Case Study: Growing a Digital Media Business with Content Management Strategies


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Case Study: Growing a Digital Media Business with Content Management Strategies

  2. 2. Table of ContentsInnovation in the Midst of Change .......................................................................... 1In Their Own Words ................................................................................................ 2 About Astral ..................................................................................................................................... 2Need and Solution: New WCMS Technology for CTA’s Digital Business ..................3 WCMS Search and Selection ............................................................................................................ 4 Project Planning and Implementation ............................................................................................. 5Technology in Action .............................................................................................. 7 CTA’s WCMS Environment ............................................................................................................... 7 New Workflows and Processes ...................................................................................................... 10 Benefits of a Cloud Model ............................................................................................................. 11Current State and Results to Date ......................................................................... 12Conclusion: Applying CTA’s Lessons in Practical Innovation ................................. 13A Partner’s Voice .................................................................................................. 15 2012 Outsell, Inc. ii
  3. 3. Innovation in the Midst of ChangeThe broadcast television industry has been completely reshaped in little more than a decade and a half.Today’s TV consumers are free of time, space, channel, and hardware constraints, thanks to digitalvideo recording technology, mobile devices with high-performance video capabilities, service providerconvergence, and social networks that serve as a virtual couch for program fans throughout the world.While passive, “lean back“ viewers still comprise the large majority of audiences, “lean forward” viewersseeking a more interactive relationship with content are becoming a powerful force. They are vocal andwilling to abandon if their needs are not met. And they largely overlap with the 18- to 34-year-olddemographic so coveted by advertisers, who are racing to be everywhere their buyers are—anychannel, any time, any location, any device. Increasingly, they are paying only for campaigns andcommunications that target many or even all media—print, online, radio, TV, mobile, and social.Faced with evolving audience and advertiser expectations, media organizations have been forced toreconsider their business models, processes, and technology. For many, this change has been highlydisruptive, sometimes painful, and often expensive. Media companies must be ready to respond wiselyand efficiently, and make all of this disruption work for them, not against them. Embracing disruptionand transformation is even more challenging for successful brands with solid financial performance.These organizations have vital businesses, with active customers, programs, products, and services.How do they balance meeting the needs of today’s media consumers and advertisers and the essentialrequirement to build infrastructures and practices that will drive towards the future? How do theyeffect strategic change for both near-term benefits and long-term gains?In this case study, we draw on one company’s experience to suggest that a solid approach lies in thenotion of practical innovation. In our view, new value creation is the hallmark of true innovation. Wedefine innovation as the deployment of new capabilities—people, process, and technology—that delivernew value. In simplest terms, innovation enables an organization to do something that could not bedone before. In this way, innovation is not simply a matter of scale. It is not “bigger, faster, better” on alinear path. Rather, innovation is a matter of fundamental, qualitative differences that result in newvalue for employees, partners, customers, and shareholders.Too often, however, innovation is more theory, less reality. More strategy, less execution. Moreconcept, less action. Practical innovation centers on the notion of an attainable, methodical approachto introducing new capabilities and deriving new value. Practical innovation is a realistic path to doingsomething truly new and different, while delivering benefits to the current business and forging a pathinto a future that is increasingly unknowable, given the pace of technology change.This paper presents a case study in practical innovation at the Chaines Tele Astral (CTA), Astral FrenchSpecialty TV division serving audiences in eastern Canada. CTA is leveraging new content managementpractices and technology from Atex to grow a traditional broadcast business into a contemporary
  4. 4. digital presence serving diverse, active, and expanding audiences and the advertisers who want toreach them. The case study describes the business need and the technology solution, acquisition andimplementation processes, content and system architecture, and results to date. It offers Outsell’sperspectives on best practices that are leading to winning performance for CTA, its audiences, and itsadvertiser partners. Our goal is to provide insight into the experience and success factors within a singlecompany, and offer guidance on applying those insights and lessons learned to other businesses andindustries where digital transformation is essential for survival. We hope that readers will take awaydeeper understanding of how practical innovation can be applied within their own organizations.In Their Own Words“One challenge was convincing television people that they are also web people. We needed to becomedigital experts.” – Sophie Dufort, Vice President Interactive Media“We had to reinforce across our organization that we are not building sites. We are managing content.”– Sophie Théberge, Production Director Interactive Media“We were desperate for more flexibility in web publishing. We would build pages, and then redo themover and over again. We wanted to build new capabilities, not do the same work. And we wanted to doit without development if possible.” – Claudine Bessette, Project Manager, WCMS Implementation“Analysis of CTA’s requirements reveals that the primary purpose for the Web Publishing CMS is toallow content managers, editors and website strategists to continuously add and improve the contentof websites with ease, so that web production efforts can be optimized to benefit from commercialproject opportunities.” – Sophie Théberge, Production Director Interactive MediaAbout AstralAstral is one of Canadas largest media companies. It operates several of the countrys most popular payand specialty television, radio, out-of-home advertising and digital media properties. Astral plays acentral role in community life across the country by offering diverse, rich and vibrant programming thatmeets the tastes and needs of consumers and advertisers. To learn more about Astral, visit 2012 Outsell, Inc. 2
  5. 5. Need and Solution: New WCMS Technology for CTA’s DigitalBusinessAstral CTA formed its interactive group 12 years ago, with the goal of creating websites supporting itseight specialty French-language TV stations. Core philosophies (then as now) are that web presence iscomplementary to TV broadcasting and that audience experience can be enhanced with content thatgoes beyond programming itself while supporting the vision of the brand. These concepts shaped theevolution of CTA websites from first-generation static programming guides and promotional/contentactivities. • Leveraging a very strong television presence in its French market, rapidly became a popular portal by mid-2000. The site publishes a huge variety of content for women in the 30-45 age group and features very active forums. • On, topic-oriented blogs and a car section draw men in the 20-35 age group. •, for children 9-14 years of age, operates as a strong community with a gaming structure. •, another strong site, delivers a branded online experience with an active community using social media and a news-based content strategy.In 2009, CTA set itself on a course to leverage its existing success and grow into true digital mediapresence in its markets. This would require a digital content strategy that was both deeper, ensuringricher audience engagement, and broader, extending into mobile channels eventually.To guide strategy execution, CTA formed a steering committee comprising stakeholders representingexecutive, business, production, content development, and IT groups. The committee is responsible fordriving and overseeing all technology decisions (including acquisition) and for ensuring alignment withAstral-wide efforts and vision. One of its first tasks was due diligence on the existing contentmanagement infrastructure supporting the websites. CTA had in place a custom content managementsystem (CMS) that was functional but aging. A gap analysis compared requirements for true digitalpresence with the current capabilities and the workflows and processes that had grown up around it. Itbecame obvious that the existing technologies and processes for content and web publishing could notbe evolved to support CTA’s business direction. Without new technology, the content and productionteams would not be able to support the volume and breadth of content that would be required, norwould they be able to publish it in a timely manner. In addition, concurrent projects involving othertechnologies were underway (such as the system supporting web video management and delivery).Time was right for reconsidering all of the processes and workflows driving web presence. Thus beganthe search for a new web content management system (WCMS).On the bottom line, the business case was driven by the need for efficient, state-of-the-art webpublishing. The steering committee’s investigation was shaped by a clear understanding that content is 2012 Outsell, Inc. 3
  6. 6. the company’s business—not website design and development. This squarely grounded the targetsolution as a CMS optimized for web publishing and media asset organization, rather than a webproduction system. All decisions were driven by a vision of “content anywhere,” as determined byconsumer preferences. The right solution would put control in the hands of the content owners, ensurethat the content could be managed independently of platform or device constraints, and enable highdegrees of automation and streamlined workflows.On the top line, the business case addressed two primary opportunities. First, by aiming for moreprofitable web production through optimized content management, CTA would have time, tools, andexpertise to devote to new commercial and added-value projects. Second, one business argument forinvestment was driven by profound and fundamental changes in media advertising. Today advertisersdemand consistent messaging across all channels (web, mobile, broadcast, and print). They wantadvertising messaging tied to relevant editorial content, and they want data, data, and more data. Theright WCMS would be critical to CTA’s ability to continue to attract and serve high-quality sponsors andadvertisers across the breadth of its digital business.WCMS Search and SelectionThe steering committee established a funnel process for identifying, evaluating, and selecting a best-fitsolution. Stages included preliminary screening, a private RFP process, on-site demonstrations, andhands-on user evaluations by CTA staff. To narrow the field after the screening, the committeedeveloped a set of key criteria that would qualify a small number of WCM vendors to receive the RFP, assummarized in Table 1.Criteria GoalMulti-site/multi-channel management Manage multiple sites with a single installation of the software to enable content sharing and reuse, and lay foundation for mobile channelsOpen architecture Ease integration of platform components through well- documented interfaces (APIs, SDKs, or published source code)Advanced but intuitive publishing features Provide a web user interface with tools that facilitate publishing activities like creating landing pages, featuring content, managing taxonomies, and in-context editingPrior success delivering WCMS solutions to publishers, Bring a track record of positive performance for businessesparticularly in digital media and broadcasting industries like AstralTable 1: CTA Key Vendor Criteria 2012 Outsell, Inc. 4
  7. 7. If a vendor met these key criteria, the committee then considered other factors including timing(deployment, training, and adoption), pricing (licensing, maintenance, and support), and technology fitwith the existing CTA environment.This evaluation process distilled a list of six WCMS vendors who would receive the RFP. The candidatesrepresented a variety of solution approaches: open source WCM deployed by a systems integrator,licensed software configured and installed by an integrator, and vendors deploying with their ownprofessional services.One of the key steps in the CTA selection process is worth calling out as a best practice. Too manytimes, new technology fails to realize its full potential due to compromised user adoption. This is oftenbecause the needs of the people using the system to do everyday work are not considered duringrequirements gathering. Or if they are considered, users are not given the opportunity to experiencethe technology first-hand in a real work scenario. To its great credit, CTA mitigated adoption risk with ahands-on evaluation by CTA end-users, who test drove the systems and completed a “solutionappreciation questionnaire” that rated their experiences with each. This process gave users a sense ofownership in the new solution; it also teased out problems and issues that may not otherwise havesurfaced during evaluation.After this well-planned and managed technology acquisition process, CTA chose Polopoly from Atex, aUK-based software company providing solutions for media-rich industries. The following factors werekeys to the final decision: • Most closely aligned with CTA’s key requirements and highest rated by CTA users. • Offers features that specifically address challenges in the media industry, including integrations with tools that enable brand websites to improve and monetize web presence. • Addresses page creation and content organization efforts with dynamic page generation and text mining technologies. • Offers content management features supporting publishing workflows and asset reuse. • In-context analytics. • Tablet publishing capabilities. • Flexible and extensible software architecture, plus met the CTA profile for scalability and performance. • Software-as-a-Service delivery model.Project Planning and ImplementationCTA’s web content and development team assumed responsibility for the WCMS implementation, withan internal project manager collaborating with an Atex lead architect on project coordination andplanning. CTA initiated work on site design and information architecture, including the definition ofCTA’s taxonomy comprising a category and tag dictionary. Planning included analyzing and defining 2012 Outsell, Inc. 5
  8. 8. strategies for content migration, integration with current assets and repositories, and re-implementations of custom applications within the new WCMS.The introduction of new technology created an opportunity for CTA to rethink the web contentstrategy for each site, including the information architecture and design. A key design decision wasreuse—elements developed in Polopoly would be appropriate to the experience on a particular site, butwould also suit broader needs to the extent possible. For specific element needs, the approach was toensure that behavior was consistent across sites. To CTA’s audiences, the Polopoly-driven sites wouldbe similar in look, style, and behavior. This strategy offered two benefits. First, it would enable CTA toget to deployment faster, reducing the effort to design individual websites. Second, it would ensureconsistent experience for consumers, reducing the negative impact that sometimes occurs withnoticeable differences in site design.The actual transitioning of the websites from the existing to the new platform would initially be stagedone site at a time. This deployment strategy ensured business continuity for the majority of thewebsites and minimized the risk of disruption due to new technology introduction. CTA’s thoughtfulapproach included an assessment of the scope of content migration issues. The roll-out started, a small site in terms of number of content assets, and moved on to, amedium-sized site. is the third to move to the new platform. This will be the largesteffort due to the amount of content that will be migrated. Sep 2010 to Mar 2011 Apr and May 2011 Requirements definition, Jun 2011 vendor Contracting investigation, with Atex Feb 2012 and technology Implementation selection start Mar 2012 Two sites running on new WCMS Two sites in development Figure 1: WCMS Timeline 2012 Outsell, Inc. 6
  9. 9. Technology in ActionUnder the hood, the ways that the sites and pages worked would be completely different from theexisting approaches. These new capabilities are fundamental to innovation at CTA—the introduction ofnew capabilities that deliver new value. CTA would be able to engage audiences, serve advertisers, andposition for growth in ways that it could not without an updated content technology infrastructure.CTA’s WCMS EnvironmentIn the course of its analysis, CTA identified a number of key technical requirements, but perhaps themost important was having a content management platform that would separate content from formatin ways that would: • Enable pages to be assembled on the fly, including landing pages for articles, index pages for sections, and index pages for the sites themselves. • Drive this dynamic assembly from a rich array of metadata. • Marry the assembled content with relevant advertising.Taken together, these features would enable CTA to create, in effect, an unlimited inventory of pagesand accompanying advertising, and to readily build out custom content sets, micro-sites, and othercontent packages that could be blended with advertising.CTA’s solution of choice, Atex Polopoly, is optimized for this kind of delivery, which is why it is widelyused in news and media companies. Content is stored in a neutral XML structure. Each content elementcan be tagged with a variety of metadata. Pages are then dynamically assembled based on themetadata. For example, articles tagged as being about a particular television show or movie can beassembled on the fly into a landing page about that show, and married with advertising about thatshow, movie, or other related products. In addition: • The format-neutral XML content will allow CTA to dynamically make content available for publication on any digital device. • Polopoly’s integrated text mining tools simplify content tagging. CTA’s content creators can efficiently tag content sets, thereby driving the dynamic assembly of content products and landing pages displaying related content and advertising. • The content categorization has the added benefit of helping to keep visitors on the site longer by directing them to related and interesting content, thereby generating additional advertising revenue.The underlying content model is simple but powerful. In essence, all content is stored as “Articles” (thecontent or information carrying unit) and in “Departments,” which are content containers that can beused to build hierarchies or lists of articles. Both the Articles and Departments are linked to one or more 2012 Outsell, Inc. 7
  10. 10. input templates and one or more output templates. The input templates provide a graphical userinterface to the content, enabling editors to create and manage content objects. The output templatesare then used to render the content. With this model, an article on a movie could be married with one ormore output templates—one for the primary landing page, one for an alternate landing page design,one for a mobile version of the website, and so on.In addition, content managed in the platform is: • Cached and distributed, enabling dynamic delivery of the content to various distribution points and formats. • Versioned, enabling continuous and flexible updating of the content, as well as functions such as “rollback” when necessary. • Indexed, enabling search and ongoing text mining and refinement. • Importable and exportable, enabling API-level access and flexible models of syndication.CTA’s architecture for its “Publish Anywhere Web CMS” is illustrated in Figure 2. Figure 2: WCMS Architecture at CTA 2012 Outsell, Inc. 8
  11. 11. Within the Polopoly platform, the core content management services (storage, indexing, versioning,access by users, etc.) are separate from the run-time versions of product that are used for delivery,which are shown at the top of the diagram (Website A, B, and so on). This separation enables scaling toaccommodate very high traffic, which will be essential as traffic grows and websites become repletewith video, audio, animation, and other resource-intensive content. Multiple logical layers dedicated tospecific services make it possible to isolate capabilities for performance optimization and managementof infrastructure costs.Features of the “Publish Everywhere” architecture include: • Dynamic content delivery for mobile and web browsers. • A content administration and publishing layer managing content creation, workflows, content tagging, and site structure. • “Application templates” or plugins for integrating key third party services such as BrightCove for video delivery, Google Analytics, and Adobe Omniture.The platform supports standard release management best practices, deployed with a continuousintegration development approach using development, staging and production environments asillustrated in Figure 3. Developers have a protected environment in which to create new features, whileQA teams have a separate space for ensuring that all new elements integrate well and functionproperly. This greatly reduces risk that content or sites fail in production. 2012 Outsell, Inc. 9
  12. 12. Figure 3: CTA Publishing EnvironmentNew Workflows and ProcessesA key CTA requirement was to make content creators much more productive by allowing them to focuson content creation and not design or page layouts. In the old environment, new content developmentoften meant working with wireframes or mockups of new pages. Now content creators have a much 2012 Outsell, Inc. 10
  13. 13. simpler workflow of creating the content, enriching it with tagging, and then submitting it to aworkflow, as illustrated in Figure 4. Figure 4: CTA Web Publishing Workflow • Content creators enter raw content into a simple user interface that separates key elements such as the title and lead from the full text of the article. Users are trained in the interface and have a guide instructing them on what elements are allowed in the content. • Content is then tagged for subject and other key metadata. Users are presented with an interface that includes the subject categories and metadata elements such as artists who are mentioned in the content, geographical tags, and whether a video clip or other media are included in the content. • Users then submit the content to a workflow. Users can save drafts, preview the content, or publish it directly to the website.This same overall process drives the taxonomy and text mining for the published websites. The contentis tagged for subject and other metadata. Articles tagged for a specific artist, for example, can be usedto dynamically generate pages and “queues” of articles that can be embedded in other pages. Thesearticles can then be married with appropriate advertising or even tagged for specific campaigns. Thetagging also enriches the search experience for users, providing better results and more ways offiltering the results.Benefits of a Cloud ModelGiven CTA’s demanding content creation, management, and delivery requirements, a hostingpartnership arrangement with Atex made the most financial and operational sense. The staging andproduction environments are located in a private cloud, hosted by Atex. The development environmentis housed within CTA. This framework helps reduce the company’s operating expense by removing theneed to invest in new hardware or resources to monitor the system. The benefits of this approach aremultifold: • Virtualized servers enable rapid scaling. • Failover can be near-instantaneous for disaster recovery or in the event of a single point of failure. 2012 Outsell, Inc. 11
  14. 14. • Bursts of additional bandwidth can be accommodated when traffic spikes for special events or periods of increased traffic. • System and performance monitoring can be continuous and proactive.Current State and Results to DateNow 18 months into the project, CTA has transitioned and to the new WCMS,and has started on and CTA will complete implementations across theremaining four properties over the next year. With total deployment in its early stages, the broadpicture of technology impact is only starting to emerge. But there are encouraging and compellingsigns of success.Operational improvements enabled by CTA’s web publishing CMS are already being realized. • Creating a new page structure or template is now up to 80% faster, depending upon the level of element reuse within Polopoly and publishing queues. In addition, an editor can execute this process without a technical resource (user interface designer or front- or back-end developer). What required four resources in the past is now executed by one person. There is also less risk involved than with the hardcoded sites, resulting from the ability to preview and roll back quickly and easily. • Publishing new content in an existing template is now up to 50% faster. Uploading a new article no longer requires a designer and a front-end developer, although a designer still performs a quality assurance check because image quality is critical on the CTA websites, and correct formatting is essential. • Automating front-end development processes has dramatically reduced the risk of error introduction when manually hardcoding pages by approximately 90%, based on initial results. CTA has also realized content reliability and performance stability through the new workflow that streamlines publishing from the development to staging to production environments.These improvements will enable CTA to meet its larger business goal of leveraging the same resourcesto create new value, instead of consuming time and money with repetitive manual processes.CTA is monitoring metrics designed to assess the impact of the new technology on audienceengagement, including increase in number of consumers accessing video or other content specific tothe site (such as blog entries on, and more page views of video content. Increases in trafficand engagement plus new technical and process capabilities delivered by the web publishing CMS willlead to the longer-term strategic benefits that are targeted for three years after full deployment. 2012 Outsell, Inc. 12
  15. 15. Although top-line revenues related specifically to the new Behavioral advertising is the delivery of adver-technology are still in the future, CTA’s ability to deliver more tising content based on the collection of datacontent on dynamic pages is currently having positive impact on online from a particular computer or devicepartnerships with advertisers and sponsors. Premium ad capturing Web viewing behaviors over time andplacement programs are selling out more quickly. And as a across non-affiliate Web sites for the purpose of using such data to predict user preferences ormarketing benefit, media agencies and clients can “see” the interests to deliver advertising to that computerdifference in the sites supported by the new WCMS, resulting in or device based on the preferences or interestsadditional competitive advantage for CTA. Over the longer term, inferred from such Web viewing of CTA’s goals for the new WCMS is the ability to deliver Behavioral advertising is distinguished frombehavioral advertising, which it was not able to do at all with the contextual advertising, where ads are based onin-place technology. the content of a Web page, a search query, or a user’s contemporaneous behavior on the site.The overall rate of cost savings and pace of productivity -- Self-Regulatory Principles for Onlineimprovements is currently moderated by the need to run the new Behavioral Advertising, July 2009web publishing CMS in parallel with the existing system on whichthe other six systems run. To mitigate risk, any new features are designed to operate on bothplatforms, and new integrations are developed once but tested in both environments.Today CTA’s content is delivered in a web browser on its websites. When the transition to the new webpublishing CMS is completed, CTA intends to expand to content delivery to web-based mobile apps andpossibly to native app platforms, depending upon the state of the market and on audience preferences.With a common pool of content that can be published and promoted in compelling, value-added waysacross channels, CTA’s vision of a true digital media business will be reality.Conclusion: Applying CTA’s Lessons in Practical InnovationThe ability to distribute content in digital form over low-cost networks has touched every corner ofevery industry in which economic value is derived from content distribution, including newspapers,magazines, music, books, even professional information services. In a world turned chaotic bytechnology, viable paths forward are not linear. The winners are transforming themselves from single-media businesses like TV into true multi-channel digital businesses. To do this, leaders must step back,rethink, and move ahead in ways that are likely to be fundamentally different from their historicalbusinesses. This is why the willingness to embrace true innovation is characteristic of market leaders.They know that new capabilities that deliver new value are essential. But they are also practical,recognizing that current business performance is critically important.Within the context of the technology initiatives covered in this case study, CTA illustrates best practiceswith its commitment to managing the balance between improving current results and pursuing its 2012 Outsell, Inc. 13
  16. 16. vision for digital media presence. Its feet are firmly planted in both its current business and the businessit aspires to become. We can point to three specific examples: • ROI in the new WCMS platform is focused on the bottom line for the first three years, with top- line revenue expected thereafter. The steering committee set realistic expectations regarding top-line timeframe. Although change is occurring rapidly, it is not happening so fast that reliable, sustainable revenue can be promised in the near term. • The initial one-site-at-a-time approach to implementing the new platform is designed to minimize interruption of the current business, and at the same time orchestrate the development of internal capabilities by starting with the smallest sites and moving onto the larger projects. • The decision to deploy with a cloud model and outsource much of the IT infrastructure is essential to CTA’s ability to meet current and future project goals. Through a strategic relationship with its technology partner Atex, CTA is addressing current management realities as well as ensuring cost-effective scalability as content publishing demands grow over time.Establishing and maintaining the balance between improving the current business and realizing futurevision is always a difficult management challenge. Temptations to favor one over the other aresometimes too great to ignore, particularly when the pressures of rapid and inexorable change createurgency to “do something.” Readers of this case study would do well to consider CTA’s approach:  Stay focused on the core business in the midst of change. CTA never loses sight of the fact that its business is content. Strategies and tactics are constantly trained on developing capabilities and competencies that establish the company as the premier content provider in its markets across all media.  Bring all of the stakeholders to the table. The composition of the steering committee ensured that every organization impacted by the new WCMS was represented, and that all groups were ready to act once the technology decisions had been made.  Develop strategic partnerships with technology providers. CTA sought out a supplier with a depth of experience working with media companies, establishing vertical market expertise as a key criteria during the selection process. With its cloud deployment of WCMS, CTA and Atex are working together on a daily basis and in collaboration to reduce CTA’s risk. This cannot happen if the supplier simply installs the software and sends a bill.Other best practices well illustrated by CTA’s WCMS success include:  Take an organized, methodical process to technology acquisition that is consciously inclusive of all stakeholders and users. CTA excelled in its approach to finding the best-fit WCMS. Putting the systems in the hands of the users before buying may have taken a little more time during the evaluation process, but will pay significant benefits in terms of adoption. 2012 Outsell, Inc. 14
  17. 17.  Never underestimate the content migration issues. In hindsight, CTA’s production director Sophie Théberge identifies this as an important lesson learned. In the end, content migration will be the largest portion of project effort by far, and it is essential to manage the effort consciously and rigorously. Migrating while deploying has presented some unexpected developer challenges, and the process is resource intensive, as there is no way to automate the migration.CTA’s story is one of growth and evolution, not immediate and wholesale transformation. Innovation issometimes mistaken as important only in the latter case. As CTA’s success has shown, investment innew content technology and practices can introduce new capabilities that make innovation practical,manageable, and essential to impacting current as well as future business.A Partner’s VoiceWe thank Atex for contributing the following content to this case study.The broadcast industry, like all media sectors, is facing increased competition for audience time andattention. An abundance of choice allows consumers to be more selective. As a result, broadcastersneed unparalleled flexibility in delivering content and creating a more engaging user experience. TheAtex Polopoly Web Content Management System (Polopoly) is an integrated software platformboasting a suite of tools designed to empower broadcast news departments, enrich websites, andexpand customer marketing efforts across all media channels.Global broadcast companies like Astral Media are selecting Polopoly to expand and enrich their onlinepresence and to deliver on their metadata-driven publishing model. Polopoly is based on openstandards and a highly scalable architecture. The system is simple to use, yet powerful and flexible, andwhich currently manages some of the largest traffic web sites in the world.Having worked with some of the most advanced and demanding digital publishers, Polopoly addressesthe diverse and complex demands of global broadcasters. Polopoly supports the planning, creation,enrichment, delivery and access of content across all media channels. In addition, the system enablesconsolidated newsroom organizational and workflow models, with a focus on quality local content andgreater community participation.With today’s media organizations being continuously challenged to sustain their positions as theinformation centers of their local communities, Polopoly provides competency in this changingbusiness model, powering the flow of information and managing a broadcaster’s audience,contributors, and communities. 2012 Outsell, Inc. 15
  18. 18. In short, Polopoly provides the infrastructure to extend a broadcast company’s media reach, deliveringany content, anywhere, anytime, and in any format. We are very proud of our relationship with AstralMedia, and we look forward to continuing our partnership of collaboration and innovation. 2012 Outsell, Inc. 16
  19. 19. Outsell, Inc., is a research and advisory firm that helps the world’s publishers, information providers,and enterprise marketers grow revenue, deliver superior solutions, optimize their clients’ performance,and thrive in a fast-changing global digital market. Call +1 617.497.9443 Call +1 650.342.6060 Call +44 (0)20 8090 6590 Fax +1 617.497.5256 Fax +1 650.342.7135 Fax +44 (0)20 7031 8101 763 Massachusetts Avenue 330 Primrose Road, Suite 510 25 Floral Street Cambridge, MA 02139 USA Burlingame, CA 94010 USA London WC2E 9DS 2012 Outsell, Inc. 17