1. Info-Tech Research Group1 Vendor Landscape: Desktop Virtualization Select a solution that will maximize end-user experience and minimize TCO.

2. Info-Tech Research Group2 Desktop virtualization continues to expand in both function and use case: from task workers to power users; from application presentation to virtual desktop infrastructure (VDI); from stationary to mobile. Select the solution that fits your desktop situation and provides the best user experience and TCO. Introduction Businesses seeking to select a solution for desktop virtualization. Deployment scenarios could include: Remote application and desktops access for a Bring Your Own Computer (BYOC) initiative Limited application access for task workers, such as workers in a large call center Desktop PC replacement for a range of users, from knowledge workers to power users with high-end processing needs This Research Is Designed For:This Research Will Help You: Understand what’s new in the desktop virtualization market. Evaluate desktop virtualization vendors and products for your business needs. Determine which products are most appropriate for particular use cases and scenarios.

3. Info-Tech Research Group3 Market Overview Until recently, desktop virtualization was limited to Terminal Services sharing of server-hosted applications. In the past three years, server-hosted VDI has triggered more mainstream adoption with the potential to be a full desktop PC replacement technology. End-user experience has been the main stumbling block to widespread acceptance. Vendors have focused on creating a near-native experience through developments such as delivery protocol enhancements, and user interfaces. Each year, media and analysts claim that the year of the virtual desktop is on our doorstep. Adoption is steadily increasing, but it has not taken the world by storm just yet. From 2009 to 2010 the percentage of organizations who have implemented increased from 9% to 22%. The range of delivery options has grown; from presentation to application virtualization to full VDI. Look for vendors to leverage new delivery methods, including desktops in the Cloud. Vendors have started creating strategic alliances to prepare for delivering desktops as a service (DaaS). The drive to near-native experience continues. In the next 6 to 12 months, expect to see more vendors integrating (or partnering with a third party to provide) user profile management (UPM). UPM assists in increasing the personalization of the virtual machine by associating user settings with VMs. Consumerization is exploding. The number of different access devices is multiplying quickly, and end users want to use the end point of their own choosing. Vendors need to meet the demand to allow for the growing number of BYOC initiatives. How it got hereWhere it’s going Info-Tech sees desktop virtualization (DV) as a transformative technology. Read Info-Tech’s Develop a Desktop Virtualization Strategy solution set for more insight and tools to help your organization assess DV benefits and uses. Also see the associate tool, Desktop Virtualization TCO Calculator.Develop a Desktop Virtualization Strategy Desktop Virtualization TCO Calculator

4. Info-Tech Research Group4 Desktop Virtualization Vendor Landscape selection criteria: Market share, vendor viability, & product innovation Citrix. The leading innovator in the space, Citrix continues to push its “Any Any Any” message for employee access from any device, anywhere, anytime. Microsoft. Developed the long-time standard Terminal Services but came late to the desktop virtualization game. Has since developed a full suite of DV products that will be very competitive. Oracle. Viable product from a strong vendor. After the Sun acquisition, momentum seemed to slow; however, 2011 saw some new updates released for the VDI product. Quest Software. Quest leverages strong partnerships to create a competitive ecosystem. The solution is positioned as competition for Citrix. Red Hat. Latest entrant to the market, Red Hat has made waves with the open source crowd. It released one of the fastest growing server virtualization solutions, and hopes to have similar impact on the desktop. VMware. Leads the server virtualization market by a wide margin, and although it has had a very compelling solution on the desktop, it lagged in features. A recent push of new releases has moved View to a stronger position in the Champion quadrant. Included in the Vendor Landscape: The desktop virtualization market continues to mature and attract new users by expanding their solutions to address the needs of more advanced knowledge and mobile workers. New vendors, such as Red Hat, have thrown their hat in the ring to offer alternatives to market-dominating Citrix and VMware. For this Vendor Landscape, Info-Tech focused on those vendors that have a strong market presence and/or reputational presence among businesses.

5. Info-Tech Research Group5 Desktop Virtualization Criteria & Weighting Factors Features Usability Affordability Architecture Product Vendor Vendor Evaluation Vendor is committed to the space and has a future product and portfolio roadmap. Strategy Vendor offers global coverage and is able to sell and provide post-sales support. Reach Vendor is profitable, knowledgeable, and will be around for the long term. Viability Vendor channel strategy is appropriate and the channels themselves are strong. Channel Product Evaluation The solution’s dashboard and reporting tools are intuitive and easy to use. Usability The delivery method of the solution aligns with what is expected within the space. Architecture The five-year TCO of the solution is economical. Affordability The solution provides basic and advanced feature/functionality. Features Viability Strategy ReachChannel

6. Info-Tech Research Group6 Table Stakes represent the minimum standard; without these a product doesn’t even get reviewed It may seem strange to see storage optimization in a list of basic features; however, all of the vendors have responded to common customer complaints about the storage bottleneck that was strangling so many implementations. Vendors have new ways to help reduce storage requirements and costs. The products assessed in this Vendor Landscape TM meet, at the very least, the requirements outlined as Table Stakes. Many of the vendors go above and beyond the outlined Table Stakes, some even do so in multiple categories. This section aims to highlight the products capabilities in excess of the criteria listed here. The Table StakesWhat Does This Mean? FeatureDescription Delivery ProtocolThis feature refers not only to proprietary protocols (e.g. ICA, RDP, PCoIP), but enhancements to existing protocols (e.g. RemoteFX, HDX, EOP). Storage OptimizationReduces the overall cost of DV by reducing total storage costs or amount of storage required. This is essential functionality for improving the TCO argument for desktop virtualization initiatives. Management SolutionSoftware solution used to ease creation, deployment, and management of virtual machines (e.g. System Center, FogLight). Connection BrokerThe broker manages access and connects the user with a specific set of virtualized desktop resources.

7. Info-Tech Research Group7 Advanced Features are the market differentiators that make or break a product FeatureWhat We Looked For Hybrid DeliveryDesktop virtualization is not only VDI. An increasing number of organizations are using hybrid delivery models (e.g. combined traditional terminal services/RDS, app streaming and VDI). Server virtualization is offered by each vendor in this set, but it is not evaluated. User Profile Management (UPM) Reduces storage and increases personalization by storing user settings separate from the virtual machine. Offline AccessAllows users to check out or take a virtual machine with them and use it while disconnected from the network. Multi-hypervisor SupportSome solutions work with their own hypervisors, but not all have the capability to leverage more than one hypervisor. Desktops as a Service (DaaS) Delivering virtual desktops as a service from a third-party cloud. MobilitySupport for multi-device access clients to access apps/desktops from devices like the iPad. Peripheral SupportSupport for printers, multiple monitors, etc. Advanced Features Info-Tech scored each vendor’s features offering as a summation of their individual scores across the listed advanced features. Vendors were given one point for each feature the product inherently provided. Some categories were scored on a more granular scale with vendors receiving half points. Scoring Methodology

8. Info-Tech Research Group8 Appendix Vendor Evaluation Methodology Value Index Ranking Methodology Product Pricing Scenario & Methodology Additional Pricing Details

9. Info-Tech Research Group9 Vendor Evaluation Methodology Info-Tech Research Group’s Vendor Landscape market evaluations are a part of a larger program of vendor evaluations which includes Solution Sets that provide both Vendor Landscapes and broader Selection Advice. From the domain experience of our analysts, as well as through consultation with our clients, a vendor/product shortlist is established. Product briefings are requested from each of these vendors, asking for information on the company, products, technology, customers, partners, sales models, and pricing. Our analysts then score each vendor and product across a variety of categories, on a scale of 0-10 points. The raw scores for each vendor are then normalized to the other vendors’ scores to provide a sufficient degree of separation for a meaningful comparison. These scores are then weighted according to weighting factors that our analysts believe represent the weight that an average client should apply to each criteria. The weighted scores are then averaged for each of two high level categories: vendor score and product score. A plot of these two resulting scores is generated to place vendors in one of four categories: Champion, Innovator, Market Pillar, and Emerging Player. For a more granular category by category comparison, analysts convert the individual scores (absolute, non-normalized) for each vendor/product in each evaluated category to a scale of zero to four whereby exceptional performance receives a score of four and poor performance receives a score of zero. These scores are represented with “Harvey Balls,” ranging from an open circle for a score of zero, to a filled in circle for a score of four. Harvey Ball scores are indicative of absolute performance by category but are not an exact correlation to overall performance. Individual scorecards are then sent to the vendors for factual review, and to ensure no information is under embargo. We will make corrections where factual errors exist (e.g. pricing, features, technical specifications). We will consider suggestions concerning benefits, functional quality, value, etc; however, these suggestions must be validated by feedback from our customers. We do not accept changes that are not corroborated by actual client experience or wording changes that are purely part of a vendor’s market messaging or positioning. Any resulting changes to final scores are then made as needed, before publishing the results to Info-Tech clients. Vendor Landscapes are refreshed every 12 to 24 months, depending upon the dynamics of each individual market.

10. Info-Tech Research Group10 Value Index Ranking Methodology Info-Tech Research Group’s Value Index is part of a larger program of vendor evaluations which includes Solution Sets that provide both Vendor Landscapes and broader Selection Advice. The Value Index is an indexed ranking of value per dollar as determined by the raw scores given to each vendor by analysts. To perform the calculation, Affordability is removed from the Product score and the entire Product category is reweighted to represent the same proportions. The Product and Vendor scores are then summed, and multiplied by the Affordability raw score to come up with Value Score. Vendors are then indexed to the highest performing vendor by dividing their score into that of the highest scorer, resulting in an indexed ranking with a top score of 100 assigned to the leading vendor. The Value Index calculation is then repeated on the raw score of each category against Affordability, creating a series of indexes for Features, Usability, Viability, Strategy and Support, with each being indexed against the highest score in that category. The results for each vendor are displayed in tandem with the average score in each category to provide an idea of over and under performance. The Value Index, where applicable, is refreshed every 12 to 24 months, depending upon the dynamics of each individual market.

11. Info-Tech Research Group11 Product Pricing Scenario & Methodology Info-Tech Research Group provided each vendor with a common pricing scenario to enable normalized scoring of Affordability, calculation of Value Index rankings, and identification of the appropriate solution pricing tier as displayed on each vendor scorecard. Vendors were asked to provide list costs for a straightforward VDI deployment to address the needs of a reference organization described in the pricing scenario. Additional consulting, deployment, supporting infrastructure, and training services were explicitly out of scope of the pricing request. The annual support cost was also requested for a three-year total acquisition cost. This three-year total acquisition cost is the basis of the solution pricing tier indicated for each vendor. Finally, the vendors’ three-year total acquisition costs were normalized to produce the Affordability raw scores and calculate Value Index ratings for each solution. Key elements of the common pricing scenario provided to desktop virtualization vendors included: A mid-level media/publishing company, with two offices on the US east coast and 1,000 employees across the US, is looking to implement a desktop virtualization solution. The firm is interested in providing complete virtual desktops for their users, some of whom work from home. The corporate office breakdown is as follows: New York (Head Office): Employing 700 people (70% of total staff), the New York office holds Editorial, Sales, Finance, Marketing, Production, and the majority of IT. The IT staff here consists of 50 employees, three of which will be dedicated to managing the VDI environment. Boston (Satellite): Employing 200 people (20% of total staff), the Boston office holds Editorial, Sales, and Marketing departments. Remote/Contract Workers: The company employs 100 reporters (10% of total staff) that perform occasional work or work from home full time. They are located across the United States. Please provide the total cost of your VDI solution: Notwithstanding the additional total infrastructure, what would be the total cost of licensing a VDI solution for your product? This includes the cost of supplying a VDI solution for all users, the management solution licenses, and top-line support for three years. Because we want to have an idea of the upper range of costs, please use pricing for your top-level licensing and support packages (e.g. Platinum or Premier).

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