Gartner Research Methodologies

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Gartner Research Methodologies. Agenda. In this module we will cover the following topics: Gartner Research methodologies defined and described How our research methodologies provide client value How Gartner research methodologies differentiate Gartner from the competition - PowerPoint PPT Presentation


<ul><li><p>Gartner Research Methodologies</p><p> *</p></li><li><p>AgendaIn this module we will cover the following topics:Gartner Research methodologies defined and describedHow our research methodologies provide client valueHow Gartner research methodologies differentiate Gartner from the competitionHow to use research methodologies in the sales process *</p><p> *</p></li><li><p>DefinitionResearch Methodologies [n]:</p><p>Proprietary research constructs that effectivelyorganize and convey informationcritical to key IT investment decisions *</p><p> *</p></li><li><p>Types of Research MethodologiesMagic Quadrants *Market ScopesHype CyclesVendor RatingsMarket ForecastsMarket Share</p><p> *</p></li><li><p>Common FeaturesEasy to understand visual summariesBased on detailed analysisDeveloped based on extensive testingRegularly reviewed for ease of use and applicability to clientsContinually refined to meet evolving client needs *}</p><p> *</p></li><li><p>Common Features *Newer Methodologies have same common featuresCritical CapabilitiesSWOTIT Market Clock</p><p> *</p></li><li><p>Depth of ResearchClients like simplicity of these reports.Appearance of simplicity masks the rigorous research needed to generate each report we create. Reports are based on thorough, careful analysis of a great deal of information. Make sure your clients understand the unparalleled analyst expertise and depth of analysis that goes into each report. *</p><p> *</p></li><li><p>Research Processes Behind Methodologies *Qualitative Insight ResearchQuantitative Market ResearchMagic QuadrantsMarketScopes Hype CyclesVendorRatingsMarketForecastsMarketShare</p><p> *</p></li><li><p>Magic Quadrants *Magic Quadrants answer the question:Which technology provider is the best partner for my needs?</p><p> *</p></li><li><p>Magic QuadrantsGraphical strategic planning modelsPosition providers based on:Ability to ExecuteCompleteness of VisionMarket specificPublished for over 20 years *</p><p> *</p></li><li><p>Magic QuadrantsCompleteness of VisionHow well providers understand the futureInnovation, strategy, business model, match with Gartners view.Ability to ExecuteAssessment of operationsViability, marketing execution, product development, sales channels, customer experience</p><p> *</p><p> *</p></li><li><p>Magic QuadrantsAnalysts compile information from:ProvidersClientsPartnersCompetitorsReference checksGartners extensive knowledge</p><p> *</p><p> *</p></li><li><p>Magic Quadrants SourcesProviders are placed into one of four quadrants:LeadersChallengersNiche playersVisionaries</p><p> *</p><p> *</p></li><li><p>Magic Quadrant: LeadersHigh Ability to Execute and Completeness of VisionStrong CompaniesSatisfied Customer baseMore resourcesValue-pricedFocused on broadest marketSize and Strength in challenging environment</p><p> *</p><p> *</p></li><li><p>Magic Quadrant: ChallengersHigh Ability to Execute Lower Completeness of VisionNo clear idea of market futureWeaker plan for future successMust develop their vision</p><p> *</p><p> *</p></li><li><p>Magic Quadrant: Niche PlayersLow Ability to Execute and Completeness of VisionNarrow FocusLess capability or strategic narrow focus</p><p> *</p><p> *</p></li><li><p>Magic Quadrant: VisionariesLow Ability to Execute High Completeness of VisionVision aligns with Gartners market viewsDo not have proven capabilitiesOften first to introduce new technology</p><p> *</p><p> *</p></li><li><p>Magic Quadrant: Interactive Clients can review the analysis on other providers in the marketProvide individual company analysis in lists of strengths and cautions</p><p> *</p><p> *</p></li><li><p>Magic Quadrant: Interactive Magic Quadrant for Application Delivery ProductsWhen we select Cisco Systems, provider analysis is presented in strengths and cautions</p><p> *</p><p> *</p></li><li><p>Magic Quadrant: ExampleGlobal Enterprise Notebook PCsVery important to largest clientsClients use this report to make purchasing decisionsDell, HP, Lenovo are high in the Leaders quadrantFujitsu/Siemens and Toshiba are high on Completeness of VisionApple and Panasonic are niche players *</p><p> *</p></li><li><p>Magic Quadrant: Interactive *</p><p> *</p></li><li><p>Magic Quadrant: Interactive *</p><p> *</p></li><li><p>Magic Quadrants: SummaryHelp end-user clients decide on the best technology provider to meet their needsHelp clients understand their position in the competitive landscape Help clients make more informed investment decisions.</p><p> *</p><p> *</p></li><li><p>Magic Quadrant vs Forrester WaveGartner has produced 5 times of Magic Quadrant than Forrester WaveGartner holds 6 times the number of vendor briefings as Forrester. Gartner uses many more data sources to develop Magic Quadrants, which result in more objective analyses. *Gartner Advantages:</p><p> *</p></li><li><p>Magic Quadrant vs Forrester WaveForrester outsources their product analysis They do not directly control an important data source Forrester analysis lacks objectivity Relies primarily on inputs from providers who are being evaluated </p><p> *Forrester Wave disadvantage:</p><p> *</p></li><li><p>MarketScopes *MarketScopes answer the question:Which technology providers in a new or mature market are the best match for my needs?</p><p> *</p></li><li><p>MarketScopes MarketScopes evaluate providers in a specific market spaceMagic Quadrants are used in the prime of the market cycleMarketScopes are used early or late in a markets evolution *</p><p> *</p></li><li><p>MarketScopes MarketScopes help clients understand technology provider optionsRates providers in a limited number of categories Provide insight into companys performance against Gartners vision for the marketEvaluate the market itself in terms of maturity and long-term viability *</p><p> *</p></li><li><p>MarketScopes: Example 1E-mail SystemsThe strongest providers is MicrosoftUse caution when considering Open-Xchange</p><p> *</p><p> *</p></li><li><p>Benefits of MarketScopes *Help select the best partners in new or mature markets Show position and the competitive landscape Show benefits and risk investing in new or mature markets </p><p> *</p></li><li><p>Benefits of MarketScopes *Only Gartner provides this assessment The only widely used methodology focused on comparing providers in emerging and mature marketsThe only methodology that rates the market itself</p><p> *</p></li><li><p>Hype Cycle *Hype Cycles answer the question:How is this technology going to evolve?</p><p> *</p></li><li><p>The Hype Cycle *</p><p>Predicts the lifecycle for emerging technologies Evaluates: Visibility and Maturity The Hype Cycle is based on five stages. </p><p> *</p></li><li><p>The Hype Cycle: Technology Trigger *Technology Trigger</p><p>New product or technology is introduced. Commercial viability is unproven New technology generates inflated expectations and unrealistic projections </p><p> *</p></li><li><p>The Hype Cycle: Peak of Inflated Expectations *Peak of Inflated Expectation</p><p>Few successes with technology and many failures</p><p> *</p></li><li><p>The Hype Cycle: Trough of Disillusionment *Trough of Disillusionment</p><p>Technology has entered mainstream and there is little media attentionTechnology only continues if they improve their products </p><p> *</p></li><li><p>The Hype Cycle: Slope of Enlightenment *Slope of Enlightenment</p><p>Technology is understood and can be applied Second- and third-generation products appearFew remaining bugs to be worked out </p><p> *</p></li><li><p>The Hype Cycle: Plateau of Productivity *Plateau of Productivity</p><p>Benefits of the technology are accepted Technology has been adopted by most enterprisesBroad market applicability </p><p> *</p></li><li><p>The Hype Cycle *</p><p> *</p></li><li><p>The Hype Cycle: Prediction of Time *</p><p>Predicts from less than two years to More than ten years. Predictions are designated by the shape and pinpoints the hype cycle location</p><p> *</p></li><li><p>The Hype Cycle: Prediction of Time *</p><p>Embedded Cellular Data is moving up the Slope of Enlightenment It is predicted to be less than two years away from mainstream adoption</p><p> *</p></li><li><p>The Hype Cycle: Priority Matrix *</p><p>Predicts the potential benefit resulting from the technology. Benefits: Transformational technologies, high and moderate ratings, low benefit rating Anticipated years to mainstream adoption of the technology. </p><p> *</p></li><li><p>Priority Matrix: Example HVDs are predicted to have high benefits to organizations in less than two years PC Application-Streaming Technologies and PC Virtualization Software show a longer time before mainstream adoption *</p><p> *</p></li><li><p>The Hype Cycle: SummaryHelp clients to implement new and existing technologies Help clients get a look into the future to inform product development strategy and investment decisionsProvide insight for marketing messagesHelp investment professionals determine which companies are best positioned to benefit from IT trends *</p><p> *</p></li><li><p>The Hype Cycle: Summary *A key research methodology that helps differentiate Gartner from othersGartner provides clients with objective assessments </p><p> *</p></li><li><p>Vendor Ratings *Vendor Ratings answer the question:How healthy is a specific technology provider organization?</p><p> *</p></li><li><p>Vendor Ratings *Rates the providers overall corporate financials, organization, management, marketing strategies, and supportBased on assessment of the providers strategy and ability to deliver for a product or service. </p><p> *</p></li><li><p>Vendor Ratings: 5 Point Scale *</p><p> *</p></li><li><p>Vendor Ratings: Example *</p><p> *</p></li><li><p>Vendor Ratings: Summary *Help assess providers health, capabilities and markets and servicesProvide key support for providers purchase and renewal decisionsCompanies can see their own perceived strengths and weaknesses, and the strengths and weaknesses of their competitors and suppliers Help investment professionals make decisions and manage risks </p><p> *</p></li><li><p>Vendor Ratings Competition *Gartner looks at the provider as a whole, and not just at a product, division, or subsidiary Forresters Vendor Scorecard evaluates a company only in terms of a particular product </p><p> *</p></li><li><p>Newer Methodologies *Critical CapabilitiesSWOTIT Market Clock</p><p> *</p></li><li><p>Critical Capabilities *Critical Capabilities answer the question:Which are the most important product features I should consider, and which vendors match my needs in the provision of those features?</p><p> *</p></li><li><p>Critical Capabilities *Identifies features of a product or service that differentiate itRates each of the products only on those featuresUses weight to classify its importance to the evaluation of the product as a wholeThe weights always total 100 percent </p><p> *</p></li><li><p>Critical Capabilities *</p><p>Each product is rated on a scale of one to five A product viability score is given, assessing a products Strategy, Support, Execution, and investment from the vendorViability is also rated</p><p> *</p></li><li><p> *SWOT analysis answer the question:Which key strengths and weaknesses should I focus on, to improve my competitivenessSWOT Analysis</p><p> *</p></li><li><p>SWOT Analysis *SWOT analysis is created by assessing a provider in the following categories:Company or MarketProduct or Service OfferingsFinanceOperationsAnalysts review and weight each category, then assign to the vendorThe analysis show technology provider where they should focus its attention </p><p> *</p></li><li><p> *IT Market Clocks answer the question:How should I manage the replacement of all the products I have?IT Market Clock</p><p> *</p></li><li><p>IT Market Clock *IT Market Clock uses a clock graphic to show the position of a productAllows clients to choose a product replacement strategyLevel of customization is importantIT Market Clock tells clients the optimum time to upgrade </p><p> *</p></li><li><p>IT Market Clock *Products or assets are rated in 4 areasLevel of standardizationLevel of supplier choiceEase of access to appropriate skillsPosition in its market lifeHelps clients decide when the time is right to implement their plansAggressive adopters will make investment before four oclockConservative adopters will be likely to invest between 7 and 9 oclock </p><p> *</p></li><li><p>IT Market Clock *</p><p> *</p></li><li><p>Quantitative Market Research *Quantitative Market ResearchMarketShareMarketForecast</p><p> *</p></li><li><p> *Market Shares answer the question:How does my market share compare to that of the competition?Market Share</p><p> *</p></li><li><p>Market Share *Market Share combines primary survey and secondary source dataMultiple data points ensure the reports are objective and accurately quantify the marketMarket Share data is updated quarterly</p><p> *</p></li><li><p>Market Share: Example *</p><p>Five major IT Services providers had revenue declineHP and Accenture have the largest declines at 10.4% and 11.8% </p><p> *</p></li><li><p>Market Share: Benefits *</p><p>Help understand the competitive landscapeHelp reduce investment riskHelp investment professionals identify the market leadersTechnology-user firms and technology executive clients typically do not use Market Share</p><p> *</p></li><li><p>Market Share: Benefits *</p><p>Gartner uses primary and secondary surveys to support Market Share dataGartner cross-checks and validates multiple data pointsIDC lacks end-user data points require to validate information Market Share provides validated data </p><p> *</p></li><li><p> *Market Forecasts answer the question:Where is this market heading?Market Forecasts</p><p> *</p></li><li><p>Market Forecasts *Provide a view into the future by providing at least 2 years of historical data and projections five years into the futurePredict future growth or reduction for a market Most Market Forecasts are updated annually</p><p> *</p></li><li><p>Market Forecasts: Example *Growth is projected by market segment, not by companyThere is a projected increase 19% growth in mobile PC productionIncreased production of Notebook PCs of 32.3% </p><p> *</p></li><li><p>Market Forecasts: Benefits *Help technology provider companies and professional services firms plan where to focus their development and marketing resourcesHelp investment professionals where to invest</p><p> *</p></li><li><p>Market Forecasts: Benefits *Help inform forecasts and understand buyer trends and user spendingQuantitative and qualitative analyst approach Gartner research communities understands what will drive and inhibit market growth</p><p> *</p></li><li><p>Market Forecasts: Competition *IDC provides data taken directly from technology provider, with no end-user or demand source validationOnly Gartner provides multi-source, validated data</p><p> *</p></li><li><p>Benefits of Key Research Methodologies *Gartner research methodologies help clients understand the past, assess the present, and predict the future </p><p> *</p></li><li><p>Benefits of Key Research Methodologies *Gartner research has proven to be accurate, insightful and verifiableHelps clients reduce the decision-making processProvide clients confidence to make complex decisions </p><p> *</p></li><li><p> *How can research methodologies help you in the sales process?Use Gartner methodologies differentiate from competitorsLearn your clients business concerns and walk them through a relevant methodology reportShow how analysis can help them reach the right decisionResearch methodologies are a great tool to better understand your prospect</p><p>Sales Process</p><p> *</p></li><li><p> *Gartner proprietary methodologies provide unparalleled client valueForrester does sell IT research, but they provide a fraction of the value of GartnerGartner has unmatched breadth and depth of coverage that our competitors do not come close to matching</p><p>Gartner Research Advantages</p><p> *</p><p>This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other authorized recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates. 2010 Gartner, Inc. and/or its affiliates. All rights reserved.</p><p>Gartner Research Methodologies</p><p>Thanks for participating in this trainingPlease take a short quiz to reinforce the key points</p><p> *</p><p>In this module we will cover the following topics within Gartner Re...</p></li></ul>