Magic Quadrant for Enterprise Video Content
ManagementPublished: 30 November 2015
Analyst(s): Whit Andrews, Adam Preset
Organizations making mainstream technology decisions now see multiple
applications for enterprise video content management platforms and select
accordingly. New vendors are, however, still entering the market, so
choosing the best fit demands careful deliberation of IT and business
Enterprise video content management emerged through the inspiration of YouTube. Organizations sought a simple way to share video internally that didn't require people to invest time and effort in making the video viewable on multiple platforms and devices. They wanted end users (in many cases) to capture their videos easily and upload them to the repository in a fluid process; in short, they wanted, and often still ask for, an "Enterprise YouTube."
Today, about 22% of workers in Europe and the U.S. indicate that they have access to a video library to increase or hone their skills — up from near zero less than 10 years ago.1 The market is
extremely dynamic, and serves as one of four forms of video-related technologies commonly used in organizations; the others are Web conferencing, videoconferencing (with software or dedicated devices) and one-way video streaming. For many buyers, more than one of these video-related forms sits on the same shopping list.
We define enterprise video content management as "software, appliances or software as a service (SaaS) intended to manage and facilitate the delivery of one-to-any, on-demand video across Internet protocols." Many of the vendors in the market, including those analyzed here, also offer video delivery across the Internet to people who are external to enterprises — such as customers, suppliers, partners and agents. However, many enterprises demand that vendors support internal delivery, so we continue to give greater weight in this analysis to capabilities that support internal, worker-facing installations. External video is valued more highly than before, but is still not given equal weight. This year, we have valued one-way streaming as a more important part of the offering than previously.
Figure 1. Magic Quadrant for Enterprise Video Content Management
Source: Gartner (November 2015)
Vendor Strengths and Cautions
targets futuristic implementations that will benefit from its investments in innovative capabilities such as search and interactivity.
■ Agile offers robust native search that allows users to find particular videos, and locations within
■ Spanish-language-oriented prospects and customers will find Agile to be very focused on their
needs — including in-video search and Spanish language interfaces, in addition to English-language interfaces and search.
■ Agile is developing and offering unusually ambitious analytics for facial recognition and video
■ Agile's hybrid delivery model offers less interrelation of application logic and content than some
other vendors, although it does allow for some functions (such as transcoding) to be handled on-site.
■ Agile is only beginning its expansion into the U.S. and Canada.
■ Agile has neither established relationships with internal WAN optimization vendors, nor
significantly developed its own ability to offer such network optimization. It is, however, increasing its investment in these areas.
Brightcove is based in Boston, Massachusetts, U.S., and is well-known for its cloud-based live and video on demand (VOD) capabilities. About one in three of the references for this Magic Quadrant (other than those it provided) had considered Brightcove; no other vendor was so frequently considered. Its enterprise business is increasing as a proportion of its overall offering.
■ Users of Brightcove can perform very strong quality of service (QoS) predictive modeling to
indicate how well video delivery will perform, based on network conditions.
■ Brightcove offers a valuable list of workflow templates to improve the speed to completion of
business processes associated with video development and publication.
■ Mobile and other video playback points are easy to serve with Brightcove's model system for
■ Brightcove does not integrate with as many sources of live streaming and videoconferencing as
do other vendors. It does offer a live streaming product of its own and can work with other sources.
■ Brightcove has improved its ability to address on-premises needs for customers, but remains
focused on cloud delivery of video — which will not be acceptable to prospects needing solutions that are more completely on-premises.
■ Organizations that need extensive capability to create and modify video within a video content
management solution will find Brightcove's offering limited.
Genus is based in Minneapolis, Minnesota, U.S., and is unique in delivering a product platform addressing digital asset management, enterprise content management and video content
management. Its relationship with IBM is deep and it offers particular vertical market applications (such as one for grocers).
■ Genus offers very strong predictive modeling, to indicate how well video delivery will perform
based on network conditions.
■ Integrating with IBM software — including IBM WebSphere Portal and Web Content Manager
(WCM), IBM Content Navigator and IBM Connections — is particularly easy with Genus.
■ Including ease of use and workflow depth, the reasons references cited for selecting Genus
were among the most important they cited for any project.
■ Genus does not integrate with as many sources of live streaming and videoconferencing as do
other vendors' offerings.
■ Edge servers are available for optimizing network delivery, but Genus does not have
partnerships with WAN optimization specialists.
■ The hybrid offering is limited; Genus does allow for streaming from a cloud service and storing
files on-premises, but it is a less complete hybrid offering than those from some other vendors.
Haivision is based in Montreal, Canada. Its products include hardware and software, as well as SaaS, for streaming and on-demand video.
■ Haivision's cloud platform has a simple usage-based annual contract.
■ References indicate that Haivision is comparatively easy to use and is attentive to their business
■ Haivision's message of a thorough offering — from streaming to on-demand video, including
hardware elements and multicast support — will appeal to IT departments seeking a technology-focused vendor.
■ Haivision does not integrate with as many sources of live streaming and videoconferencing as
do other vendors' offerings.
■ Haivision has invested little in video creation, or in-video player interactivity.
■ Haivision's internal installation model demands estimates of throughput and traffic volume to
arrive at an effective price. (It does not have user-based fees or limits.)
Kaltura is based in New York City, New York, U.S. It has a very broad product line that is particularly modular; in addition to a general-purpose enterprise platform, it includes offerings specifically for the education, telecommunications and media verticals.
■ Kaltura offers a very rich set of ways of establishing connection to enterprise security systems,
as well as independent security functionality.
■ Kaltura's video search now includes audio content indexing and analysis.
■ Kaltura's hybrid delivery architecture allows video files and logic to bridge on-premises and
cloud storage, and allows organizations to select or provide their own content delivery network (CDN) for inclusion.
■ Kaltura does not offer VOD QoS dashboard features for users who need access to detailed,
real-time statistics on performance, but customers can closely monitor performance via other means. Streaming QoS is stronger.
■ Kaltura lacks formal partnerships with Web conference or videoconference vendors.
■ Organizations report that full-service Kaltura installation proposals are more expensive than
threshold and pursued business that fulfills only part of the potential product spectrum, and is priced accordingly.
Kollective, based in Bend, Oregon, U.S., initially focused on network delivery of many different kinds of digital assets, including video and software. It recently renamed itself, from Kontiki.
■ Multiple references cited Kollective's effective network optimization as a key selection criterion. ■ Kollective can also be used for delivery of software or other rich media file updates.
■ Kollective's extremely simple pricing strategy of a per viewer/per month contract appeals to
organizations seeking a reasonable and predictable price point.
■ Kontiki will be attractive mostly to those comfortable with a cloud architecture. Customers that
need their applications to be inside a security perimeter can approximate such a model via managed services.
■ The best way to take advantage of Kontiki's network optimization is via its client software on
viewers' machines. Some organizations will not consider the installation of such clients. Kontiki does work without a client (via other conventional delivery modes), but the result is not as good.
■ Kollective has invested little in video creation (although a relationship to improve this is
pending), search or interactivity.
KZO Innovations, based in Virginia, U.S., is particularly focused on using on-demand video to allow employees to share information and knowledge in a collaborative and asynchronous environment. It also maintains a significant business in the defense intelligence and security sectors.
■ Multiple references noted KZO's ease of use as a key reason why they had chosen it.
■ KZO offers mobile content creation tools that help support informal and user-generated content
■ KZO provides a rich set of ways of establishing connection to enterprise security authentication
■ KZO does not integrate with as many sources of live streaming and videoconferencing as do
other vendors' offerings.
■ KZO has not invested in in-video player interactivity.
■ KZO specializes in internally facing use cases and has invested less effort in developing video
delivery for viewers outside organizations.
Lexmark, based in Lexington, Kentucky, U.S., sells printers, printing software and services, and has expanded into enterprise content management. Its video content management software is marketed as being closely linked to its other content management products.
■ Lexmark offers an exceptionally long list of CDN partners with which to integrate, and has a
partnership to facilitate delivery using software-assisted (peer to peer [P2P]) delivery.
■ Workflows for case management and media publishing are particularly detailed and flexible with
■ Lexmark offers the ability to edit and augment videos through a partnership with Mixmoov. Cautions
■ Lexmark does not integrate with as many sources of live streaming and videoconferencing as
do other vendors' solutions.
■ QoS dashboard features for users needing access to detailed, real-time statistics on
performance are not available from Lexmark as a product feature.
■ Lexmark's products are tightly connected to its other content management applications.
Based in Los Angeles, California, U.S., MediaPlatform originally focused on streaming real-time events for organizations. Its on-demand video offerings are now mature and have a significant reference base.
■ Cisco WebEx in particular is an easy data source for videos; MediaPlatform also offers a
valuable connection to Microsoft Lync and a partnership with Mixmoov for video editing and improvement.
■ End users can rely on a very broad offering of network optimization capabilities from
MediaPlatform, including a partnership for software-assisted delivery (P2P), multicast, and relationships with the major brands of WAN optimization vendors.
■ Europe and Asia are weak spots for MediaPlatform's sales and service.
■ MediaPlatform partners with InterCall, but not with other Web conference or videoconference
■ Interactivity in videos is not easy to develop with the MediaPlatform solution.
Panopto, based in Seattle, Washington, U.S., was originally a lecture capture vendor and maintains a strong presence in higher education.
■ Multiple references noted that Panopto's ease of use was a key reason for choosing it. ■ Panopto's capture of video streams from external sources such as Web conferencing and
videoconferencing is very rich — including real-time linkage and the ability to collect into a file with heterogeneous simultaneous streams.
■ Panopto has developed its own strong search capability and offers flexible creation tools. Cautions
■ Panopto lacks formal partnerships with Web conference or videoconference vendors. ■ Panopto offers less QoS dashboarding and detail than some other vendors.
■ Comparatively few CDN vendors have formal partnerships with Panopto.
Polycom is based in San Jose, California, U.S. It identifies enterprise video content management and collaboration as a key strategic target market. About one in four of the references for this Magic Quadrant (other than those it provided) had considered Polycom for their projects, placing it in the top five.
■ Multiple clients cited Polycom's workflow capability as a key selection criterion. ■ Polycom has a strong rating according to the Gartner financial viability model.
■ An introductory bundle of products and services is priced simply and makes Polycom's offering
■ Polycom has not established relationships with internal WAN optimization vendors. ■ QoS dashboard features for users that need access to detailed, real-time statistics on
performance are not available as a Polycom product feature.
■ Polycom has invested little in video creation, search or interactivity.
Qumu is located in San Francisco, California, U.S. It offers a broad platform that includes
appliances, a cloud service and on-premises or hybrid installations. In 2014, it acquired European competitor Kulu Valley.
■ Qumu offers a very rich set of ways of establishing connections to enterprise security systems,
as well as an independent security functionality.
■ QoS monitoring includes real-time analytics of streaming performance. Qumu also now offers
software-assisted delivery (P2P) via a partner's technology.
■ Qumu offers, as a standard feature, an unusually rich search capability using phonemic analysis
— from Nexidia.
■ In-video interactivity allowing navigation is not easy to develop with the Qumu solution, but it
does allow for annotations and feedback capabilities.
■ Changes in Qumu executive staff (including the departure of its CEO) have occurred in parallel
with significant impact on its market capitalization. Overall, its rating for financial viability remains Promising.
■ Like many other vendors, Qumu does not directly partner with a videoconferencing or Web
conferencing vendor to provide such services.
Ramp is located in Boston, Massachusetts, U.S. It spun out its legacy advertising and media business in 2015, in order to focus on its enterprise video content management and live streaming offerings.
■ Ramp offers as a standard feature an unusually rich search capability, using its natively
■ Ramp works through its partner Wowza Media Systems to capture and ingest multiple video
■ Ramp's modular design of features allows elements of functionality to be embedded liberally in
other offerings, such as video playback software.
■ Ramp depends heavily on existing content management systems, such as SharePoint, for
on-premises functionality and workflow.
■ Ramp offers fewer integrations to security systems than some other vendors, but does work
with Lightweight Directory Access Protocol (LDAP) and offers HTTPS streaming — the most commonly requested systems. It works with SharePoint Group security.
■ Ramp's pricing model, involving different measures of content and streaming, is less
transparent than that of many other vendors; prospects report that its pricing is higher than that of its competitors.
Sonic Foundry is located in Madison, Wisconsin, U.S. It was an early leader in video search and has a strong, established business in lecture capture.
■ Sonic Foundry's appliance offering appeals to organizations that want a complete solution that
includes easy-to-use hardware; references cited its ease of use as a reason for choosing this appliance.
■ Sonic Foundry offers, as a standard feature, an unusually rich search capability using natively
■ Enriching and creating videos is particularly easy with Sonic Foundry products. Cautions
■ Sonic Foundry has made little investment in in-video player interactivity for corporate
customers, although it offers a development interface that is widely used by the education sector.
■ Multiple references indicated their desire for richer social featuring.
Ustream is located in San Francisco, California, U.S. Its primary product has been one-way streaming for people and organizations.
■ Ustream's solution includes very strong predictive modeling to indicate how well video delivery
will perform, based on network conditions.
■ Ustream's streaming to large audiences is particularly strong.
■ Ustream delivers video to external consumers effectively, including mobile support, and is an
early supporter of the Web Real-Time Communication (WebRTC) standard.
■ Ustream has neither established relationships with internal WAN optimization vendors nor
significantly developed its own ability to offer such internal network optimization.
■ Ustream's product will work with enterprise CDNs, but it does not have a comprehensive
strategy for offering an on-premises or hybrid architecture.
■ Workflow for publishing and governing VOD is limited with Ustream.
VBrick is located in Herndon, Virginia, U.S. It released a cloud product, Rev, in 2014. In 2015, it became a Cisco SolutionsPlus Partner, such that Cisco now resells its products (Cisco has
discontinued its own product, Show and Share). About one in four of the references for this Magic Quadrant (other than those this vendor provided) had considered VBrick for their projects, placing it in the top five (about three in 10 had considered the Cisco product).
■ Multiple clients cited VBrick's workflow and WAN optimization as key selection criteria.
■ VBrick offers a very rich set of ways of establishing connection to enterprise security systems,
as well as independent security functionality.
■ VBrick offers exceptional network optimization capabilities for real-time and on-demand video. Cautions
■ VBrick has invested little in in-video player interactivity.
■ VBrick's pricing for its on-premises and hybrid versions still depend on an array of factors,
which can make it confusing. However, the pricing of its cloud version is simple and transparent.
■ VBrick depends on the adaptive capability of HTML5 for mobile delivery, which is architecturally
sound and flexible but will not satisfy some organizations that seek native iOS or Android apps.
Vidizmo is based in Sterling, Virginia, U.S.
■ Vidizmo's hybrid storage and application model allows for both application elements and
storage to be bridged between organization systems and cloud platforms.
■ Interactivity in Vidizmo's system allows for videos to be stitched together or branched to
improve training and compress learning experiences.
■ Vidizmo's integration with Microsoft products is superior, including all versions of SharePoint —
back to 2007 and forward to Office 365.
■ Vidizmo does not integrate with branded connectors to as many sources of live streaming and
videoconferencing as do some other vendors; however, it does offer a broad set of standards-based integrations.
■ Vidizmo is centered in North America and is not well-known globally in direct sales.
■ Vidizmo currently lacks formal partnerships to videoconferencing or Web conferencing vendors,
although it works closely with Microsoft's Skype.
Vendors Added and Dropped
We review and adjust our inclusion criteria for Magic Quadrants as markets change. As a result of these adjustments, the mix of vendors in any Magic Quadrant may change over time. A vendor's appearance in a Magic Quadrant one year and not the next does not necessarily indicate that we have changed our opinion of that vendor. It may be a reflection of a change in the market and, therefore, changed evaluation criteria, or of a change of focus by that vendor.
■ Ustream has been added to the Magic Quadrant this year.
■ Cisco departed the market this year and has therefore been removed from the Magic Quadrant. ■ Brainshark now markets its product more narrowly — at sales force optimization.
Inclusion and Exclusion Criteria
■ Vendors' products must provide for workflow, storage, search and integration (into other
■ Vendors must have at least one installation with more than 1,000 seats for internal delivery. ■ Vendors must actively market products in either North America or Europe.
■ Vendors must (ordinarily) sell their video products separately from other products (such as
enterprise content management, portals, Web customer service or infrastructure).
■ Vendors must have achieved more than $6 million in (overall) revenue in 2014.
Ability to Execute
Financial viability is a significant factor here, and we also include pricing clarity, pricing appeal and customer experience. Execution includes how well vendors' products address basic needs, such as integration for capturing or playing back videos, network optimization, security, and delivery
architecture. The inclusion of delivery architecture and network optimization reflects the fact that such capabilities are now, essentially, requirements in any product. Also, security for sensitive content is an area of increased attention for us in this research, because some vendors have significant differentiators here. Operations consists of a vendor's ability to support opportunities worldwide. We also considered what vendors offer in the differentiating categories of workflow and integration with existing systems.
Table 1. Ability to Execute Evaluation Criteria Evaluation Criteria Weighting
Product or Service High Overall Viability High Sales Execution/Pricing Medium Market Responsiveness/Record Not Rated Marketing Execution Medium Customer Experience Medium
Completeness of Vision
Vision is defined by the vendors' ability to envision and address the market's future. We consider strategic direction, including marketing strategy, in market understanding. We also examined vendors' ability to address creative functions for video development, interactivity and search, all of which are key areas of innovation in this market.
Table 2. Completeness of Vision Evaluation Criteria Evaluation Criteria Weighting
Market Understanding Medium Marketing Strategy Medium Sales Strategy Not Rated Offering (Product) Strategy High Business Model Low Vertical/Industry Strategy Not Rated
Geographic Strategy Not Rated Source: Gartner (November 2015)
Leaders in the market have developed flexible, extensible products that are effective in a variety of use cases. We expect these vendors to have strong and viable futures. They can address internal or external viewership and are in a solid financial position.
Challengers have a credible financial position and have demonstrated a commitment to the market. They may also be developing a stronger vision for the future, but at the moment do not fully qualify as Leaders. They may be either strong targets for acquisition or financially strong vendors looking to make acquisitions themselves.
Visionaries are developing new competencies and flexibly addressing enterprise needs. To establish themselves as Leaders, they need more substantial finances and possibly an improvement in those functions that are necessary to be effective in the market.
Niche players are generally developing their facilities in this market after first establishing
themselves in other areas. They are developing the necessary capability to pursue enterprise video content management opportunities more fully. Niche Players may be the best choice in specific use cases.
Enterprises seeking to establish VOD through an enterprise video content management system will discover that vendors are competing for their attention in a confusing marketplace.
Some elements of the market are stabilizing — such as delivery to mobile devices, delivery architecture, network optimization, security, and integration with other systems for delivery. We recommend that companies and governments scrutinize their needs, then weigh up all these different approaches before comparing prices or functionality. The market is still developing; for example, comparatively few major vendors offer products that are natively developed for the use cases. Relationships between large vendors such as these and smaller software providers are still being struck.
Enterprise video for education and training as well as corporate communications has become more common as the YouTube era continues to mature and entertainment of online origin grows in
prominence in employees' and consumers' personal lives. Notably, as events such as the Grammys appear in real-time streaming, organizations increasingly tie together their streaming and
on-demand events. Additionally, the increased availability of Web conferencing and videoconferencing is forcing organizations to consolidate for the greatest productivity.
In 2016, we expect to see the market shift toward more complete offerings. About half of the references for the 2015 Magic Quadrant indicated that they use the same vendor for streaming and VOD, and most vendors now offer both (although they often rely on a partnership to do so).
In the more distant future, we expect other factors — such as combinations of videos with process flows and games — to shift the direction of the market. Also, substantial interest in Internet of Things video sources will drive new video volume in organizations; for example, we expect wearable video to expand from law enforcement to include many field occupations — including
Acronym Key and Glossary Terms
CDN content delivery network
P2P peer to peer
QoS quality of service
SaaS software as a service
VOD video on demand
Gartner Recommended Reading
Some documents may not be available as part of your current Gartner subscription.
"How Markets and Vendors Are Evaluated in Gartner Magic Quadrants"
"Evaluate and Select Enterprise Video Content Management Products Using Four Key Elements" "Video Projects Demand Special Planning Because of Scope, Project Goals and Technologies"
Interviews with and questionnaires from enterprise video content management vendors; questionnaire answers submitted by 62 customer references.
1 Based on a Gartner consumer study conducted online during July and August 2015, among 2,000
respondents in the U.S., the U.K., France and Germany. Respondents were screened for full-time employment in organizations with 100 or more employees, and were required to use digital technology for work purposes.
Evaluation Criteria Definitions
Ability to Execute
Product/Service: Core goods and services offered by the vendor for the defined market. This includes current product/service capabilities, quality, feature sets, skills and so on, whether offered natively or through OEM agreements/partnerships as defined in the market definition and detailed in the subcriteria.
Overall Viability: Viability includes an assessment of the overall organization's financial health, the financial and practical success of the business unit, and the likelihood that the individual business unit will continue investing in the product, will continue offering the product and will advance the state of the art within the organization's portfolio of
Sales Execution/Pricing: The vendor's capabilities in all presales activities and the structure that supports them. This includes deal management, pricing and negotiation, presales support, and the overall effectiveness of the sales channel.
Market Responsiveness/Record: Ability to respond, change direction, be flexible and achieve competitive success as opportunities develop, competitors act, customer needs evolve and market dynamics change. This criterion also considers the vendor's history of responsiveness.
Marketing Execution: The clarity, quality, creativity and efficacy of programs designed to deliver the organization's message to influence the market, promote the brand and business, increase awareness of the products, and establish a positive identification with the product/brand and organization in the minds of buyers. This "mind share" can be driven by a combination of publicity, promotional initiatives, thought leadership, word of mouth and sales activities.
Customer Experience: Relationships, products and services/programs that enable clients to be successful with the products evaluated. Specifically, this includes the ways customers receive technical support or account support. This can also include ancillary tools, customer support programs (and the quality thereof), availability of user groups, service-level agreements and so on.
Operations: The ability of the organization to meet its goals and commitments. Factors include the quality of the organizational structure, including skills, experiences,
programs, systems and other vehicles that enable the organization to operate effectively and efficiently on an ongoing basis.
Completeness of Vision
Market Understanding: Ability of the vendor to understand buyers' wants and needs and to translate those into products and services. Vendors that show the highest degree of vision listen to and understand buyers' wants and needs, and can shape or enhance those with their added vision.
Marketing Strategy: A clear, differentiated set of messages consistently communicated throughout the organization and externalized through the website, advertising,
customer programs and positioning statements.
Sales Strategy: The strategy for selling products that uses the appropriate network of direct and indirect sales, marketing, service, and communication affiliates that extend the scope and depth of market reach, skills, expertise, technologies, services and the customer base.
Offering (Product) Strategy: The vendor's approach to product development and delivery that emphasizes differentiation, functionality, methodology and feature sets as they map to current and future requirements.
Business Model: The soundness and logic of the vendor's underlying business proposition.
Vertical/Industry Strategy: The vendor's strategy to direct resources, skills and offerings to meet the specific needs of individual market segments, including vertical markets.
Innovation: Direct, related, complementary and synergistic layouts of resources, expertise or capital for investment, consolidation, defensive or pre-emptive purposes.
Geographic Strategy: The vendor's strategy to direct resources, skills and offerings to meet the specific needs of geographies outside the "home" or native geography, either directly or through partners, channels and subsidiaries as appropriate for that
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