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March 2011
Juniper Networks places in the 100th percentile of those 9 companies examined.
ImplementationA key feature of Juniper's ATM solutions is that they support a pay-as-you-grow model, allowing significant flexibility in customer deployments while simultaneously helping them reduce Total Cost of Ownership (TCO). The SSG line of products delivers a rich set of UTM features specifically designed for branch office security. InnovationJuniper has consistently nurtured innovation across its security products portfolio through in-house product development as well as through strategic acquisitions. |
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January 2011
On November 16, 2010, Juniper Networks announced, as expected, it was acquiring WLAN vendor Trapeze Networks for $152 million. Trapeze was a business unit of technology and cable vendor Belden, having been acquired in 2008 for an estimated $133 million to complement Belden's portfolio of copper and fiber-optic cabling and connectivity products. Clearly that attempt to bring wired connectivity and wireless under one umbrella did not work — hence the decision to spin Trapeze back out again. In a follow-up announcement on December 6, Juniper Networks announced it was paying an estimated $95 million to acquire Altor Networks, a provider of virtualization security technology that enables organizations to secure cloud-based deployments. Given the fact that Juniper already had a strong OEM relationship in place with Altor, Juniper clearly views virtualization security as a very important component of its security portfolio moving forward. These two acquisitions are part of a bigger enterprise story at Juniper. Building on its heritage in routing and acquisition of NetScreen, and having consistently grown its enterprise switching business from its introduction in 2Q10, Juniper is now starting to garner significant traction and mindshare in the enterprise networking markets. Juniper believes that the $20+ billion enterprise switching market is at an inflection point — first in terms of technology refresh cycles and for upgrades and expansion, and then in terms of the market dynamics around virtualization, convergence, and video. Juniper's timing of its enterprise portfolio expansion in networking and security seems to be working to Juniper's advantage. |
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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 technoAlogy supplier. The NYSE win is a key validation of that strategy. |