G0******* Magic Quadrants and MarketScopes: How Gartner Evaluates Vendors Within a Market
Published: 26 April 2011
Analyst(s): Charles Smulders
Magic Quadrants and MarketScopes offer visual snapshots of a market's direction, maturity and participants. Understanding our rearch methodology will help you u the models effectively when choosing a product or rvice, or managing a vendor relationship.
Table of Contents Analysis (2)
1.0 Magic Quadrants and MarketScopes (2)
2.0 Qualitative Market Analysis (3)
2.1 Identify the Market (3)
2.2 Select the Vendors (3)
2.3 Define the Rating Criteria (4)
2.4 Rearch the Market (5)
2.5 Evaluate the Vendors (5)
2.6 Publish the Rearch (6)
3.0 Magic Quadrants (6)
长城的资料3.1 Leaders (7)
3.2 Challengers (8)
3.3 Visionaries (8)
3.4 Niche Players (8)
3.5 How to U a Magic Quadrant (9)
4.0 MarketScopes (9)
4.1 MarketScope Ratings (10)
4.2 How to U a MarketScope (11)
5.0 Frequently Asked Questions (12)
List of Tables
Table 1. MarketScope Rating Framework (11)
List of Figures
Figure 1. Market Life Cycle (3)
Figure 2. The Magic Quadrant (7)
Figure 3. The MarketScope (10)
Analysis
1.0 Magic Quadrants and MarketScopes
Asssing a market and its participants is a daunting task. Vendor differentiation caud by differing sizes, levels of complexity and strategies can inhibit comparisons of vendor offerings, and the
market's overall direction is often murky. Gartner's Magic Quadrants and MarketScopes solve the problems by offering snapshots of markets and their participants, enabling you to map vendor
strengths against your current and future needs.
Markets vary in many ways, but all follow a predictable life cycle with the phas: embryonic,
emerging, high-growth, consolidating, maturity and declining. A market's current pha helps赞美秋天的词语
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determine which model we u to asss it:
■Magic Quadrants depict markets in the middle phas of their life cycle by using a two-dimensional matrix that evaluates vendors bad on their completeness of vision and ability to
execute. The Magic Quadrant has 15 weighted criteria that plot vendors bad on their relative
strengths in the market. This model is well suited for high-growth and consolidating markets农村危房改建
where market and vendor differentiations are distinct.
■MarketScopes rate vendors bad on criteria that focus on the important aspects of an emerging or mature market. In emerging markets, vendors and products are less well known or
tested in the market, and it would be difficult to analyze all criteria typically ud in a Magic
Quadrant. In mature markets, vendors and products are typically well known, and demand for
relative comparison shifts to a focus on differentiating criteria. By focusing on a limited t of
criteria for the markets, MarketScopes will help you understand the dynamics of the market,
as well as the strengths of its vendors, even when the market is not well suited for Magic
Quadrant analysis.
For example, we may analyze an emerging market with a MarketScope and u a Magic Quadrant
when the market enters its high-growth pha. We then may return to a MarketScope as the market matures (e Figure 1).
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Figure 1. Market Life Cycle
Market Size
Pha 13245
Source: Gartner (April 2011)
2.0 Qualitative Market Analysis
To evaluate vendors for Magic Quadrants and MarketScopes, Gartner us a comprehensive
process that defines the boundaries of the market, rearch focus and the steps taken to form the analysis.
2.1 Identify the Market
To be considered for a Magic Quadrant or MarketScope, a market must be distinct and viable. It is lected for analysis bad on the impact of emerging trends and urs' need to understand changing market dynamics. We focus on markets in which our insights can assist clients with planning, investment decision making and the ongoing support of vendor relationships.
2.2 Select the Vendors
A Magic Quadrant or MarketScope is not intended to be an exhaustive analysis of every vendor in a market, but rather a focud analysis. Inclusion criteria consist of market share, revenue, number of clients, types of products or rvices, target market or other defining characteristics that help narrow the scope of the rearch to tho vendors that we consider to be the most important or best suited to our clients' needs.
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2.3 Define the Rating Criteria
Magic Quadrants u standard criteria in two categories: completeness of vision and ability to
execute. MarketScopes may u up to ven of the criteria to focus on factors that differentiate a particular market. We then adapt the inclusion criteria to a market by prioritizing and weighting them bad on a high, low or standard scale of importance. In some cas, a criterion may have a "no
rating" weight becau it has low relevance for the market.
2.3.1 Completeness of Vision
■Market Understanding: The ability of a vendor to understand buyers' needs and translate the needs into products and rvices. A vendor that shows the highest degree of vision
listens and understands buyers' wants and needs, which it can shape or enhance with its
vision.
■Marketing Strategy: A clear, differentiated t of messages consistently communicated throughout the organization and publicized through the Web site, advertising, customer
programs and positioning statements.
■Sales Strategy: A strategy for lling products that us the appropriate network of direct and indirect sales, marketing, rvice and communication affiliates to extend the scope and depth of
a vendor's market reach, skills, experti, technologies, rvices and customer ba.
■Offering (Product) Strategy: A vendor's approach to product development and delivery that emphasizes differentiation, functions, methodology and feature t in relation to current and
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future requirements.
■Business Model: The validity and logic of a vendor's underlying business proposition.
■Vertical/Industry Strategy: A vendor's strategy to direct resources, skills and offerings to meet the needs of market gments, including vertical industries.
■Innovation: Marshaling of resources, experti or capital for competitive advantage, investment, consolidation or defen against acquisition.
■Geographic Strategy: A vendor's strategy to direct resources, skills and offerings to meet the needs of regions outside of the vendor's "home" or native area, directly or through partners,
channels and subsidiaries, as appropriate for that region and market.
2.3.2 Ability to Execute
■Product/Service: Core goods and rvices offered by the vendor that compete in and rve the market. This category includes product and rvice capabilities, quality, feature ts and
skills, offered natively or through original equipment manufacturers, as defined in the market
definition and detailed in subcriteria.word转jpg
■Overall Viability: Includes an asssment of the vendor's overall financial health, the financial and practical success of the relevant business unit, and the likelihood of that business unit to
continue to invest in and offer the product within the vendor's product portfolio.
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■Sales Execution/Pricing: The vendor's capabilities in pre-sales activities and the structure that supports them. This criterion includes deal management, pricing and negotiation, pre-sales
support and the overall effectiveness of the sales channel.
■Market Responsiveness and Track Record: Ability to respond, change direction, be flexible and achieve competitive success as opportunities develop, competitors act, customer needs
evolve and market dynamics change. This criterion also considers the vendor's history of
responsiveness.
■Marketing Execution: The clarity, quality, creativity and efficacy of programs designed to deliver the vendor's message to influence the market, promote its brand and business, increa
awareness of its products and establish a positive identification with the product, brand or
vendor with buyers. This "mind share" can be driven by a combination of publicity, promotions,
thought leadership, word of mouth and sales activities.
■Customer Experience: Relationships, products, and rvices and programs that enable clients to succeed with the products evaluated. This criterion includes the ways customers receive
technical support or account support. It can also include ancillary tools, customer support
programs (and their quality), availability of ur groups and rvice-level agreements.
■Operations: The vendor's ability to meet its goals and commitments. Factors include the quality of the organizational structure, such as skills, experiences, programs, systems and other
vehicles, that enable the vendor to operate effectively and efficiently.
2.4 Rearch the Market
Rearch activities include, but are not limited to:
■Vendor briefings
■Surveys
■Vendor-provided references
■Industry contacts
■Client interviews
■Public sources, such as U.S. Securities and Exchange Commission filings, articles, speeches and published papers
■Input from Gartner analysts
2.5 Evaluate the Vendors
结婚图片Teams of analysts collaborate to evaluate and score each vendor using the weighted criteria. The
画春节的画resulting scores are ud to generate a Magic Quadrant or MarketScope.
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2.6 Publish the Rearch
The Magic Quadrant or MarketScope is published as a rearch document that explains the vendor positions and ratings, as well as new developments in the market, and thus provides a context in
which to u the models. During this step, the rearch undergoes rigorous internal peer review and validation, followed by a factual review by the vendors included on the Magic Quadrant or
MarketScope.
3.0 Magic Quadrants
The Magic Quadrant figure (e Figure 2) is bad on two axes:
■Ability to Execute: Summarizes factors such as the vendor's financial viability, market responsiveness, product development, sales channels and customer ba.
■Completeness of Vision: Reflects the vendor's innovation, whether the vendor drives or follows the market, and if the vendor's view of how the market will develop matches Gartner's
perspective.
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