1. Magic Quadrants 1

2. Research Processes Behind Methodologies 2 Qualitative Insight Research Quantitative Market Research Magic Quadrants Market Scopes Hype Cycles Vendor Ratings Market Forecasts Market Share

3. 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 3

4. 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 4

5. Magic Quadrant: Niche Players Low “Ability to Execute” and “Completeness of Vision” Narrow Focus Less capability or strategic narrow focus 5

6. 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 6

7. Magic Quadrants Sources Providers are placed into one of four “quadrants”: Leaders Challengers Niche players Visionaries 7

8. Example: Magic Quadrant for Application Delivery Controllers 8

9. Example: Magic Quadrant for Global Enterprise Notebook PCs 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 Toshiba is high in “Completeness of Vision” Apple and Panasonic are niche players 9

10. 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. 10 Gartner Advantages:

11. 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 11

12. MarketScopes E-mail Systems The strongest providers is Microsoft Use caution when considering Open-Xchange 12

13. Benefits of MarketScopes 13 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

14. The Hype Cycle 14

15. The Hype Cycle: Technology Trigger 15 Technology Trigger New product or technology is introduced. Commercial viability is unproven New technology generates inflated expectations and unrealistic projections

16. The Hype Cycle: Peak of Inflated Expectations 16 Peak of Inflated Expectation Few successes with technology and many failures

17. The Hype Cycle: Trough of Disillusionment 17 Trough of Disillusionment Technology has entered mainstream and there is little media attention Technology only continues if they improve their products

18. The Hype Cycle: Slope of Enlightenment 18 Slope of Enlightenment Technology is understood and can be applied Second- and third-generation products appear Few remaining bugs to be worked out

19. The Hype Cycle: Plateau of Productivity 19 Plateau of Productivity Benefits of the technology are accepted Technology has been adopted by most enterprises Broad market applicability

20. The Hype Cycle 20

21. 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 21

22. Vendor Ratings 22 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.

23. Vendor Ratings: 5 Point Scale 23

24. Vendor Ratings: Example 24

25. Vendor Ratings: Summary 25 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

26. Vendor Ratings Competition 26

27. Critical Capabilities 27 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

28. SWOT Analysis 28

29. IT Market Clock 29

30. Market Share 30

31. Market Share: Example 31

32. Market Forecasts 32

33. Market Forecasts: Competition 33

34. 34 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