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ResearchFox Consulting is an Indian market research and consulting firm based in Bangalore. We strive to provide our clients with research data and reports which they can trust and analyze. Insights gleaned from our detailed and comprehensive research reports helps our clients stay ahead of trends. ResearchFox serves clients with services from data collection to analysis and reports. ResearchFox has extensive sector expertise and its consultants are abreast of global trends and issues across industries. Our areas of expertise include Manufacturing, IT, FMCG, Healthcare, Automotive, Government Sector and NGO, BFSI and Retail. Disclaimer : This report is furnished to the recipient for information purposes only. Each recipient should conduct their own investigation and analysis of any such information contained in this report. No recipient is entitled to rely on the work of ResearchFox Consulting Pvt.Ltd. contained in this report for any purpose. ResearchFox Consulting Pvt. Ltd. makes no representations or warranties regarding the accuracy or completeness of such information and expressly disclaims any and all liabilities based on such information or on omissions therefrom. The recipient must not reproduce, disclose or distribute the information contained herein without the express prior written consent of ResearchFox Consulting Pvt.Ltd. Copyright 2015. ResearchFox Consulting Private Limited 2
Table of Contents 1. Introduction 1.1. Synopsis 2. Layer Analysis 2.1. Assessment Criteria 2.2. Layers 3. ResearchFox LAYERS 3.1. Assessment of Vendors 4. Company Profiling 4.1. AMAZON WEB SERVICE 4.2. AORTA CLOUD 4.3. BOX INC. 4.4. CLEVERSAFE 4.5. CTERA NETWORKS 4.6. EMC CORPORATION 4.7. FUJITSU LTD 4.8. GOOGLE 4.9. HEWLETT - PACKARD 4.10. HITACHI DATA SYSTEMS 4.11. IBM 4.12. INTERNAP 4.13. MICROSOFT 4.14. NETAPP 4.15. RACKSPACE INC. 4.16. RIVERBED TECHNOLOGY 4.17. SCALITY 4.18. WAGAPI 3
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1. Introduction 1.1. Synopsis Brief "ResearchFox Layers" offers a pictorial summary and comprehensive analyses of the market trends and vendors within. Understanding our research methodologies will help you use these reports to evaluate markets, select the right vendors and manage relationships with them. Key Takeaways ResearchFox Layers are based on an in-depth analysis, backed by extremely structured methodologies that have stood the test of time Informed explanation of "ResearchFox Layers" is decisive. Only then will you get the most from ResearchFox's analysis in light of your unique business and technology needs Recommendation Read this document to study how "ResearchFox Layers" can help you evaluate markets and their technology and service providers, and thereby advance your assessment and investment decisions Study this document in conjunction with "ResearchFox Layers" to give context to the analysis. Refer "ResearchFox Layers" to short list possible vendors/suppliers in a particular market, but don't be decisive on the basis of this alone. Consider scheduling an analyst session with the ResearchFox's analyst who authored the "ResearchFox Layers" to gain more facts and insights. Refer "ResearchFox Layers" to understand the market metrics, competitive structure and to review its key vendors. Market Identification and Selection ResearchFox identifies and selects a market for rigorous analysis based on the impact of upcoming trends and users' necessity to comprehend varying market dynamics. ResearchFox analysts' insights help clients with planning, investment decision making and the ongoing support from vendor relationships. 5
Vendor Selection "ResearchFox Layers" - the intention is not to provide analysis of every vendor, but to give a focused analysis on selected vendors. Inclusion criteria cover several parameters depending upon the nature of the market Market share Revenue Number of clients Types of products or services Target market and other defining characteristics Each member needs to receive 5-30 surveys (depending upon the maturity of the market) from their customers and channel partners. Each had to deliver minimum required capabilities in the respective technology. Research Methodology Research activities include, but are not limited to ResearchFox Analyst team sends a detailed questionnaire to the vendor for assessment* ResearchFox Analyst team conducts a comprehensive analysis of vendor rating, which later gets validated with in-depth vendor briefings, interviews of reference customers and partners identified by the vendors, and further interaction with industry/subject matter experts Necessary changes get accommodated depending upon the feedbacks from various sources, however, it is ResearchFox, which gives the final vendor ratings as per its analysis. * Sufficient time is allocated for the vendor to provide responses to the questionnaire 6
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2. Layer Analysis 2.1. Assessment Criteria "ResearchFox Layers" use standard parameters in two categories: STRATEGY and COMPETENCE Strategy Various vendors are rated on their strategies to exploit market forces to create value for customers and opportunity for themselves. The "Strategy" ratings and observations in this report are based on a number of sources: ResearchFox analysts' opinions; customers' perceptions of each vendor's strengths and challenges, an online survey of vendors' customers conducted in July 2014, a questionnaire completed by the vendors about their Healthcare analytics strategy and operations; vendors' in depth interviews inquiring how each vendor delivers specific features that make up the 12 critical competence. Strategy Innovation Market Need Fulfillment Product and Service Strategy Sales and Reach Strategy Marketing Strategy Business Paradigm Direct, related, complementary and synergistic layouts of resources, expertise or capital for investment, consolidation, defensive or pre-emptive purposes. This parameter evaluates a vendor on whether it is setting standards for innovations that others try to match. The ability of the vendor to understand buyers' wants and needs, and to translate those into products and services. Vendors that show the highest degree of strategy listen to and understand buyers' wants and needs, and can shape or enhance those with their strategy. This would be an exhaustive list of criteria and would vary based on the technology considered. A vendor would be evaluated on its approach to product development and delivery, its emphasize on differentiation and functionality that map to current and future requirements. A vendor would be evaluated on its understanding about the buyers' needs and wants. This parameter would also evaluate a vendor on how well can the vendor meets the needs of various industries. A vendor is evaluated on its right combination of direct and indirect resources to extend its market reach, including an innovative partner strategy, differentiating and attractive licensing/ buying models, or sales models. The vendor's approach towards utilizing direct resources, skills and offerings to meet the specific needs of geographies outside the native geography, either directly or through partners, channels and subsidiaries as appropriate for that geography and market, will also be assessed. A Vendor would be evaluated on clear, differentiated set of messages consistently communicated throughout the organization and externalized through the website, advertising, customer programs and positioning statements to increase its awareness and demand. A vendor would be evaluated on initiatives on promoting its product. The soundness and logic of the vendor's underlying business proposition. This evaluates "how business works". Source: ResearchFox 8
Competence Vendors are judged on their ability and success in making their vision a market reality. In addition to the ResearchFox analysts' opinions, the "Strategy" ratings and observations in this report are based on a number of sources: customers' perceptions of each vendor's strengths and challenges, an online survey of vendors' customers conducted in July 2014, a questionnaire completed by the vendors about their Healthcare analytics strategy and operations; vendors' in depth interviews inquiring how each vendor delivers specific features that make up the 12 critical competence The category includes the following parameters: Competence Leadership Product/Service Competence Sales and Reach Competence Marketing Competence Customer Experience Operations A vendor is evaluated on the ability to influence and attract money, manpower and partnership. A Vendor is also evaluated on its team's ability to identify growth opportunities. 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. Ability to advance the state of the art within the organization's portfolio of product. How competitive and successful are the goods and services offered by the vendor in this market, and up to what extent are they used?. This includes current product/service capabilities, quality, feature sets, skills and so on, whether offered natively or through OEM agreements/partnerships as defined in the market definition and detailed in the sub criteria. The vendor's capabilities in all presales activities and the structure that supports them. This includes deal management, pricing and negotiation, presales support, and the overall effectiveness of the sales channel. The clarity, quality, creativity and efficacy of programs designed to deliver the organization's message to influence the market, promote the brand and business, increase awareness of the products, and establish a positive identification with the product/brand and organization in the minds of buyers. This "mind share" can be driven by a combination of publicity, promotional initiatives, thought leadership, word of mouth and sales activities. Relationships, products and services/program s that enable clients to be successful with the products evaluated. Specifically, this includes the ways customers receive technical support or account support. This can also include ancillary tools, customer support programs (and the quality thereof), availability of user groups, service-level agreements and so on. The ability of the organization to meet its goals and commitments. Factors include the quality of the organizational structure, including skills, experiences, programs, systems and other vehicles that enable the organization to operate effectively and efficiently on an ongoing basis. Source: ResearchFox Market Size Market size is defined as the potential buyers and/or sellers of a particular product or service. It is the measurement of the total volume of the a given market usually identified by the potential sales volume of the respective product/service. 9
2.2. Layers Front Runners Front Runners have offerings that are mature enough to match the market needs. Essential capabilities are demonstrated to sustain as requirements evolve with the changing market dynamics. Front runners possess large, delighted customer segment base as per its relative market size. With huge investment in their technology (Research and Development), they become Front Runners in terms of innovation. With the maximum awareness level and usage level, they enjoy high visibility within the market. Because of its size and financial strength, Front Runners cater to a wide market audience by backing broad market demands. Front Runners manage to overcome economic challenges because of wide customer base. Even so, they may not be really successful in each and every end-user segment. Contenders Contenders are well placed to prosper in the market. Yet, they may be constrained to particular use cases, technical environments or application domains. Their approach may be hindered by a lack of well-defined strategy across the numerous products in their portfolios, or they may lack the right approach towards marketing, sales and channels, geographies, industry-specific content and awareness building. Contenders can become Front Runners if their strategy and competency develops. The larger firms may swing between the Contenders and Front Runners Layer as their product/service cycles are affected due to changing market requirements. Challenges Challengers have a robust and unique strategy for delivering their products/services. They offer in-depth functionality in the areas they address. Yet, they may have cavities related to broader functionality requirements. Challengers are thought-leaders and innovators but they may not be scalable, or there may be apprehensions about their capability to provide consistent performance. Challengers frequently introduce new product, services or business models, however, they may perhaps need to shape financial strength, service and support, and sales and distribution channels. "Challengers" success depends on whether the end-users are buying their products and service. Dark Horses Most of the time, Dark Horses come with a specialty in a particular segment. Since they focus on particular functionality or a particular location, they may have limited ability to outperform other vendors in the particular market. It may also happen because these firms are relatively new to the market. Dark Horses have a ceiling to the implementation and support competencies in spite of them possessing a broad functionality. Their approach to position themselves needs to be strongly established. Dark Horses may be the best option in the lot for your requirement. However, risk comes attached with them, as per their financial viability. As a whole, Dark Horses, if structurally funded, may grow very quickly in the market to become Challengers. 10
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3. ResearchFox LAYERS 3.1. Assessment of Vendors 12
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