Download - Gartner Research Methodologies
Gartner Research Methodologies
Agenda
In this module we will cover the following topics:
1. Gartner Research methodologies defined and described
2. How our research methodologies provide client value
3. How Gartner research methodologies differentiate Gartner from the competition
4. How to use research methodologies in the sales process
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Definition
“Research Methodologies” [n]:
Proprietary research constructs that effectively
organize and convey information
critical to key IT investment decisions
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Types of Research Methodologies
Magic Quadrants
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Market Scopes Hype Cycles
Vendor Ratings Market Forecasts Market Share
Common Features
Easy to understand visual summaries
Based on detailed analysis
Developed based on extensive testing
Regularly reviewed for ease of use and applicability to clients
Continually refined to meet evolving client needs
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Common Features
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Newer Methodologies have same common features
Critical Capabilities SWOT IT Market Clock
Depth of Research
Clients 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.
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Research Processes Behind Methodologies
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Qualitative Insight Research
Quantitative Market Research
Magic Quadrants
MarketScopes
Hype Cycles VendorRatings
MarketForecasts
MarketShare
Magic Quadrants
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Magic Quadrants answer the question:Magic Quadrants answer the question:
““Which technology provider is the Which technology provider is the best partner for my needs?”best partner for my needs?”
Magic Quadrants
Graphical strategic planning models
Position providers based on:
“Ability to Execute”
“Completeness of Vision”
Market specific
Published for over 20 years
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Magic Quadrants
Completeness of Vision- How well providers understand
the future
- Innovation, strategy, business model, match with Gartner’s view.
Ability to Execute- Assessment of operations
- Viability, marketing execution, product development, sales channels, customer experience
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Magic Quadrants
Analysts compile information from:
• Providers
• Clients
• Partners
• Competitors
• Reference checks
• Gartner’s extensive knowledge
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Magic Quadrants Sources
Providers are placed into one of
four “quadrants”:
• Leaders
• Challengers
• Niche players
• Visionaries
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Magic Quadrant: Leaders
High “Ability to Execute” and “Completeness of Vision”
Strong Companies
Satisfied Customer base
More resources
Value-priced
Focused on broadest market
Size and Strength in challenging environment
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Magic Quadrant: Challengers
High “Ability to Execute”
Lower “Completeness of Vision”
No clear idea of market future
Weaker plan for future success
Must develop their vision
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Magic Quadrant: Niche Players
Low “Ability to Execute” and “Completeness of Vision”
Narrow Focus
Less capability or strategic narrow focus
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Magic Quadrant: Visionaries
Low “Ability to Execute”
High “Completeness of Vision”
Vision aligns with Gartner’s market views
Do not have proven capabilities
Often first to introduce new technology
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Magic Quadrant: Interactive
Clients can review the analysis on other providers in the market
Provide individual company analysis in lists of strengths and cautions
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Magic Quadrant: Interactive
Magic Quadrant for Application Delivery Products
When we select Cisco Systems, provider analysis is presented in “strengths” and “cautions”
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Magic Quadrant: Example
Global Enterprise Notebook PCs
Very important to largest clients
Clients use this report to make purchasing decisions
Dell, HP, Lenovo are high in the Leaders quadrant
Fujitsu/Siemens and Toshiba are high on “Completeness of Vision”
Apple and Panasonic are niche players
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Magic Quadrant: Interactive
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Magic Quadrant: Interactive
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Magic Quadrants: Summary
Help end-user clients decide on the best technology provider to meet their needs
Help clients understand their position in the competitive landscape
Help clients make more informed investment decisions.
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Magic Quadrant vs Forrester Wave
• Gartner has produced 5 times of Magic Quadrant than Forrester Wave
• Gartner 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.
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Gartner Advantages:
Magic Quadrant vs Forrester Wave
• Forrester 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
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Forrester Wave disadvantage:
MarketScopes
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MarketScopes answer the question:MarketScopes answer the question:
““Which technology providers in a new or mature Which technology providers in a new or mature market are the best match for my needs?”market are the best match for my needs?”
MarketScopes
MarketScopes evaluate providers in a specific market space
Magic Quadrants are used in the prime of the market cycle
MarketScopes are used early or late in a market’s evolution
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MarketScopes
MarketScopes help clients understand technology provider options
Rates providers in a limited number of categories
Provide insight into company’s performance against Gartner’s vision for the market
Evaluate the market itself in terms of maturity and long-term viability
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MarketScopes: Example 1
E-mail Systems
The strongest providers is Microsoft
Use caution when considering Open-Xchange
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Benefits of MarketScopes
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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
Benefits of MarketScopes
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Only Gartner provides this assessment
The only widely used methodology focused on comparing providers in emerging and mature markets
The only methodology that rates the market itself
Hype Cycle
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Hype Cycles answer the question:Hype Cycles answer the question:
““How is this technology going to evolve?”How is this technology going to evolve?”
The Hype Cycle
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Predicts the lifecycle for emerging technologies
Evaluates: Visibility and Maturity
The Hype Cycle is based on five stages.
The Hype Cycle: Technology Trigger
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Technology Trigger
New product or technology is introduced.
Commercial viability is unproven
New technology generates inflated expectations and unrealistic projections
The Hype Cycle: Peak of Inflated Expectations
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Peak of Inflated Expectation
Few successes with technology and many failures
The Hype Cycle: Trough of Disillusionment
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Trough of Disillusionment
Technology has entered mainstream and there is little media attention
Technology only continues if they improve their products
The Hype Cycle: Slope of Enlightenment
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Slope of
Enlightenment
Technology is understood and can be applied
Second- and third-generation products appear
Few remaining bugs to be worked out
The Hype Cycle: Plateau of Productivity
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Plateau of Productivity
Benefits of the technology are accepted
Technology has been adopted by most enterprises
Broad market applicability
The Hype Cycle
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The Hype Cycle: Prediction of Time
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Predicts from “less than two years” to “More than ten years.
Predictions are designated by the shape and pinpoints the hype cycle location
The Hype Cycle: Prediction of Time
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Embedded Cellular Data is moving up the Slope of Enlightenment
It is predicted to be less than two years away from mainstream adoption
The Hype Cycle: Priority Matrix
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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.
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
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The Hype Cycle: Summary
Help clients to implement new and existing technologies
Help clients get a look into the future to inform product development strategy and investment decisions
Provide insight for marketing messages
Help investment professionals determine which companies are best positioned to benefit from IT trends
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The Hype Cycle: Summary
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A key research methodology that helps differentiate Gartner from others
Gartner provides clients with objective assessments
Vendor Ratings
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Vendor Ratings answer the question:Vendor Ratings answer the question:
““How healthy is a specific How healthy is a specific technology provider organization?”technology provider organization?”
Vendor Ratings
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Rates the provider’s overall corporate financials, organization, management, marketing strategies, and support
Based on assessment of the provider’s strategy and ability to deliver for a product or service.
Vendor Ratings: 5 Point Scale
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Vendor Ratings: Example
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Vendor Ratings: Summary
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Help assess provider’s health, capabilities and markets and services
Provide key support for provider’s purchase and renewal decisions
Companies 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
Vendor Ratings Competition
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Gartner looks at the provider as a whole, and not just at a product, division, or subsidiary
Forrester’s Vendor Scorecard evaluates a company only in terms of a particular product
Newer Methodologies
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Critical Capabilities SWOT IT Market Clock
Critical Capabilities
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Critical Capabilities answer the question:Critical Capabilities answer the question:
““Which are the most important product features Which are the most important product features I should consider, and which vendors match I should consider, and which vendors match my needs in the provision of those features?”my needs in the provision of those features?”
Critical Capabilities
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Identifies features of a product or service that differentiate it
Rates each of the products only on those features
Uses weight to classify its importance to the evaluation of the product as a whole
The weights always total 100 percent
Critical Capabilities
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Each product is rated on a scale of one to five
A product viability score is given, assessing a product’s Strategy, Support, Execution, and investment from the vendor
Viability is also rated
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SWOT analysis answer the question:SWOT analysis answer the question:
““Which key strengths and weaknesses should Which key strengths and weaknesses should I focus on, to improve my competitiveness”I focus on, to improve my competitiveness”
SWOT Analysis
SWOT Analysis
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SWOT analysis is created by assessing a provider in the following categories:
•Company or Market
•Product or Service Offerings
•Finance
•Operations
Analysts review and weight each category, then assign to the vendor
The analysis show technology provider where they should focus its attention
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IT Market Clocks answer the question:IT Market Clocks answer the question:
““How should I manage the replacement of How should I manage the replacement of all the products I have?”all the products I have?”
IT Market Clock
IT Market Clock
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IT Market Clock uses a clock graphic to show the position of a product
Allows clients to choose a product replacement strategy
Level of customization is important
IT Market Clock tells clients the optimum time to upgrade
IT Market Clock
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Products or assets are rated in 4 areas
•Level of standardization
•Level of supplier choice
•Ease of access to appropriate skills
•Position in its market life
Helps clients decide when the time is right to implement their plans
Aggressive adopters will make investment before four o’clock
Conservative adopters will be likely to invest between 7 and 9 o’clock
IT Market Clock
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Quantitative Market Research
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Quantitative Market Research
MarketShare
MarketForecast
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Market Shares answer the question:Market Shares answer the question:
““How does my market share compare How does my market share compare to that of the competition?”to that of the competition?”
Market Share
Market Share
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Market Share combines primary survey and secondary source data
Multiple data points ensure the reports are objective and accurately quantify the market
Market Share data is updated quarterly
Market Share: Example
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Five major IT Services providers hadrevenue decline
HP and Accenture have the largest declines at 10.4% and 11.8%
Market Share: Benefits
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Help understand the competitive landscape
Help reduce investment risk
Help investment professionals identify the market leaders
Technology-user firms and technology executive clients typically do not use Market Share
Market Share: Benefits
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Gartner uses primary and secondary surveys to support Market Share data
Gartner cross-checks and validates multiple data points
IDC lacks end-user data points require to validate information
Market Share provides validated data
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Market Forecasts answer the question:Market Forecasts answer the question:
““Where is this market heading?”Where is this market heading?”
Market Forecasts
Market Forecasts
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Provide a view into the future by providing at least 2 years of historical data and projections five years into the future
Predict future growth or reduction for a market
Most Market Forecasts are updated annually
Market Forecasts: Example
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Growth is projected by market segment, not by company
There is a projected increase 19% growth in mobile PC production
Increased production of Notebook PCs of 32.3%
Market Forecasts: Benefits
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Help technology provider companies and professional services firms plan where to focus their development and marketing resources
Help investment professionals where to invest
Market Forecasts: Benefits
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Help inform forecasts and understand buyer trends and user spending
Quantitative and qualitative analyst approach
Gartner research communities understands what will drive and inhibit market growth
Market Forecasts: Competition
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IDC provides data taken directly from technology provider, with no end-user or demand source validation
Only Gartner provides multi-source, validated data
Benefits of Key Research Methodologies
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Gartner research methodologies help clients understand the past, assess the present, and predict the future
Benefits of Key Research Methodologies
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Gartner research has proven to be accurate, insightful and verifiable
Helps clients reduce the decision-making process
Provide clients confidence to make complex decisions
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How can research methodologies help you in the sales process?
Use Gartner methodologies differentiate from competitors
Learn your client’s business concerns and walk them through a relevant methodology report
Show how analysis can help them reach the right decision
Research methodologies are a great tool to better understand your prospect
Sales Process
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Gartner proprietary methodologies provide unparalleled client value
Forrester does sell IT research, but they provide a fraction of the value of Gartner
Gartner has unmatched breadth and depth of coverage that our competitors do not come close to matching
Gartner Research Advantages
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.
Gartner Research Methodologies
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