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Enterprise Collaboration & Social Software Enterprise Collaboration & Social Software June 2013 INDUSTRY REPORT INSIDE THIS ISSUE Enterprise Collaboration & Social Software 1. Introduction INTRODUCTION 2. Market Trends This report focuses on technologies for collaboration and socialization within the enterprise. A number of forces are currently playing out in the enterprise IT 3. Competitive Landscape environment that are creating an inflection in the adoption and deployment of social and collaboration technologies. This significant uptrend has provided strong 4. M&A Activity growth for the sector and is driving a substantial amount of M&A and investment activity. This report includes a review of the recent M&A and private investing 5. Private Financings activities in enterprise social and collaboration software, particularly within the areas of group collaboration & workspaces, private social platforms, project and 6. Valution Trends social task management, event scheduling, web collaboration, white boarding & diagramming, and other related technologies. We have also profiled about 50 emerging private players in these subcategories to provide an overview of the 7. Emerging Private Companies breadth and diversity of the players targeting this sector. OVERVIEW Socialization and collaboration technologies are currently reshaping the established enterprise collaboration market as well as creating whole new categories of offerings, especially around private social platforms. In addition, many other enterprise applications such as CRM and unified communications are heavily transformed through the incorporation of new technologies including group messaging & activity feeds, document collaboration, and analytics. Much of this change is being driven by the consumerization of IT and the incorporation of social technologies. As businesses look to leverage the benefits of improved “connecting” and “network building” that employees have experienced with Facebook and other social solutions, a convergence is occurring between the enterprise social software and collaboration markets. While online collaboration platforms like Webex and CRM solutions have been around for years, they are being reinvented through the integration of social and collaboration technologies. Advancements in other technologies including programming & mark-up languages, browser technologies, and other cloud computing capabilities have also helped facilitate the deployment of collaboration and social solutions. Enterprise Traditional Enterprise Enterprise Social Collaboration Applications Networking . Unified Comm. CRM . Conferencing . Content & Document Mgmt. Work Flow / Business Process Contact: Russell Crafton, Partner [email protected] 212.508.7110 Redwood Capital 885 Third Avenue, 25th Floor Incorporating Socialization and Collaboration Technologies will drive New York, NY 10022 convergence of legacy applications across the enterprise landscape www.redcapgroup.com It is important to think of socialization and collaboration, not just as point solutions, but rather as activities that encompass a wide range of functionalities that can be incorporated into many enterprise applications. Further, we think the idea of “social networking” for the enterprise has given people the impression that these applications are simply chatty online versions of the proverbial water cooler. In fact, many tasks and projects that must be completed in a business www.redcapgroup.com Page I 1 Enterprise Collaboration & Social Software context require connecting and collaborating with other works both inside and outside the enterprise. The concept of “social software” in this regard is really around providing a software platform that helps coordinate these connections around a work activity (such as processing a customer complaint or processing a claim or new account, which requires both connecting with other works as well as completing certain documentation. As a result, private social platforms simply provide a useful means for workers to comment, share, collaborate and follow the flow or completion of a project or task. Later is this document, we discuss the differences between people-centric platforms vs document centric platforms. While some platforms may truly be document centric (such as an online whiteboarding platform) or people centric (such as a CRM related application), we suspect that over time, many platforms will integrate the concept of both the social as well as the document management side to provide solutions that significantly improve the efficiencies with which workers can perform their daily activities. One of the most significant dynamics currently playing out is the battle of horizontal platforms and the race among players to gain an established position in their relative markets. As with many other areas in technology, companies that start off focused on specific features, such as chat, click to call, or web conferencing, find the need to incorporate other functions and evolve into broader platforms. Likewise, the larger platform providers must constantly incorporate new capabilities which emerge and that users demand. That is definitely the case in both the collaboration and social spaces. While some functionality can be developed and built into existing offerings, many players turn to M&A to execute this more quickly or lock-up leading technologies. This is evidenced by the many acquisitions undertaken by Jive, Salesforce, Cisco and others (see page 17-18). We believe the battles of these “platforms” have only begun and will continue to drive M&A activity in future. As part of the platform battles, we have also heard from a number of players, particularly those with horizontal offerings in private social platforms, on strategies around leveraging their platforms through integration with third parties. These strategies include providing APIs to allow the integration of their platforms with other applications or in building channel networks with ISVs to develop specialized apps that ride in the back of a given platform. We believe this strategy may enable some players to create very large businesses by allowing others to take their horizontal platforms and help create solutions for industry verticals (health care, finance, transportation) or functional areas (customer engagement, content management, unified communications and human resource management) that will better suit the needs of select customers. We discuss this in detail in trends #3 and #9 later in this document. MARKET GROWTH While the enterprise social and collaboration software sector is experiencing substantial growth, as with any new, emerging area, trying to get an accurate estimate of the market size or potential, is challenging. A recent report by IDC estimated that “enterprise social networks and collaboration” will grow from $800 million to $4.5 billion by 2016. While this certainly implies robust growth, we believe there are a number of relevant categories the IDC study did not include, such as project management software and certain vertical- oriented solutions, which only make the opportunity that much larger. Project management and vertical solutions are particularly important sectors as we expect players focusing on specific industry verticals or functional areas to offer highly compelling ROI propositions to CIOs and thus remain competitive against the larger, horizontal platforms offered by established enterprise software vendors. Enterprise Social Networks & Collaboration Market 5 $4.5 4 3 $ billions $ 2 $0.85 1 0 2011 2016 Source: IDC www.redcapgroup.com Page I 2 Enterprise Collaboration & Social Software M&A ACTIVITY Perhaps one of the most important signs of an accelerating market, and also reflecting some degree of market maturity, is the amount of M&A activity in which larger players are engaged. Most large enterprise software players have made some initial bet on either the collaboration or the social side. Microsoft’s recent acquisition of Yammer, and a series of acquisitions carried out by Salesforce, VMware, Google, and Jive represent this trend. These are clear indications that the collaboration and social solutions markets have gone mainstream within large and mid-sized enterprises. In fact, a recent study by McKinsey found that 70% of enterprises had deployed some form of social or collaboration software, and 90% of those had indicated that they believed they were receiving some material benefits. This belief in a strong ROI should continue to drive a steady amount of M&A activities for many years to come as larger players add new capabilities and expand into adjacent categories through their now established beachheads. We expect this trend to follow a few key paths with players in the areas of unified communications and collaboration (Cisco, Citrix, Polycom, Microsoft) being more acquisitive of collaboration technologies, while players focused on customer engagement, CRM, or a consumer dominated customer base to target the social side. However, over a period of time, the convergence of both social and collaborative technologies into single platforms will dramatically enhance the benefits that these solutions provide. As a result, we expect vendors to increasingly carry out acquisitions in adjacent areas of social or collaboration to bring the benefits of these new features into more fully integrated applications. M&A Activity Across the Social and Collaboration Landscape Social Oriented Transactions Buyers Collaboration Oriented Transactions Code Mine Online cloud-based image tools and utilities Social collaboration
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