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December 2010
Leaders demonstrate balanced progress, effort and clout in all execution and vision categories. Their actions raise the competitive bar for all products in the market, and they can change the course of the industry. To remain in the Leaders quadrant, vendors must excel in performance, scalability and protection, and must dominate in sales. However, a leading vendor is not a default choice for all buyers, and clients are warned not to assume that they should buy only from the Leaders Quadrant. To stay on the right side of the chart, Leaders (and Visionaries) must follow courses that are competitively disruptive, not only ahead of the curve, but offering features that remove significant roadblocks to vendor sales and buyer implementations. One example of a competitively disruptive activity might include, but is not limited to, delivering a superior smartphone client in terms of capability, user experience and user adoption that could significantly stimulate new smartphone VPN deployments. Vendors that have pursued new technologies but have not changed the course of buyer decisions and implementations, and companies that add features to make their product more complete in comparison to the same features offered by other vendors, are not creating competitively disruptive situations. In a mature VPN market, leaders sell broad network infrastructure product families to buyers, as well as stand-alone VPNs. Buyers of leader products include larger companies and/or projects that often stretch products in ways that uncover problems in scalability and maintainability. Quick response is essential. Larger investments in help and support operations contribute greatly to satisfaction. |
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July 2009
Current Perspective: Threatening |
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July 2009
Juniper's Ethernet switching business strategy has been to cater to the needs of "high-performance networks" with the datacenter network as a key battleground to serve as a disruptive technology supplier. The NYSE win is a key validation of that strategy. |