 

Creating Value Through Digital Content

anytime


 Create

digital
content Manage
Access
 anywhere
any device


Foreword
Recently A.T. Kearney has seen rapidly increasing interest among our clients in topics
such as “digital content,” “electronic publishing,” and “multi-media.” We have also noted
the accelerating pace of technology innovation and capital investment in this space.
As a result, A.T. Kearney surveyed the space and developed a holistic perspective on
the ways in which the Internet and emerging technologies in wireless, imaging, and
other areas will transform the way people and organizations create, manage, and access
electronic content.
This paper presents our perspective, which we call network publishing—because in
the future everyone will be a publisher and all publishing will be networked. Our intent is
not to predict with great precision exactly how and when network publishing will evolve.
Nor is it to predict which technologies or companies will win or lose. Rather, it is to help
contribute to the development of a common framework to understand what is happening
in this space, to assess its potential impact, and to identify near-term actions that
different types of participants should begin to take now in order to be prepared for what
is coming.
This study was conducted over a three-month period and involved over fifty interviews
and workshops with nearly thirty organizations that span the network publishing
ecosystem. We thank our sponsors—Adobe, EDS, Hewlett-Packard, Mayfield, and
Nokia—for underwriting this study and providing access to their executives for
interviews and workshops. Also, we would like to recognize the contribution of our
associates, Stephen Bugman Jr. and Prakash Jothee, in the development of this study.
While many contributors added to our knowledge base, the opinions and conclusions
expressed herein are solely those of A.T. Kearney. If you would like to discuss
opportunities for your organization related to network publishing or simply need more
information, please contact us at -- or [email protected]

John Ciacchella Steve Manacek Praveen Madan

Vice President Vice President Senior Principal
Introduction
During the past few years, the new economy generated a lot of excitement and
activity. Companies invested billions in new Internet-based systems, dot-coms
challenged traditional “brick and mortar” companies, and venture capitalists poured
money into a plethora of dot-com businesses. When the Internet bubble burst,
many executives began asking themselves whether the promises of the knowledge
economy were broken.
In reality, a number of companies have captured significant economic benefits by
successfully leveraging their business knowledge using the Internet. For example,
Pfizer Inc. generated additional revenues of  million over four years1 by improv-
ing the speed with which it brings its “new drug knowledge” to the market. At the
heart of its success was its submission of electronic documents to obtain rapid
regulatory approvals for new drugs. In , The Wall Street Journal created a new
revenue source hitting  million2 using its “business news knowledge” to create
WSJ.com, which has over , paying subscribers. Cisco saves  million3
a year using its “customer support knowledge” to create an on-line, self-service
customer support center that enables customers to obtain help on technical prob-
lems without having to wait on the phone for customer service representatives.
The process of leveraging business knowledge is made up of three components—
content, process, and people. Content is raw information; process refers to the
activities and technologies that enable the creation, management, and dissemina-
tion of content; and people are the knowledge workers who run the process and
eventually benefit from it.
This study is about the processes and technologies that people will use in the future
to create, manage, deliver, and access digital content. These processes used to be
called publishing, and they were used by media companies and newspapers that
“pushed” content to end users who had limited ability to access what they wanted.
Now these processes are known as “network publishing.” In the future, everyone
will be a network publisher, and publishing will be more about “pulling” information
than about “pushing.” End users will be able to determine the specific content
they want and access that content at any time from any place on any device. This
study describes what network publishing will be, how it will impact you, and the
players and technologies that will make it a reality.

1 “Enterprise Value Award: Prescription Strength”, Mindy Blodgett, CIO Magazine, February , .
2 “Smart Business ,” Don Steinberg, Desiree de Myer, John Galvin, and Kayte VanScoy, Smart Business, November .
3 “Cisco’s New Commerce Push”, Lauri Orlov and Ted Schadler, Forrester Brief, March , .


“Publishing activities consume % to % of typical corporate
revenues.”‒ 

Digital Content and Publishing Today

For the purpose of this study, digital content is defined as electronic information
that is used by anyone in everyday business and personal life. Examples include
digital versions of documents, publications, forms, receipts, tickets, designs,
contracts, video, audio, and emails. Digital content can be created in several media
types such as print, video, audio, Web, and other composite forms. This study
excludes specialized types of digital content, such as source code for software
applications, because the tools and technologies required for software development
are very different from those for creating digital content used by people. This study
also excludes digital content that is used only in machine-to-machine, back-office
interactions.
Publishing is the process of creating, managing, and delivering content. Anyone
who creates, manages, and delivers content is a publisher. Publishers include
large and small businesses, dot-coms, educational institutions, governments, and
individuals.
Currently, several key trends are reshaping publishing. The proliferation of standard-
ized operating systems and low-cost, easy-to-use content creation tools, such as
Microsoft Word, have given the word “publishing” a whole new meaning. Organiza-
tions and individuals now have the ability to publish their own content through
various tools such as email and Web sites. The resulting growth in the number of
publishers is exemplified by the fact that there are an estimated  million licensed
copies of Microsoft Office, which is perhaps the world’s most popular publishing
software.
This growth in the number of publishers has led to an explosion in the volume and
types of digital content. The number of Web pages, which stood at five billion
in , is expected to increase to over  billion by —translating to roughly
six and a half Web pages per living person on the planet (see Figure ). The Internet
has also lowered the barriers for digital content distribution by connecting hun-
dreds of millions of content publishers and users to each other.
Another key trend is the proliferation of new specialized appliances for Internet
access that is creating a demand for content tailored for each of these devices.
These devices include mobile phones, personal data assistants (PDAs), and email
stations. An explosion of point technology solutions and lack of compatible stan-
dards from technology suppliers is making it cumbersome and confusing for
publishers to determine what works and what doesn’t.


These trends are creating several challenges for the growing number of publishers.
The key challenges include the following:
• Different workflows for different media types, which create costly duplication
of efforts
• Reliance on manual and inefficient processes for content assembly, syndication and
real-time updating, making it difficult to keep information accurate and reliable
• Significant resources required to integrate point technology solutions to address
the publishing process
• Difficulty in meeting end users’ needs for personalized content that can be
accessed quickly anytime, anywhere, and on any device.
These challenges have several implications. First, the cost of publishing is signifi-
cant and rising. It is estimated that  to  percent of a typical corporation’s
revenues is spent on various publishing activities,4 most of which require some form
of digital content. In addition, Web sites are becoming more complex and costlier to
maintain because Web pages continue to multiply and a growing number of end
users are demanding personalized content that they can access conveniently from
multiple devices.
Second, publishers are finding it difficult to keep up with growing end user demands
for rich, high-quality viewing experiences, real-time updates, and multi-platform

 : Growth of Worldwide Web Pages  : Growth of Consumers’ Demand

for Online Rich Media
100%
40 CAGR=55%  CAGR=57% 92%

80%
30 69%
 60%
Number Penetration
of Web of U.S. Online 48%
Pages 20 Households
(billions)  40%
30%

10 20%
 15%

         
Source: Forrester Research, Inc., A.T. Kearney Analysis Source: Forrester Research, Inc.

4 “Electronic Publishing and Competitive Advantage: Meeting the ‘Instant Information’ Challenge,” Dataware Technologies
Corporate Executive Briefing.


 “Network publishing will allow companies to create competitive
advantage by using digital content more effectively.”
‒ ,     ,  

access. As broadband and wireless access grows, end users will increasingly
demand richer media over the Internet (see Figure ). Publishers’ failure to meet
this growing demand will result in poor customer satisfaction and lost revenue.
Third, the benefits of all this publishing activity continue to be elusive for many
organizations. For some organizations, it is the inability to make content compel-
ling enough to convert Web surfers into paying customers. For others, it is the
inability to make their customer-support Web sites useful enough to lower call
center costs.
To summarize, digital content is becoming integral to how organizations and
individuals share information, collaborate, and conduct commerce (see Figure ).
As businesses and people become more information-centric, we will witness an
explosion of digital content that will drive major changes around us. Digital content
will become key to a company’s ability to develop and expand commerce, foster
collaboration within and between organizations, personalize sales and customer
service, and disseminate information both internally and externally. While
digital content will become core to all business activities, very few companies have
figured out how to capture value from their publishing activities.
Network publishing is an emerging paradigm that will address the challenges that
publishers face. It will help publishers realize the benefits of the new information
economy and improve methods to leverage digital content using the Internet.

 : The Growing Importance of Digital Content

Digital Content
  
Content
Content
Content
e.g. Books
e.g.
Amazon.com
Web Site e.g.
e.g. Integrated
e-Books Multimedia
Experiences
e.g. Discussion e.g. Purchasing
Forums Books

Collaboration Commerce Collaboration Commerce Collaboration Commerce


 : The Network Publishing Concept

• Create once • Rich interactive

publish anywhere content
Text & • Simpler end-to-end • Anywhere anytime
Graphics solutions access PC
• Real-time • Fast access on
automatic updates any device

Video 

Network End User Mobile Phone

Publisher


WWW
Web
PDA
  
• End-to-end
• Seamless
• Transparent for end users
Audio Web Tablet

The Network Publishing Concept

Network publishing is an emerging set of processes and technologies that people
will use to create, manage, and access digital content over the Internet (see Figures
 and ).
In this future vision, publishers will be able to:
• Create digital content once and publish it anytime, anywhere, on any device
• Integrate multiple digital content workflows together for greater efficiency
• Use simpler, integrated end-to-end technology solutions
• Easily assemble and syndicate content from multiple sources
• Enable real-time updating of information to keep it current, accurate, and reliable.
Such efficiency and flexibility will result in lower costs, higher customer satisfaction,
and new revenue streams for businesses.


 Network publishing will allow businesses to create more
shareholder value and not-for-profit organizations to be more
cost-effective in achieving their goals.

figure 5: Example of Network Publishing for Businesses

2


6
Situation
A manufacturing company is
testing the design of a new product
1 by having its factory manufacture
a few samples of the new design.
  The factory has very high set-up
costs for the process, so it is critical
that the test concludes quickly and
positively.
1 Factory engineers identify the
5 problem in the prototype and create
  a multimedia file that depicts
    the problem
2 Video is transmitted to product
designer
3 Product designer comes up with
alternative design and checks
4 the suppliers catalog for real-time
price and availability information
3 4 Product designer consults with
the marketing department
and customer to get their approval
’  for the design change

 5 Product design change is submitted
to the engineers at the factory
6 New part is automatically being
shipped to the factory

 

Network Publishing enables a group of workers to collaborate quickly

and more effectively, resulting in faster time to market and lower costs.


End users will be able to:
• Access rich, interactive content and enjoy high-quality viewing and listening
experiences
• Access content anytime, anywhere, on any device
• Pay easily for what they value and ignore what they do not.
As society becomes more information-intensive and digital content becomes more
synonymous with information, network publishing will play a key role in transform-
ing our lives. It is not an overstatement to say that network publishing will allow
businesses to create more shareholder value, enable governments to govern more
effectively, enable educational institutions to spread their reach beyond their
physical boundaries, and allow not-for-profit organizations to be more cost-effective
in achieving their goals. Network publishing will allow consumers to take more
control over their lives, be more connected with their social networks, and use their
time more efficiently.

The Network Publishing Ecosystem

Building solutions to deliver the significant benefits of network publishing is
beyond any individual company. Rather, an ecosystem of publishers, technology
providers (products and services), and catalysts is beginning to emerge and
cooperate to build network publishing solutions that maximize the use, power and
efficiency of digital content (see Figures  and ).
Publishers in this ecosystem are comprised of professional publishers, graphic
designers, businesses, not-for-profits, and consumers. Leveraging the benefits from
digital content is critical for all publishers, including traditional publishers and
large enterprises. For example, the largest publisher in the world is not a publishing
company such as McGraw Hill or Random House, but rather the U.S. Federal
Government. In addition, large enterprises such as IBM and General Motors are
voluminous publishers in their own right. These organizations can dramatically
reduce their publishing costs by efficiently locating and repurposing existing
content. Because publishers will greatly benefit from network publishing, they are
critical to this ecosystem and create the demand for more efficient solutions to
leverage digital content.
Technology providers include companies that supply the necessary technology
services, software tools, devices, and infrastructure that enable publishers to
process digital content more easily. Service providers offer services that make it
easier to process digital content. Software vendors build the software necessary for
creating, managing and accessing digital content more efficiently. Device manufac-


An ecosystem of publishers, technology providers, and catalysts
is beginning to emerge to build network publishing solutions
that maximize the power and efficiency of digital content.

 : The Network Publishing Ecosystem

: :
Financial Intellectual
Institutions Thought Leaders

 

Professional Graphic
Publishers Businesses Designers

Not-for-Profits Consumers

 

   



Creation Management Access





Infrastructure Middleware Infrastructure

Services Hardware

:
Standards Bodies

turers design and build the devices that create and access digital content. Infrastruc-
ture providers enable the underlying Internet backbone that is critical to network
publishing.
The network publisher and provider categories are not distinctly separated in the
network publishing ecosystem. For example, AOL (Netscape) Time Warner and
Yahoo! are major publishers that also offer the services and tools necessary for
network publishing.


 : Sample Participants in the Network Publishing Ecosystem

: :
Mayfield MIT Media
Research Lab

 

RandomHouse, GM, Boeing ABC Design

AOL/TV
U.S. Fed. Gov.,
Univ. of Michigan, Consumers,
United Way Hobbyists

 

   

EDS Aether Systems ShutterFly WebPrint



Adobe, Interwoven, Microsoft,

Macromedia Vignette Entrust


Sun, Dell Sony, Canon HP, Lexmark Liberate, Sega



EDS, Exodus Webmethods, Sun, Cisco

Tibco

:
W3C.org

External catalysts—industry thought leaders, financial institutions and private

equity providers, and standards organizations –provide the stimulus and support
necessary for the evolution of the entire ecosystem.
Realizing the benefits from network publishing requires expertise from each of
the different categories. Partnering and leveraging across these categories of players
is crucial to making network publishing a reality.


The largest publisher in the world is not a publishing
company such as McGraw Hill or Random House, but rather
the U.S. Federal Government.

Network Publishers
There are many types of publishers with different needs and challenges. The
benefits of network publishing will vary based on the publishing setting, role of
publishing and publisher’s business model (see Figure ). Identifying these seg-
ments is important to understanding where the benefits of network publishing
can be found.
Publishers have diverse publishing needs and challenges. The benefits these groups
will capture differ by type and degree. Identifying segments with similar uses of
and needs for publishing will help providers of network publishing solutions tailor
their offerings to specific markets.
Publishing occurs in either a professional or a personal setting. In a professional
setting, publishing either forms the core function of the organization (e.g., advertis-
ing) or supports the organization’s core function (e.g., making cars).

Case Study: Tufts University

The Health Sciences Database (HSDB) at Tufts University is a prime example of how
network publishing provides benefits in education. Prior to the creation of the database,
students competed for a limited number of laboratory slides and “on reserve” library
materials. Heavy use of these resources resulted in broken slides and equipment, totaling
close to , per year in replacement costs. Health sciences faculty were challenged
to create and update course materials in a timely way because of the explosive growth of
medical knowledge and scientific discoveries.
The HSDB has resolved these issues and provided additional benefits. Because slides, reserve
materials, and other content are now digitized and stored in a central database, students
can access information remotely via the Internet at any time; and they can save their notes
in an online, personal folder for later retrieval and review. Finding information is easier and
faster because all entries into the system are indexed by standardized search terms.
Faculty members benefit from the modular nature of stored content, which facilitates
updating and ensures that the most recent health science findings are incorporated into
lecture notes. Because the system stores content from various media on one platform,
multimedia repurposing is possible. Faculty across disciplines collaborate more frequently
and link to each other’s course materials. As a result of collaboration and reuse of course
content, the HSBD has increased the faculty’s productivity, reducing class preparation time
by  percent.
Tufts will continue to refine the HSDB by providing wireless connectivity to the database
through handheld devices and developing templates that will allow greater repurposing
of existing content.
Sources: “Rx for Learning,” by Angela Genusa, CIO Magazine, February , , pp. -; Interview with Bruce A.
Metz, Vice President, Information Technology and Chief Information Officer, Tufts University


Core publishing is performed to generate the bulk of an organization’s revenue
through the distribution and sale of content. Publishers in this group offer either
products or services and fall into one of two segments: professional publishers and
graphic designers. Professional publishers, including new media companies such
as AOL Time Warner and Yahoo!, and traditional media companies such as Random
House and The New York Times, sell content as a product to end users. Graphic
designers provide creative services to corporations and other organizations.
Publishers that use publishing to support their core functions are further divided
according to those with for-profit and those with not-for-profit business models.

 : Types of Publishers

Publishing Role of Publishing Segments Publishing
Setting Publishing by Business Model Sub-segments

New Media
Companies
Professional
Publishers Traditional
Core Function Media
of the Companies
Organization
Graphic
Designers
Large/Corporate
Enterprises

Professional Small and

Businesses Medium-Sized
Businesses

Dot-coms
Supports Core
Function of the
Organization
Government
All Publishing Entities

Educational
Not-for-Profits Institutions

Other
Not-for-Profits
Personal Personal Consumers
Interest


Workforce inefficiencies related to publishing will cost
organizations across the globe approximately  billion
in .

For-profit organizations, or businesses, are further segmented into large enterprises,

small and medium-sized businesses (SMBs), and dot-coms. Size has important
implications for the purchasing of network publishing tools and services. Large
enterprises have greater resources to purchase and implement complete end-to-end
solutions, while SMBs may buy point solutions that address their most acute needs.
Dot-coms tend to be early adopters that leverage the newest information technol-
ogy in their online business models.
Not-for-profits use publishing to support their core missions. Governments and
educational institutions are highlighted because of the volume and importance of
publishing to their operations. Governments are voluminous publishers and are
accorded particular recognition due to their size and the diversity of their activities.
Educational institutions are an important publishing sub-segment because publish-
ing is intimately tied to their missions to disseminate knowledge. Other not-for-
profits include churches and service organizations. These organizations use published
content in varying degrees to raise funds or build awareness for their core missions.
In the personal setting, publishing is performed to support personal interests.
Personal publishers are consumers who publish for their own enjoyment.

Economic Benefits to Publishers

A.T. Kearney estimates that workforce inefficiencies related to publishing will cost
organizations across the globe approximately  billion in . Knowledge
workers (those who use information technology to collect, analyze and communi-
cate knowledge) waste between  and  percent of their time engaged in non-
productive publishing activities, while other workers waste two to three percent of
their time. Hence, even today, the potential benefits of using network publishing
tools and technology are enormous.
Economic benefits will vary by publishing segment. For example, professional
publishers will capture both revenue and cost benefits. They will have opportunities
to create new revenue models such as e-books and syndicated content services such
as Yahoo! and iSyndicate. In addition, professional publishers will be able to increase
usage by offering personalized content to existing and new users. Integrated media
workflows and effective repurposing technologies will enable professional publish-
ers to reduce costs associated with duplicative work and re-creation of existing
content assets. Graphic designers will also derive the productivity benefits associ-
ated with cross-media workflows and more efficient collaboration with customers.
Business publishers will earn additional revenues by offering their products to the
market sooner and by increasing the productivity of their operations and collabora-
tive activities. Businesses can also improve their returns on marketing investment


 Case Study: Time, Inc.
Time, Inc., which publishes  magazines annually, faces the formidable task of integrating
content from hundreds of sources in a variety of different formats and media to produce a
final document. Time also faces the challenge of managing workflow components such as
edits and rewrites, rights management, and final assembly.
Time currently uses expensive and time-consuming manual processes or complicated in-
house solutions to accomplish these tasks. However, the company is eager to adopt an open
standards-based system that will handle all its document formats and employ meta-data for
easy searches of archived content. In addition, the company would like to see a sophisticated
workflow management system that scales to hundreds of users and makes it easy to track
changes. This unified system should be adaptable to the differing needs of each magazine
group within Time.
An early version of such a system is being tested today. In partnership with Adobe Systems,
Time is piloting a next-generation, Web-based content creation and management system.
Based on Adobe InScope, the system has capabilities in workflow management and meta-
data for digital rights and asset management. The system integrates seamlessly with Adobe
creation applications for print, graphics, and Web publishing. As this solution is introduced
across its divisions, Time expects its new “network publishing” system to result in signifi-
cant cost savings, improved quality and productivity enhancements.
Source: Interview with Jeff Fulton, IT Director for the Fortune Group at Time, Inc; press release for Adobe InScope.

through more effective repurposing and more efficient collaboration of corporate

marketing programs. Furthermore, network publishing reduces customer support,
training, and human resources administration costs by leveraging digital content
and reducing the amount of time it takes for end users to access content when they
need it.
Not-for-profits can also dramatically benefit from network publishing. Educational
institutions such as universities can generate new revenue from effective repurpos-
ing and disaggregation of existing content assets and intellectual capital. Network
publishing also improves faculty productivity when creating class materials and
preparing for lectures because content is more accessible. Faculty may also become
publishers in their own right and sell their intellectual capital to consumers and
colleagues all over the world.
Finally, consumers will benefit in terms of convenience, time management, and
connectivity to others. Network publishing allows consumers to access personalized
content whenever they want and wherever they are. This allows them to spend less
time looking for content they want and spending more time using it. Moreover,
consumers can make decisions faster because they have real-time access to the
knowledge they need. For example, individual investors may reduce their portfolio


 The network publishing market for technology providers
will be over  billion in .

losses by accessing relevant content in real-time and using that content to make
investment decisions.

Attractiveness of Publishing Segments

Market size, adoption rates, and economic impact will determine the attractiveness
of publishing segments (see Figure ). The size of each publishing segment is
measured by total annual revenue and indicates the potential market for network
publishing solutions in each segment. The market opportunity is proportional to
the revenue base of each segment. Organizations with higher revenues will be
able to afford more expensive, but complete, network publishing solutions, while
smaller organizations may target point solutions that are less expensive and
address certain areas for improvement.

 : Attractiveness of Publishing Segments

Size of Publishing
 Segment
(Total Revenue)
Large

 Dot-Coms Medium

 New Media
Companies Small

 Large/Corporate
 Enterprises
Graphic
Speed of Designers
Information Other Traditional
Technology Educational
Not-for- Media
Institutions
Adoption Profits Companies

Government Small and

 Medium-Sized
 Institutions
Businesses



  

Economic Impact
• Cost reduction and productivity gains
• Greater revenue opportunities


The historical speed of information technology adoption can be used to gauge a
publisher’s receptiveness toward network publishing and the most likely segments
to adopt network publishing solutions first.
Finally, economic impact indicates the approximate percentage improvement in
profitability for those organizations that implement network publishing solutions.
This impact is determined by the size of an organization and the amount of publish-
ing that occurs as a proportion of total organizational activities. For example,
traditional media companies and other not-for-profits are similar in aggregate size,
but traditional media companies may experience higher impacts on profitability
because their publishing activities form a larger proportion of total organizational
activities than those of not-for profits.
New media companies are expected to be the initial proof points for network
publishing tools and services. These companies have the relationships with consum-
ers and mix of media to benefit from both enhanced revenue opportunities and
cost savings. In addition, these companies have been early adopters of information
technology.
However, the initial proof points provide relatively small markets for network
publishing. As network publishing grows in acceptance, large enterprises, tradi-
tional media companies, and educational institutions will become more attractive
markets. Large enterprises, attracted by the opportunity to reduce costs and
increase productivity, will form a large market opportunity for providers of network
publishing tools and services. Traditional media companies will realize the enor-
mous benefits of new revenue streams and reduced costs. Educational institutions
will be able to more effectively drive their missions with network publishing. As
network publishing spreads through these segments, late adopters such as govern-
ments and small businesses will become important markets for providers.

Network Publishing Technology Providers

The technology providers in the network publishing ecosystem are developing the
necessary information technology (hardware and software) tools and services to
enable network publishing. A.T. Kearney estimates that the network publishing
market for technology providers will be over  billion in , or approximately
one-fifth of all worldwide IT related spending (see Figure ).
Network publishing product and service providers consist of four major categories
and several sub-categories (see Figure ). The section below describes the various
categories and sub-categories, their trends, and their impact on the overall ecosystem.5

5 Please note that the sub-categories are based on distinct types of functionality and examples of products and services
highlight those functionality types. These examples are not intended to be complete descriptions of the products or
services.


“Network publishing will allow content to be created and
published on any device, ultimately making all information
accessible anywhere.”
‒ ,   ,  

 : Global Network Publishing Opportunity

for Technology Providers

250
Services
 
H/W
200 Software
 
 
150
  
($ billions)
 
100 


50
 
 

    

Product/Service Example: WebPrint

WebPrint is a marketplace service for the transformation of the digital printing industry,
providing customer branded e-commerce infrastructure solutions for on-demand printers.
WebPrint’s partnerships with leading print providers, including Sir Speedy, PIP, and Office
Depot, has put WebPrint’s technology into the hands of millions of users, giving them the
ability to print to more than  print locations nationwide.
WebPrint’s desktop-to-delivery solutions allow a printer’s customers to submit a job directly
from their application to the printing location of their choice as easily as sending the
document to their desktop printer. The customer can use any standard document creation
program. When the customer submits a job, the document is converted by the WebPrint
system into an industry standard Adobe PDF file, and the customer is given an accurate
proof of the document on-line. After the buyer has reviewed the document, a print-ready
file is automatically priced and sent over the Internet to the printer’s location. Sent along
with the file are the buyer’s instructions—the type and color of paper to be used, the
choice of binding or cover stock to use, as well as quantities and delivery instructions to
the printing location of their choice. Using WebPrint’s solution, a printer’s customers are
ensured that the documents are printed, bound, and finished as intended, without the
problems that often plague customer-prepared files.
Sources: WebPrint Web site, press releases and interviews


Value Added Service Providers
This category offers a complete set of technology services around the software,
hardware, and infrastructure components of network publishing solutions that
are customized and tailored to the needs of network publishers and end users.
This category includes:
• System integrators, such as EDS, IBM, and the “Big ” information technology
services firms, that provide services for solution design, implementation, and
ongoing systems management
• Application service providers, such as Keynote, Aether systems and Akamai,
that provide services for managing Web sites, mobile applications, and delivery
• Industry/functional service providers, such as Shutterfly and WebPrint, that
offer services for digital imaging and printing services.
As the outsourcing of non-core activities and functions for companies becomes
more important, the value-added service providers will play a critical role in the

 : Network Publishing Technology Providers

   

Application Vertical
System Industry/Functional
Integrators Service
Providers Solutions


  
Dynamic
Authoring Multimedia Content Digital Rights Personlization
Aggregation Production Management
Viewer/Browser

Conversion Scripting Content/Asset Translation Caching

Management
Authentication

Structuring Delivery



Digital
Workstations Imaging/ Entertainment Mobile Devices Printers
Devices
MFD6



Infrastructure Middleware Infrastructure

Services

6 MFD stands for multi-function devices.


Overall, content management tools are likely to be high-value
generators in the software provider category.

Product/Service Example: Interwoven

Interwoven is a leading provider of enterprise-class management software and services.
Its solutions control the development, management, and deployment of Web content for
companies such as General Electric, General Motors, and Cisco Systems. Through its robust
capabilities in collaborative authoring, workflow, and versioning, Interwoven is already
addressing the content management aspect of network publishing. The company is
currently partnering with several vendors (ATG, BroadVision and InterWorld) to broaden its
offerings for the network publishing market.
Interwoven’s content/asset management system has a hybrid architecture that handles
database content and file assets such as high-resolution graphics, audio, video/animation,
and application code – all in a single, open standards-based environment. TeamSite,
Interwoven’s flagship product, enables hundreds of thousands of contributors to work
collaboratively by offering the following key functions: powerful and flexible open stan-
dards-based integrated processes and workflows; and versatile templating that enables
effective management and repurposing of digital content assets for multi-channel delivery,
including wireless.
Using TeamSite, publishers can accelerate time-to-market and revenue opportunities for
published material, improve quality, lower operating costs, establish a differentiated
presence on the Internet, and attract and retain more end users.
Sources: Giga Information Report on Content Management, March ; Interwoven Web site and annual report

network publishing ecosystem. The application service provider and industry/

functional service provider categories are still emerging, compared to the system
integrators category. Due to the relative immaturity of the category, many of the
application and industry/function services categories currently provide a subset of
the end-to-end network publishing solutions. As these categories grow and become
more accepted, there will be an increase in new types of network publishing services.

Software Vendors
Software vendors are a critical category of network publishing providers because
they provide the technology functionality necessary to process digital content.
They can be segmented into three major categories around creation, management,
and access.
The creation category includes applications for creating digital content in all media
types and digitizing legacy content that can then be delivered through multiple
channels. This category includes:
• Authoring tools include software such as Adobe’s Illustrator and Photoshop for
high-quality text and graphics; Microsoft Word for word processing; Avid’s Pro
Music for creating and editing audio; and Pinnacle Systems’ AlladinPro for
structuring, editing, and enhancing video


• Conversion applications such as HP’s scanning utility software for converting
one media type into another media type
• Structuring tools such as Adobe’s FrameMaker, which creates overall layout,
tags and links relevant pieces of content
• Aggregation tools including Adobe’s GoLive and Macromedia’s Director that
offer basic functionality for combining content from various media
• Scripting utilities like Allaire’s (Macromedia) Coldfusion and IBM WebSphere
that allow more contextual and interactive content to be developed.
Content management software makers provide the tools that are primarily server-
based and offer a framework for integrating and automating all the key processes
around digital content creation, aggregation, personalization, and delivery of
content through multiple channels. This category includes:
• Dynamic content production tools for server/system generated content, such as
Macromedia’s Generator or TrueSpectra’s Image Server
• Content/asset management solutions that provide workflow and tagging mecha-
nisms to manage content more effectively, such as Interwoven’s TeamSite or
Vignette’s Content Management Server. This category also includes functionality to
manage/customize content for global reach, as provided by Idiom and Global Sight
• Digital Rights Management solutions, such as InterTrust’s Commerce DRM
platform or Content Guard’s Rights management suite, that enable protection
and copyrighting content
• Translation software solutions from InfoSpace or AvantGo that can covert
content meant for a particular channel for another device or channel
• Personalization software solutions, from ePiphany or Blue Martini, that provide
the ability to customize and personalize content for a particular individual or group
• Caching software solutions from providers such as Akamai and Inktomi for
optimizing digital content delivery through the Internet
• Delivery software from providers like AlterEgo Networks, BEA Software and
RealNetworks that develop application server tools to present digital content for
multiple channels and devices for all types of media.
Access software provider products include tools that reside on devices to access
digital content. They fall into two major sub-categories:
• Viewer software includes tools such as browsers and players for viewing content.
This sub-category includes products such as Microsoft’s Internet Explorer,
Adobe’s Acrobat and eBook reader, and RealNetworks’ media player
• Authentication tools include software to ensure that digital content is securely
delivered to the appropriate device or end user and include products from
Verisign and Entrust.


 “Extending network publishing to the wireless world requires
an increasingly complex infrastructure to handle various wireless
devices and the problems associated with the limited capabilities
of bandwidth.”‒ ,  , 

 : Methodology for Analyzing Likely High-Value Generators

   
• Technology readiness—Is the technology ready for
adoption by early adopters?
Likelihood of
High Revenue • Clear value proposition—Is there a clear value
Growth proposition for customers?
• High economic benefits—Are the economic benefits
of the sub-category demonstrable?
Likely High-Value • Low competition within sub-category—Are there
Generators many companies competing within the sub-category?
• Low competition across sub-categories—Are there
other sub-categories within the ecosystem competing
with this sub-category?
Likelihood of
Sustaining High • High compatibility—Are the products in this
Profitablity sub-category fully compatible and interoperable?
• High barrier to entry—Is there a significant barrier to
enter this sub-category (dominant players exist, high
cost to enter and high switching costs for customers)?

Although some sub-categories might win over others, it does not imply how well
individual companies will perform in their respective sub-categories.

The software category is made up of many point solutions. The overall trend is
towards greater integration and larger and more complete software applications.
However, some categories will be positioned to generate more value than others in
the next two to three years. Overall, content management tools are likely to be
high-value generators in the software provider category (see Figures  and ).

Device Manufacturers
Device manufacturers provide the hardware appliances that enable publishers to
create and access digital content. These devices are linked to the Internet through
wireless or wire line infrastructure. Key categories of device makers include:
• Workstation manufacturers, such as Dell and Sun, that manufacture personal
computers and workstations to help users create digital content
• Digital imaging and multifunctional device (MFD) makers such as Sony, which
makes digital cameras, and HP and Canon, which manufacture integrated fax,
printer, and digital scanners


 : Likely High-Value Generators in the Software Provider Category
 Hig Creation
h-V
Content/Asset alu
e Management
Management

Ge
Access

ne
Multimedia

rat
Caching
Aggregation

ors
Me
diu
m-
Va
Likelihood of lu
e
Sustaining
Ge

Delivery
ne

High
ra

Personalization
to

Profitability Authoring
Scripting
rs

Digital Rights Authentication Dynamic

Management Content
L ow Production
-Va
lu
e
Ge

Translation
ne
rat

Structuring
ors

Conversion
Viewer/Browser

 Likelihood of High Revenue Growth 
Note: (1) Viewer/Browser has a revenue impact on Delivery, but in this analysis, viewers/browers
are evaluated as an independent sub-category.

• Entertainment device makers, such as Sony, Liberate, and Sega, that create devices
like televisions, interactive TV set-top boxes and gaming consoles, respectively
• Mobile device makers, such as Nokia for wireless phones and Palm for PDAs, and
manufacturers for eBook readers such as NuvoMedia and Franklin
• Printer manufacturers, such as HP and Canon, that build inkjet and laser printers.
Devices are important to network publishing because they provide the gateway
for publishers to create content and for end users to access content. Key trends in
this sector include an increase in the proliferation of mobile devices, an increasing
ability to share content directly across devices (e.g., printing from a cell phone or
digital camera), and greater functionality of devices. Along with miniaturization


“Network publishing will transform the way we communicate
by providing easy access to rich, personalized information and
simple solutions that work for the customer.”‒ , 
   ,  , -

Product/Service Example: Nokia

Nokia is a leading provider of mobile phones, as well as mobile, broadband, and IP network
infrastructure and related services. It also develops mobile Internet applications and
solutions for operators and Internet service providers. The company is participating in
the device segment of the network publishing market by developing sophisticated mobile
phones and other access devices for all major analog and digital standards.
Nokia’s  Communicator is an integrated multimedia mobile device for professionals
that combines phone, fax, email, calendar, imaging, and utilizes the Wireless Area Protocol
(an open wireless communication standard) for Internet connectivity. With a high-quality
color display, it offers easy navigation and input. The device is capable of high data speeds
for messaging, imaging, and for audio and video clips. It also supports the most commonly
used office applications, making it possible to create Microsoft Word and Excel documents
and view PowerPoint files. It features contacts, calendar, and email synchronization with
Lotus Notes, Lotus Organizer and Microsoft Outlook.
The Nokia  utilizes a Symbian operating system, a software platform that serves as the
basis for wireless information devices. This allows interoperability between various mobile
devices and enables direct device-to-device communication. With the Nokia  Communi-
cator, business users can be more collaborative, enhance productivity, and enjoy a richer
viewing experience.
Sources: Nokia’s Web site and  annual report

and multi-functionalization, these trends will provide key opportunities for device
manufacturers in the network publishing provider ecosystem to build devices that
are smaller and more powerful.

Infrastructure Providers
The infrastructure provider category includes the hardware, software, and services
that form the backbone for network publishing:
• Middleware provides the software and services that form the underlying glue
for multiple systems to communicate more effectively. Some of the key segments
in this category include enterprise application integration platform vendors
such as WebMethods for intra-enterprise system integration and Vitria, which
provides the conduit for communication between companies and the tools
required for conversion from one standard to another (e.g., EDI to XML)
• Infrastructure service providers offer the underlying services that are necessary
for network publishing. Key service areas include data center facilities,
storage services, Internet access and hosting services. For example, EDS offers
the Intelligent Network Foundation (INF) that provides networking services
to support the needs and requirements of network publishing ecosystem
participants. Other vendors in this sub-category include Exodus and Qwest
Communications


• Infrastructure hardware providers design and manufacture the hardware required
for network publishing. Some of the key products include servers from vendors
like HP, Dell and Sun; storage systems from HP, EMC, Hitachi; and networking
equipment from Cisco, Nortel and Nokia.
Infrastructure provides the platform for network publishing. As digital content
becomes more complex, dense, and increasingly includes multimedia, there is a
growing importance of increased bandwidth and lower latency. As the Internet
evolves, the infrastructure is being extended, refined and optimized to handle more
complex digital content. As this enhancement is realized, new computing models
(e.g., peer-to-peer) will begin to emerge.

Network Publishing Catalysts

Network publishing catalysts are industry thought leaders, financial institutions
and private equity providers, and standards organizations that stimulate and
provide guidance to the entire network publishing ecosystem.
Industry thought leaders include universities and research labs, such as the MIT
Media Research Lab, which focus their research on the intersection of content and
computation. Key research activities that may impact network publishing include
digital publishing, spatial imaging, interactive cinema, media and networks, and
speech interfaces.
Financial institutions and private equity groups provide the network publishing
ecosystem with the financial stimulus to grow. They provide funding, expertise,
and networking for entrepreneurs to bring new concepts to market. Many venture
capitalists see this ecosystem as the next wave of the Internet and are making
significant investments in start-up companies in the areas of digital content man-
agement and wireless.
Standards bodies play an extremely important role in the network publishing
ecosystem because they govern the standards that provide mechanisms to commu-
nicate and collaborate effectively through interoperable technologies across
the entire ecosystem. The World Wide Web Consortium (W3C) is an example of a
standards governing body that oversees the development of interoperable technolo-
gies for the Internet to leverage its full potential around commerce, communication,
and collective understanding.
The SGML family of standards, especially XML and its derivatives, is beginning to
dominate this ecosystem. Some of the key standards that will play an important
role in this ecosystem to ensure that digital content is leveraged more effectively are:


“The XML family of standards and associated specifications
are quickly becoming the foundation of IT and will have
a significant impact on enterprises’ strategic positions.”
‒  7

Example of XML Use

A simple example of the everyday use of search engines demonstrates the power of XML
in the future. Forrester research found that  percent of all searches produced results that
did not produce the relevant information requested. Currently, search engines are limited
in their accuracy and precision because of their dependence on analyzing natural language
text passages, an extremely difficult process. XML-defined metadata (data that defines data)
can embed structured information within data streams that can be used to discern the
underlying meaning of the searched material and avoid the difficulties of full text analysis.
As it evolves to become a dominant standard, XML will facilitate more efficient tagging of
content. This will result in customized and personalized searches for the end user.
Sources: “Guided Search for eCommerce,” Forrester Research, January 

• XML (Extensible Markup Language): A meta language derived from SGML for
structuring and transmitting content including text, graphics, and other types of
digital content
• XSL (Extensible Style Language): Provides instructions for formatting XML data
and documents
• SVG (Scalable Vector Graphics): A standard based on XML that addresses the
problem of sharing many sophisticated images, enabling more rapid graphical
information transfer by using plain text representation technology
• SMIL (Synchronized Multimedia Integration Language): An XML-based standard
that provides an author with the ability to describe the temporal behavior of an
online multimedia presentation
• PDF (Portable Document Format): Allows for accurate and graphically rich layouts
to be shared efficiently (complementary to XML).
In addition to standards, parsers (tools that are standalone or part of a client
application that interprets specific instructions) are required to check for form
integrity and validity of the document type definitions. Some of the parsers
that will emerge in this ecosystem are Java, which will be available for multiple
types of clients, and WAP, specifically for wireless devices.
XML and its family of standards can be used by many applications to create and
manipulate digital content and to support data interchange and application inte-
gration. The proliferation and standardization of XML-based products and services
will enable fully interoperable and compatible network publishing solutions.

7 “XML: The Inner Workings to Future E-Commerce Success,” R. Knox and D. Hess, February , ; --.


The Future of Network Publishing
Impact of Network Publishing
As network publishing grows and matures, new products, services, and business
models will emerge. Examples of emerging network publishing products and
services include:
• Internet protocol printing solutions in which end users will not have to worry
about printer drivers
• More efficient and focused Internet search engines that allow end users to find
content more easily
• XML-based content syndication services that will allow end users to control
their inflow of publications
• Cell phones that will allow users to take pictures and print directly to a printer
• E-book readers that will allow travelers to download high-fidelity travel guides
and maps, using wireless devices.
Network publishing will lead to the creation of new business models. Examples include:
• Content disaggregation that will allow end users to buy a chapter from a book
or a single song from an album
• Content syndication by which a new class of aggregators will provide content
search and aggregation services for a fee to knowledge workers
• Super-distribution that will enable end users to exchange copyrighted digital
content through mobile devices while simultaneously ensuring payment to
copyright owners
• A more efficient market for consumer information wherein consumers will be able
to charge a fair price in return for sharing information about their buying prefer-
ences and habits (or pay a premium for securing their personal information).
These new products and services will make the process of creating and managing
content easier and more efficient for publishers. End users will benefit from the
ability to access any kind of content from an array of devices. Companies that learn
how to leverage knowledge over the Internet using digital content will thrive on
the basis of new business models; those who don’t learn the digital content game
will lag behind.
The new products, services, and business models will also impact our world on a
global basis. Boundaries between people will decrease as communication and
collaboration become easier and more efficient. Consumers will be able to access
real-time content from any location around the globe and have it delivered in a
personalized fashion that takes into account cultural differences such as language.
Moreover, the real-time nature of content will increase human productivity and
provide us with more time for ourselves.


 The growth of digital content and its increasing importance
to collaboration and commerce will make the world more
knowledge-oriented.

Market efficiency should dramatically improve as visibility into worldwide events

occurs in real time (see Figure ). Those with real-time access to content will be
able to make quicker decisions, especially in the commercial realm. In addition, the
growth of digital content and its increasing importance to collaboration and com-
merce will make the world more knowledge-oriented. Hence, network publishing
will dramatically influence how we interact with each other, how we make decisions,
and how we organize our lives.

 : Example of Network Publishing for Individuals

 
2 Situation
 It is a sunny day in Lisbon, Portugal,
4 and many people are outside enjoying
the afternoon. Some are using their
integrated mobile devices to watch
television programs.
1 Walking through the park, many
1 people observe a plane making an
emergency landing and film it with
their cell phone video recorders
2 Cell phones provide real-time trans-
mission to transmission tower, which
transmits to a local television station
that pays for breaking news video
3 In real-time, station verifies location
and authenticity of video through GPS
and other technologies embedded in
cell phones

3 4 Then station chooses best video, edits,

and transmits to satellite, which
transmits video worldwide (viewers
5 see the event as it is occurring)
5 People in park observe the video
played on a news program that is broad-
cast to and viewed on their cell phones,
   just seconds after recording began

Network Publishing allows anyone with a mobile device to become a

publisher who can create and deliver content in real-time.


Critical Success Factors
The big question about network publishing is not “Will it happen?” but rather,
“When will it happen?” The following factors will be critical in determining the
speed with which network publishing will become pervasive:
. Providers must form effective partnerships with various participants in the
network publishing ecosystem. Because an end-to-end solution involves the
development of many complex technologies, it is unlikely that one provider
will be able to spread its resources effectively to develop all necessary network
publishing tools and services. Instead, providers should focus on their core
competencies and partner with other providers to collaborate on end-to-end
network publishing solutions.
. The various standards in the network publishing ecosystem must be compat-
ible or interoperable. As the number of products and services increases, the
underlying standards will also increase. To have effective network publishing
solutions that address all content types, media types, and access devices, those
underlying standards must be tied together to ensure seamless creation, manage-
ment, and access of content. This will be difficult because of the complex power
interplays between the various providers in the ecosystem.
. A few anchor network publishers must initiate the adoption process through
market leadership. Early adopters of network publishing, likely to come from
new media companies, will serve as proof points to the rest of the market
that network publishing can deliver higher revenues while reducing operational
and administrative costs. Cost benefits will drive initial adoption, while revenue
benefits will increase as the mass consumer market is tapped.
.Visionary technology companies must be willing to make long-term invest-
ments in network publishing. Potential providers of network publishing products
and services must have a long-term vision for exploiting the network publishing
opportunity. Partnerships between network publishers and various technology
companies will enhance the development of network publishing and provide proof
points for the entire market.
. Publishers must tap the mass consumer market using new profitable business
models. A network publishing world includes businesses, not-for-profits, and
mass consumers. Tapping the mass consumer market is necessary to complete the
adoption of network publishing products and services while providing publishers
with new revenue streams to offset their investments in information technology.
.Key technologies must be developed to address broadband and compression
issues. Infrastructure players and device manufacturers must ensure that
end users have the necessary bandwidth and compression technologies to view
any media type on any device.


Conclusion
Network publishing participants have an opportunity to reap the substantial
benefits of this exciting new market. Although the exact timing and specific evolu-
tionary path of network publishing will only become clearer over time, certain broad
imperatives are already becoming obvious for network publishers and providers.
Network publishers should identify where they can more effectively leverage
digital content using the Internet. For universities, it could be their vast intellectual
capital; for a consumer goods company, it could be information on consumer
preferences; and for a complex machinery manufacturer, it could be a knowledge
base about machine operations and troubleshooting. In addition, publishers should
determine the potential opportunity to create a competitive advantage or improve
the top or bottom line by leveraging knowledge. Finally, they must work with
network publishing providers to develop and implement digital content solutions
that provide clear and compelling economic benefits.
Providers of network publishing products and services should identify what roles
they want to play in the network publishing ecosystem. There are three basic
choices—create a niche product or service, dominate a category, or aggressively
develop/acquire new capabilities to create end-to-end solutions across categories.
Moreover, providers should begin working with publishers to develop and imple-
ment network publishing solutions. Anchor customers that successfully demon-
strate the economic benefits of network publishing solutions will act as proof points
and success stories to drive more rapid adoption in other publishing segments.
Realizing the vision of network publishing will require significant resources
and efforts from ecosystem participants, but the economic benefits for all parties
will justify their investments.


Study Sponsors
Adobe Systems Incorporated
Founded in , Adobe Systems Incorporated (www.adobe.com) builds award-winning software
solutions for Network Publishing, including Web, print, video, wireless and broadband applica-
tions. Its graphic design, imaging, dynamic media and authoring tools enable customers to create,
manage and deliver visually-rich, reliable content. Headquartered in San Jose, Calif., Adobe is the
second largest PC software company in the U.S., with annual revenues exceeding . billion.

EDS
EDS, the leading global services company, provides strategy, implementation and hosting for clients
managing the business and technology complexities of the digital economy. EDS brings together
the world’s best technologies to address critical client business imperatives. It helps clients eliminate
boundaries, collaborate in new ways, establish their customers’ trust and continuously seek
improvement. EDS, with its management consulting subsidiary, A.T. Kearney, serves the world’s
leading companies and governments in  countries. EDS reported revenues of . billion in .
The company’s stock is traded on the New York Stock Exchange (NYSE: EDS) and the London Stock
Exchange.

Hewlett-Packard Company
Hewlett-Packard Company—a leading global provider of computing and imaging solutions and
services—is focused on making technology and its benefits accessible to individuals and businesses
through simple appliances, useful e-services and solutions for an Internet infrastructure that’s
always on. HP had total revenue from continuing operations of . billion in its  fiscal year.
Information about HP and its products can be found on the World Wide Web at http://www.hp.com.

Mayfield
Mayfield provides venture capital with IMPACT,™and creates industry-leading technology
companies in communications and eBusiness Software. Since Mayfield’s founding in , the firm
has invested in more than  companies and has taken approximately  companies public. Today,
these Mayfield-backed companies represent an aggregate market value of more than  billion.
Examples of Mayfield’s IMPACT companies include: Advent Software; Avanex; BroadVision; Citrix
Systems; Qtera; Redback Networks; Tibco and webMethods.

Nokia
Nokia is the world leader in mobile communications. Backed by its experience, innovation,
user-friendliness and secure solutions, the company has become the leading supplier of mobile
phones and a leading supplier of mobile, fixed and IP networks. By adding mobility to the Internet
Nokia creates new opportunities for companies and further enriches the daily lives of people.
Nokia is a broadly held company with listings on six major exchanges.

Venture Capital with Impact™

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