Enterprise 2.0 Trends: Which vendors are in the running?

While doing some Enterprise 2.0 vendor research, we discovered some interesting trends from the E2.0 space.  Using Google’s Double-Click Ad Planner, we were able to establish a general picture of the companies’ overall traffic. 

It’s still very early in the Enterprise 2.0 race, but Yammer appears to be the best horse on a muddy track.  But in terms of visitor time on site, Google believes Spigit currently has the advantage.    

 <Note: Click to enlarge>

Why are some Enterprise 2.0 vendors off the list?

We left some of the Enterprise 2.0 vendors off the list either because the traffic wasn’t high enough to register with Google or there wasn’t a way to discern traffic for an individual product (e.g. SharePoint URL is a sub-domain of Microsoft as Beehive is a sub-domain of Oracle).

The CEO Jockey List 

Company	Year Founded	CEO Jockey
Yammer	2008	David Sacks
Alfresco	2005	John Powell
Atlassian/Confluence	2002	Mike Cannon-Brookes
OpenText	1991	John Shackleton
Acquia	2007	Tom Erickson
Jive Software	2001	Tony Zingale
MindTouch	2005	Aaron Fulkerson
SocialText	2002	Eugene Lee
Spigit	2007	Paul Pluschkell
Grovesite.com	2002	Thomas I. Selling

CXO Summary – Place your bets

By any measure, all of these companies have substantial traffic.  Yet it’s still early.  Expect all of these companies to gain momentum in 2010 and finish the year with stronger positions.  I also expect a few more vendors to emerge and challenge the companies above.  Asana comes to mind as does Google Wave and 12sprints by SAP.  

 

SharePoint 2010 and Oracle’s Beehive will gain significant adoption due to their market positions, but their general approach will not work for everyone. 

 

The question then, is how do you know who to bet on?  I’ll handicap the field in later posts.  Stay tuned.

 

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Technorati Tags: Yammer,David Sacks,Alfresco,John Powell,Atlassian/Confluence,Mike Cannon-Brookes,OpenText,John Shackleton,Acquia Tom Erickson,Jive Software,Tony Zingale,MindTouch,Aaron Fulkerson,SocialText,Eugene Lee,Spigit,Paul Pluschkell,Grovesite.com,Thomas I. Selling

The Machiavellian Guide to Enterprise 2.0

This is not a blue print for how to be a ruthless employee, rather some sound, in-your-face examples from the best of the Enterprise 2.0 crowd.   This article is for internal champions  who have aspirations of of getting ahead and making a name for themselves in their company.

In January 1503, Machiavelli began to work on a project influenced by Cesare Borgia.  Machiavelli was responsible for building a better military by studying the conditions of the current system.  He understood the disadvantages of the current system when they engaged condottiere and their mercenary troops (modern day consultants) with outdated military technology. 

He quickly realized that in order to have a best in class military, Florence needed to develop leaders and employ soldiers from the citizenry where the very threat of losing their homeland, farms and family were at stake.  He was now determined to furnish Florence with a modern, highly capable national militia that worked together with common interests (continued below).

What Would Machiavelli Do?

I am choosing to expose you to the more Machiavellian posts from my friends and fellow bloggers.  They don’t make apologies, they simply tell it like it is.  Perfect for the Internal Champion with a steel spine and persistent resolve. (in no particular order)

1. Enterprise 2.0: Skip the Pilot: Idinopulos’s view is that size matters and that pilots do very little to prove value. 

2. Enterprise 2.0: What do we know today about moving our organizations into the 21st century? Hinchcliffe describes that “in general we’re seeing more social computing being run by the groups responsible for collaboration, knowledge management, line-of-business, and corporate communication and less with IT, human resources, and other support units.” A good trend to understand and follow.

3. Adoption Can’t Be Driven: “If you have to ‘drive adoption’ you’ve failed at 2.0 design and implementation"  Paula Thornton explains why adaptation is the better approach. 

4. IT failure? Blame your CEO. Krigsman highlights some very true issues in the executive suite.  Most CEO’s are not invested in IT they way they need to be.  It’s your job to get them engaged for successful enterprise deployments. 

5. Enterprise 2.0 Chalk Talk Scrupski’s coaching advice for internal champions is spot on.  

Enterprise 2.0 Chalktalk

View more presentations from Susan Scrupski.

6. Doing It Wrong; Tim Bray’s excellent and thought provoking article on iterative product development and agile development is a must read for all internal champions.  He gives some sage advice hidden in an Enterprise 1.0 rant. 

7. Enterprise 2.0: Culture Is as Culture Does: Hutch Carpenter explains why you may need to force the corporate culture to embrace new technology.  Not through mandate, but through a series of incentives and use cases.

8. Enterprise 2.0: Totally Unacceptable Howlett writes that “content without context in process is meaningless”.  Maybe not meaningless, but important to understand before risking your political capital on an E2.0 initiative.  It’s a worthy read. 

9. Machiavelli, Cheers and the Lukewarm Effect “He who introduces it (a new idea or scheme) has all those who profit from the old order as his enemies; and he has only lukewarm allies in all those who might profit from the new.”  - Machiavelli.  Oliver Marks compares two approaches to selling Enterprise 2.0 internally.  

10. The Secret of Enterprise 2.0 Implementation Success (alert! shameless plug):  My own Machiavellian view on the subject.  In short, set expectations low, then over deliver. 

Machiavelli Builds a New Military

For three years Machiavelli labored on his new military plan until finally the signoria and a special ministry (nove di ordinanza e militia) approved his plan on December 6, 1506.  Machiavelli was immediately promoted to be their Military Secretary.  The country districts of Florence were divided into departments and organized to communicate and share intelligence. 

The unification of Italy with a national army was his dream.  That dream was never realized in his lifetime but some say his influence on the matter was significant. 

In Summary

It’s important to understand that his ideas have been misunderstood and his name misappropriated. Yet Machiavelli was color blind to morality then and now.  While we may reject some of his ethics,  there’s no question that some of his strategies and ideas are sound. 

What’s your experience been?  Does a Machiavellian approach work? 

Technorati Tags: machiavelli,enterprise 2,0,implementation,hinchcliffe,scrupski,oliver marks,howlett,carpenter

Google Buzz is Going after FourSquare and Gowalla! (Pics)

Further evidence that Buzz is going into the geo-targeting business. 

For the first time, I was asked to make a recommendation about a location I was visiting.  I’d Buzz’d from here in the past but this was the first time I’d been asked directly.  Next step towards killing FourSquare and Gowalla are to add social gaming and advertising. 

We all know Google is going to be advertising on Buzz.  It appears the first salvo has been launched.

Yelp also needs to take note as Google’s Place Pages will quickly dominate the mobile scene (although mobile hasn’t appeared yet).  Yelp will quickly need to form partnerships with Gowalla and Foursquare to stay relevant. 

Meanwhile, Google Maps has been the Map platform of choice and added images, reviews, street views, and ratings during the past few years.  These Map features will be combined with Buzz and Place Pages to add a locational and social gaming experience. 

Google competitors beware.

 

Technorati Tags: yelp,foursquare,gowalla,google place pages,google maps

The Google Buzz Guide for the Enterprise (with Buzz Matrix)

There’s been a lot of noise over Google Buzz this past week.  I haven’t seen an article about Buzz’s impact on the Enterprise so allow me to chime in.

First, the impact of Buzz has been tremendous.  Compare Google Wave search results with that of Buzz:

• Buzz (B) and Wave (A)

As you can see below, Buzz (in red) has overtaken Wave in most countries.   <Click to enlarge>

On the Gmail blog, Google revealed that they will be introducing an enterprise version of Buzz.  From what I gather, Buzz for Enterprise and Google Apps will launch in a few months. In fact, Bradley Horowitz, Google's vice president of product management, said development is well underway and that the product should be released soon.

According to Jeremy Milo, Google Apps Marketing Manager, “we think the feature (Buzz for Gmail) will be useful in interesting ways to all types of organizations, and we can confirm that Buzz will be made available to all editions of Google Apps in the coming months, once additional features to enable sharing within a domain are ready. Stay tuned!”

Why Buzz is Important for the Enterprise

I take the view that Buzz is Friendfeed meets FourSquare.  I haven’t read a lot about Buzz’s FourSquare angle yet, but I find the location based features the most compelling.  Further, Google will monetize location based Buzz and soon sell ads or enable a coupon mechanism to local businesses.  Perhaps even allow people to “own” or preside over a commercial location based on number of visits. 

Google Buzz has released what LinkedIn should have done a year ago.  Now Buzz has the opportunity to surpass LinkedIn as the business network of choice.  Twitter is also in trouble due to what Jeremiah Owyang calls the commoditization of data.  Why use point solutions when Buzz aggregates all of your content and your networks’. 

Here’s how Buzz will benefit business:  

Buzz Business Matrix Guide

Buzz Benefit	Why it’s important to Business	Who it effects
Mobile Location Based Buzz	Ability to interact with Buzz users (potential customers) locally is a complete game changer.  Like 4Square and Gowalla, Buzz will give businesses the ability to advertise or interact directly with users through social gaming.	Local businesses with physical store fronts
Location Based Search	Like Yelp and Aroundme, users will be searching Buzz for your business on their phones. Other Buzz user opinions will greatly impact the amount of foot traffic you receive (or not).	Local businesses with physical store fronts
Google Voice, Wave and Buzz Integration	The integration with Voice and Wave will allow businesses to have stronger ties to their customers.  Think Social CRM.	Enterprise and SMB Businesses
Google Product Integration	Buzz will eventually socialize the entire Google platform and will allow businesses better access to users’ social networks.  It will also give businesses better information about their prospective customers.	Enterprise and SMB Businesses
Better Search Results	Buzz will integrate with Google search results influenced by a user’s Buzz network.  Thus businesses can take advantage of better targeted advertising and integrate with the Buzz recommendation engine.	Enterprise and SMB Businesses
Buzz API	The ability for business to build applications on top of Buzz enables 3rd party monetization of the Buzz platform and content.	Entrepreneurs & Businesses
Enterprise Buzz	Discover and share ideas and information in bite sized chunks. The ability to Connect and follow employees strengthens weak ties.	Enterprise Businesses

Buzz Challenges in the Enterprise

• 76% of businesses use Microsoft Outlook.  Based on a special sneak peak preview of Office 2010, Outlook will be similar to Buzz in functionality and more powerful with SharePoint.  Moving businesses away from Outlook will be challenging. 
• While Buzz will make life difficult for Twitter and Facebook because Buzz is integrated with Gmail, the same challenge will exist for Buzz in the Enterprise.  Outlook 2010 will have Buzz like functionality in Outlook thus making it more difficult for Buzz to penetrate large organizations.   
• No major Google beachheads within the Enterprise makes it more difficult to cross sell Buzz. 

Competitor Take

In the missing the point department, Microsoft and Yahoo both put out press releases saying essentially that Buzz is a “big so what”.  Buzz is important because it will augment and increase Google’s share of  search and Adwords - of which Google controls both.

Buzz is open and thus will eventually be a rival to Microsoft in the enterprise.  Google does lack a SharePoint competitor and for that reason will not win over the enterprise anytime soon.  Look for a Google answer to SharePoint in the next year.  Maybe something that elevates Wave to an enterprise platform.   

 

CXO Summary: Maintain Twitter strategy, but focus on developing a business strategy around Buzz (especially SMB businesses).  If you have store fronts, focus on the benefits of Buzz for mobile now.  Buzz should be part of an active discussion around your 2010 strategic planning.   There will be many revenue enhancing opportunities with Buzz in Q3 and Q4 2010.

For enterprise businesses, Buzz will not be available until April 2010.  You’ll need to carefully evaluate whether it’s appropriate to replace your Exchange/Outlook installation with Gmail/Buzz.  I would not recommend making the switch until you’ve considered all of the pitfalls and have taken an active look at Outlook/Exchange 2010. 

Bottom line, tools like Buzz are part of the future of aligning every department towards the goal of winning over your customers.  Understanding the buzz around your brand is crucial.  You can choose to incorporate products like Buzz and Exchange/Outlook 2010 to better understand your customers. Or you can have the market ignore you.

Technorati Tags: google buzz,google wave,twitter,friendfeed,linkedin,gowalla,foursquare,strategy,matrix,guide

Lord of the Flies – The Company

The story is set in a company you’re all familiar with.  There are no adults in control just big people that believe they are adults.  It started well, a revolutionary product that changed how people went about their work.  But not all that starts well ends well.

Two dominant boy-men control the company.  We’ll call them Alpha and Iota. Remember the kid who always smelled like a rodent and chewed Band-Aids in study hall? That’s Iota.  Alpha on the other hand considered himself a savior as foretold by the prophets.  A man with all the answers.

After a brief run, the company became widely successful. Nothing seemed to go wrong. But after a few years and due to controversial factors out of their control, they isolate themselves from society.  They create an island where up is down and down is up.     

The two boy-men are well intentioned at first.  They are on a mission.  They have purpose, resolve and they stick together.  They hire a tribe of little people that live by an honor culture code.  An honor culture code of secrecy. 

For a time, the boy-men work with their tribe towards revenue goals and objectives.  It works well on their island but since they had cut themselves off from the world, the world reacts negatively. 

On the island, Alpha becomes a threat to Iota.   Jealous of Alpha’s success, Iota endeavors to divide the company into two camps.  The “with me” and “against me” camps.   Iota uses deception to mask his intent. 

The most sensible of the tribe are quickly outcast by Iota.  They seem to fall like flies.  Fired off the company’s island for obscure reasons or mysterious occurrences.  The remaining Iota “with me’s” take control of the island and force Alpha to live as they do.  Alpha does not resist.

The original semblance of success and purpose by the boy-men quickly deteriorates, with outsiders shaping the company’s reputation.  The company also falls into financial trouble due to mismanagement of funds.  The boy-men fail to convince their investors that they can turn it around and and are required to hire a CFO. 

The new CFO provides financial discipline and is well respected by the company’s investors.  Yet he too is a boy-man.  You see boy-men like to hire other boy-men.  Why break the culture code?  

Soon after the CFO was hired the stock plummeted.  Not entirely due to the actions of the CFO, but he had an iron vice on budgets and didn’t believe in paying for good employees.  Employees are expendable you see. 

The boy-men blamed the stock’s decline on former employees and invisible threats out to run them out of business.  They use the invisible threat as a means to rally the tribe.  “You’re either one of us or one of them.” If they thought you were the latter, you were kicked off the island.  

A few years pass and the company’s stock continued its decline.  The boy-men decided they need to hire a new executive team in order to assuage the shareholders.  They needed talent outside of the tribe. So they imported a quality executive team from beyond the island to rescue the company. 

The executive team had great chemistry.  They soon delivered a solid business strategy to the Board of Directors which was quickly ratified.  Everyone was on board including the tribe.  The company stock started to climb.  Yet Iota was skeptical.  He wasn’t included in the strategic discussions and felt like an outsider. 

Soon, Iota grew increasingly isolated and frustrated and started to campaign against the new executive team. Not overtly, but covertly questioning their motives and tactics.  At first Alpha fought against Iota’s rumors, but Iota had the tribe – his tribe of little people with little minds. 

The little minds started to infect the rest of the tribe and paranoia set in.  Shakespeare’s King Lear comes to mind in during this period in the company’s history.  Everyone is suspect and betrayal becomes cultural.  Rumors are now facts and facts are irrelevant. 

Rumors get people fired.  The new executives are turned against one another and trust is scarce.  Iota and Alpha brag about how they keep the Board of Directors confused and the well of the tribe poisoned.  Obfuscation directs attention away from the boy-men while they continue to promote themselves as the company’s savior. 

A few of the company’s executives endeavor to expose the boy-men as the real threat and the tribe as enablers.  The executives endeavor to explain the truth to the Board of Directors and to those who will listen.  However, the boy-men, still empowered by their early success and culture of betrayal, blindly fire the renegade executives and their team.  They rally the little minds to invent causes and spread lies to lessen the blow to the tribe.  The tribe believes the boy-men.

Some of the tribe that took part in the slaughter, begin to feel remorse.  Yet Iota doesn’t like dissent and orders the remaining tribe to isolate the defectors.  Shortly, the defectors are tossed off the island one by one.  The Board of Directors are told the company needs to do lay-offs in order to cut costs.  

The remaining executives are scared into alignment with Iota. They dare not dissent or risk banishment. Yet they do not sit idly by.  They are not simple-minded like the rest of the tribe.  They plot an exit off the island.  They’ve been forced to flee for their own safety. 

Meanwhile the stock that had increased after the new executive team was hired was back down to historic lows.  Led by Iota, the little minds did away with objectives, strategy and measurement.  They ruled by intuition and what felt good.  Like the book burners from the previous century, any strategic documents were quickly discarded.  Anyone caught reading them was banned from the island.   

Alpha and Iota continue to promote their twisted version of culture to keep the tribe motivated.  They needed the tribe to continue to see them as heroes and saviors.  They didn’t want the tribe to realize the darkness of their own hearts. 

In the distance, shareholders wait for the stock to return to levels seen in the glory days.  Yet they are unaware of the tragedy taking place. They need adult intervention but can’t get on the island.   

Does this look like your company?  If so build a boat.

Technorati Tags: strategy,dysfunctional business,lessons

How to hold a Professional Focus Group that Produces Quantifiable Results

As part of our recent enterprise level research for a yet-to-be named ground breaking product, we conducted a focus group this week that featured a few of the industry’s top experts. 

The amount of preparation time involved prior to the day long event far exceeded the actual event and in hindsight could have been shortened.  That’s where the following suggestions for managing a focus group come in.

1. Conduct an Industry Survey Prior to the Focus Group Meeting

First and importantly, conduct a high level survey to the product category industry (not the focus group). This is done to establish a high level understanding of the industry niche and serves as discussion points during the focus group.  This will help focus the group’s attention on important factors affecting the market and your potential customers.

This step produced some surprising benefits and gave the focus group a chance to both interpret and debate the results.  We learned more than expected just by letting the debates run its course.

Tip: We used surveymonkey.com  

2. Invite the right customers (and non-customers), industry insiders, and analysts

You want a diverse group that represents a cross section of the industry. We had an industry author, consultants, current customers and non-customers.  It proved to be the right mix since we were able to look at the industry from multiple lenses.  While at first confusing, we eventually learned to separate the responses by participant lens to get a holistic view of the market. 

  3. Set up recording equipment

You’ll want to record the proceedings in order to playback some of the key points.  Make sure participants understand ahead of time that they are being recorded. But don’t emphasize it because you are looking for honest feedback.  You’ll also want to transcribe the recorded audio so that you can easily search on it.  Find a provider on elance or Craigslist. 

Tip: I raised my hand to my head every time a key point was made in order to serve as a visual cue. This helped us identify those points quickly when fast forwarding through the video. 

4. Prepare an agenda and presentation in advance

Seems rather obvious, but this step took us longer than expected.  We structured the presentation to focus on survey results first, a live wireframe demo second, and finished with test marketing messages and pricing.  

5. Start with a decent breakfast spread with coffee (decaf too)

Don’t skimp here, this sets the tone for the rest of the day. 

6.  Start with an Ice Breaker

You need to loosen the group up in order to maximize the feedback.  One of my favorites is "Two Lies and a Truth”.  I started with my example to set the tone and the group enthusiastically followed.  As a bonus, our VP of Marketing’s “truth” was outrageously funny and loosened up the group (almost too much). 

Tip: take a break after this step in order to allow focus group participants to network with each other.

7. Add a funny video (embed mine)

I used the video below.  It set the right tone and subtlety suggested that the group stay on track.

8. Show the survey results to the group

Do it in graphical form, one survey response per slide.  Don’t guide their responses by suggesting an interpretation, allow them to comment and debate the result. 

Tip: Only ask clarifying questions during this section.  You’re looking for their interpretations of the results and/or their opinion of your interpretation. 

9. Show prototype and/or alpha release of the product 

In this step, you’re looking for their reaction and feedback. Study their reactions, gestures and mannerisms as well as the direct feedback.  We found some in the group afraid to hurt our feelings - others didn’t care (which was great). 

Tip: We asked them to prioritize the benefits of using our product which helped us focus our current development efforts. 

10. Run some marketing concepts by them

We were able to obtain invaluable information about how to market to our prospective customers.  What’s important to them, where their pain points are, and what they read (offline and online). 

Tip: Test some pricing scenarios with them.  Don’t take it to the bank, but it was valuable to us.

11. Set up a post focus group online discussion forum

This was actually a suggestion from one of our focus group members.  Use a cloud site from  MindTouch (it’s quick) or set up a discussion forum to capture post focus group information.  We are going to post our product roadmap to solicit feedback from the group.  We’ll also add them to our beta list to solicit feedback during that phase.

This also allows you to maintain contact with future customers and get free feedback on your product as it develops.

Summary and Key Learnings

We were surprised by the enthusiasm of the group and attributed it in part to the people we asked to participate and the opening ice breaker.   We also encouraged debate while defusing tense situations.  It wasn’t a question of when to interrupt the debate,  it’s whether the debate was worth interrupting.

Some other Key Learnings:

• Have someone from Marketing in the room to capture key message points.
• Take a lot of breaks.
• Focus group participants really enjoyed the networking opportunities during the breaks.
• Don’t shut people down, just listen and guide.
• Make the event fun and interesting - this is your duty!
• Invite between 6 – 10 people (this is the optimal group size)

We estimated the focus group participants saved us millions in product development costs and will help us produce far more in future revenue. It’s worth taking the time to conduct a professional focus group, but balance it with your own intuition.   

Do you have any other suggestions?  Did we miss anything?  Has your experience been better or worse?

Technorati Tags: focus group,how to,tutorial

Open Source Alternatives – An Enterprise Decision Makers Guide

The Open Source vs. Proprietary competitive landscape is constantly changing and current information is hard to come by.  We decided to create this matrix for those looking for an open source alternative to proprietary solutions.

So to try and help, we have looked at search data from Google which produced some surprising results.

Our Methodology to Determine Popularity 

We used a number of tools from Google to determine popularity of the products around the world.  For instance, the search volume methodology uses a scale and is based on the average worldwide traffic of the product in the last 12 months.  It is also relative to the comparison product. 

Regarding country popularity, if a high proportion of the searches in a country are for the product term, then this indicates the search term has a high degree of popularity in this country relative to the other countries. 

The Proprietary Versus Open Source Matrix

<><><><><> 

</> </> </> </> </> <><><><><></> </> </> </> </>

Enterprise Solution	Commercial/Proprietary Solution	Open Source competitor 1	Open Source competitor 2
Automated Lifecycle Management	Microsoft’s Visual Studio Team System	CollabNet
Enterprise Resource Planning (Medium company)	Microsoft Dynamics	Open Bravo	Compiere
ERP (Small Company)	Intuit Quickbooks	Postbooks/xTuple ERP	OpenERP/Odoo
Content Management System	OpenText	DotNetNuke	Drupal/Acquia
Master Data Integration (MDM)	Tibco	Talend
Customer Relationship Management (CRM)	Salesforce.com	SugarCRM
Enterprise Database	Oracle	EnterpriseDB/Postgres	Ingres
Business Intelligence	SAP Business Objects	Jaspersoft
Business Intelligence	Cognos	Pentaho
Enterprise email Management	Microsoft Exchange	Zimbra
Business Application Platform	SharePoint 2010	MindTouch
Document Management	SharePoint 2007	Alfresco
IT Monitoring and Network Management	IBM Tivoli	Groundwork	Hyperic

A reminder that when we say “popular” here, we mean how popular the search term is.

Also remember the results are normalized, so the size of each region is not a factor. Everything is in proportion to the size of the region.  So larger regions are not favored over small, as would be the case otherwise.

Automated Lifecycle Management

Both Collabnet and Visual Studio Team rank high in India and the United States.  Visual Studio Team has almost 4 times the global search traffic of Collabnet, but Collabnet is catching up. 

 

 

Enterprise Resource Planning (Medium company)

Microsoft Dynamics has almost twice the traffic of Compiere, but has stabilized.  Surprisingly, South Africa heads up the Dynamics search traffic (relatively speaking). 

<Click to enlarge>

ERP/Accounting (Small Company)

In this category, we are looking at small companies under $10 million in revenue. Quickbooks has far more search volume than its open source competitors but Open ERP has recently made some moves towards closing the gap.  I was surprised to see Kenya top the country search list for Quickbooks.

 

<Click to enlarge>

Content Management System

Drupal rules the search area here with nearly 4 times that of DotNetNuke.  Still, both open source companies have much stronger search volume than their OpenText competitor. 

<Click to enlarge>

Master Data Integration (MDM)

While Tibco has higher search volume, Talend has been steadily closing the gap since 2007. 

 

Customer Relationship Management (CRM)

CRM is hot! But most surprisingly, SugarCRM search volume is slightly greater than Salesforce.com.   

 

 

Enterprise Database

The big surprise here is that PostgreSQL has higher global search volume than Oracle Database (almost a 3 to 1): 

 

Business Intelligence

Considering all the recent press around Jaspersoft, I was surprise Business Objects has much greater search volume than Jaspersoft.  Business Objects and Cognos have almost equal global search volume. 

 

Pentaho and Jaspersoft have almost equal search volume.  Both appear to be gaining on their proprietary rivals. 

 

 

Enterprise eMail Management

Another surprise Zimbra has higher search volume than Microsoft Exchange. Zimbra’s search volume is understandable considering it is open source, but it doesn’t explain it’s commanding lead over Exchange. 

 

 

Business Application Platform

While Sharepoint 2010 is an unreleased product, plenty of buzz has been generated around this forthcoming product. 

 

Document Management Solution (DMS)

Apparently India and Singapore are the big search winners in DMS. 

 

 

 

IT Monitoring and Network Management

Groundwork has IBM Tivoli beat slightly by search volume.  All of the companies are fairly close though.  Regarding IBM, Denmark is proportionally stronger than any other country? 

 

Technorati Tags: open source alternatives,sharepoint,tibco,tivoli,hyperic,groundwork