Ektron + EPiServer Merger – Implications for Customers

EPiServer and Ektron, two content management system (CMS) vendors acquired by Accel-KKR in December 2014, have merged today to form a single company. The combined company “will operate under the EPiServer name and continue to use the Ektron and EPiServer brands”.

For Ektron and EPiServer customers this spells a period of uncertainty. Until the two companies figure out the best way to combine their forces, the product development is destined to take a back seat.

We’ve seen similar mergers in the content management space in the past. In fact, CMS acquisitions are so common that more than one third of all major CMS players have obtained at least some of their content management offerings through acquisitions. Announcements following these acquisitions often promise synergies, innovation, and a generally brighter future. Unfortunately we know, from some particularly bitter examples, that these promises are based on assumptions, expectations, and predictions; and may have little to do with reality. (See this acquisition rationale by Serena Software – a company that acquired Serena Collage CMS in 2004 and then discontinued the product entirely in 2008.)

In cases where two or more overlapping software platforms are acquired, typically only one product continues to be actively developed by the parent company, and the other product – although supported – is neglected, and fades into irrelevance over time. This was the case with OpenText (RedDot, Vignette), Oracle (Stellent, FatWire), and SDL (Alterian, Tridion), to name just a few. Effectively, one product is used as the strategic technology choice, and the other company is acquired for its customer base. It’s not unreasonable to assume that the fate of Ektron and EPiServer will follow the same path.

Epiktron – a potential hybrid product, resulting from Ektron and EPiServer acquisition – seems highly unlikely. Both platforms are complex, yet not drastically different. The effort and timeline required to merge platforms would be unreasonable, and potential benefits – minimal. We’ve yet to see a CMS acquisition, where a successful combined product emerges as a result of the merger. Why? Because the time spent integrating two existing platforms is the time lost to addressing demands and requirements of the past, not the future. In a fast moving market, contemplating the past is a luxury that software vendors simply can’t afford.

One aspect of Ektron and EPiServer acquisition that can have implications with immediate impact is the apparent focus of the combined company on the Cloud. Adobe and Acquia have already proven that new business models, which emphasize support and maintenance as much, if not more, as the initial implementation, can be beneficial for both the vendor and the customer. If EPiServer follows suit, this shift could result in fundamental changes to contractual agreements with the customers.

This blogpost was first published on Digital Clarity Group website in 2015.

What to do when your CMS vendor is acquired?

In the web content management space, acquisitions are a fact of business life. About a third of all leading WCM systems are results of past acquisitions. For example, Adobe acquired content management capabilities through Day Software in 2010. Oracle acquired Fatwire in 2011, as well as Stellent in 2006. OpenText acquired Vignette (2009), and also HummingBird (2006), which already owned RedDot at the time. SDL acquired Alterian (2012) and Tridion (2007). The list goes on, with the most recent example being acquisition of Telerik by a global portfolio software company Progress Software.

For the customers of the acquired vendor this is not welcome news. Even when an acquisition is successful over the long term, the event still brings a lot of uncertainty in the months following the acquisition. It’s a stressful time, bringing many latent and long-standing issues and questions right to the surface.

Should you start looking for a new solution?

When clients seek our advice post-acquisition and ask whether they should start looking for a new solution, we give them an honest answer: it depends! The key is to make an informed, rational decision which takes into consideration your current requirements, vendor’s strategic plans, and your options in terms of implementation and ongoing maintenance of the solution going forward. To this end, we recommend asking the following sets of questions.

Questions to ask yourself

  • When did the last strategic review take place?
  • How does the new strategic direction impact requirements for a CMS?
  • What are your focal needs?
  • What is the estimated cost and timeline of migration to a different platform?
  • Does your current vendor continue to inspire you and offer you competitive advantage?
  • Stay in touch with industry peers from other organizations.

Questions to ask your vendor

  • What are the reasons behind the acquisition?
  • What are the expected synergies and projected revenue model?
  • What is the roadmap for the product post acquisition?
  • What are the future plans for the acquired company’s:
    • leadership
    • account management
    • support services
    • partner network
  • What customer events are planned in the near future?
  • Will the terms of your existing contract be honored?
  • What are the broad strategic plans of the parent company? How does acquired CMS product fit into these?

Questions to ask your service provider (digital agency, systems integrator, or in-house team)

  • What CMS vendors do you partner with and why?
  • How does CMS vendor support you in your work?
  • Did you receive a formal brief/update on the acquisition from CMS vendor?
  • What are your plans with respect to future CMS implementation projects using the acquired product?
  • What is your estimate (cost and time) for migrating our website to an alternative platform?

This blogpost was first published on Digital Clarity Group website in 2014.

Notes from J. Boye Conference, Aarhus 2014

J. Boye Aarhus 2014 conference brought together nearly 300 delegates from 15 countries. World-class speakers such as Bebo White, Rose Cameron, Eric Karjaluoto, James Cannings, Martin White, Tjeerd Brenninkmeijer, Jake DiMare and Tracy Green, to name just a few, made learning easy and enjoyable. Fantastic social events created natural opportunities to connect with speakers and participants alike. Two light-hearted sessions – Web Idol and Town Hall Debate – filled the conference rooms with laughter and served as a welcome break from presentations and workshops.

With 12 tracks to choose from there was a lot to take in. Here are just some of the insights from this year’s conference.

The pitfalls and challenges of agile approach

James Cannings from MMT Digital gave an excellent overview of what agile is and isn’t. For example, building a car in an agile way should not leave you with something dysfunctional half-way through the project. It should be a product that you can take to market – like a bicycle or a motorbike, says James. He also discussed pricing models (fixed fee vs on times-and-materials basis) and contractual challenges of articulating agile approach in legal terms.


Content Strategy is not optional

Content production and content strategy continues to be both important and challenging. In today’s age of information overload simply creating good content is not enough. Content must COPE with different devices and publishing environments. It must be adaptable, flexible, reusable, and mobile-friendly. And on top of all that – relevant and timely. Although understanding the technical aspects of content production is important, treating content like data is a losing proposition, says content strategist Rahel Anne Bailie.

Treating Content Like Data is a Losing Proposition

Everyone’s a designer

Web Design continues to be a heated and emotional part of many digital projects. Eric Karjaluoto takes some pain out of the process by establishing clear methodology for design projects. Unlike art, design is about discipline and producing sensible, functional, and appropriate work. Good designers are like editors. They amplify the good things and take out the bad.

Eric argues that considering three different concepts at the outset of a design project is like attempting to go to three different destinations at the same time. This is one sure way to derail the project and invite scope creep. Read more about what effective and clear design process is like in Eric’s book The Design Method.


Digital is more about people than technology

There’s no getting away from the fact that technology plays a big part in success, or failure, of a digital project. But there’s a far more complex and important factor at play — people. It’s the team, first and foremost, that determines the fate of a digital project. This message was reiterated throughout J. Boye conference by a number of speakers.


Customer Experience Imperative

For the first time at J. Boye, customer experience management as a theme ran across all three days of the conference, with workshops, presentations, and roundtable discussions on the subject.

Understanding customer experience is more important than ever. It’s what differentiates successful companies that adapt and grow (like Netflix) from those that ignore the current trends and vanish (like Borders). According to Scott Liewehr, customer experience is a strategic inflection point. Failure to provide superior customer experiences leads to irrelevance and business decline.


These are only a few takeaways from this year’s J. Boye Conference. This was my fourth year at J. Boye and once again, the event offered a great environment for learning and knowledge sharing. It was a time to reflect, and a time to look into the future. Events like J. Boye inspire, motivate and help bridge the gap between thinking and doing.

This blogpost was first published on Digital Clarity Group website in 2014.

Adobe Creative Cloud is coming to a Web Designer near you

Adobe PhotoshopAdobe Creative Suite – including Photoshop, InDesign and Illustrator – becomes a cloud-based subscription service.

As announced at Adobe MAX, the Creativity Conference, Adobe Creative Suite (CS) will now become a cloud-based service. Starting from June 2013, Adobe CS, which includes Adobe Photoshop, InDesign, Illustrator, Dreamweaver, and Premiere, will be available as a cloud, subscription-based service. This makes CS6 the last version of the Creative Suite – it remains available as a standalone product on a perpetual license basis to existing customers, but is already pulled from the market. The future products will be re-branded as CC instead of CS, to reflect the move to the “Creative Cloud”. This is a bold and controversial move, which only an ultimate leader in creative software like Adobe can risk taking.

The offering is only cloud-based in a sense that internet access will be required at the time(s) of renewal (but not in between). Customers will be able to use the product suite for as long as they keep renewing their monthly subscription. When they stop, the ability to access the product suite, along with the ability to manipulate all previously created files will be lost.

Creative Cloud membership for individuals is currently priced at $49.99 per month based on annual membership (interestingly, it is priced at £46.88 in the UK, which is nearly 50% more expensive based on today’s exchange rate). Existing customers, students, and teachers get discounted pricing of $29.99 per month. Whether this makes Adobe CC services more expensive than your previous investment in Adobe CS depends on your circumstances. Companies and professionals that are using the product suite on a daily basis will probably find the new and old pricing comparable at this point in time, but the mere nature of the cloud-based model implies Adobe’s full and immediate control over product pricing and product roadmap in the future.

Quite clearly, this move leaves occasional users, hobbyists, and students behind. By moving its creative product suite to the cloud, Adobe essentially cuts themselves off from this part of the market and makes a stand to position the company, and its products, as elite, professional software, with a price to match. As a result, young people, small businesses, and potentially even universities will start looking for affordable, “good enough” alternatives.

The cloud-based service model also raises the issue of support and customer service – something that Adobe is yet to prove it can do well. Even though support forums already exist, their importance will become critical once customers lose control over when and how the product upgrades are done. Web Designers and Editors who find themselves stranded by an unwelcome upgrade the night before a go-live date, will no doubt have the highest expectations for effective and immediate support.

Only recently Adobe bundled all the creative software products into a Creative Suite, and re-priced individual product licenses (for Adobe Photoshop, Dreamweaver, and the like) in a way that pushed organizations to buy the full product suite instead of single applications, whether they needed the full package or not. The decision to make Adobe products cloud-bound, once again, leaves customers no choice in the matter and does nothing to respond to customers needs.

The move to Adobe Creative Cloud also lessens the pressure for Adobe to innovate. Perpetual licenses required compelling evidence of added value in each and every new release, but with the move to the cloud, the only incentive to improve the product will have to come from Adobe’s (almost non-existent) competitors. Essentially, in the current market, many of Adobe’s creative products are irreplaceable. Macromedia Fireworks, which was regarded as somewhat less sophisticated alternative for Adobe Photoshop, was acquired by Adobe in 2005 and will not be part of Adobe Creative Cloud. (RIP Fireworks.) Macromedia Homesite, once a leading HTML editor, was acquired by Adobe in 2005, and went into a steady decline before it was eventually discontinued in 2009. QuarkXPress has a significant marketshare in print publishing but remains behind Adobe’s product InDesign. Adobe Illustrator is an industry standard for vector illustrations, with CorelDRAW being an alternative for Windows/PC platform. After Effects has virtually no competition at all. This gives Adobe a unique, powerful market position – an advantage that they need to use wisely.

This blogpost was first published on Digital Clarity Group website in 2013.

The simplest example of effective personalization

Personalisation is a vital part of user experience. If done well, it molds volumes of content and data into a concise, meaningful message. It cuts out the annoying irrelevance and makes customer journeys easier.

Amazon does it. Facebook does it. Google does it. And so should you! Or at least this is what your customers think.

But here’s the problem.

Even though most web professionals agree that personalisation is fundamentally important, successful implementations are still few and far between. Large organizations realize the need to personalize, but they also understand the associated costs, complexity, and overhead expenses.

Setting up personalisation requires a thoughtful strategy around:

  • User segmentation
  • Content modelling (which content areas will be personalized?)
  • Personalisation rules

This in turn calls for integration with CRM and custom-built online applications, creation of new content and new business processes. On top of all that, if you are operating in a highly regulated environment such as finance or pharmaceutical, you will face additional challenges associated with storage and archival of personalized content for audit and complaints handling.

For a company that has never implemented personalisation before, the evident complexity can lead to paralysis. No wonder that all too often personalisation is the “phase two” project that never comes.

If you feel like personalisation is an insurmountable hurdle on your way to success, the easiest first step you can take is differentiating between your new and existing customers.

This can be amazingly simple.

A single click on a Login button will indicate that the user is an existing customer. Hold on to this piece of information! Even if the post-login process is a separate, bespoke application which sits outside your content management system, the mere fact of knowing that this user is an existing customer is something.

Something useful. Something relevant. Something important.

You may not know who this customer is or what his or her preferences are, but this user’s attempted login already allows you to personalize content in a meaningful way.

Similarly, once a user hits a Buy button, he/she becomes your existing customer too.

This most basic segmentation works really well for businesses that promote “loss-leader” products with a hidden agenda to attract (and hopefully retain) new customers. These products aren’t openly advertised as “new customers only,” yet are launched with the aim to acquire new customers and new revenue. If existing customers are attracted to the offer instead, this leads to product cannibalization, not customer acquisition, resulting in failed marketing efforts and a loss on sale.

For example, in the UK banks are fighting over their rankings in so-called “Best Buy tables” and launch astonishingly attractive products in the hope to get access to new money. Being able to differentiate between new and existing customers allows them to target these products at new customers only.

Other businesses and other industries can benefit from this basic personalisation too. Selling to existing customers and approaching new prospects always requires fundamentally different approaches, and the impact on the bottom line can be visible and substantial.

Tracking this sort of clicking activity with cookies is easy. It doesn’t require fancy integrations with other systems or a lot of technical resource. This most simplistic segmentation can become your first step to creating personalized user experience, the first opening sentence to your personalisation story.

Once you’ve made the first step you can build on your successes. The hardest bit is to start.

This blogpost was first published on Digital Clarity Group website in 2013.

Web CMS Quick Take Review: Concrete 5

Concrete5 is written in PHP and is often compared to WordPress, Joomla and Drupal. It is best known for its well-implemented in-context editing which makes it easy to use for non-technical web authors, and easy to sell to non-technical stakeholders. Concrete5 can therefore be considered for web projects where end user buy-in is particularly difficult.

Concrete5 was released as an open-source CMS in 2008 and has rapidly grown in popularity since. Although the core system is open-source, additional functionality is distributed through Concrete5 marketplace as add-ons. Add-ons are largely commercialized.

Concrete5 aspires to compete with enterprise level systems but its enterprise features require significant improvements before the system can be a good fit for large or highly regulated organizations.

Concrete5 at a Glance

Strengths: – Exceptional ease of use for content editors, well implemented in-context editing.
– Strong, vibrant community.
– Lower cost of ownership in comparison to many proprietary systems.
Weaknesses: – Incomplete documentation.
– Commercial add-ons are of varying origin and reliability.
– Sources of support and development expertise are very limited.
– No partner network and no certification available.
– At present, Concrete5 is not able to meet common approval and auditing needs of large enterprises. Versioning is buggy, and workflow still in development.
Potential Fit: – Informational websites, Basic Digital Marketing.
– Projects where end user buy-in is critical for success.
Unlikely Fit: Global/Enterprise Digital Workplace, Multichannel Publishing
Competes with: WordPress, Joomla!, Drupal, Jaws, ExpressionEngine


Technical Requirements: – Apache, IIS. (Apache recommended)
– MySQL 5.x or higher
– PHP 5.2.x or 5.3x
– Python 2.6+ is required for comparison of different versions of the page
Licensing: – Core Concrete5 CMS is open-source, under MIT license.
– Add-ons are distributed through Concrete5 marketplace, some are free, but most are not, ranging in price from the imposed minimum of US$ 15 to US$ 1,750.

Technical Administration

Concrete5 runs on a popular LAMP stack. Apache is recommended, but it is possible to make Concrete5 work on IIS too. MySQL and PHP are required, and Python is only required for comparing versions of pages (using HTMLDiff).

Concrete5 doesn’t allow use of database table prefixes which means each instance of Concrete5 needs its own database. This creates difficulties with business as usual tasks such as backup, replication and data recovery and may complicate matters if your hosting plan limits the number of databases.

Concrete5 recommends dedicated hosting. Hosting Concrete5 on a shared hosting environment is not completely straightforward and some hosting providers publish support articles to assist with the installation process and additional configuration which is required for setting up user-friendly URLs.


Concrete5 positions itself as a system which makes both building and editing the website extremely easy. Whilst this is true for the end-user editorial experience, development for Concrete5 does not stand out as exceptionally easy in comparison to other systems. Concrete5 adheres to standard MVC and OOP practices; however, lack of descriptive comments in the code, small community and very limited sources of support make it difficult and time-consuming to gain an intimate knowledge of the system.

Finding reliable, experienced Concrete5 developers can be challenging. As an emergent Web CMS only a small number of developers have acquired extensive, solid experience with the system; most are still learning. Also, Concrete5 is not as well known as some other open source systems like WordPress, Joomla! or Drupal, so at this stage attracts only a fraction of PHP web developer interest and effort. Complicating matters, there are many start-ups entering the market with unsecured or unreliable resources who may struggle to deliver on their commitments.


Concrete5 generates a high number of database queries per page which can slow down the performance, particularly when building navigation. Performance can be managed by configuring native Concrete5 caching settings, using dedicated (as opposed to shared) hosting and APC (Alternative PHP Cache). The more complex and customized the website is, the more effort and attention is required to achieve acceptable performance levels.


Concrete5 follows best practices in terms of security. The core Concrete5 system uses ADODB library to prevent SQL injection attacks. Guestbook block (which is part of the core) strips out all tags and is safe against potential XSS attacks.

Any add-ons should be tested for security vulnerabilities.


Concrete5 is very easy to use which is of particular benefit to organisations with a large number of web authors. End-user training requirements are minimal, the learning curve is gentle and authors are likely to be enthusiastic and motivated about performing their tasks.

Training for Advanced Content Editors and Concrete5 Web Developers is available from Concrete5 at a cost of US$ 295 for a two hour online session.


The Developer’s Index and How-Tos section on the official Concrete5 website are of high quality, with clear explanations, examples, screenshots and videos. There are gaps in API documentation and very little information is available at a more advanced level — explaining why things work the way they do rather than how to perform specific common tasks. The documentation is not divided into current and previous versions, which makes it increasingly problematic to find up-to-date relevant information. Some of the commercially available add-ons still have no documentation whatsoever. The situation is improving over time – there is now a requirement for all the add-ons submitted to Concrete5 marketplace to include documentation.

Published books

Concrete5 Beginner’s Guide by Remo Laubacher, published in 2011, covers the essentials of how to use the product from the developer’s point of view, and is currently available at a price of US$ 44.99 from Amazon. The book is based on Concrete5 version 5.4 and even though the system has moved on since the time of writing, most of the material in the book is still relevant today. The writing style is informal and daring — with large headings such as ‘Time for Action’, ‘What just happened?’ and ‘Have a go hero’. The book goes through typical actions and scenarios, but lacks in-depth information about the system, beyond the hand-holding instructions for the most popular tasks.


The launch of Concrete5 certification program was planned for 2011, but as of January 2013 it is still under development.

Partner network

Partner accounts and badges were offered by Concrete5 for a US$ 370 annual fee, until they were replaced with more expensive “Pro Accounts” (US$ 1140 a year) in January 2011. Since then “Pro Accounts” have disappeared too, giving way to “Community leaders” badges, which can no longer be purchased but can be earned through contributing to the product and supporting Concrete5 initiatives.

Official Concrete5 forums are vibrant and the core team actively participates in discussions. The community is small but strong and simple queries are answered very quickly.

Adds-on support

Most add-ons are developed and owned by the members of the community. Some add-ons are free, but the vast majority are not. Quality of support varies significantly from one developer to the next and depends on whether the developer in question is still interested in Concrete5 development.

Recent upgrade to the core (v5.5.1) left many commercial add-ons incompatible with the new version, which caused frustration amongst website owners who expect professional support to be part of the deal.

Totally random

CEO Franz Maruna and CTO Andrew Embler host a weekly video web cast called Totally random where they talk about Concrete5. This can provide useful insight into the vision and leadership style of Concrete5 core team.

Content editing and ease of use

Concrete5 is known for its ease-of-use and intuitive user interface. It’s built around the needs of the non-technical authors who relate well to the website itself — the way it looks to the visitor — and tend to dislike the idea of a separate administration interface. Simply log in, browse your website and click the “Edit” button on any page. This highlights the contribution areas and provides edit options.

Concrete5 CMS

Figure 1. In-context editing in Concrete5

This approach is known as in-context editing (or in-site editing, in-line editing), and is precisely what inexperienced or casual web authors expect from an easy-to-use content management system. It feels so totally intuitive because editing doesn’t start with long forms to fill and new concepts to learn. It starts with what users know and love best — their own website.

Content contributors can drag and drop contribution areas, which is helpful for projects that don’t have a well-defined layout at the outset and are likely to go through a lot of iterations and experimentation.

Concrete5 CMS

Figure 2. Drag and drop content areas in Concrete5

Although many other CMSs have in-context editing too, few have implemented it as well as Concrete5. Immediate competitors — WordPress, Joomla! and Drupal have a long way to go to catch up with Concrete5 in this area.

WYSIWYG editor

Concrete5 uses TinyMCE as a WYSIWYG editor. TinyMCE is an established open-source WYSIWYG editor which is used in many content management systems so many users will be familiar with the interface and functionality. In particular it is used in WordPress, Joomla!, Umbraco, and is available in Drupal as one of its supported WYSIWYG options that can be installed through Drupal WYSIWYG API.

In Concrete5 there is currently no out-of-the-box, or documented procedure to disable TinyMCE or replace it with a different WYSIWYG editor.

Incorrect, badly coded HTML which is inserted into Concrete5 WYSIWYG can leak into administration areas of the system. Recovery is difficult and requires problematic pages to be removed and re-created.


Concrete5 Statistics is a built-in feature but it tracks all page views and doesn’t differentiate those that originate from web contributors adding or editing content. Every time a page is edited 3 views are added to the statistics. This produces unusually high, inaccurate results that may confuse and mislead website owners.

Industry standard analytics tools such as Google Analytics or Adobe SiteCatalyst (previously Omniture) can be used instead.

Approval, versioning, rollback, workflow

Editor’s Note: This section was updated from the original to provide more clarification.

Once the page has been updated, Concrete5 offers options to publish the page or preview and save it in a draft state. The draft is not visible to the general public until it’s approved. There is no draft state for micro-content; page properties such as header, meta keywords and meta description can only be published or not published, with nothing in between.

Versioning and rollback exist in Concrete5 but the implementation is unusual. Rolling back from current version to an older version publishes the older version live, but the web author continues to see the current version within the editorial UI.

This means that versioning and rollback is unsuitable for audit purposes and complaint handling; when there is a need to see what was published at some point in the past it’s impossible to do so without exposing the old version to the whole wide world.

There is no workflow, or even email notification system in v5.5, however basic workflow was released in v5.6 in September 2012, and ‘enterprise workflow’ was launched as part of Concrete5 commercial offering called Enterprise Suite in October 2012.

Cost / License

The core Concrete5 CMS is free and available under the permissive MIT license; however, anything beyond a very basic brochureware website requires add-ons which are distributed through Concrete5 marketplace. Some add-ons are free, but most are not, ranging in price from the imposed minimum of US$ 15 to US$ 1,750. Add-ons are licensed for use on a single website; alternatively there is an option to buy 5 licenses. There are no licenses for unlimited usage of add-ons which is inconvenient for companies owning or developing high numbers of websites.

Business model

Concrete5 can be best described as open core — an emerging trend in commercial software business models. The core system with the most basic functionality is open source and free – so you don’t have to pay for the licenses and you have full access to the code. Most of the additional functionality beyond the core is sold through Concrete5 marketplace as proprietary add-ons. So the core is a limited free edition of the main offering, but the main offering is largely commercialized.

The core system is essentially used for “open source marketing”. It’s given away for free, it’s easy to learn, and has an industry buzz that makes it appealing to developers. Developers advocate the product and promote it to the website owners and businesses, resulting in effective below the line marketing.

Although Concrete5 developer community is strong enough to be able to market the product, it is still extremely small in comparison with communities of leading open source CMSs like WordPress, Joomla and Drupal and is lacking high-profile developers and agencies with glowing — and growing! — portfolios. Community-generated code base is also small.

Excited by rapid initial growth Concrete5 is confident that they’ll beat the odds, make it big, and will compete at enterprise level with the other open source and commercial vendors. Whilst the growth indicators are impressive for a new offering, Concrete5 is nowhere near the leaders at the moment, and market validation of their ambitious aspirations still lies ahead.


The major strength of Concrete5 is its ease of use. In-context editing is well implemented and wins hearts of the most technically inexperienced web contributors. Intuitive editorial interface helps with user buy-in which is a fundamental challenge for many CMS projects.

Concrete5 positions itself as an open-source solution but is actually open core. The core system is open-source and free, but add-ons providing additional functionality are largely commercialized.

Developer community is rapidly growing but is still small in comparison to communities of more mature PHP-based open-source systems like WordPress, Joomla! and Drupal. Finding experienced and reliable Concrete5 developers is not easy. The system is fairly young so very few developers have deep intimate knowledge of the system and a record track of successful projects.

Common needs of large and heavily regulated organisations around audit, content archival and approval processes are not adequately addressed in Concrete5 at this time.

Concrete5 can be considered for web projects where end user buy-in is crucial and exceptionally challenging. It will suit small to medium companies and organisations with simple processes and compliance requirements which do not require enterprise CMS features. For large enterprises Concrete5 remains a CMS to watch.

Please note: This article is based on Concrete5 version 5.5. Training courses which are available from Concrete5 went down in price from $295 to $95 since the time of writing.