems Client Letter and technical authoring tools such as Parametric
echnology Arbortext and JustSystems XMetaL also provide targeted DOCCM capabilities. But
several providers are rapidly carving out niches and include:
Assentis echnologies or the investment management industry. Assentis providesindividualized solutions or the areas o interactive, on-demand, transactional printing, post-
processing, and print-le conversion. Assentis provides solutions vertically, with the majority o
customers in the investment management industry.
QuarkXPress or dynamic publishing. QuarkXPress, building on its desktop publishingsuccess, provides an XML and DIA-based solution or highly ormatted publications such
as equity research reports or nancial services. Integration with charting, investment tools,
embedded video, and social media and real-time conversion to the iPad or Reader distinguish
the product. For example, embedded autotags in published content take a customer back to a
company website to extend the customer experience across channels.
Exari or negotiated agreements. Exari targets business and legal proessionals andemphasizes speed-to-contract, which results in aster revenue recognition, improved
productivity, and much less risk. Complex, high-risk contracts such as derivatives agreements
are a target or Exari.
Xerox XMPie or direct marketing with links to Xerox enterprise marketing capabilities.XMPie gets high marks or all things marketing related to output and has been an innovator in
this area or more than a decade. As part o Xerox, it oers solutions to Xerox partners and a
growing orce in the recently ormed Xerox Communications and Marketing Services oering.17
Cincom Systems hones in on interactive output. Originating in the database andmanuacturing world, Cincom oered the markets rst interactive web ront end. oday,
Cincom targets markets or all output types, including insurance, state government, and
nancial services. Te majority o Cincom Eloquence customers produce interactive
communications such as claims, letters, and explanations o benets a Cincom strength.
DOCCM Vedors Represe A Mx O Sreg Ad Focs
Te DOCCM product landscape includes enterprise-level solutions that can potentially support all
three DOCCM segments and oer ull corporate solutions, while others provide strong support or
one or two o the three segments (see Figure 2).18
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Fgre 2 DPS Tpcl Shed Seces vew
Source: Forrester Research, Inc.58126
Structured communication
Regulatory commercial printing
Statements and bills
Traditional fulllment
Publishing and correspondence
Publishing (enrollment, benet books)
Correspondence management
Field services
On-demand brochures
Pitch books
Outreach
Campaign/list management
Marketing messages
Community and social
Foundational
Electronic forms, e-signature, on-demand communications, CCM metadata
DOCCM EVALuAtiOn OVERViEW
o assess the state o the document output or customer communications market and see how
the vendors stack up against each other, Forrester evaluated the strengths and weaknesses o top
DOCCM vendors.
Evalao Crera Dvded io tree Caegores
Aer examining past research, user-need assessments, and vendor and expert interviews, we
developed a comprehensive set o evaluation criteria. We evaluated vendors against 36 criteria,
which we grouped into three high-level buckets:
Current oering. Forrester reviewed unctionality across structured, interactive, and on-demand segments or authoring, post-composition, output management support, production
and content management, integration, and application development environment.
Strategy. We reviewed the vendors planned enhancements across the output segments as wellas partnership approaches, corporate strategy, target markets, and costs.
Market presence. We looked at installed base, revenue growth, services, number o employees,and technology partners. We estimated numbers where vendors would not disclose actual gures.
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Evalaed Vedors Reqred Balaced Ad iovave Prodcs
Forrester included 12 vendors in the assessment: Adobe Systems, Aia Soware, Elixir echnologies,
EMC Document Sciences, GMC Soware echnology, Hewlett-Packard, Isis Papyrus Soware,
Newgen, Openext Soware, Pitney Bowes, Tunderhead, and Xpertdoc echnologies. For
inclusion in this evaluation, the enterprise DOCCM soware solution must (see Figure 3):
Support all three document output segments. Interactive, on-demand, and structuredsegments each have unique requirements. o be included in this research, providers needed to
have released products or all three categories.
Have innovative solutions or signicant market share. We considered vendors on dimensionso revenue, employees, and the size o their networks in terms o customers, partners, and
installed base. Furthermore, we included providers that were innovators in developing new
approaches to meeting DOCCM needs.
Generate strong customer interest. Trough Forrester inquiries, consulting, media requests,and ongoing conversations with players in the market, we developed an understanding o
demand or the vendors and solutions included in this evaluation.
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Fgre 3 Elted vedos: vedo ifomto ad Selecto Cte
Source: Forrester Research, Inc.
Vendor
Adobe Systems
Aia Software
Elixir Technologies
EMC Document Sciences
GMC Software Technology
Hewlett-Packard
Isis Papyrus Software
Newgen SoftwareTechnologies
OpenText StreamServe
Pitney Bowes
Thunderhead
Xpertdoc Technologies
Product evaluated
Adobe LiveCycle Enterprise Suite
ITP CCM Platform (CCM Interactive,CCM OnDemand, CCM Enterprise)
Tango
xPression
GMC Communication Suite
HP Exstream
Papyrus Platform for BusinessCommunication and Process
Newgen O2MS
Persuasion
Pitney Bowes EngageOneCommunication Suite: DOC1;EngageOne Interactive; e-Messaging;EngageOne Liason;
EngageOne Vault
Thunderhead NOW
Xpertdoc Solution for DocumentOutput
Product version
evaluated
ES 2.5
4
1.03 Build 2011
Version 4.1
Version 7.0
HP ExstreamDesign and
Production8.0.202
V7
Newgen O2MS3.x
Service Pack 5
5.6; 2.0;1.3; 1.0;2.4 respectively
v5.0.20
2
Version
release date
October, 2010
November, 2010
March, 2011
May, 2011
December, 2010
February, 2011
October, 2009
April, 2010
December, 2010
Sept 2010, excepte-Billing April2011
February, 2011
Fall 2010
Vendor selection criteria
Vendor must support interactive, on-demand, and structured document output segments.
Vendor must have an innovative solution for DOCCM.
Vendor must have generated strong interest from Forrester clients through inquiry.
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EVALuAtiOn AnALySiS
During the next ve years, there will be powerul and transormational DOCCM platorms built on
advanced authoring, workow, business rules, analytics, and integration with enterprise marketing
platorms. Tese will emerge as true enterprise solutions and ulll requirements across all DOCCM
segments. Enterprises that maintain point solutions without adopting enterprise solutions will
struggle to meet emerging customer experience expectations. Our evaluation uncovered a market in
which (see Figure 4):
HP, EMC, Tunderhead, Pitney Bowes, Adobe, and GMC lead the pack. HP, EMC,Tunderhead, and Pitney Bowes were 2009 Leaders and maintained their overall positions
in 2011, once again conrming the ull commitment by their corporate senior executives to
DOCCM. GMC is the lone new entrant to the DOCCM evaluation Leaders segment. All scores
hit within a ew decimal points o each other, but below the surace the companies are quite
dierent. HP, EMC, and Pitney Bowes extended rom structured use case support to enhanceinteractive capabilities, while GMC developed rom the creative and marketing DOCCM
support to broader DOCCM use cases. Tunderhead continued to penetrate and enhance
interactive and on-demand capabilities while Adobe moved rom a Strong Perormer to a
Leader by embedding DOCCM into an overall customer experience platorm that leverages
LiveCycle components well.
Openext, Isis, Aia, and Elixir achieve Strong Perormer status. Openext, Isis, Aia, and Elixirtake their well-earned positions among the Strong Perormers. StreamServe is already beneting
rom the Openext acquisition and continues to provide the strongest alternative or utilities and
ERP integration and in particular, SAP. Aia has improved capabilities in a number o areas and
now has the strongest overall leverage o SharePoint, particularly with Microso Dynamics
integration. And Elixir has taken a bold SaaS direction and may pave the way or others to ollow.
Isis continues with a broad vision or DOCCM supporting ECM, CRM, analytics, event
processing, and BPM and views CCM as a component o broader dynamic case management apps.
Xpertdoc and Newgen oer unique alternatives as Contenders. Newgen and Xpertdoc oergreat value at price points that will appeal to many enterprises. Newgen has a strong ocus on
interactive apps in nancial services, particularly in retail banking, and may be hal the price
o competing solutions with well-leveraged oshore labor. Xpertdoc is an interactive product
built around the Microso environment with an MS Word plug-in as the primary capability or
interactive use cases.
We encourage readers to use this evaluation o the DOCCM market as a starting point only; they
should view detailed product evaluations and adapt the criteria weightings to t their individual
needs through the Forrester Wave Excel-based vendor comparison tool. Because many clients have
made existing investments in part o DOCCM, and the noted dierences in dierent segments o
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the DOCCM market, Forrester blended criteria across three use case segments: 1) structured output;
2) interactive output; and 3) on-demand output. As a result, enterprises should use the custom
Forrester Wave eatures o our model to emphasize the use case area o interest where the goal
may not be complete enterprise coverage.
Fgre 4 Foeste We: Docmet Otpt Fo Cstome Commctos Mgemet, Q3 11
Source: Forrester Research, Inc.
Go online to download
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RiskyBets Contenders Leaders
StrongPerformers
StrategyWeak Strong
Current
oering
Weak
Strong
Market presence
AdobeSystems
Aia Software
Newgen
XpertdocTechnologies
ElixirTechnologies
EMC Document SciencesEMC Document Sciences
Thunderhead
Isis Papyrus Software
OpenText StreamServe
GMC Software Technology
PitneyBowes
Hewlett-Packard
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Fgre 4 Foeste We: Docmet Otpt Fo Cstome Commctos Mgemet, Q3 11
(Cot.)
Source: Forrester Research, Inc.
CURRENT OFFERING
Authoring and document design
Business empowerment
Multichannel support
Breadth of use case and application support
Content, reporting, and SaaS delivery
Software-as-a-service
STRATEGY
Product strategy
Corporate strategy
Cost
MARKET PRESENCE
Installed base
Revenue
Revenue growth
Services
Employees
Forresters
Weighting
50%
25%
22%
17%
18%
13%
5%
50%
50%
50%
0%
0%
20%
20%
20%
20%
20%
AdobeSystems
3.12
2.40
3.00
3.80
3.75
3.00
3.00
4.33
5.00
3.66
0.00
3.26
3.80
4.00
4.00
2.01
2.50
AiaSoftware
2.88
1.80
4.34
3.00
2.35
3.00
3.00
3.00
3.00
3.00
0.00
2.11
2.25
1.00
2.00
3.32
2.00
Elix
ir
Tec
hno
log
ies
2.43
2.40
3.00
1.80
1.25
3.00
5.00
3.00
3.00
3.00
0.00
2.00
1.35
1.00
2.00
3.65
2.00
EMCDocument
Sc
iences
4.01
4.20
4.34
3.80
3.85
4.00
3.00
4.17
4.00
4.34
0.00
3.31
3.20
3.00
3.00
3.34
4.00
GMCSo
ftware
Tec
hno
logy
3.73
4.40
5.00
3.00
3.50
3.00
0.00
3.50
4.00
3.00
0.00
3.65
4.25
3.00
4.00
4.00
3.00
Hew
lett-P
ac
kard
4.09
4.40
3.66
4.40
5.00
3.00
3.00
4.50
4.00
5.00
0.00
4.21
4.35
5.00
3.00
3.68
5.00
All scores are based on a scale of 0 (weak) to 5 (strong).
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HP Exstream leads with great overall balance. HP leads the pack with top numbers acrossneeded capabilities as well as continued strength or high-volume applications and a growing
customer installed base. HP Exstream is still a heavy product, oen with more capability than
the customer can deploy. Yet or high-volume batch applications that require bulletproo control,
HP Exstream will be the choice or many enterprises. HPs printing unit, known as IPG, also
adds surrounding coverage that proves valuable.20 HP Exstreams rst interactive apps, reviewed
in our 2009 Wave, were small correspondence eorts that were not well reviewed by reerences.
Te 8.0 version comes with a live app library and now tackles more complex apps like quotes
and proposals. Multichannel support improved rom handling email as a post process to
applying channel-specic properties during design time. Basically, the interactive product is
now on par with top interactive providers.
EMC Document Sciences leads with a strong overall platorm. EMC Document Sciences
xPression is well-positioned or a complete DOCCM enterprise platorm, with an openarchitecture based on Java and web services. Te EMC product has our primary application
development tools. Te result is an application development environment less unied than
other products but oering great exibility and a set o de acto and popular environments that
users and administrators like. It has excellent on-demand credentials and a strong multichannel
strategy combined with a services architecture well-suited to real-time and straight-through
content generation. Te xPression platorm will continue to emphasize third-party tools like
Adobe InDesign or Microso Word or interactive DOCCM unctions that require more
sophisticated design elements or ease o use or business users. However, real dierentiation
over time will come rom its laser ocus on multichannel and on-demand apps that leverage a
strong services architecture.
Tunderhead drills in on interactive use cases. With an emphasis on nancial services,Tunderhead emphasizes business user control, productivity, content component management,
compliance, time-to-market, and its XML support.21 Tunderhead has a modern multilayer
architecture, with XML/SOA support and multichannel communication supported by out-
o-the-box web interaces supported by strong documentation. Integration with IBM BPM
and ECM products is a plus cited by reerences. Its well-positioned to transition structured
apps to interactive and on-demand channels but can benet rom stronger packaging or post-
processing support. Te XML core avoids conversion to a proprietary ormat and maintains
a broader set o inormation or downstream multichannel management, including email, ax,
print, SMS, and HML.
Pitney Bowes now has the complete CCM strategy. Pitney Bowes now has all the toolsor emerging multichannel communications. Portrait Soware, acquired in 2011, uses
predictive analytics to guide customers across email, to contact center, print, and websites,
and represents the true brains o customer communications. When tied to execution strength
o the EngageOne Communication Suite, this becomes a game changer or DOCCM. Te
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traditional Pitney Bowes structured DOCCM oering excels due to output management
soware that improves printer efciency and unique data sets that improve address quality, as
well as location intelligence that improves marketing campaigns. In addition, Pitney Bowes
continues to emphasize e-delivery with the launch o the Volly digital delivery service, a digitalmail communications platorm or consumers.22 Pitney Bowes has improved the overall design
and authoring environment rom last review but still depends on the Designer as the main
design environment or batch and on-demand applications, while EngageOne is the primary
environment or interactive. Te product road map shows continued unication with emphasis
on ease o use.
Adobe is set apart by the breadth o DOCCM-related technologies. Adobes extensive productportolio and customer experience platorm direction guarantee a bright uture or the DOCCM
components. Portolio components range rom rich Internet application tools to LiveCycle
components such as digital rights management. Solution accelerators or correspondence
management and interactive statements are best-in-class or support o agents and eld-acing
personnel struggling today with legacy customer communications. Adding DOCCM to the
document exchange service platorm to leverage the recently acquired EchoSign e-signature
capability will provide a best-in-class SaaS DOCCM solution.23 Adobe will benet with more
solutions experience and tightening o its distribution approach that today has a wide range o
integrators with varying DOCCM experience. Additional unication will urther tighten this
product. Looking orward, interactive statements that support customer turnaround data entry
combined with mobile support that may be app-based as opposed to document-based will
set Adobe apart.
GMC extends capabilities rom marketing beachhead. Marketing campaigns still dominateGMCs overall customer base, but GMC is now being viewed or interactive support across
all use cases and has become a short-listed vendor in the mainstream market. GMC began
business lie turbo-charging high-speed printers manuactured by Cells and Oc. But the rst
commercial success was composition and workow to support our-color direct mail printing
or exploding loyalty programs. GMCs strong spot remains in creative applications and
support o desktop publishing (DP) unctionality. PDF capabilities, or example, distinguish
GMC rom others, as they support PDF controls such as adding variables and keeping color
inormation intact. Support is strong or mainstream interactive applications that support short
textual documents like correspondence and will only improve with extension to a broader set o
use cases.
Srog Perormers Ofer Exesve Capables W A B More Focs
Strong Perormers oer great alternatives in more ocused areas such as integration with SharePoint,
interactive use case, or integration with packaged applications. Tese are:
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Openext StreamServe bees up ECM and multichannel credentials. Openext boughtStreamServe to solidiy its SAP ECM partnership. StreamServe started SAP work in 1999 and
now has more than 350 installations. But Openext also wanted to close gaps in its multichannel
vision, and StreamServe helps. Openexts strong product management will combine these
DOCCM assets with strong mobile, WCM, and DAM O solutions. In addition, StreamServe
excels at integrating DOCCM into structured and enterprise apps but had gaps in workow
and BPM, that Openext can ll with best-in-class BPM and ECM solutions. Energy, utility,
and supply chain segments will remain the core strength, but expect a growing presence in
nancial services. Its partnership with Adobe has garnered approximately 40 new customers.
Te partnership integrates StreamServe Persuasion with Adobe LiveCycle Designer ES and
repackages it as LiveCycle Production Print ES and has helped enhance StreamServes North
American presence.24
Isis Papyrus leverages unique adaptive development platorm or fexibility. Isis scored wellas a Strong Perormer across all use case segments with a well-balanced product with manyenterprise class solutions. Isis Papyrus has the broadest set o DOCCM components, supporting
ECM, CRM, analytics, event processing, and BPM, and views CCM as a component o a broader
dynamic case management.25 As such, the Papyrus System is a ull application lie-cycle platorm
and ramework but has ewer out-o-the-box tools to create documents; nonetheless, it allows a
wide range o unctions to be built. CCM customers will leverage Isis-provided primitives and
best practices to expose dierent aspects o the product. From a CCM perspective, Isis has very
advanced BPM unctionality. Rules are natural language with a simple scripting language. A
consolidated and common data model across CRM, ECM, DCM, and CCM in a core repository
is provided as a starting point. Despite coming early to market with many capabilities, Isis
exposure to North America remains limited. But customers are committed to the Isis vision andeel passionate about this vendor.
Aia Soware drives communications as a business process. Aia Soware launched in theNetherlands in 1988 and got a oothold in the local Benelux and wider European markets;
it continues to extend its global reach through partnerships and regional networks. Aias
Intelligent ext Processing (IP) Document Platorm integrates with SAP, but the vendor
has ocused its road map on tapping CRM systems to improve multichannel content and
personalized communications. A particular strength is the ability to extract and synchronize
metadata with the corporate CRM system to establish the customer communication prole.
Reerences cited the strong overall support, cost-eectiveness, and responsiveness o Aia. Inthe Forrester eld o providers, Aia has the strongest overall leverage o SharePoint and the
Microso Dynamics packaged app environment.
Elixirs ango targets emerging SaaS DOCCM applications. ango is the rst DOCCM SaaSoering appearing in a Forrester Wave. Elixir started 26 years ago in the DOCCM space with a
PC-based product or Xerox to merge data with orms. Tere are still thousands o Elixir orm
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apps in production, and they have implemented transition support or these clients. But todays
ocus is 100% on SaaS-based interactive applications like correspondence management and in
particular, outside the rewall mobile applications such as management o membership cards
or health insurance. JPBPM and Alresco are used to complement the SaaS model and providea strong BPM/ECM layer to liberate content or all channels.
Coeders Ofer Prce Ad Servces Aleraves
Contenders include two companies that will be a good t or enterprises looking to solve specic
DOCCM problems either through a SharePoint-oriented interactive app or using oshore assets to
drive process transormation. Tese include:
Xpertdoc, which takes aim at the SharePoint environment. Xpertdoc may have ewer than20 employees but has built an easy-to-deploy and easy-to-use DOCCM solution with one o
the stronger integrations with MicroSo Dynamics. Its an interactive product built aroundthe Microso environment with an MS Word plug-in as the primary capability or interactive
use cases. Te rm does not provide ECM or BPM but does a nice job o leveraging the clients
deployment o these solutions. It essentially takes what the client has today and turns it into a
DOCCM app and does it eortlessly. One client created 500 templates in six weeks with a
hal-day o training. oday Xpertdoc primarily ocuses on lie, health, and annuity insurance,
legal, and government. And the price point may surprise you.
Newgen, which has strong integration with ECM and BPM. Newgen has a strong ocuson interactive apps in nancial services, particularly in retail banking. Oshore labor is
leveraged to build the initial DOCCM solution where its turned over to the client. While not as
productized as others in the eld, Newgen has been cited as providing exible and cost-eectivesolutions that combine their proprietary ECM, BPM, and CCM components. In some bids they
are hal the price o competing solutions.
SuPPLEMEntAL MAtERiAL
Ole Resorce
Te online version o Figure 4 is an Excel-based vendor comparison tool that provides detailed
product evaluations and customizable rankings.
Daa Sorces used i ts Forreser WaveForrester used a combination o data sources to assess the strengths and weaknesses o each solution:
Vendor surveys. Forrester surveyed vendors on their capabilities as they relate to the evaluationcriteria. Once we analyzed the completed vendor surveys, we conducted vendor calls where
necessary to gather details o vendor qualications.
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Product demos. We asked vendors to conduct demonstrations o their products unctionality. Weused ndings rom these product demos to validate details o each vendors product capabilities.
Customer reerence calls. o validate product and vendor qualications, Forrester alsoconducted reerence calls with several o each vendors current customers.
te Forreser Wave Meodolog
We conduct primary research to develop a list o vendors that meet our criteria to be evaluated
in this market. From that initial pool o vendors, we then narrow our nal list. We choose these
vendors based on: 1) product t; 2) customer success; and 3) Forrester client demand. We eliminate
vendors that have limited customer reerences and products that dont t the scope o our evaluation.
Aer examining past research, user need assessments, and vendor and expert interviews, we develop
the initial evaluation criteria. o evaluate the vendors and their products against our set o criteria,we gather details o product qualications through a combination o questionnaires, demos, and
discussions with client reerences. We send evaluations to the vendors or their review, and we adjust
the evaluations to provide the most accurate view o vendor oerings and strategies.
We set deault weightings to reect our analysis o the needs o large user companies and/or
other scenarios as outlined in the Forrester Wave document and then score the vendors based
on a clearly dened scale. Tese deault weightings are intended only as a starting point, and we
encourage readers to adapt the weightings to t their individual needs through the Excel-based
tool. Te nal scores generate the graphical depiction o the market based on current oering,
strategy, and market presence. Forrester intends to update vendor evaluations regularly as product
capabilities and vendor strategies evolve.
EnDnOtES
1 Tis report is an update o the document output or customer communications management Forrester
Wave conducted in 2009. See the June 25, 2009, Te Forrester Wave: Document Output For Customer
Communications Management, Q2 2009 report.
2 For years, DOCCM has been pegged as a back-ofce operation that produces customer statements and bills.
Now, customer experience demands will thrust DOCCM into a major soware category supporting the
growing and diverse content that enterprises must assemble and deliver to customers. See the October 24,
2007, Give DOM Its Due report.
3 By evaluating the ROI o correspondence management, organizations can prove a return within a year by
optimizing content production, consolidating vendors and systems, and reducing paper usage. Tis helps
enterprises realize that investing in DOCCM makes sense despite poor economic conditions. See the
February 13, 2009, Te ROI O Correspondence Management report.
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4 While treating each interaction as a distinct transaction with associated rules and procedures previously
proved sufcient, leading organizations now view the breadth o channels as parts o a larger continuum. As
a result, the distinction between customer service as an activity delivered through a call center and eService,
or delivered through sel-service, email, and chat, is disappearing. Integration between channels, commonunderlying workows and business rules, and seamless transitions between contact media will become the
rule, rather than the exception. See the January 18, 2007, rends 2007: eService Is Customer Service report.
5 In hard economic times, enterprises will increasingly ocus on e-transactions. See the December 17, 2008, In
Good imes And Bad, Document-Centric Web ransactions Lower Costs And Improve Experience report.
6 Applications designed to support specic business processes now include word processing capabilities that
look just like Microso Word, eliminating the need or I organizations to provision and integrate separate
tools. Oracle, Pitney Bowes Business Insight, Metavante, and HP all oer document output or customer
communications management solutions that use Word-like authoring environments to compose content.
Not only do these applications look and eel similar to Microso Word, but their capabilities are also much
more powerul according to their vendors. See the December 22, 2008, Breaking Up Is Hard o Do: Te
Microso Word Love Story report.
7 Reducing I support costs leads to major costs savings, particularly by transitioning I ownership o
templates to the business. See the February 13, 2009, Te ROI O Correspondence Management report.
8 Forresters concept o Design For People emphasizes the close alignment o the technology that business
people use with the collection o business processes they participate in and the individuals work assignments,
work style, and preerences. See the June 27, 2008, Develop Your Design For People Game Plan report.
9 A Forrester survey o 25 enterprises ound that the average number o DOCCM solutions per company was
more than six. See the October 24, 2007, Give DOM Its Due report.
10 Fragments or component parts o templates are useul when updating large numbers o orm templates. An
enterprise, or example, might update a logo used on hundreds o orms, or a nancial services rm may
need to comply with a new regulation that aects a section on hundreds o dierent orms. Form ragments
or components should be stored in a content repository. When a ragment or component is updated, the
templates that reerence it are automatically updated as well.
11 For example, Exstream Designer has an XML interace called Exstream Exchange Format (DXF) based on
XSL:FO to allow designs rom Microso Word or desktop publishing tools to be imported into the Exstream
authoring environment. Tis approach amounts to a plug-in to QuarkXPress and Adobe InDesign, to bridge
rom those tools into Designer, and enables use o third-party tools or appropriate purposes.
12
Hosted services or marketing output makes sense or many. For example providers include NEPS, ele ekSoware, and Nimblesh echnologies (a publishing platorm and service company) bought by Bowne & Co.
13 One company uses Aia IP to communicate with its customers by means o both printed letters and emailed
messages. In this solution, the email isnt just a replacement o the envelope containing a PDF version o the
letter as an attachment. Instead, the message itsel contains the personalized and nicely ormatted message.
Due to the bulky amount o emails sent by this company, it is using an external email service provider. Aia
has provided the IP setup with a means to deliver the emails through this service provider.
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14 Skywire Soware had more than 2,400 customers worldwide, including 2,000 DOCCM installations. It
also owned Whitehill echnologies, which is strong in group health and lie, while DocuCorp oers strong
property and casualty solutions. Te combination gives Oracle a signicant portion o insurance market
share or DOCCM. Oracle Insurance has recently rolled out its Application Integration ArchitectureInsurance Foundation Pack, which delivers an insurance-specic business process model, insurance-specic
Enterprise Business Objects (EBOs), and Enterprise Business Services (EBSes) to minimize integration cost
and risk. Oracle will leverage Skywires insurance assets, such as the Insbridge rating engine, and a suite o
solutions or document management that will augment those already owned by Oracle and that, aimed at
insurers, can also be leveraged in other industries.
15 Source: Maria Bruno-Britz, FIS Finalizes Metavante Acquisition, Bank Systems & echnology, October 1,
2009 (http://www.banktech.com/core-systems/220300673).
16 Metavante created the Custom Statement Formatter (CSF-MVS), which was once the preeminent
mainrame DOCCM solution and remains widely deployed today.
17 CMS is the umbrella term that includes three Xerox oerings: Cross Media Communications Services, a
multichannel (interactive and passive media) solution; Document Supply Chain Management, which handles
physical ulllment rom sourcing, order management, design, and warehouse logistics; and Enterprise
Marketing Services (EMS), a unique oering in the industry that combines consultancy and analytics,
customer data integration, creative services, and downstream production to develop and manage marketing
campaigns. Most DPS marketing communications providers ocus on physical production and dont oer a
complete marketing solution like EMS. CMS solutions are delivered via Xerox global delivery centers where
oerings such as Aprimo, Prinova, and XMPie are bundled as SaaS oerings to deliver CMS services.
18 Business process proessionals continue to recommend that organizations outsource non-core and declining
document-intensive processes. At the same time, acceptance o outsourced document processing services(DPS) continues to grow. As a result, DPS a diverse set o oerings that comprise three distinct segments
is set to grow steadily in aggregate. Hosted repository services, document output services, and managed print
services are repositioned service oerings that address the decline o paper through multichannel extensions,
development o corporate solutions, and support o more complete business processes. In addition, business
process outsourcers and other players continue to add DPS to their portolios. Te conclusion? urn to DPS
providers as a strategic option or your document-intensive business processes. For more, see the March 22,
2011, Te State O Te Document Processing Services Industry 2011 report.
19 Forrester dierentiates Leaders in the structured segment by their native ability to support specialized print
applications like telecom, utilities, and brokerage statements that have the most stringent requirements or
ormatting and output. Some o the interactive and newer market entrants have made a strategic decision to
pursue less specialized structured applications and may handle those applications well, even though rated
lower than Leaders in that segment.
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20 IPG helps solidiy the Exstream solutions with on- and o-premises digital printing products, HP Output
Server or on-demand delivery and secure printing, and Web Jetadmin or distributed output. HP Output
Server has roots in inrastructure output management, derives rom the Dazel product, and will be helpul
in the on-demand segment. Te document supply chain in manuacturing is a prime ocus and a natural tor HP, with modules that extend output eatures o ERP solutions. HP Output Server has also integrated
applications or CRM and supply chain management solutions in telecommunications, nancial services,
and other industries.
21 Vendors take dierent approaches to XML or DOCCM. While all have XML support, this generally means
being able to convert content to an XML ormat. Tunderhead uses XML templates with XML content
maintained throughout the workow. Vendors with less XML support point to perormance issues with
XML. Advantages identied by Tunderhead include the separation o content rom presentment that
creates efciency or multichannel output. In some systems without XML, templates are channel-specic,
creating many more templates to be maintained.
22 Te Volly secure digital delivery service, announced in January 2011, is a cloud-based digital mail
communications platorm that allows consumers to receive, view, organize, and manage bills, statements,
direct marketing, catalogs, coupons, and other content rom multiple providers using a single application.
Tis opt-in, consumer-ocused consolidation service also includes online bill payment.
23 Adobes Document Exchange Services Platorm is a SaaS platorm that builds on document exchange
workspaces or store and share o documents. It started in November o 2010 with the SendNow service
or sending and tracking a document, then added Forms Central to collect inormation on documents and
Echo Sign or e-signature; security and DRM will be added but exist in LiveCycle today.
24 Tis partnership was announced on April 17, 2007. Adobe LiveCycle Designer ES produces XFA (an XML-
based orm and document templating language). For the partnership, StreamServe can accept XFA and tie itinto its post-processing capabilities to meet higher volume needs.
25 For a description o dynamic case management, see the December 28, 2009, Dynamic Case Management
An Old Idea Catches New Fire report.
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Research and Sales Ofces
Forrester has research centers and sales ofces in more than 27 cities
internationally, including Amsterdam, Netherlands; Beijing, China;
Cambridge, Mass.; Dallas, Texas; Dubai, United Arab Emirates; Frankurt,
Germany; London, UK; New Delhi, India; San Francisco, Cali.; Sydney,
Australia; Tel Aviv, Israel; and Toronto, Canada.
For the location o the Forrester ofce nearest you, please visit:
www.orrester.com/locations.
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